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as a T -length integer array p = f1 , f2 , f3 , . . . , fT , p F1 F2 FT , where fi Fi is the channel assigned to TRX i. The tness function (see the next section) is aware of adding problem-speci c information to each transceiver, that is, whether it allocates a BCCH channel or a TCH channel, whether it is a frequency hopping TRX or not, and so on. As an example, Figure 9.4 displays the representation of a frequency plan p for the GSM network shown in Figure 9.2. We have assumed that the traf c demand in the example network is ful lled by one single TRX per sector (TRX A1, TRX A2, etc.). 9.3.3 Fitness Function
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The C O RBA specifications are defined by the Object Management Group, a non-profit organization that has more than 800 members at the time of writing this book. The first specification adopted by the OMG was the Object Management Architecture (OMA) [Soley, 1992]. The OMA, shown in Figure 4.1, defines a reference model for distributed objects and classifies objects into different categories. C O RBA supports heterogeneous and distributed objects. C ommunication between objects is achieved through an object request broker, which aims to hide heterogeneity and distribution as far as possible.
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def generalised least squares fit(y, x, sig, fit fos): tol = 1.0e-13 if len(y.shape) <> 1: raise RuntimeError, "Expected y to be a column vector"
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The server components that execute RPC s are called RPC programs. The RPC program has an interface definition that defines procedures that can be called remotely. Interface definitions also define data types of arguments that can be passed to remote procedures. The DC E standard includes an interface definition language that is used to define these exports in a way that is independent of programming languages. Example 3.1 shows an interface definition in Sun s RPC interface definition language.
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You have to match your email minimization practices with your own email profile: how many messages you receive every day, what your responsibilities are with regard to response, the email culture in your workgroup, and your career goals, for example.
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ETSI was happy about this decision. Some would have preferred responsibility for UMTS to be given to technical committee Radio Equipment and Systems (RES) who dealt with radio speci cations in general, or to a new committee. However, putting GSM and UMTS under the same roof made sense. First it ensured that the experience acquired on GSM would more surely bene t UMTS. But more important even was the fact that SMG would be in a position to determine the relative positioning of GSM and UMTS both in terms of features and timing. But in 1992 SMG had still a lot to do on GSM which was just starting commercial operation. Not much time could be spared in plenary meetings to discuss UMTS. An easy solution was adopted which was to delegate UMTS matters to a new subcommittee, SMG 5. SMG 5 was chaired by Stein Hansen of Norway in 1992 1993 and Juha Rapeli from Finland in 1993 1996. SMG5 meetings attracted representatives of the RACE projects, as well as from the research departments of operators or manufacturers. Members of this UMTS community, as we may call it, were quite different from those of the GSM community who were closer to operational matters. Often companies sent junior staff or even beginners to these meetings. As the chairman of SMG I regret that we did not succeed in achieving the uni cation of these two populations. As a consequence, the presentation of the SMG 5 report, usually on the last day of the SMG plenary meeting, did not generate a huge interest from the SMG participants. In such conditions SMG 5 tended to consider itself as an independent body. Quite often we had to remind them that some liaisons with ETSI had to be channelled via SMG. They also would have liked to have an independent project team rather than using the services of PT12. Another argument revolved around the fact that they had created subgroups to deal with services, radio aspects, etc. while some felt that in most cases the expertise should be sought in the other subcommittees particularly SMG 1 3. SMG 5 had also the task of attempting to unify the views of European participants in the ITU meetings on FPLMTS/IMT 2000 or in some cases to elaborate a European input to such meetings. SMG 5 undertook to issue framework documents de ning the objectives or requirements for the various aspects of UMTS. 6 The rst versions of such documents were approved by SMG in 1993. Through these documents the same vision of UMTS still emerged: an entirely new system based on the GSM model but different which would one day replace GSM. No one of those who had an experience in operational matters in SMG could imagine how such a scenario could work. As a result in 1995 SMG had not yet a clear vision of the introduction of third generation mobile services. Nor had the GSM MoU Association who had undertaken to study the matter (see 6, paragraph 2.6). This was going to come from another ETSI initiative.
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