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Compression of a traf c ow ( Compress_ ow box) affects data delity (variable represented by the Data_ delity oval), which in turn affects the objective function. Changing the power affects the set of one-hop neighbors, which affects the number of timeslots available to a node for transmission, which affects the number of packet drops at the node, which is an indicator of congestion. Here congestion is a virtual variable inferred from measurements. Assume that there is a ow that originates at Node 2 and ows through Node 1; hence the Congestion variable on Node 1 is affected by Flow_ data_volume on Node 2. An example of a variable whose value could be derived from mission knowledge is High_mobility ; a particular mission phase may dictate a high degree of movement, which affects how long routes remain valid ( Route_validity_time ) and in turn could affect the decision to discover routes proactively or reactively.

(Tomblin et al., 2005). Thus, disorders of language are among the most common disorders of higher cerebral function in children.

where h is the number of unordered classes, mi is the number of dynamic subclasses j of Ci in the representation and j is the number of examples in Zi . i Finally, if we want to obtain the steady-state probability of an ordinary marking m, we simply have to divide the probability of its symbolic marking with the cardinality of the latter which is: 1 S(m)

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Today, these small companies and experts are at a disadvantage because they don t have access to the same distribution channels as larger, better-established companies. The network will need their skills and, in return, these experts will have access to the network s larger market. As consumers, we will see a greater variety of innovative products come on the market quicker and at a lower price than today. In fact, many networks will attempt to distinguish themselves by the quality and number of guilds and expert craftspeople they can attract. In this way, the adaptive business network has the potential to play a role in the development of economies beyond the first world. Expert craftsmanship will always be a valuable skill and asset for a network. Networks can give craftspeople in emerging economies a worldwide market for their products, boosting their standard of living, and creating local demand for services to fill the needs of these frontline entrepreneurs. By linking these artisans to a globalized network of consumers, adaptive business networks can provide positive, incremental economic change to communities untouched by the traditional engines of today s economy.

Fault management deals with monitoring, diagnosing, and recommending solutions to network failures and is thus vital to maintaining the health of the underlying network. Once a network has been con gured, it must be monitored to ensure that network elements and services are functioning correctly and are providing an acceptable level of performance. When there is a malfunction in the network, it is the fault management function that must collect all the evidence of this malfunction and diagnose the root cause of the problem. This is one of the key functions performed by a fault management system. This chapter presents issues and solutions for fault management in MANETs. The contents of this chapter are organized as follows. Section 7.1 begins with a high-level overview of fault management for MANETs. Next, in Section 7.2, fault management operations process models are presented, along with a description of what aspects of the TMN fault operations process models can be leveraged for MANETs. This is followed by a brief overview of monitoring in MANETs, with a particular focus on red black separation issues in Section 7.3. Section 7.4 discusses root cause analysis for MANETs, and it points out the shortcomings of existing approaches for static wireline networks when applied to MANETs. Section 7.5 discusses self-healing for MANETs using the policy-based management approach. Detailed fault scenarios for MANETs are provided in Section 7.6 to illustrate the issues that arise in MANETs and the way in which such issues can be handled. Section 7.7 concludes with a brief summary. 7.1 OVERVIEW

8.9 Summary

INDEX Business process management (BPM), 21 22 Business process reengineering (BPR), 12, 21, 45, 194 195, 199 Business sustaining costs, 101, 124 Business-to-business (B2B), 178 Business-to-business processes, 195 Business-to-consumer (B2C), 267 Calculated costs, 92 California Public Employees Retirement System (CalPERS), 215 216 Call center campaigns, 160 161 CAM-I, 264 Capacity: adjustments, 138, 140 costs, 135, 137 management, 13, 270 unused, 267, 270 Capacity-requirements-planning, 241 Capital budgeting, 230 Capital charges, 221, 231 234 Capital costs, 232 Capital drivers, 231 232 Capital ef ciency, 223 Capital markets, 217 Cascading measures, 52 57 Cascading process, 42 Cash conversion cycle (CCC) ef ciency, 223 224 Cash ow, 217, 220, 264 Cash gap analysis, 224, 233 Cash out ow, 136 Cash-to-cash cycle, 227, 271 Cause-and-effect relationships, 23, 41, 51, 59 60, 109, 120, 124, 231 Chain of command, 17 Champions, 128 Chart of accounts, 93 94, 203 Chief executive of cer (CEO): functions of, 3 5, 70, 217 measurement of, 55 Chief nancial of cer (CFO), functions of, 3, 9, 36, 55, 217, 220 Chief information of cer (CIO), functions of, 35 36, 252 Chief logistics of cer (CLO), 9 Chief marketing of cer (CMO), 9 Chief operating of cer (COO), measurement of, 55 Children activity-based costing models, 110 112 Churning, 167, 254

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