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the de nition of executable business processes as de ned by (BPEL4WS) which will be described below. Furthermore, a single WSCI de nition can only describe one partner s participation in a message exchange. For example, the WSCI de nition as shown in Figure 7.9 is the WSCI document from the perspective of the Agent. The buyer and the supplier involved in the process also have their own WSCI de nitions.
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Figure 7.1 Basic self-mixing configuration based on a Fabry Perot SL.
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devices select the same beacon slot after the existing device or when their beacons in the signaling beacon slots collide, a beacon collision resolution rules is used to resolve the collision. Once the beacon slot is secured in the extension beacon slots, the device will move to the rst beacon slot after the highest occupied beacon slots of the existing devices. The data transmission period is used to transmit data packets whose data reservations are announced in its device beacon slot. This is called the distributed reservation protocol (DRP) [1]. DRP can be explicit, using command frames, or implicit, through the DRP information elements (IEs) in the beacons. The source device rst sends a reservation request to destination device. Command frame can be sent using DRP or PCA, while DRP IE can be set to indicate the reservation request in the device s beacon. The destination device will check for the channel availability and reply to the source device using either a command frame or its DRP IE. If the reservation request cannot be accepted, the destination device can send the information on the available slots to the source device. Once the reservation request is accepted, the reservation is announced in the DRP IEs of the devices beacons. The other devices are informed of the reservation by listening to these two devices beacons, and the other devices do not transmit during the reserved DRP period. DRP transmission need not be in the same order as the devices in the beacon slots, and the DRP packets for each device also need not be transmitted immediately after other DRP packets. The number of data packets for each device to transmit is not xed but can vary. Note that all devices announce their data reservations, and each device s beacon slot contains information on all other devices [1]. Since the beacon period varies, the available number of data packet slots for PCA transmissions, C, also varies, depending on the number of active devices in the system. In Figure 12.6, active devices 2 and 3 are transmitting DRP packets, while PCA devices 1 and 4 can transmit in the PCA periods. PCA is similar to IEEE 802.11e using CSMA/CA, except that suf cient time to transmit a packet must be available before the next DRP block or BP, and there is a timeout for retrying to transmit. The timeout for retrying has an effect similar to having a retry limit. Hard and soft DRPs differ from each other in that no one else can use the reserved slots for hard DRPs, while PCA can use the reserved slots for soft DRPs if they are not used. Therefore, there are more time slots for PCA usage under soft DRPs than that under hard DRPs. In other words, soft DRPs allow PCA to share its reserved slots if they are not utilized, while hard DRPs allow no sharing of their reserved slots at all. There are four traf c classes (access categories) in PCA, and one method of differentiating the priority of each class is based on its arbitration interframe space (AIFS). The shorter the AIFS and the smaller the minimum and maximum contention window sizes of the traf c class, the higher the priority. The shortest AIFS of the traf c classes contending for channel access will gain access to the channel faster. Figure 12.7 shows the channel access for IEEE 802.11e. Table 12.4 shows the AIFS for background, best effort, video, and voice traf c. A key element in PCA, like IEEE 802.11 and IEEE 802.11e, is the backoff counter. The initial value in the backoff counter is set between zero and the minimum contention window size. The backoff
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The four steps from switching on the UE to having IP connectivity UE preparation, establishing radio connectivity, attaching to the network and establishing IP connectivity have approximate equivalents in a WLAN network which are described in the following subsections.
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The prioritisation of PVC towards other PVC can be controlled by the application of a traffic class [11]. The traffic classes defined by ATM forum [10] are: Constant Bit Rate (CBR), which is real circuit emulation. In this category, the ATM network receives a continuous stream of bits. It usually implies a very low delay and very low delay variation. Real-Time Variable Bit Rate (RT-VBR). This service class has very tight bounds on delay but might not have very tight bounds on cell loss. There are certain kinds of traffic such that if the delay gets too large it might not deliver it at all. Non-Real-Time Variable Bit Rate (NRT-VBR) is the complement of RT-VBR. This class puts a low priority in the delay but focuses into not losing cells instead. E-mail service is an example of this type of traffic. Unspecified Bit Rate (UBR) is kind of "best effort" method, since UBR has no guarantees. Available Bit Rate (ABR) involves flow control. The goal here is to have a very low cell loss within the network. With this set of options, the dimensioning of a well-performing and cost-efficient transport network is large. However, the first UTRAN vendor releases show severe limitations with regard to the described ATM functionalities, particularly a limited number of traffic classes, which cannot be translated from one ATM vendor to another. Additionally, the separate end-to-end transmission of different services (conversational, interactive, etc.) has not yet been established by several vendors or vendor interoperability, which means that most of the traffic has to be transported in one or two VCs (like one for circuit switched and one for packet switched traffic), and not in VCs dedicated to a specific access bearer service. Beside the design limitations, several other constraints with regard to performance retrieval and optimisation exist. This will be described in the next sections.
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what the project should cost and is responsible for explaining any resulting variances. Accordingly, you should always insist on developing your own budget and should not settle for an inadequate budget simply to minimize conflict at the outset. Otherwise, both you and your project will suffer in the long run. Project budgets are typically more difficult to prepare and adjust than departmental budgets. Projects typically consist of nonroutine activities. Departmental budgets are generally prepared annually and are often revised quarterly or semiannually. In contrast, project budgets are generally for the life of the project and are not related to a fiscal year. Revisions to project budgets are uncommon in the absence of a mistake in the original budget or a major change in the scope of the project. Unfavorable variances in a project usually are noticed more than unfavorable variances in a departmental budget. At the departmental level, variances are often accepted as being inevitable, but similar variances in a project are often frowned upon. In general, a project manager is typically held to a higher level of accountability than a department manager. The major expense in most projects is likely to be for human resources. When estimating labor expense, consider both the labor hours and the skill levels needed to complete each phase of the project. Multiplying the hours by the labor rate at each level will give the total labor cost. Also for each phase of the project, prepare a detailed budget listing the materials, supplies, and equipment requirements, which vary widely. Some projects consist essentially of administrative tasks and do not require any special materials or supplies. Other projects may require considerable expenditures on property, plant, or equipment. Fixed and variable overhead is another major category of expenses for most projects. Companies differ in how they allocate fixed overhead, but it is usually by formula. Overhead may be allocated based on labor hours, labor cost, machine hours, square feet, and so on. Variable overhead is allocated to the project like other project-specific expenses. In general, overhead is more likely to be allocated for longer-term projects. For shorter-term projects, senior management may decide not to allocate overhead expenses. It is essential to identify significant variances from budgeted amounts. Most companies require formal variance analysis at the end of the project. You should do variance analysis at each phase of the project and take corrective action. If a phase is long, consider doing monthly variance analyses. All significant variances, whether favorable or unfavorable, should be investigated. If actual expenses exceed budgeted expenses, investigate the cause. Budgets are closely tied to work schedules. Certain phases might be taking longer than estimated. You may
where r = 1/n. Assuming that the collision probability is independent of s(t) and the destination is randomly chosen, the three-dimensional discrete-time Markov chain {s(t), b(t), r (t)} is shown in Figures 4.9 and 4.10. Figure 4.9 shows the overall Markov chain of a node. After a successful transmission or after discarding a packet, a node chooses
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UMTS Networks and Beyond Cornelia Kappler 2009 John Wiley & Sons, Ltd. ISBN: 978-0-470-03190-2
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