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Expressiveness of Policy Language: The language should support the ability to specify ECA policies and AC policies. Distributed Implementation: Due to the distributed nature of MANET nodes and the need for localized management, there is a need to be able to enforce policies in a completely distributed manner. In other words, every MANET node should have the capability to evaluate and enforce policy decisions. Using the terminology de ned earlier, every node should provide PDP and PEP functionality. Survivability: Again, due to the dynamic and unreliable nature of MANETs, it is critical that the policy framework be survivable; in other words, it should be able to handle random disconnections, mobility, high link loss rates, and so on. This has implications for the mechanisms used for policy dissemination and for information sharing among MANET nodes, as these mechanisms must be able to function correctly in the face of these challenges.
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The value of a basic PLC structure at the level of detail used in Table 2.1 might be questioned on three grounds: 1. these steps and stages will be dif cult to distinguish cleanly in practice; 2. in practice some of these steps may not be necessary; 3. this level of detail adds complexity, when what is required to be useful in practice is simpli cation. For example, it might be argued that some of the later evaluation steps may be regarded as non-existent in practice because the decision to proceed is not usually an issue beyond a certain point. However, we would argue that it is worth identifying such steps beforehand, given their potential signi cance in managing sources of process uncertainty. Many of the really serious sources of project uncertainty are late realizations of unmanaged uncertainty from earlier project stages. The detailed stage and step structure of Table 2.1 and the associated Figure 2.1 help to make this clear. In many projects there is a failure to give suf cient attention to go/no-go/maybe decisions. Such decisions should involve careful evaluation of uncertainty, both to appreciate the sources of uncertainty inherent in a go decision and the rewards forgone in a no-go decision. Equally important is the need to recognize when a go/no-go or maybe choice should be on the agenda. Many projects appear to involve just one go/no-go decision at the end of the conceive stage. Yet the large number of projects that run into major problems of cost escalation, time overruns, and quality compromises suggests that explicit go/ no-go/maybe decision points in later stages would often have been worthwhile. A further reason for the detailed step structure is to highlight the process of objectives formation and its signi cance for project risk management. As noted in
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// Release <monitor_lock_> and suspend the // calling thread waiting for space in the // The <monitor_lock_> is reacquired // automatically when <wait> returns. not_full_.wait ();
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dimensions. Step 3 considers associated responses. Step 4 considers associated secondary sources and responses. Step 5 elaborates on the very basic search process used to kick off the rst ve steps. A speci c assess task then initiates loops back to earlier steps if necessary. As with Figures 5.1 and 6.1, the Figure 7.1 portrayal of the identify phase is deliberately simpli ed to illustrate the spirit of what is involved. In practice, things may not happen according to this model, but the model is a useful target that can help to maintain focus and order. The identify phase involves the identi cation of at least one assumed response for each identi ed source. A generic do nothing response is one option, but this will not be appropriate in some cases. A preliminary list of obvious response options indicating preferences associated with all sources is a recommended output on a rst pass. Detailed lists of response options may be deferred until later passes for those sources that prove signi cant, but early identi cation of response options can form the basis of a concerted opportunity identi cation process that goes beyond simple threat management. Risk ef ciency is about generating options that may lead to better plans, responses to sources providing the starting point from an RMP perspective.
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4, Synchronization Patterns, describes four patterns that alleviate the problems described above to simplify serialization and locking in concurrent systems. These patterns are Scoped Locking (325), Strategized Locking (333), Thread-Safe Interface (345), and Double-Checked Locking Optimization (353).
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