Mobility Management and Control Protocol for Wireless ATM
The Mobile-IP Testbed of the HP-OVUA
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Stephen Heilbronner MNM Team heilbron@informatik.uni-muenchen.de March 25, 1997
Abstract
Within the HP-OUA a special interest group on Mobility was founded in 1995. One of the main goals of this group was to set up a Mobile-IP testbed in order to examine and to do research on this new Internet protocol. This paper gives a short overview of Mobile-IP and the testbed set up locally in Munich as well as between the HP Labs and the Universities of Munich and Rennes. In order to be of practical relevance it also approaches real-world constraints as imposed by switched LANs, security-conscious con gured routers as well as packet- ltering rewalls. After examining some of the di culties involved during testing and the derived solutions it gives areas for future research. It is assumed that the reader has a basic understanding of the Internet Protocol Suite as well as ARP and Mobile-IP.
盘点美国排名前十的供应链(物流)硕士项目(上)(世毕盟留学)
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盘点美国排名前⼗的供应链(物流)硕⼠项⽬(上)(世毕盟留学)盘点美国排名前⼗的供应链(物流)硕⼠项⽬(上)供应链管理(物流)专业专注于管理原材料、半成品和成品,负责的过程从最初的源头⼀直到最终消费者,其⽬的在于创造价值,使供应和需求能达到⼀个动态的平衡。
看起来很复杂,但是通过⼀个很简单的例⼦你就可以明⽩。
你在电商那买了⼀部最新的⼿机,从⼿机零件的制造商开始,到⼯⼚把零件组装成⼀部⼿机,到成品⼿机运输到电商仓库,从电商仓库运输到你⼿中。
这条供应链可以⾮常长(会⽐我描述得长得多),我可以给你讲得⾮常细致,中间会涉及到很多环节,但是这⾥我们不需要赘述,需要明⽩的是该专业是会利⽤现代化技术和理论来优化各个环节,实现速度和效率的最⼤化的综合性学科。
这个过程会涉及到很多⽅⾯的知识,⽐如⼯业设计,系统⼯程,运筹,采购,信息技术,市场营销等等,现在⼜加⼊了可持续发展和风险控制的部分,全球化的趋势也在使该⾏业有着⽇新⽉异的变化。
作为⼀个交叉性的学科,物流学综合了多门学科的研究⽅法和特点,包括运筹学、信息管理学、市场,甚⾄会计和⾦融等等学科。
所以,对学⽣的本⾝背景相⽐其他的商务硕⼠要⾼⼀些,尤其是对申请者的⼯作经历,⽐如有些学校在物流研究⽣录取上⾯明确有⼀年以上的⼯作经验,同时在学术背景上要求学⽣在本科学习的阶段已经学习过相关的课程。
这个要求也是物流专业和商科其他专业⽅向之间存在的⼀个⽐较明显的差别,⼀般商科的⽅向即使对⼯作经验⽐较亲睐,但在MS⽅向中,不会硬性的要求申请者有⼏年的职业⼯作经验的积累。
因此,在申请的竞争上⾯,物流专业是属于商科专业中竞争⽐较激烈的⽅向,对申请者本⾝的条件和背景有着更加严格的要求和标准。
我们先来看⼀下2017 U.S. News上美国供应链(物流)项⽬的专业排名,总的来说,专排前⼗⾥综排也在前⼗的只有2所,MIT和Stanford,作为⼀个⾮基础学科,这也是情理之中的事。
1. Michigan State University (Broad) 密歇根州⽴⼤学供应链管理科学硕⼠(MSSCM)是⼀个很独特的研究⽣项⽬,它提供了有关供应链实践技术的更深层次的知识,这个项⽬有⼀个特点是它的课程设置可允许在学⽣们全职⼯作的时候完成。
蒂姆·雅克:项目驱动创新
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蒂姆·雅克:项目驱动创新作者:尉艳娟来源:《项目管理评论》2020年第02期关于创新者,马云曾表示,大部分人眼见为实,创新者则是因为相信而看见,他们可能看上去像疯子、骗子,懒惰,靠不住,但他们有别人所没有的信念和决心。
那么,项目经理会成为创新者吗?“项目经理应成为创新者,通过项目驱动创新。
”蒂姆·雅克(Tim Jaques)如是说。
蒂姆·雅克是IPMA特殊兴趣小组(SIG)全球总监,IPMA个人能力基准第4版(ICB 4.0)作者之一,曾任IPMA美国分会主席。
蒂姆·雅克认为,项目经理的关注导向会影响创新程度(见图1),他呼吁项目经理关注“未来状态”,而非仅仅着眼于时间、范围、成本、质量。
蒂姆·雅克指出,要推动创新,项目经理应该从管理者转变为领导者、转化者(Translator),从实施者转变为战略家、变革者,从线性因果思维转变为设计思维。
他认为,创新者应具备四大核心能力:创造力(Creativity)、创业精神(Enterprising)、预测能力(Forecasting)和变更管理能力(Managing Change)。
项目经理建立创新思维最重要的两点是同理心和好奇心。
采访中,蒂姆·雅克还向我们讲述了关于创新的三大误解、创新的两大障碍以及如何建立创新文化。
InterviewPart?ⅠProject?Managers?Should?Be? InnovatorsQ1. Many project managers do not see innovation as part of their job. Why do you believe project managers should consider themselves innovators?Tim Jaques: Innovation is simply the act of creating new ideas and solutions to known or unknown problems. And project managers do this all the time.The challenge is that project managers have different orientations that define “done”, and different organizations implement different levels of innovation depending on the scope and scale of the disruption. Consider the matrix below.The graphic shows that, with a given project manager orientation – inward or outward – the focus of a project will tend to be more oriented toward satisfying scope of the project versus satisfying the market need for the innovation. Of course,project managers must satisfy project requirements. However, the speed of change and faster cycle times for new products can blow up traditional project processes. Sequential, or even agile development techniques, may result in missed opportunities to pivot the project or product in order to capture the real business value from an iterative innovation series.We need to do a better job of inviting project managers to rethink their classic definitions of “project”. The work of a project manager has always been changing. From the earliest production lines to today’s most a udacious mega projects, we have seen a progression from highly-engineering focused, to more design oriented.Not all project managers are innovators at heart; however, I believe that project managers should be skilled in the modern practices of change and innovation. It helps to see innovation in the context of history. If we go back to the earliest days of formalized project management – the 1930s and 40s – the world was grappling with innovation in nearly every corner of our lives, from electricity and plumbing, to automobile production, flight, public works projects, weapons and defense, and food supply. These industries used the starting pieces of project management –schedules, resource charts, material inputs – all of the essential logic of project management – in an unconscious development process. Over time, a few items had direct applicability to modern project management such as Frederick Taylor’s work on scientific management and Henry Gantt’snow famous chart. Therefore, project management comes from a deep well of innovation and progress.Q2. You said project managers are a natural fit for leading innovation initiatives. Why?Tim Jaques: In some ways, project management and innovation are very different. For example, project management often starts with a solution in mind (after project selection),tends to be inward-facing using PM methodologies, often focuses on meeting scope and requirements. Projects are concerned with execution and control processes.Innovation, on the other hand, often begins with mandates and targets about the marketplace. Innovation is often outwardfacing, focused on business model development. And, perhaps most in contrast, an innovation environment has the capacity to quickly pivot to meet business growth targets.Yet, in another sense, project management and innovation are closely aligned. For example,the concept of Design Thinking in innovation is not too far away from current project delivery models, particularly agile-based models. A typical Design Thinking approach involves:(1) Empathize. This can be done through voice of the customer, journey mapping,personas, and the like.(2) Define. Breaking down the customer journeys into discrete pathways. This is clearly in the realm of project management skills.(3) Ideate. In this phase, the core ideas are created and iterated on.(4) Prototype. Here, the team will establish the conditions to adequately operate the innovation.(5) Test. Testing happens in a variety of ways, and should result in both quantitative and qualitative data.So, based on this thinking, many project managers are well positioned to drive innovation through projects.Innovation is often about modifying human behavior, such as a decision to buy or use a product, or a new way of doing something. Disruptive innovation breeds a cycle of early adopters,early majority, late majority etc.PartⅡCompetencies?of?Innovative?PMsQ3. In your opinion, what are the core competencies of innovators?Tim Jaques: I recommend that project managers consider the following four competencies as a starting point:(1) CreativityGenerating IdeasCritical ThinkingSynthesis/ReorganizationCreative Problem Solving(2) EnterprisingIdentifying ProblemIndependent ThinkingTechnological SavvyOpenness to IdeasResearch OrientationCollaborating(3) ForecastingQ2. You said project managers are a natural fit for leading innovation initiatives. Why?Tim Jaques: In some ways, project management and innovation are very different. For example, project management often starts with a solution in mind (after project selection),tends to be inward-facing using PM methodologies, often focuses on meeting scope and requirements. Projects are concerned with execution and control processes.Innovation, on the other hand, often begins with mandates and targets about the marketplace. Innovation is often outwardfacing, focused on business model development. And, perhaps most in contrast, an innovation environment has the capacity to quickly pivot to meet business growth targets.Yet, in another sense, project management and innovation are closely aligned. For example,the concept of Design Thinking in innovation is not too far away from current project delivery models, particularly agile-based models. A typical Design Thinking approach involves:(1) Empathize. This can be done through voice of the customer, journey mapping,personas, and the like.(2) Define. Breaking down the customer journeys into discrete pathways. This is clearly in the realm of project management skills.(3) Ideate. In this phase, the core ideas are created and iterated on.(4) Prototype. Here, the team will establish the conditions to adequately operate the innovation.(5) Test. Testing happens in a variety of ways, and should result in both quantitative and qualitative data.So, based on this thinking, many project managers are well positioned to drive innovation through projects.Innovation is often about modifying human behavior, such as a decision to buy or use a product, or a new way of doing something. Disruptive innovation breeds a cycle of early adopters,early majority, late majority etc.PartⅡCompetencies?of?Innovative?PMsQ3. In your opinion, what are the core competencies of innovators?Tim Jaques: I recommend that project managers consider the following four competencies as a starting point:(1) CreativityGenerating IdeasCritical ThinkingSynthesis/ReorganizationCreative Problem Solving(2) EnterprisingIdentifying ProblemIndependent ThinkingTechnological SavvyOpenness to IdeasResearch OrientationCollaborating(3) ForecastingQ2. You said project managers are a natural fit for leading innovation initiatives. Why?Tim Jaques: In some ways, project management and innovation are very different. For example, project management often starts with a solution in mind (after project selection),tends to be inward-facing using PM methodologies, often focuses on meeting scope and requirements. Projects are concerned with execution and control processes.Innovation, on the other hand, often begins with mandates and targets about the marketplace. Innovation is often outwardfacing, focused on business model development. And, perhaps most in contrast, an innovation environment has the capacity to quickly pivot to meet business growth targets.Yet, in another sense, project management and innovation are closely aligned. For example,the concept of Design Thinking in innovation is not too far away from current project delivery models, particularly agile-based models. A typical Design Thinking approach involves:(1) Empathize. This can be done through voice of the customer, journey mapping,personas, and the like.(2) Define. Breaking down the customer journeys into discrete pathways. This is clearly in the realm of project management skills.(3) Ideate. In this phase, the core ideas are created and iterated on.(4) Prototype. Here, the team will establish the conditions to adequately operate the innovation.(5) Test. Testing happens in a variety of ways, and should result in both quantitative and qualitative data.So, based on this thinking, many project managers are well positioned to drive innovation through projects.Innovation is often about modifying human behavior, such as a decision to buy or use a product, or a new way of doing something. Disruptive innovation breeds a cycle of early adopters,early majority, late majority etc.PartⅡCompetencies?of?Innovative?PMsQ3. In your opinion, what are the core competencies of innovators?Tim Jaques: I recommend that project managers consider the following four competencies as a starting point:(1) CreativityGenerating IdeasCritical ThinkingSynthesis/ReorganizationCreative Problem Solving(2) EnterprisingIdentifying ProblemIndependent ThinkingTechnological SavvyOpenness to IdeasResearch OrientationCollaborating(3) ForecastingQ2. You said project managers are a natural fit for leading innovation initiatives. Why?Tim Jaques: In some ways, project management and innovation are very different. For example, project management often starts with a solution in mind (after project selection),tends to be inward-facing using PM methodologies, often focuses on meeting scope and requirements. Projects are concerned with execution and control processes.Innovation, on the other hand, often begins with mandates and targets about the marketplace. Innovation is often outwardfacing, focused on business model development. And, perhaps most in contrast, an innovation environment has the capacity to quickly pivot to meet business growth targets.Yet, in another sense, project management and innovation are closely aligned. For example,the concept of Design Thinking in innovation is not too far away from current project delivery models, particularly agile-based models. A typical Design Thinking approach involves:(1) Empathize. This can be done through voice of the customer, journey mapping,personas, and the like.(2) Define. Breaking down the customer journeys into discrete pathways. This is clearly in the realm of project management skills.(3) Ideate. In this phase, the core ideas are created and iterated on.(4) Prototype. Here, the team will establish the conditions to adequately operate the innovation.(5) Test. Testing happens in a variety of ways, and should result in both quantitative and qualitative data.So, based on this thinking, many project managers are well positioned to drive innovation through projects.Innovation is often about modifying human behavior, such as a decision to buy or use a product, or a new way of doing something. Disruptive innovation breeds a cycle of early adopters,early majority, late majority etc.PartⅡCompetencies?of?Innovative?PMsQ3. In your opinion, what are the core competencies of innovators?Tim Jaques: I recommend that project managers consider the following four competencies as a starting point:(1) CreativityGenerating IdeasCritical ThinkingSynthesis/ReorganizationCreative Problem Solving(2) EnterprisingIdentifying ProblemIndependent ThinkingTechnological SavvyOpenness to IdeasResearch OrientationCollaborating(3) Forecasting。
5071B主频标准说明书
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5071BPrimary Frequency StandardFeatures• Easy to use with automatic startup and intuitive menu structure• Fast warm up ±5.0 x 10–13 accuracy in 30 minutes or less for high-per-formance tube• Integrated clock and message displays• Multiple timing and frequency inputs and outputs with easy access at front and rear• Automatic synchronization of 1PPS signal• Remote interface and controlincluding alarm output• Meets requirements in the new ITU-T G.811.1 ePRC standardBenefits• Maintains exceptional accuracy andstability even in unstable environ-ments—unsurpassed stability in thelab or field• Accuracy ±5.0 × 10–13 for highperformance• Stability ≤5.0 × 10–12 for highperformance (for 1 second averag-ing time)• Environmental stability ±8.0 × 10–14for high performance (frequencychange for any combination ofenvironmental conditions)• Long-term stability ≤1.0 × 10–14 forhigh performance (for 5-day averag-ing time)• Proven reliability with an averagemean time between failures (MTBF)of greater than 160,000 hours• Full traceability to NIST• AC and DC input and internal bat-tery back-upThe 5071B primary frequency standardhas the accuracy and stability you needfor both laboratory and field applica-tions. A stability specification for 30-day averaging time means the 5071Bwill keep extremely predictable timeand phase for long periods. Further,the 5071B can be used for long-termaveraging of noisy signals such as GPS.The 5071B is easy to use. No moremanual start-up steps or complicatedadjustments—everything is automatic.A logical menu structure simplifiesfront panel operations, selections,and status reporting. Remote controlfeatures tailor the 5071B for completeoperation and manageability in virtu-ally any location.Meeting the Needs of Leading- EdgeMetrology and Calibration LabsTimekeeping and National StandardsLaboratories verify the stability andaccuracy of their in-house cesiumstandards to Coordinated UniversalTime (UTC), provided by the BureauInternational des Poids et Mesures(BIPM) in Paris. A standard’s accuracyand reliability determine the qualityof service these timekeeping labsprovide. Of even greater concern is thestability of a standard. Stability directlyaffects a laboratory’s ability to delivertimekeeping and calibration services toits clients.The 5071B offers exceptional stabilityand is the first cesium standard tospecify its stability for averaging timeslonger than one day. The instrumenttakes into account environmentalconditions that can heavily influencea cesium standard’s long-term stabil-ity. Digital electronics continuouslymonitor and optimize the instrument’soperating parameters.Thus, the 5071B’s response to environ-mental conditions such as temperatureand humidity are virtually eliminated.The 5071B primary frequency standardmaintains its accuracy and stability,even in unstable environments.Satellite CommunicationsStable frequency generation is required to transmit and receive signals properly between ground terminals and com-munication satellites. Frequency flexibility is also needed to adjust for satellite-to-satellite carrier-frequency differences. The 5071B’s state-of-the-art technology produces offset and primary frequencies with the same guaranteed stability.For secure communications, precise timing synchroniza-tion ensures that encrypted data can be recovered quickly. Frequency-agile signals also require exact synchronization between transmitter and receiver during channel hops.The 5071B automates the synchronization to any external1PPS signal, greatly simplifying this aspect of satellite communications.The 5071B and GPSThe 5071B primary frequency standard can work very well with a GPS timing receiver to produce and maintain highly accurate time and frequency.The GPS system provides accurate time, frequency, and location information worldwide by means of microwave radio broadcasts from a system of satellites. Timing accuracy for the GPS system is based, in large part, on the accuracy and stability of a number of 5071B primary frequency standards. These standards are maintained by the GPS system, the US Naval Observatory, and various timing laboratories around the world that contribute to UTC, the world time scale. Because of their accurate time reference, GPS signals pro-cessed by a good GPS timing receiver can provide highly accurate time and frequency outputs. However, since GPS receivers rely on very low level microwave signals from the satellites, they sometimes lose accuracy because of interfer-ing signals, local antenna problems, or bad satellite data.In spite of these problems, a GPS timing receiver can be an excellent backup and reference to a local 5071B primary frequency standard. The GPS receiver provides an indepen-dent reference that can be used to verify the accuracy of a caesium standard, or it can be used as a temporary backup should the cesium standard need repair. The local 5071B standard has better stability, better output signal quality, and is not perturbed by interfering signals, intermittent signal loss, or bad satellite data.With these characteristics, the synergy created by combin-ing a good quality GPS timing receiver and a 5071B primary frequency standard can produce a highly robust, inexpensive, and redundant frequency and time system. Exceptional AccuracyThe intrinsic accuracy of the improved cesium beam tube (CBT) assures that any high performance 5071B will power up to within ±5.0 x 10–13 of the accepted standard for frequency. This is achieved under full environmental conditions in 30 minutes or less, and without the need for any adjustments or alignments.Unsurpassed StabilityThe 5071B high-performance cesium beam tube guarantees stability to be better than 1.0 x 10–14 for averaging times of five days or greater. The 5071B is the first cesium standard to specify stability for averaging times longer than 1.0 x 105 seconds (approximately one day).The 5071B is also the first cesium standard to specify and guarantee a flicker floor. Flicker floor is the point at which the standard’s stability (σy (2, τ)) does not change with longer averaging. The high performance 5071B flicker floor is guar-anteed to be 1.0 x 10–14 or better. Long-term measurements at the National Institute of Standards and Technology (NIST) show that the flicker floor is typically better than 5.0 x 10–15. Unstable environments are normal for many cesium stan-dard applications. The 5071B features a number of micropro-cessor controlled servo loops which allow it to virtually ignore changes in temperature, humidity, and magnetic fields.The 5071B delivers exceptional performance over very long periods of time, greatly increasing the availability of critical time and frequency services. Actual measurements made at NIST have demonstrated that a 5071B with the high-perfor-mance CBT will drift no more than 5.0 x 10–14 over the entire life of the CBT.Traditional ReliabilityThe 5071B design is based off its predecessor, the 5071A, which has demonstrated an average mean time between failures (MTBF) of greater than 160,000 hours since its introduction in 1992. This data is based on actual field repair data. Backing up this reliability is a 10-year warranty on the standard long-life cesium beam tube and a 5-year warranty for the high performance tube.Complete repair and maintenance services are available at our repair center in Beverly, Massachusetts.Full Traceability to NISTMicrochip provides NIST traceability to the accuracy mea-surements made on every 5071B. Traceability to NIST is maintained through the NIST-supplied Time Measurement and Analysis System (TMAS). This service exceeds the re-quirements of MIL-STD-45662A and can be a valuable tool in demonstrating traceability to your customers.High-Performance Cesium Beam TubeThe 5071A high performance cesium beam tube is optimal for the most demanding operations. The high-performance tube offers a full-environment accuracy specification of±5.0 x 10–13 —two times better than the specification for the standard tube. Stability is also significantly improved. The high-performance tube reaches a flicker floor of 1.0 x 10–14 or better, and long-term measurements at NIST show that the flicker floor is typically better than 5.0 x 10–15. Integrated Systems and Remote OperationToday, cesium standards are often integrated into telecom-munication, satellite communication, or navigation systems as master clocks. To accommodate these environments, the 5071A provides complete remote control and monitoring capabilities. Instrument functions and parameters can be interrogated programmatically.Communication is accomplished using the standard com-mands for programmable instruments (SCPI) language and a dedicated RS-232C port. Also, a rear panel logic output can be programmed to signal when user-defined abnormal condi-tions exist.For uninterruptible system service, an internal battery provides 45 minutes of backup in case of AC power failure. Thus, the 5071A can be managed easily even in the most remote locations.Straightforward OperationInternal microprocessor control makes start-up and opera-tion of the 5071A extremely simple. Once connected to an AC or DC power source, the 5071A automatically powers up to its full accuracy specifications. No adjustments or alignments are necessary during power-up or operation for the life of the cesium tube.An intuitive menu structure is accessible using the front panel LCD display and keypad. These menus—Instrument State, Clock Control, Instrument Configuration, Event Log, Frequen-cy Offset and Utilities—logically report status and facilitate control of the instrument. These functions are described as follows.Instrument StateOverall status is displayed, including any warnings in effect. Key instrument parameters such as C-field current, electron multiplier voltage, ion pump current, and cesium beam tube oven voltage are available. You can initiate a hard copy report of this data on your printer with the push of a button. Clock ControlSet the time and date, schedule leapseconds, adjust the epoch time (in 50 ns steps), and automatically synchronize the 1PPS signal to within 50 ns of an external pulse using this menu.Instrument ConfigurationSet the instrument mode (normal or standby) and assign frequencies (5 MHz or 10 MHz) to the two independently programmable output ports; configure the RS-232C data port. Event LogSignificant internal events (power source changes, hardware failures, warning conditions) are automatically recorded with the time and date of their occurrence. A single keystroke produces a hard copy on your printer for your records. Frequency Offset (Settability)Output frequencies may be offset by as much as 1.0 x 10–9 in steps of approximately 6.3 x 10–15. All product stability and output specifications apply to the offset frequency. UtilitiesThe firmware revision level and cesium beam tube identifica-tion information can be displayed.Accuracy and Long-term Stability11Lifetime accuracy (high performance CBT only) after a minimum two-month warm-up. Change no more than 5.0 × 10–14 for the life of the CBT.Specificationsfront panel or by remote control.The Microchip name and logo and the Microchip logo are registered trademarks of Microchip Technology Incorporated in the U.S.A. and other countries. All other trademarks mentioned herein are property of their respective companies. © 2023, Microchip Technology Incorporated and its subsidiaries. All Rights Reserved. 8/23DS00005002CRemote System Interface and Control RS-232-C (DTE configuration)Complete remote control and interrogation of all instrument。
面试中译英面试题目(3篇)
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第1篇---IntroductionIn today's globalized world, the ability to communicate effectively across languages is a crucial skill for professionals in multinational corporations. This interview question aims to assess the candidate's proficiency in English to Chinese translation, a skill that is essential for roles that involve cross-cultural communication, marketing, and documentation. The question provided below is designed to gauge the candidate's understanding of the source text, their ability to convey the intended meaning accurately, and their attention to detail and cultural appropriateness.---Interview Question:As a marketing manager for a global technology company, you have been tasked with translating a press release about a new software productthat is set to revolutionize the way businesses manage their data. The press release is written in English and contains technical jargon, industry-specific terminology, and references to cultural nuances that are unique to the English-speaking market. Below is the English text of the press release. Your task is to translate it into Chinese, ensuring that the translation is accurate, culturally appropriate, and maintains the original tone and intent.---English Text:---FOR IMMEDIATE RELEASEGlobalTech Announces the Launch of DataXpress, the Ultimate Solution for Data Management[City, Country] – GlobalTech, a leading provider of innovative data management solutions, is proud to announce the launch of DataXpress, the latest addition to its suite of cutting-edge products. DataXpress is designed to transform the way businesses store, analyze, and securetheir data, offering a comprehensive solution that addresses the evolving challenges of the digital age.A Game-Changer for Data ManagementDataXpress is a revolutionary software platform that leverages advanced machine learning algorithms to optimize data storage and retrieval processes. With its intuitive user interface and robust security features, DataXpress empowers businesses to manage their data more efficiently and securely than ever before.“DataXpress is a game-changer for data management,” says John Smith, Chief Technology Officer at GlobalTech. “Our team has poured years of research and development into creating a product that not only meets the demands of today’s data-intensive businesses but also prepares them for the challenges of tomorrow.”Key Features of DataXpress:- Intelligent Data Storage: Utilizes machine learning to analyze and categorize data, ensuring optimal storage solutions.- Advanced Analytics: Offers powerful tools for data analysis, allowing businesses to gain actionable insights from their data.- Enhanced Security: Implements cutting-edge encryption techniques to protect sensitive data from unauthorized access.- Scalable Architecture: Designed to handle large volumes of data and scale with the growth of the business.- Comprehensive Support: Provides 24/7 customer support to ensure smooth implementation and ongoing assistance.GlobalTech’s Commitment to InnovationGlobalTech has a long-standing reputation for innovation and excellence in data management. With DataXpress, the company continues its commitment to providing cutting-edge solutions that empower businesses to thrive in the digital era.“DataXpress is the result of our dedica tion to driving technological advancements in data management,” says Sarah Johnson, President of GlobalTech. “We are confident that this product will become anessential tool for businesses worldwide.”Availability and PricingDataXpress is now available f or purchase through GlobalTech’s official website. Pricing starts at $99 per month for a basic subscription, with discounts available for annual commitments.About GlobalTechGlobalTech is a global leader in data management solutions, offering a wide range of products and services designed to help businesses manage their data effectively. With a focus on innovation and customer satisfaction, GlobalTech has become a trusted partner for businesses around the world.---Instructions for the Candidate:1. Read the entire press release carefully to ensure you understand the context and the intended message.2. Pay close attention to technical jargon, industry-specific terminology, and cultural nuances.3. Translate the press release into Chinese, ensuring that the translation is accurate and maintains the original tone and intent.4. Your translation should be clear, concise, and culturally appropriate.5. Pay attention to grammar, punctuation, and formatting.6. Submit your translation in a separate document.---Evaluation Criteria:- Accuracy: The translation should accurately reflect the original text, including technical terms and industry-specific jargon.- Cultural Appropriateness: The translation should be culturally appropriate, taking into account the target audience and cultural nuances.- Tone and Intent: The translation should maintain the original tone and intent of the press release.- Clarity and Conciseness: The translation should be clear and concise, avoiding unnecessary wordiness or ambiguity.- Grammar and Punctuation: The translation should be grammatically correct and punctuated accurately.---This interview question is designed to test the candidate's proficiency in English to Chinese translation, their attention to detail, and their ability to adapt to the specific requirements of the target language and culture.第2篇IntroductionThe role of a translator is pivotal in the globalized world, where communication across languages is essential for business, culture, and education. This document outlines a comprehensive set of interview questions designed to assess the skills, knowledge, and personality of candidates applying for a translator position. The questions are categorized into different sections to provide a structured approach to evaluating the candidate's suitability for the role.Section 1: Language Proficiency and Translation Skills1. Tell us about your language background. What languages do youfluently speak and write?2. Can you describe a challenging translation project you have worked on and how you overcame the difficulties?3. How do you ensure the accuracy and consistency of your translations?4. What tools and software do you use for translation work? Explain how you utilize them effectively.5. Discuss the importance of context in translation. Give an example of how you handled a contextually challenging translation.6. How do you maintain the tone and style of the original text in your translations?7. Describe a time when you had to translate a technical term or concept. How did you approach it?8. What is your approach to translating idiomatic expressions?9. How do you handle cultural differences in your translations?10. Can you explain the difference between literal translation and free translation? Give an example of each.Section 2: Specialization and Industry Knowledge11. What is your area of specialization in translation (e.g., legal, medical, technical, literary)?12. Can you provide examples of specialized terminology in your fieldand how you handle them?13. How do you stay updated with the latest developments in your specialized field?14. What experience do you have in translating documents related to [specific industry or field]?15. How do you ensure the cultural relevance of your translations withina specific industry?16. Can you describe a situation where you had to adapt your translation style to suit a specific audience within an industry?17. What are the key challenges you face when translating documents from [specific source language] to [specific target language]?18. How do you ensure the confidentiality of sensitive information in your translations?19. What are the legal and ethical considerations you take into account when translating documents?Section 3: Project Management and Work Style20. How do you prioritize and manage multiple translation projects simultaneously?21. Can you describe your workflow for a typical translation project?22. What is your approach to meeting tight deadlines?23. How do you ensure quality control in your translations?24. What feedback mechanisms do you use to improve your translation work?25. How do you handle client queries and revisions?26. What experience do you have with project management tools and software?27. How do you ensure effective communication with clients and colleagues?28. What is your approach to working in a team on translation projects?29. How do you handle pressure and stress in your work environment?30. What are your long-term career goals in the field of translation?Section 4: Professional Development and Learning31. How do you stay motivated in your translation work?32. What professional development opportunities have you pursued in the past year?33. How do you stay current with industry trends and advancements in translation technology?34. What are your preferred methods for learning new languages and terminology?35. How do you keep your language skills sharp and up-to-date?36. What certifications or qualifications do you hold in translation or related fields?37. What professional organizations or networks are you a part of in the translation industry?38. How do you approach continuous learning and improvement in your work?39. What advice would you give to someone starting their career in translation?40. How do you envision your professional growth over the next five years?ConclusionThese interview questions are designed to provide a comprehensive evaluation of a candidate's suitability for a translator position. By asking a wide range of questions, employers can gain insights into the candidate's language proficiency, translation skills, specialization knowledge, project management abilities, work style, and professional development aspirations. It is important to tailor these questions to the specific requirements of the role and the company to ensure the best fit for the position.第3篇Introduction:As a professional Chinese-English interpreter, you are expected to possess not only linguistic proficiency but also cultural understanding, quick thinking, and the ability to adapt to various communication scenarios. This comprehensive set of interview questions is designed to assess your skills, experience, and suitability for a Chinese-English interpreter position.1. Personal Background and Language SkillsQuestion 1: Can you please introduce yourself and tell us about your background in language learning and interpretation?Answer:[Your name] is a dedicated and highly motivated individual with a strong passion for language and cross-cultural communication. I hold a Bachelor’s degree in Translation and Interpretation from [University Name], where I majored in Chinese-English translation and interpretation. Throughout my academic journey, I have consistently achieved top gradesin both language courses and practical interpretation exercises.My interest in languages began at a young age, and I have sincededicated myself to mastering both Chinese and English. I have completed numerous translation and interpretation projects, including conferences, business meetings, and cultural events. My proficiency in both languages is not only linguistic but also cultural, as I have lived and worked in both China and English-speaking countries, providing me with a deep understanding of the nuances of both languages and cultures.Question 2: What are the main differences between Chinese and English in terms of grammar, vocabulary, and usage? How do you handle these differences when interpreting?Answer:The main differences between Chinese and English lie in their grammatical structures, vocabulary, and usage. For example, Chinese has no articles, while English requires articles in certain contexts.Additionally, Chinese tends to use more idiomatic expressions and proverbs, which can be challenging to translate directly into English.To handle these differences, I approach each interpretation task with a keen awareness of the cultural and linguistic nuances involved. I focus on understanding the context of the conversation, identifying the intended meaning behind the words, and then conveying that meaning in a way that is natural and appropriate for the target language. This often involves using synonyms, paraphrasing, or even creating new expressions to ensure the message is accurately and effectively communicated.2. Professional Experience and SkillsQuestion 3: Can you describe your experience in interpreting at conferences and business meetings? What were some of the challenges you faced, and how did you overcome them?Answer:Throughout my career, I have had the opportunity to interpret at numerous conferences and business meetings, including international trade fairs, seminars, and corporate events. One of the challenges I often face is the need to quickly adapt to the specific terminology and industry jargon used by the participants.To overcome this challenge, I spend time researching the relevant subject matter before the event and familiarize myself with the key terms and concepts. I also actively seek feedback from the participants to ensure that my interpretations are accurate and clear. Additionally, I maintain a calm and professional demeanor to manage the pressure and ensure a smooth flow of communication.Question 4: What is your approach to consecutive interpretation? Can you give an example of a situation where you used consecutive interpretation effectively?Answer:Consecutive interpretation requires a high level of concentration, memory, and language skills. My approach to consecutive interpretationinvolves listening carefully to the speaker, mentally processing the information, and then conveying the message in the target language in a coherent and concise manner.One example of a situation where I used consecutive interpretation effectively was during a business negotiation between a Chinese company and an international client. The negotiation involved complex technical terms and required a deep understanding of both the business context and the cultural nuances of the conversation. By maintaining a calm demeanor and focusing on the key points, I was able to convey the message accurately and facilitate a successful negotiation.Question 5: How do you prepare for a major interpreting assignment? What are some of the resources you use?Answer:Preparing for a major interpreting assignment involves several steps. First, I research the topic and the participants to understand the context and the key issues at stake. I then familiarize myself with the relevant terminology and industry jargon, using dictionaries, glossaries, and online resources.I also prepare by practicing the interpretation of sample text and role-playing scenarios to improve my timing and delivery. Additionally, I ensure that I am well-rested and hydrated on the day of the event to maintain peak performance.3. Adaptability and Problem-SolvingQuestion 6: Describe a time when you had to interpret in a challengingor unfamiliar environment. How did you handle the situation?Answer:During a recent conference, I was asked to interpret in a venue that was extremely noisy due to construction work. This made it difficult to hear the speakers clearly and to convey the message accurately to the participants.To handle the situation, I asked the organizers to move the interpreter booth closer to the speakers and to provide noise-cancelling headphones.I also increased my focus and concentration, and made a conscious effort to repeat key points and ask for clarifications when necessary. Despite the challenging environment, I was able to maintain the quality of my interpretation and ensure that the event ran smoothly.Question 7: How do you handle situations where there is a cultural misunderstanding or miscommunication during an interpretation?Answer:Cultural misunderstandings can occur at any time during an interpretation, and it is important to address them promptly and effectively. When I encounter a cultural misunderstanding, I take a few moments to pause and reflect on the context and the likely source of the misunderstanding.I then clarify the point with the speaker, ensuring that I have a clear understanding of their intentions. If necessary, I seek additional information from the participants to facilitate a more accurate interpretation. By maintaining open communication and showing empathy, I can often resolve cultural misunderstandings and ensure a successful interpretation.4. Ethics and ProfessionalismQuestion 8: What are your ethical considerations when working as an interpreter? Can you give an example of a situation where you had to adhere to an ethical guideline?Answer:As an interpreter, I am bound by a set of ethical guidelines that emphasize confidentiality, neutrality, and professionalism. These guidelines ensure that I maintain the integrity of the communication process and protect the interests of all parties involved.One example of a situation where I had to adhere to an ethical guideline was during a legal deposition. I was required to remain neutral andimpartial, ensuring that the interpretation accurately reflected the statements of both the plaintiff and the defendant. By adhering to these ethical principles, I was able to maintain the integrity of the legal process and provide a fair and accurate account of the proceedings.Question 9: How do you ensure the confidentiality of sensitive information during an interpretation?Answer:Confidentiality is a crucial aspect of interpretation, and I take it very seriously. To ensure the confidentiality of sensitive information, I follow these steps:1. Understand the context: Before beginning the interpretation, Iclarify the nature of the information being shared and anyconfidentiality requirements.2. Establish trust: I build a strong rapport with the participants, ensuring that they trust me to handle sensitive information with care.3. Maintain confidentiality: I do not discuss the interpretation with anyone outside of the assignment and take steps to secure any physical or digital materials related to the interpretation.4. Legal compliance: I am aware of the legal requirements for confidentiality in my jurisdiction and ensure that I comply with all relevant laws and regulations.5. ConclusionAs a professional Chinese-English interpreter, I am committed to providing high-quality, accurate, and culturally sensitiveinterpretation services. I am confident that my language skills, professional experience, and ethical standards make me a suitable candidate for this position. I am eager to contribute to your team and help facilitate effective communication between Chinese and English-speaking parties. Thank you for considering my application.。
HR专业词典(中文版)
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Career-Long Employment Case studies Case Study Training Method Cash Cashier CBT-Computer Based Training Central Tendency Change agent Change management Channel Sales Manager Channel Sales Representative Channel Sales Supervisor Charisma Chief Executive Officer (CEO) Chief Operations Officer (COO) CIPP-Context,Input,Process,Product CIPP CIRO-Context Evaluation, Input Valuation, Reaction Evaluation, Output Evaluation CIT-Critical Incident Technique Classification Method Classroom Training Clear Expectations Clerk Clinic Doctor Clinic Research Administrator Clinic Research Manager Clinic Research Supervisor Clinical Closed question Closed Shop CMI-Computer-managed Instruction Coaching Co-Determination Coercive Power Cognitive Aptitude Test Cohesiveness Colleague Appraisal Collective Bargaining collective contract College recruiting Commission Commissioned courses Commitment Common Understanding Communicate about career development opportunities Communication Company culture
“IPv6的部署已经刻不容缓!”——对话APNIC资源服务部经理潘广亮
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3Co mmunications Wo rld We ekly数据通信AP N IC 早在1999年就开始发放IP v6地址,今年将在P au l Wilson 主席的带领下,与工信部商讨中国IP v6部署战略。
本刊记者|赵经纬“IPv6的部署已经刻不容缓!”—对话A P N IC 资源服务部经理潘广亮IP v4地址耗尽将IP v6的部署推向前台,作为全球五大互联网注册机构之一,亚太互联网络信息中心(Asia-Pacif ic Network I nformation Centre ,APNI C )直接负担着亚太地区IP 地址分配的任务。
近日,本刊独家专访了APNIC 资源服务部经理潘广亮。
去年亚太分配1.16亿个IP 地址《通信世界周刊》:请简要介绍一下A PN IC 的历史、作用和目标,以及A PN IC 对于未来I P v6部署的作用和思考。
潘广亮:APNIC 成立于1992年,是目前全球五个地区性互联网注册机构之一,负责亚太区56个经济体的IPv4和I P v6地址,AS 号码的分配和管理工作。
APNIC 的宗旨是应对互联网资源在亚太区分配的挑战。
APNIC 一向支持IP v6的发展。
从1999年起,APNIC 就开始发放IPv6地址并鼓励会员采用。
在IPv4地址资源耗尽之后,APNI C 将更加专注地为会员提供IPv6培训和引导会员部署I Pv6。
《通信世界周刊》:据中国工程院秘书长邬贺铨等多位权威人士表示,目前,IPv4地址已经耗尽,I Pv6的部署已经刻不容缓。
A PN IC 是现在全球五大互联网注册机构之一,作为A PN IC 内部人士,请结合A PN IC 的情况来谈一下I Pv4地址目前的匮乏现状如何?以及在您看来,I Pv6部署的迫切性如何?潘广亮:亚太区是目前互联网发展最迅速的地区,加上人口基数极大,对IPv4地址的需求巨大。
去年APNIC 分配了超过1.16亿个I Pv4地址。
2024年电信5G基站建设理论考试题库(附答案)
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2024年电信5G基站建设理论考试题库(附答案)一、单选题1.在赛事保障值守过程中,出现网络突发故障,需要启用红黄蓝应急预案进行应急保障,确保快速处理和恢复。
红黄蓝应急预案的应急逻辑顺序为()A、网络安全->用户感知->网络性能B、网络性能->用户感知->网络安全C、用户感知->网络安全->网络性能D、用户感知->网络性能->网络安全参考答案:D2.2.1G规划,通过制定三步走共享实施方案,降配置,省TCO不包含哪项工作?A、低业务小区并网B、低业务小区关小区C、低业务小区拆小区D、高业务小区覆盖增强参考答案:D3.Type2-PDCCHmonsearchspaceset是用于()。
A、A)OthersysteminformationB、B)PagingC、C)RARD、D)RMSI参考答案:B4.SRIOV与OVS谁的转发性能高A、OVSB、SRIOVC、一样D、分场景,不一定参考答案:B5.用NR覆盖高层楼宇时,NR广播波束场景化建议配置成以下哪项?A、SCENARTO_1B、SCENARIO_0C、SCENARIO_13D、SCENARIO_6参考答案:C6.NR的频域资源分配使用哪种方式?A、仅在低层配置(非RRC)B、使用k0、k1和k2参数以实现分配灵活性C、使用SLIV控制符号级别的分配D、使用与LTE非常相似的RIV或bitmap分配参考答案:D7.SDN控制器可以使用下列哪种协议来发现SDN交换机之间的链路?A、HTTPB、BGPC、OSPFD、LLDP参考答案:D8.NR协议规定,采用Min-slot调度时,支持符号长度不包括哪种A、2B、4C、7D、9参考答案:D9.5G控制信道采用预定义的权值会生成以下那种波束?A、动态波束B、静态波束C、半静态波束D、宽波束参考答案:B10.TS38.211ONNR是下面哪个协议()A、PhysicalchannelsandmodulationB、NRandNG-RANOverallDescriptionC、RadioResourceControl(RRC)ProtocolD、BaseStation(BS)radiotransmissionandreception参考答案:A11.在NFV架构中,哪个组件完成网络服务(NS)的生命周期管理?A、NFV-OB、VNF-MC、VIMD、PIM参考答案:A12.5G需要满足1000倍的传输容量,则需要在多个维度进行提升,不包括下面哪个()A、更高的频谱效率B、更多的站点C、更多的频谱资源D、更低的传输时延参考答案:D13.GW-C和GW-U之间采用Sx接口,采用下列哪种协议A、GTP-CB、HTTPC、DiameterD、PFCP参考答案:D14.NR的频域资源分配使用哪种方式?A、仅在低层配置(非RRC)B、使用k0、k1和k2参数以实现分配灵活性C、使用SLIV控制符号级别的分配D、使用与LTE非常相似的RIV或bitmap分配参考答案:D15.下列哪个开源项目旨在将电信中心机房改造为下一代数据中心?A、OPNFVB、ONFC、CORDD、OpenDaylight参考答案:C16.NR中LongTruncated/LongBSR的MACCE包含几个bit()A、4B、8C、2D、6参考答案:B17.对于SCS120kHz,一个子帧内包含几个SlotA、1B、2C、4D、8参考答案:D18.SA组网中,UE做小区搜索的第一步是以下哪项?A、获取小区其他信息B、获取小区信号质量C、帧同步,获取PCI组编号D、半帧同步,获取PCI组内ID参考答案:D19.SA组网时,5G终端接入时需要选择融合网关,融合网关在DNS域名的'app-protocol'name添加什么后缀?A、+nc-nrB、+nr-ncC、+nr-nrD、+nc-nc参考答案:A20.NSAOption3x组网时,语音业务适合承载以下哪个承载上A、MCGBearB、SCGBearC、MCGSplitBearD、SCGSplitBear参考答案:A21.5G需要满足1000倍的传输容量,则需要在多个维度进行提升,不包括下面哪个()A、更高的频谱效率B、更多的站点C、更多的频谱资源D、更低的传输时延参考答案:D22.以SCS30KHz,子帧配比7:3为例,1s内调度次数多少次,其中下行多少次。
经典PPT素材库合集(超级绝版)1
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Unhealthy Desktops
Health maintenance
Quarantined clients can be given access to resources to get healthy
Consultants Guests
Microsoft Business NhomakorabeaSolutions ERP Positioning
Compares path of file being run to an allowed path list Use when you have a folder with many files for the same application Essential in when SRPs are strict
Global ERP Multinationals Advanced manufacturers Mid-market ERP Rich out-of-the-box functionality
Mid-market ERP Typically customized for unique business processes
Controls how Internet Zones can be accessed Use when in high security environments to control access to web applications
SQL Server 2005 Themes
Supportability & Quality Patch Solutions Enterprise Enhancements Unified & Flexible Administration Prevention, Readiness, Recovery Ease of use Patch Installs Patch in integrated step
PMI-ACP敏捷项目管理与创新之道
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拥抱变化、快速响应、平等协作、持续改进-- PMI-ACP敏捷项目管理与创新之道Copyright by Bruce Yu (于兆鹏)作者简介:大中华区唯一持有PMI-PBA(商业分析)、PMI-ACP(敏捷)、PMP(项目管理)、PgMP(项目集管理)四个认证的项目管理专家,2013年中国十大优秀项目管理培训师,2011年中国知识管理人物,PMI(中国) PgMP(项目集管理)Community Lead,PMI(中国) 上海项目管理社区导师,原上海惠普KM Manager、PMO Lead,原携程知识管理中心总监、项目管理委员会主任随着首届世界互联网大会召开,“互联网变革”又一次撞击了人们的眼球。
人类历史上曾经发生过许多次伟大的变革,但从来没有一场变革像“互联网变革”一样能触及全球70亿个个体。
不仅仅是互联网让我们在变!随着中国经济的转型和新生代消费群体的崛起,中国乃至世界的社会经济模式正经历着:----以生产为核心到以需求为核心的转变----以商户为核心到以用户为核心的转变----以产品功能为核心到产品体验和个性为核心的转变中国正在进行着由卖方市场到买方市场的重大社会变革,中国经济也因此将由原来的粗放型经济形式转变为集约型经济形式,由原来的世界工厂转变为未来的创新基地。
在这样的时代背景下,变革参与者需要深谙互联网“开放、平等、协作、分享”的精髓,通过互联网、移动互联网等各种工具,使得传统企业的业务具备透明度更强、参与度更高、协作性更好、中间成本更低。
一句话,正如彼得•德鲁克所指出的:“互联网消灭一切基于信息不对称的商业模式”。
在新的商业模式下,作为项目经理的我们需要关注:----如何拥抱变化,抛弃传统模式封闭的弊端,以极限迭代引领客户需求和市场变化;----如何简化流程,最大化客户收益,始终关注组织和客户的核心价值点;----如何将客户拉进团队,让客户之声成为打造制胜产品的真正利器;----如何最大化激发团队潜能和创新力量,摆脱传统管理模式带给人性的束缚和禁锢;----如何将持续改进纳入到团队每天、每小时、每分钟的工作循环,使改进这一词汇不再成为原来项目经理的口头禅,而是每个团队成员心中的戴明环;对于我们而言,尽情享受“这场变革”的同时,正确把握社会的发展方向,才能使之继续造福于全社会。
管理学书籍
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Service Management, 3rd服务管理,第三版作者:James A.Fitzsimmons (University of Texas-Austin)ISBN:0071181156出版年代:2001出版社:McGraw-Hill目录原价(USD):19.95 人民币零售价:135.00教辅材料:教师手册内容简介:Service Management is the best-selling text in this market and includes fantastic and current examples from the field of technology. The text has extensive coverage on global operations, and the need for continuous improvement in quality and productivity in the service industy. Service Management also does an excellent job of demonstrating how crucial functional areas of organization such as marketing, strategic issues, operations and human behavior impact effective service management.本书是该领域的畅销书,其突出特点为包含技术领域精彩而适时的例证。
该书内容涉及全球运营、服务业质量与产量持续改进的需求等。
主要章节:Part I Understanding Services1. The Role of Services and the Economy2. The Nature of Services3. Service Quality4. Service StrategyPart II Designing the Service Enterprise5. New Service Development and ProcessDesign6. The Supporting Facility7. Service Facility Location8. The Service Encounter8S. Chapter Supplement: Work Measurement9. Internet ServicePart III Managing Service Operations10. Forecasting Demand for Services11. Managing Waiting Lines11S. Chapter Supplement: Computer Simulation12. Capacity Planning13. Managing Capacity and Demand14. Managing Facilitating Goods15. Service and Supply Chain Management 15S. Chapter Supplement: Vehicle Routing16. Managing Service Projects17. Linear Programming Applications inServicesPart IV Toward World-Class Service18. Quality and Productivity Improvement 18S. Chapter Supplement: Data Envelopment Analysis (DEA)19. Growth and Global Expansion Appendix A: Areas of a Standard Normal DistributionAppendix B: Uniformly Distributed Random Numbers [0,1]Appendix C: Values for Lq for the M/M/c Queuing ModelAppendix D: Equations for SelectedQueuing ModelsProject Management项目管理作者:Clifford F.Gray (Oregon State University)ISBN:0071163166出版年代:2000 页数:496出版社:McGraw-Hill目录原价(USD):22.95 人民币零售价:175.00教辅材料:教师手册(题库)/教师光盘内容简介:Project Management is a text with cases; it is suitable for a course in project management and for professionals who seek a project management handbook. This text addresses the major questions and issues the authors have encountered while teaching and consulting with practicing project managers in domestic and foreign countries. The text is very contemporary and up-to-date. This application-oriented text provides a road map for managing any type of project--for example, information technology, R & D, engineering design, construction, pharmaceutical, and manufacturing. The text helps the reader discover the strategic role of projects in contemporary organizations, how projects are prioritized, what tools and techniques can be used to plan and schedule projects, what organization and managerial styles will improve chances of project success, how project managers orchestrate the complex network of relationships, factors that contribute to the development of a high performing project team, the project system which will help gain some measure of control, how project managers prepare for a new international project in a foreign culture, and finally how senior management can develop a supportive organizational culture for implementing projects. Gray and Larson present balanced view of the technical and socio/cultural dimensions of managing projects.本书包含教程与案例,既适宜于项目管理的课堂教学,又可作为业内人士的工作参考书。
休斯(Hughes)终端管理代理数据表说明书
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The Terminal Management Agent (TMA) from Hughes is a ground-breaking, custom-developed software feature within a satellite terminal that interconnects seamlessly with varioussatellite modems, regardless of manufacturer or satellite system. TMA overrides stove-piped systems to enable user access to diverse platforms from a single terminal–ensuring the reliability and resiliency that are essential for defense communications networks. For the U.S. Department of Defense (DoD) and critical infrastructure operators, reliable, high performing SATCOMnetworks, including flexible terminals are nothing short of essential to meet warfighter readiness around the world.Delivering interoperability DoD terminals across defense SATCOM networksThe DoD has more than 17,000 terminals deployed across this enterprise, many of them single-threaded. These stove-piped satellite systems are vulnerable to interference due to many factors, including malicious actors, poor antenna angles, misaligned directional pointing, and more. Now, instead of having to change communications elements manually whenoriginal operational configurations fail, the Hughes TMA ensures continuous connectivity to meet mission requirements. The TMA supports existing SATCOM infrastructure so both legacy and new modems can use their waveforms and be managed by their respective service providers. The TMA can autonomously select a specific modem, service, waveform, gateway, satellite, or service provider to help orchestrate tactical terminal reconfigurations in just a few seconds or minutes, instead of today’s lengthy, manual process.Bringing critical advances to the tactical edgeThe TMA software from Hughes integrates Artificial Intelligence (AI) for rules-based processing of situational data–including the operational environment, mission plans, potential satellite access issues, and mission priority based on available services–to make autonomous decisions about its host terminal’s use of diverse resources.Changing configuration in near real-time:Q Autonomous satellite terminal control Q Self-healing capabilitiesQ Implementation of full PACE (primary, alternate, contingency,and emergency) plans Q Collection of RF , networking, and cybersecurity situationalawareness information for data analyticsEnsuring continuous connectivity across:Q Orbits: GEO, MEO, and LEO satellitesQ Bands: Ku-, Ka-, Mil Ka-, X-, and C-band transmissions Q Manufacturers: Hughes, Comtech, iDirect, etc., using variouswaveforms Q Service providers: Commercial and defense providersFor additional information, please visit .Hughes Terminal Management Agent11717 Exploration LaneGermantown, MD 20876 USA Proprietary StatementAll rights reserved. This publication and its contents are proprietary to Hughes Network Systems, LLC. No part of this publication may be reproduced in any form or by any means without the written permission of Hughes Network Systems, LLC, 11717 Exploration Lane, Germantown, Maryland 20876.HUGHES TERMINAL MANAGEMENT AGENT©2021 Hughes Network Systems, LLC. HUGHES is a registered trademark of Hughes Network Systems, LLC.All information is subject to change. All rights reserved. H66295 JAN 21Responding to the needs for resilient networksSince 2017, Hughes has been working with DoD to develop the ultimate SATCOM flexibility. Now available for wider use, TMA can be incorporated into any terrestrial or aeronautical SATCOM solution for the DoD and critical infrastructure.2017Hughes tapped by DoD to help assess the ideal hybridSATCOM architecture with diverse systems working together.Hughes recommended a SATCOM strategy that supports interoperability for widebandapplications to enhance communications infrastructure andreduce acquisition and operations costs.2018In a second phasestudy, Hughes explored how an interoperable system solution can be implemented effectively. As part of this phase, Hughes produced a new TMA software implementing Flexible Modem Interface (FMI) standard for demonstration and evaluation.。
通信英语__简写翻译
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編號縮略語英文全稱中文解釋說明MSCBSC 移動通信論壇,d$k)l#g(O4N3X1A/DAnalogue to Digital Converter 模數轉換無#T,@8k4}8K#b0F2A3Authetication algorithm A3A3認證演算法無3N"x5`+B*Q.m8z6~"e3A38A single algorithm performing the functions of A3 and A8執行A3和A8功能的單個演算法無/H$L!s8E7kMSCBSC移動通信論壇4A5/1Encryption algorithm A5/1A5/1加密演算法無)S%v8c,h)R#E9J!d5A8Ciphering Key generating algorithm A8產生A8演算法的加密密匙無6V/V)@;_$x&T3X5g:6AAAAuthenticatio n,Authorization,Accounting鑒權,認證,清算無8B9j4~2G+c-K!k | 國內領先的通信技術論壇7ABAccess Burst 接入突發無mscbsc 移動通信論壇擁有30萬通信專業人員,超過50萬份GSM/3G等通信技術資料,是國內領先專注於通信技術和通信人生活的社區。
a9O5B;{7G:}&Z%z8Abis interfaceAbis interfaceAbis介面基站與基站控制器之間…mscbsc 移動通信論壇擁有30萬通信專業人員,超過50萬份GSM/3G等通信技術資料,是國內領先專注於通信技術和通信人生活的社區。
;X0}+v4^4Z:]&|9ACAuthentication Centre鑒權中心無4t9u$q!^2E9S9q | 國內領先的通信技術論壇10 AC Application Context 應用場景無/o6@2L)`"v5f11 AC Access Class(C0 to C15) C0至C15接入類型無移動通信,通信工程師的家園,通信人才,求職招聘,網路優化,通信工程,出差住宿,通信企業黑名單+c(t%f!N.]5~"w-o12 AC Access Controller 用戶接入認證點WLAN用戶接入認證…5}$j0^!`!u$QMSCBSC 移動通信論壇13 ACC Automatic Congestion Control 自動擁塞控制無| 國內領先的通信技術論壇/]%`,|&x1x,i14 ACCH Associated Control Channel 隨路控制通道無| 國內領先的通信技術論壇'u(V%?2k+z.W.s2X6F+J%z-N15 ACK ACKnowledgement 確認用於信令+O;X5Q(q(G,|16 ACL Asynchron ous Connectionless Link 非同步無連接無']1y*J(W"u$W#?#M移動通信,通信工程師的家園,通信人才,求職招聘,網路優化,通信工程,出差住宿,通信企業黑名單17 ACM Address Complete Message 地址完成消息無7O'l(p!Y'd!D4u-E移動通信,通信工程師的家園,通信人才,求職招聘,網路優化,通信工程,出差住宿,通信企業黑名單18 ACM Accumulated Call Meter 累計呼叫記錄無%E5S7B:d's!k%L*Q!B19 ACP Adjacent Channel Power 鄰道功率無移動通信,通信工程師的家園,通信人才,求職招聘,網路優化,通信工程,出差住宿,通信企業黑名單,p'_8q)|1g&Y1R20 ACU Antenna Combining Unit 天線組合(耦合)單元無| 國內領先的通信技術論壇"]*u,_ {8v,C [/r0s 21 ADC Administration Centre 管理中心無-k,n"O)q't&j | 國內領先的通信技術論壇22 ADPCM Adaptive Differential Pulse Code Modulation 自適應差分脈衝編碼調製無MSCBSC 移動通信論壇+F#n/H"Z6]1k#m*H23 AE Application Entity 應用實體無,@"J+c%V$n+E#L7I&Q+o.{24 AEC Acoustic Echo Control 回聲控制無#u;X$g0e2t n&v;zmscbsc 移動通信論壇擁有30萬通信專業人員,超過50萬份GSM/3G等通信技術資料,是國內領先專注於通信技術和通信人生活的社區。
Pro-Watch系统产品文件说明书
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Security Management SystemsF E AT U R E S Pro-Watch provides comprehensive options for audit and reporting to address forensics, compliance and business intelligence data mining needs. The Reporting application includes basic report templates and the capability to generate custom reports. Reports can be exported as XLS, CSV and PDF formats. Pro-Watch provides a solid and proven platform for an intelligent business management solution. It is successfully deployed in enterprises of many sizes and across various vertical applications suchas manufacturing facilities, campuses, government facilities and critical infrastructure.• Web Based Client for Badging, Reporting, Alarm and Event Monitoring• Mobile Client for Badging and Door Control• Supports Windows®Server2008/2012/2012, SQL Server 2008/ 2012/ 2014, Windows 7/8/8.1/ 10 (32-bit and 64-bit)• Single user interfacefor multiple securityand businessfunctions• Add HSDK andPro-Watch can beintegrated with otherbuilding systems suchas secondary fire,lighting and heating,ventilation, and airconditioning• Web Services APIenables IntegrationOptions• CertificationManagement• Custom triggers andprocedures• Associates events toactions includingsending emails,running a storedprocedure, ortriggering a panel I/Opoint. Events may betriggered at thePro-Watch level forpanel-to-panel andpanel-to-softwareactions or within apanel for local actions• Basic Reports• Virtualization supportfor VMWare andMicrosoft® Hyper-V• Compliance Reportsthat offer data andstatistical reporting;auto generatedreports uponschedules• Easy system setupand maintenancewith user definablehardware templates• Database partitioningand definableoperator permissions• IP, serial and modemcommunications• CASI Micro/5 andM2000 ReplacementProgram• Lite, Professional,Corporate andEnterprise editionsPro-Watch® 4.3Security Management SuiteDesigned to meet the challenges of today’s demanding environments, Honeywell’s Pro-Watch security management suite providesthe flexibility, scalability and control required for comprehensive security management. Pro-Watch equips organizations withthe right tools to protect people, secure assets and ensure regulatory compliance by combining access control, digitalvideo, intrusion and other functions into one powerful system.Integration with access control and video systems from Honeywell and third-party manufacturers makes it possible to leverageexisting installed hardware as the system expands. Modular hardware and software options make it easy and cost-effectiveto expand a system to keep up with growing business needs.With Pro-Watch Web Based Client, customers can utilize their existing network infrastructure to provide remote security management for badging, reporting, and alarm and event monitoring. Less software allows for savings on installation costs and time while continuing to provide optimal security protection.Pro-Watch streamlines tasks with a common user interface to improve operator effectiveness and help organizations minimize training costs. Events may be routed to specific workstations and linked to automated system responses such as camera call-ups and outward notifications. Options for integrating intercom and mass notification components provide a vital link to the security dispatch center.2 |The Pro-Watch suite offers base software licenses that address security needs from small sites to global enterprises:Pro-Watch Lite Edition: Basic functionality for the small office with support for up to 32 doors on PW-Series panels.Pro-Watch Professional Edition: Complete security functionality with more options for medium-sizedorganizations with up to 64 doors ororganizations requiring integrated processes or regulatory compliance.Pro-Watch Corporate Edition: Complete security for larger organizations and campuses. Additional high availability options make this edition the optimal choice fororganizations requiring 24/7 business continuity plans for their security system.Pro-Watch Enterprise Edition: Global security system that merges multiple Pro-Watch Corporate Edition systems to efficiently manage badgeholder data and report on events across theorganization.Integrations available using Pro-Watch Professional EditionPro-Watch Lite Edition (PWLE) and Pro-Watch Professional Edition (PWPE) are optimized for the needs of smaller security systems.These editions leverage Microsoft® SQL Express 2012 (included), so the server can be accommodated on either a workstation for a single PC or on a separate server. In either case, additional clients may be connected to the server up to supported limits. Refer to the specifications guide on page 5 for more details.Pro-Watch Lite Edition offers basic functionality for the small office and features Pro-Watch PW Series access controllers. Additional client licenses can be added as needed up to a total of 5.Pro-Watch Professional Edition is ideal for sites requiring more than 32 readers or additional client workstations.Small Systems: Pro-Watch Lite and Pro-Watch Professional EditionsBoth Pro-Watch Professional Edition (PWPE) and Pro-Watch Corporate Edition (PWCE) are targeted for the needs of medium to large installations.An IT topology deployment with a separate server is recommended. Workstations can be connected via LAN or WAN, making it convenient to manage multiple sites on a single server. Pro-Watch Professional Edition features Microsoft SQL Express 2012 (included).Both editions offer numerous options to meet a variety of security needs. For limits on connectivity support in PWPE, refer to the specifications guide on page 5.PWCE is truly the best fit for the largest systems and campuses because it has no restrictions on numbers of add-on readers or workstations. Honeywell also offers redundant solutions on PWCE for organizations requiring 24/7 operations.Medium & Large Systems: Pro-Watch Professional and Pro-Watch Corporate EditionsEnterprise Systems:Pro-Watch Enterprise EditionPro-Watch Enterprise Edition (PWEE) provides a security solution forthe global organization by sharing badgeholder identities and event data across the organization.With a PWEE system, an enterprise server facilitates two-way datasharing among regional servers. This enables single credential solutions across organizations.If equipped with two or more Pro-Watch Corporate Editions (PWCE),an organization may easily upgrade its servers to become part of an Enterprise system. EachCorporate Edition server becomes a regional server and retains regional system control.| 3PR OF E S S ION A L, C O R P OR AT E&E N T E R PR I SE E DI T ION S• Standard Badging and Advanced Badging client• 2-D PDF417 barcode add-on license for badging• Option for Transportation Security Clearinghouse (TSC) background checks in Pro-Watch AP (Airport)• Integration toHoneywell VISTA®panels FBP-128 /250and GX in NorthAmerica and toHoneywell GalaxyDimension GD-48,GD-96, GD-264,GD-520 in Europe• Event Procedurestriggers onconsecutive duplicateevents• Mustering, anti-passback and guardtour• Minimum andmaximum occupancyenforcement• Integrates videodevices added inMAXPRO® VMS• Supports Commendintercom systemservers GE200,GE300, GE700 andGE800• Detailed historicrecords for trackingconfigurationchanges, securityoperations and deviceevents to comply withaudit requirementsfor regulatorycompliance• Intercoms linked toreaders and locationson maps providequick access tospecific units• Supports R14 andlater AutoCAD files(DWFx or XPS) withadd-on license• Options forintegratingbiometrics,third-party hardware,radar-video solutionsand IT convergence• High availability andredundant serversolutions (CorporateEdition)• Support for WirelessLocksets fromAllegion, Assa Abloy,and Salto• Support forDisconnected Locksetsfrom Salto• FICAM PACSInfrastructureAPL Listed4 || 5SPEC IF IC AT IONS1 Must have a standard client license on a machine in order to run an Advanced Badging client license.2 Must order one regional server in an Enterprise system for each PWCE server in the system.3 E nterprise system capabilities align with Corporate for respective regional servers.Enterprise systems link together two or more Corporate Edition systems to share badgeholder identities and events among the Corporate Edition systems.1 Includes RAM required by the client machine to run the Windows operating system.6 |PR O -WATC H SE R V E R 1 R EQ U IR E ME N T S1 F or a system to be considered small, the Pro-Watch system shall have less than 5 clients, no more than 128 online readers, less than 5000 historical events per day, and properdatabase maintenance conducted by the end user or servicing dealer. For a system to be large, it must have between 5000 and 50,000 historical events per day, between 128 and 512 online readers, between 5 and 15 client workstations, and proper database maintenance conducted by the end user or servicing dealer. If the system will have more than 50,000 events per day, exceed 512 online readers, exceed 15 client workstations, or use Pro-Watch server side functions like anti-passback, event triggers and procedures, Real Time Data Transfer Utility, HSDK, etc. please consult Honeywell for custom server sizing.2 R AID technology used for the larger system server – Disk sets 1 and 2. When several physical disks are set up to use RAID technology, the operating system will be installed on a single disk (OS installed on RAID1 mirrored set) and the Database and Storage on a separate disk (RAID 5 or 10 disk set)3 To estimate database storage space, use the following approximations and add to the base DB size of 500MB: • Badgeholder storage = (# of badgeholders) x (75KB)* estimate based on typical captured picture size • Event history storage = (# of events per day) x (2.5 KB) x (# of days to retain in server)• A udit history storage = [(# of cardholder changes per day) + (# of system configuration changes per day)+(# of events per day)+(# of operator system changes per day)]* (1.2KB)x (# of days to retain in server)4 H oneywell highly recommends some type of removable media for daily database backups. Database backups should be removed from the server and stored in a safe, secure location so in the event of system failure this valuable data can be recovered. We recommend two or more removable media per server based upon end user processes. Alternatively, Honeywell system installers can engage the end-user’s IT group to participate in some type of network backup program.• I mportant Notice – These server and workstation hardware guidelines are intended for use as a reference only. The specifications are subject to changes due to marketconditions, software updates, manufacturing changes, and other variables outside of our control. Honeywell recommends for planning based on system growth and expansion, operating system updates and upgrades, database engine updates and upgrades, end user system expansion, historical data retention requirements, and archive data storagerequirements. Please consult with Honeywell as applicable for assistance.OR DE RING| 7For more information/uk Honeywell Security and Fire Honeywell International Middle EastSheikh Zayed Road, EMAAR Business Park Building 2, Level 2, Office 201PO Box 232362, Dubai, U.A.E. Telephone: +971 4 4505800 Facsimile: +971 4 4505900 Pro-Watch® is a registered trademarkof Honeywell International Inc. Microsoft®, Microsoft® BackOffice® and Windows® 2000 are registered trademarks of Microsoft Corporation HSFV-PRW43LTWD-01-ME(0617)DS-E June 2017© 2017 Honeywell International Inc.OR DE R ING8 |。
《生产运营管理英文》课件
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01
Introduction
Ensuring effective production processes
Production and operation management safeguards that production processes are carried out efficiently, minimizing waste and maximizing output
The production process should pursue high efficiency, reduce production costs, and improve output efficiency.
Flexibility
The production process should have flexibility to cope with various changes and uncertainties in the production process.
Production and operation strategy is an important component of enterprise strategy, which involves multiple aspects of the enterprise's production system, operation system, supply chain system, etc., and has a crucial impact on the development of the enterprperation management involves the planning, organization, control, and coordination of production and operations processes to achieve desired results
自动化控制工程外文翻译外文文献英文文献
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Team-Centered Perspective for Adaptive Automation DesignLawrence J.PrinzelLangley Research Center, Hampton, VirginiaAbstractAutomation represents a very active area of human factors research. Thejournal, Human Factors, published a special issue on automation in 1985.Since then, hundreds of scientific studies have been published examiningthe nature of automation and its interaction with human performance.However, despite a dramatic increase in research investigating humanfactors issues in aviation automation, there remain areas that need furtherexploration. This NASA Technical Memorandum describes a new area ofIt discussesautomation design and research, called “adaptive automation.” the concepts and outlines the human factors issues associated with the newmethod of adaptive function allocation. The primary focus is onhuman-centered design, and specifically on ensuring that adaptiveautomation is from a team-centered perspective. The document showsthat adaptive automation has many human factors issues common totraditional automation design. Much like the introduction of other new technologies and paradigm shifts, adaptive automation presents an opportunity to remediate current problems but poses new ones forhuman-automation interaction in aerospace operations. The review here isintended to communicate the philosophical perspective and direction ofadaptive automation research conducted under the Aerospace OperationsSystems (AOS), Physiological and Psychological Stressors and Factors (PPSF)project.Key words:Adaptive Automation; Human-Centered Design; Automation;Human FactorsIntroduction"During the 1970s and early 1980s...the concept of automating as much as possible was considered appropriate. The expected benefit was a reduction inpilot workload and increased safety...Although many of these benefits have beenrealized, serious questions have arisen and incidents/accidents that have occurredwhich question the underlying assumptions that a maximum availableautomation is ALWAYS appropriate or that we understand how to designautomated systems so that they are fully compatible with the capabilities andlimitations of the humans in the system."---- ATA, 1989The Air Transport Association of America (ATA) Flight Systems Integration Committee(1989) made the above statement in response to the proliferation of automation in aviation. They noted that technology improvements, such as the ground proximity warning system, have had dramatic benefits; others, such as the electronic library system, offer marginal benefits at best. Such observations have led many in the human factors community, most notably Charles Billings (1991; 1997) of NASA, to assert that automation should be approached from a "human-centered design" perspective.The period from 1970 to the present was marked by an increase in the use of electronic display units (EDUs); a period that Billings (1997) calls "information" and “management automation." The increased use of altitude, heading, power, and navigation displays; alerting and warning systems, such as the traffic alert and collision avoidance system (TCAS) and ground proximity warning system (GPWS; E-GPWS; TAWS); flight management systems (FMS) and flight guidance (e.g., autopilots; autothrottles) have "been accompanied by certain costs, including an increased cognitive burden on pilots, new information requirements that have required additional training, and more complex, tightly coupled, less observable systems" (Billings, 1997). As a result, human factors research in aviation has focused on the effects of information and management automation. The issues of interest include over-reliance on automation, "clumsy" automation (e.g., Wiener, 1989), digital versus analog control, skill degradation, crew coordination, and data overload (e.g., Billings, 1997). Furthermore, research has also been directed toward situational awareness (mode & state awareness; Endsley, 1994; Woods & Sarter, 1991) associated with complexity, coupling, autonomy, and inadequate feedback. Finally, human factors research has introduced new automation concepts that will need to be integrated into the existing suite of aviationautomation.Clearly, the human factors issues of automation have significant implications for safetyin aviation. However, what exactly do we mean by automation? The way we choose to define automation has considerable meaning for how we see the human role in modern aerospace s ystems. The next section considers the concept of automation, followed by an examination of human factors issues of human-automation interaction in aviation. Next, a potential remedy to the problems raised is described, called adaptive automation. Finally, the human-centered design philosophy is discussed and proposals are made for how the philosophy can be applied to this advanced form of automation. The perspective is considered in terms of the Physiological /Psychological Stressors & Factors project and directions for research on adaptive automation.Automation in Modern AviationDefinition.Automation refers to "...systems or methods in which many of the processes of production are automatically performed or controlled by autonomous machines or electronic devices" (Parsons, 1985). Automation is a tool, or resource, that the human operator can use to perform some task that would be difficult or impossible without machine aiding (Billings, 1997). Therefore, automation can be thought of as a process of substituting the activity of some device or machine for some human activity; or it can be thought of as a state of technological development (Parsons, 1985). However, some people (e.g., Woods, 1996) have questioned whether automation should be viewed as a substitution of one agent for another (see "apparent simplicity, real complexity" below). Nevertheless, the presence of automation has pervaded almost every aspect of modern lives. From the wheel to the modern jet aircraft, humans have sought to improve the quality of life. We have built machines and systems that not only make work easier, more efficient, and safe, but also give us more leisure time. The advent of automation has further enabled us to achieve this end. With automation, machines can now perform many of the activities that we once had to do. Our automobile transmission will shift gears for us. Our airplanes will fly themselves for us. All we have to dois turn the machine on and off. It has even been suggested that one day there may not be aaccidents resulting from need for us to do even that. However, the increase in “cognitive” faulty human-automation interaction have led many in the human factors community to conclude that such a statement may be premature.Automation Accidents. A number of aviation accidents and incidents have been directly attributed to automation. Examples of such in aviation mishaps include (from Billings, 1997):DC-10 landing in control wheel steering A330 accident at ToulouseB-747 upset over Pacific DC-10 overrun at JFK, New YorkB-747 uncommandedroll,Nakina,Ont. A320 accident at Mulhouse-HabsheimA320 accident at Strasbourg A300 accident at NagoyaB-757 accident at Cali, Columbia A320 accident at BangaloreA320 landing at Hong Kong B-737 wet runway overrunsA320 overrun at Warsaw B-757 climbout at ManchesterA310 approach at Orly DC-9 wind shear at CharlotteBillings (1997) notes that each of these accidents has a different etiology, and that human factors investigation of causes show the matter to be complex. However, what is clear is that the percentage of accident causes has fundamentally shifted from machine-caused to human-caused (estimations of 60-80% due to human error) etiologies, and the shift is attributable to the change in types of automation that have evolved in aviation.Types of AutomationThere are a number of different types of automation and the descriptions of them vary considerably. Billings (1997) offers the following types of automation:?Open-Loop Mechanical or Electronic Control.Automation is controlled by gravity or spring motors driving gears and cams that allow continous and repetitive motion. Positioning, forcing, and timing were dictated by the mechanism and environmental factors (e.g., wind). The automation of factories during the Industrial Revolution would represent this type of automation.?Classic Linear Feedback Control.Automation is controlled as a function of differences between a reference setting of desired output and the actual output. Changes a re made to system parameters to re-set the automation to conformance. An example of this type of automation would be flyball governor on the steam engine. What engineers call conventional proportional-integral-derivative (PID) control would also fit in this category of automation.?Optimal Control. A computer-based model of controlled processes i s driven by the same control inputs as that used to control the automated process. T he model output is used to project future states and is thus used to determine the next control input. A "Kalman filtering" approach is used to estimate the system state to determine what the best control input should be.?Adaptive Control. This type of automation actually represents a number of approaches to controlling automation, but usually stands for automation that changes dynamically in response to a change in state. Examples include the use of "crisp" and "fuzzy" controllers, neural networks, dynamic control, and many other nonlinear methods.Levels of AutomationIn addition to “types ” of automation, we can also conceptualize different “levels ” of automation control that the operator can have. A number of taxonomies have been put forth, but perhaps the best known is the one proposed by Tom Sheridan of Massachusetts Institute of Technology (MIT). Sheridan (1987) listed 10 levels of automation control:1. The computer offers no assistance, the human must do it all2. The computer offers a complete set of action alternatives3. The computer narrows the selection down to a few4. The computer suggests a selection, and5. Executes that suggestion if the human approves, or6. Allows the human a restricted time to veto before automatic execution, or7. Executes automatically, then necessarily informs the human, or8. Informs the human after execution only if he asks, or9. Informs the human after execution if it, the computer, decides to10. The computer decides everything and acts autonomously, ignoring the humanThe list covers the automation gamut from fully manual to fully automatic. Although different researchers define adaptive automation differently across these levels, the consensus is that adaptive automation can represent anything from Level 3 to Level 9. However, what makes adaptive automation different is the philosophy of the approach taken to initiate adaptive function allocation and how such an approach may address t he impact of current automation technology.Impact of Automation TechnologyAdvantages of Automation . Wiener (1980; 1989) noted a number of advantages to automating human-machine systems. These include increased capacity and productivity, reduction of small errors, reduction of manual workload and mental fatigue, relief from routine operations, more precise handling of routine operations, economical use of machines, and decrease of performance variation due to individual differences. Wiener and Curry (1980) listed eight reasons for the increase in flight-deck automation: (a) Increase in available technology, such as FMS, Ground Proximity Warning System (GPWS), Traffic Alert andCollision Avoidance System (TCAS), etc.; (b) concern for safety; (c) economy, maintenance, and reliability; (d) workload reduction and two-pilot transport aircraft certification; (e) flight maneuvers and navigation precision; (f) display flexibility; (g) economy of cockpit space; and (h) special requirements for military missions.Disadvantages o f Automation. Automation also has a number of disadvantages that have been noted. Automation increases the burdens and complexities for those responsible for operating, troubleshooting, and managing systems. Woods (1996) stated that automation is "...a wrapped package -- a package that consists of many different dimensions bundled together as a hardware/software system. When new automated systems are introduced into a field of practice, change is precipitated along multiple dimensions." As Woods (1996) noted, some of these changes include: ( a) adds to or changes the task, such as device setup and initialization, configuration control, and operating sequences; (b) changes cognitive demands, such as requirements for increased situational awareness; (c) changes the roles of people in the system, often relegating people to supervisory controllers; (d) automation increases coupling and integration among parts of a system often resulting in data overload and "transparency"; and (e) the adverse impacts of automation is often not appreciated by those who advocate the technology. These changes can result in lower job satisfaction (automation seen as dehumanizing human roles), lowered vigilance, fault-intolerant systems, silent failures, an increase in cognitive workload, automation-induced failures, over-reliance, complacency, decreased trust, manual skill erosion, false alarms, and a decrease in mode awareness (Wiener, 1989).Adaptive AutomationDisadvantages of automation have resulted in increased interest in advanced automation concepts. One of these concepts is automation that is dynamic or adaptive in nature (Hancock & Chignell, 1987; Morrison, Gluckman, & Deaton, 1991; Rouse, 1977; 1988). In an aviation context, adaptive automation control of tasks can be passed back and forth between the pilot and automated systems in response to the changing task demands of modern aircraft. Consequently, this allows for the restructuring of the task environment based upon (a) what is automated, (b) when it should be automated, and (c) how it is automated (Rouse, 1988; Scerbo, 1996). Rouse(1988) described criteria for adaptive aiding systems:The level of aiding, as well as the ways in which human and aidinteract, should change as task demands vary. More specifically,the level of aiding should increase as task demands become suchthat human performance will unacceptably degrade withoutaiding. Further, the ways in which human and aid interact shouldbecome increasingly streamlined as task demands increase.Finally, it is quite likely that variations in level of aiding andmodes of interaction will have to be initiated by the aid rather thanby the human whose excess task demands have created a situationrequiring aiding. The term adaptive aiding is used to denote aidingconcepts that meet [these] requirements.Adaptive aiding attempts to optimize the allocation of tasks by creating a mechanism for determining when tasks need to be automated (Morrison, Cohen, & Gluckman, 1993). In adaptive automation, the level or mode of automation can be modified in real time. Further, unlike traditional forms of automation, both the system and the pilot share control over changes in the state of automation (Scerbo, 1994; 1996). Parasuraman, Bahri, Deaton, Morrison, and Barnes (1992) have argued that adaptive automation represents the optimal coupling of the level of pilot workload to the level of automation in the tasks. Thus, adaptive automation invokes automation only when task demands exceed the pilot's capabilities. Otherwise, the pilot retains manual control of the system functions. Although concerns have been raised about the dangers of adaptive automation (Billings & Woods, 1994; Wiener, 1989), it promises to regulate workload, bolster situational awareness, enhance vigilance, maintain manual skill levels, increase task involvement, and generally improve pilot performance.Strategies for Invoking AutomationPerhaps the most critical challenge facing system designers seeking to implement automation concerns how changes among modes or levels of automation will be accomplished (Parasuraman e t al., 1992; Scerbo, 1996). Traditional forms of automation usually start with some task or functional analysis and attempt to fit the operational tasks necessary to the abilities of the human or the system. The approach often takes the form of a functional allocation analysis (e.g., Fitt's List) in which an attempt is made to determine whether the human or the system is better suited to do each task. However, many in the field have pointed out the problem with trying to equate the two in automated systems, as each have special characteristics that impede simple classification taxonomies. Such ideas as these have led some to suggest other ways of determining human-automation mixes. Although certainly not exhaustive, some of these ideas are presented below.Dynamic Workload Assessment.One approach involves the dynamic assessment o fmeasures t hat index the operators' state of mental engagement. (Parasuraman e t al., 1992; Rouse,1988). The question, however, is what the "trigger" should be for the allocation of functions between the pilot and the automation system. Numerous researchers have suggested that adaptive systems respond to variations in operator workload (Hancock & Chignell, 1987; 1988; Hancock, Chignell & Lowenthal, 1985; Humphrey & Kramer, 1994; Reising, 1985; Riley, 1985; Rouse, 1977), and that measures o f workload be used to initiate changes in automation modes. Such measures include primary and secondary-task measures, subjective workload measures, a nd physiological measures. T he question, however, is what adaptive mechanism should be used to determine operator mental workload (Scerbo, 1996).Performance Measures. One criterion would be to monitor the performance of the operator (Hancock & Chignel, 1987). Some criteria for performance would be specified in the system parameters, and the degree to which the operator deviates from the criteria (i.e., errors), the system would invoke levels of adaptive automation. For example, Kaber, Prinzel, Clammann, & Wright (2002) used secondary task measures to invoke adaptive automation to help with information processing of air traffic controllers. As Scerbo (1996) noted, however,"...such an approach would be of limited utility because the system would be entirely reactive."Psychophysiological M easures.Another criterion would be the cognitive and attentional state of the operator as measured by psychophysiological measures (Byrne & Parasuraman, 1996). An example of such an approach is that by Pope, Bogart, and Bartolome (1996) and Prinzel, Freeman, Scerbo, Mikulka, and Pope (2000) who used a closed-loop system to dynamically regulate the level of "engagement" that the subject had with a tracking task. The system indexes engagement on the basis of EEG brainwave patterns.Human Performance Modeling.Another approach would be to model the performance of the operator. The approach would allow the system to develop a number of standards for operator performance that are derived from models of the operator. An example is Card, Moran, and Newell (1987) discussion of a "model human processor." They discussed aspects of the human processor that could be used to model various levels of human performance. Another example is Geddes (1985) and his colleagues (Rouse, Geddes, & Curry, 1987-1988) who provided a model to invoke automation based upon system information, the environment, and expected operator behaviors (Scerbo, 1996).Mission Analysis. A final strategy would be to monitor the activities of the mission or task (Morrison & Gluckman, 1994). Although this method of adaptive automation may be themost accessible at the current state of technology, Bahri et al. (1992) stated that such monitoring systems lack sophistication and are not well integrated and coupled to monitor operator workload or performance (Scerbo, 1996). An example of a mission analysis approach to adaptive automation is Barnes and Grossman (1985) who developed a system that uses critical events to allocate among automation modes. In this system, the detection of critical events, such as emergency situations or high workload periods, invoked automation.Adaptive Automation Human Factors IssuesA number of issues, however, have been raised by the use of adaptive automation, and many of these issues are the same as those raised almost 20 years ago by Curry and Wiener (1980). Therefore, these issues are applicable not only to advanced automation concepts, such as adaptive automation, but to traditional forms of automation already in place in complex systems (e.g., airplanes, trains, process control).Although certainly one can make the case that adaptive automation is "dressed up" automation and therefore has many of the same problems, it is also important to note that the trend towards such forms of automation does have unique issues that accompany it. As Billings & Woods (1994) stated, "[i]n high-risk, dynamic environments...technology-centered automation has tended to decrease human involvement in system tasks, and has thus impaired human situation awareness; both are unwanted consequences of today's system designs, but both are dangerous in high-risk systems. [At its present state of development,] adaptive ("self-adapting") automation represents a potentially serious threat ... to the authority that the human pilot must have to fulfill his or her responsibility for flight safety."The Need for Human Factors Research.Nevertheless, such concerns should not preclude us from researching the impact that such forms of advanced automation are sure to have on human performance. Consider Hancock’s (1996; 1997) examination of the "teleology for technology." He suggests that automation shall continue to impact our lives requiring humans to co-evolve with the technology; Hancock called this "techneology."What Peter Hancock attempts to communicate to the human factors community is that automation will continue to evolve whether or not human factors chooses to be part of it. As Wiener and Curry (1980) conclude: "The rapid pace of automation is outstripping one's ability to comprehend all the implications for crew performance. It is unrealistic to call for a halt to cockpit automation until the manifestations are completely understood. We do, however, call for those designing, analyzing, and installing automatic systems in the cockpit to do so carefully; to recognize the behavioral effects of automation; to avail themselves of present andfuture guidelines; and to be watchful for symptoms that might appear in training andoperational settings." The concerns they raised are as valid today as they were 23 years ago.However, this should not be taken to mean that we should capitulate. Instead, becauseobservation suggests that it may be impossible to fully research any new Wiener and Curry’stechnology before implementation, we need to form a taxonomy and research plan tomaximize human factors input for concurrent engineering of adaptive automation.Classification of Human Factors Issues. Kantowitz and Campbell (1996)identified some of the key human factors issues to be considered in the design of advancedautomated systems. These include allocation of function, stimulus-response compatibility, andmental models. Scerbo (1996) further suggested the need for research on teams,communication, and training and practice in adaptive automated systems design. The impactof adaptive automation systems on monitoring behavior, situational awareness, skilldegradation, and social dynamics also needs to be investigated. Generally however, Billings(1997) stated that the problems of automation share one or more of the followingcharacteristics: Brittleness, opacity, literalism, clumsiness, monitoring requirement, and dataoverload. These characteristics should inform design guidelines for the development, analysis,and implementation of adaptive automation technologies. The characteristics are defined as: ?Brittleness refers to "...an attribute of a system that works well under normal or usual conditions but that does not have desired behavior at or close to some margin of its operating envelope."?Opacity reflects the degree of understanding of how and why automation functions as it does. The term is closely associated with "mode awareness" (Sarter & Woods, 1994), "transparency"; or "virtuality" (Schneiderman, 1992).?Literalism concern the "narrow-mindedness" of the automated system; that is, theflexibility of the system to respond to novel events.?Clumsiness was coined by Wiener (1989) to refer to automation that reduced workload demands when the demands are already low (e.g., transit flight phase), but increases them when attention and resources are needed elsewhere (e.g., descent phase of flight). An example is when the co-pilot needs to re-program the FMS, to change the plane's descent path, at a time when the co-pilot should be scanning for other planes.?Monitoring requirement refers to the behavioral and cognitive costs associated withincreased "supervisory control" (Sheridan, 1987; 1991).?Data overload points to the increase in information in modern automated contexts (Billings, 1997).These characteristics of automation have relevance for defining the scope of humanfactors issues likely to plague adaptive automation design if significant attention is notdirected toward ensuring human-centered design. The human factors research communityhas noted that these characteristics can lead to human factors issues of allocation of function(i.e., when and how should functions be allocated adaptively); stimulus-response compatibility and new error modes; how adaptive automation will affect mental models,situation models, and representational models; concerns about mode unawareness and-of-the-loop” performance problem; situation awareness decay; manual skill decay and the “outclumsy automation and task/workload management; and issues related to the design of automation. This last issue points to the significant concern in the human factors communityof how to design adaptive automation so that it reflects what has been called “team-centered”;that is, successful adaptive automation will l ikely embody the concept of the “electronic team member”. However, past research (e.g., Pilots Associate Program) has shown that designing automation to reflect such a role has significantly different requirements than those arising in traditional automation design. The field is currently focused on answering the questions,does that definition translate into“what is it that defines one as a team member?” and “howUnfortunately, the literature also shows that the designing automation to reflect that role?” answer is not transparent and, therefore, adaptive automation must first tackle its own uniqueand difficult problems before it may be considered a viable prescription to currenthuman-automation interaction problems. The next section describes the concept of the electronic team member and then discusses t he literature with regard to team dynamics, coordination, communication, shared mental models, and the implications of these foradaptive automation design.Adaptive Automation as Electronic Team MemberLayton, Smith, and McCoy (1994) stated that the design of automated systems should befrom a team-centered approach; the design should allow for the coordination betweenmachine agents and human practitioners. However, many researchers have noted that automated systems tend to fail as team players (Billings, 1991; Malin & Schreckenghost,1992; Malin et al., 1991;Sarter & Woods, 1994; Scerbo, 1994; 1996; Woods, 1996). Thereason is what Woods (1996) calls “apparent simplicity, real complexity.”Apparent Simplicity, Real Complexity.Woods (1996) stated that conventional wisdomabout automation makes technology change seem simple. Automation can be seen as simply changing the human agent for a machine agent. Automation further provides for more optionsand methods, frees up operator time to do other things, provides new computer graphics and interfaces, and reduces human error. However, the reality is that technology change has often。
城市慢行交通系统规划设计几点建议
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Information Technology •信息技术Electronic Technology & Software Engineering 电子技术与软件工程• 257【关键词】过街设施 信号灯 围栏 共享单车 高速公路1 概述目前在国内外,对于慢行交通的定义还没有一个权威的标准,总结国内外学者的各种提法,一般情况下,慢行交通是指出行速度不大于15km•h-1~20 km•h-1的低碳环保的交通方式”,慢行交通的主体为非机动车,目前一城市慢行交通系统规划设计几点建议文/王洋些大城市的慢行交通的主体基本上就是自行车和步行两种方式。
近年来国内外很多城市越发重视慢行交通的发展,为构成完整出行模式,慢行交通和快行交通有几种不同的组合,包括:(1)“步行+自行车为主体”的交通模式;(2)“步行+自行车+公交均衡”的交通模式;(3)“公交为主体、步行+自行车为衔接”的交通模式;(4)“公交为主体、步行为衔接”的交通模式;(5)“轨道交通为主体、步行+自行车为衔接”的交通模式;(6)“轨道交通为主体、步行为衔接”的交通模式;(7)“小汽车为主体、步行+自行车为补充”的交通模式;(8)“小汽车为主体、步行为补充”的交通模式。
很多大城市日常出行距离普遍超过3km ,在未来相当长的一段时间内,宜采取“公交和地铁”为主体、“步行+自行车”为衔接和补充的交通模式。
如上所述,慢行交通主要包括自行车和步行两种模式,这两种模式作为人类相对原始的交通方式一直存在,但从符合时代需求的系统化和人性化的慢行交通系统方面考量,这两种模式的都还存在相当大的空间有待提高。
从各地的发展现状和规划来看,慢行交通系统在未来将成为一个和目前成熟度和系统化比较高的高速公路系统、轨道交通系统、公交系统等并驾齐驱的交通系统。
由于慢行交通系统的真正建立健全尚需大量的工作和时间,所以在有限的条件下,暂时不对慢行交通系统做整体的规划设计,而是选择几个课题来讨论改善问题的方法。
重软件轻硬件:建立有效的治理职能-Protiviti
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金融视点在经历了一场金融危机之后,金融机构治理受到高度关注,其中沃克委员会(Walker Commission)、巴塞尔委员会(Basel Committee)、自动化票据交换协会(Clearing House Association)等组织都纷纷出谋献策,三十国集团(G30)最近更发布了题为《向金融机构有效治理迈进》的刊物。
2这些权威组织均涉足这一议题,进一步肯定了不良的公司治理是引发金融危机的主要因素这一观点。
然而,这并不表示改善治理水平仅仅是对金融机构的诉求。
G30采访了全球最大的36家金融机构并在其报告中呼吁金融机构治理体系的四组参与者——董事、管理层、监管人员和股东——采取行动。
很多在金融危机中挣扎求存的金融机构,其治理结构都是主要针对标准的“最佳实践”来作出考虑。
最终结果就如G30报告所指出的,问题的症结不在于框架和结构,而在于行为举措。
如果行为举措是关键所在,就应顺理成章地将关注点从“硬件”(结构、政策和流程)转移到“软件”(人员、领导能力和价值观)上面。
针对以上背景,G30报告在以下领域提供了一些有关改善治理的视角和建议。
下文将概括讨论每一领域。
职能上的根本问题一般而言,金融机构应根据自身的特殊情况来设计最适当的治理模型,而且经常强调要准备不同的方案。
但是他们却往往不够重视使治理模型真正发挥作用的人员、技能和价值观。
这就是职能上的根本问题。
不适当的人员,或者适当人员的失职,都会削弱治理模型的成效。
董事会的角色为有效履行其在治理中的关键角色,董事会应当考虑以下事项:重软件轻硬件:建立有效的治理职能第3卷 第11期•金融时事通讯1. 2. 3. 4. 5.职能上的根本问题董事会的角色风险治理管理层对治理的承诺监督人员的角色和责任6.7.金融机构董事会与长期股东的关系价值观和文化对行为和决策的影响实施协作架构以推动建设性参与:实施协作架构以推动建设性参与:董事会的领导架构应当能够鼓励协作,并促进坦诚和有益的辩论。
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Mobility Management and Control Protocolfor Wireless ATM NetworksAlexandros Kaloxylos, Stathes Hadjiefthymiades, Lazaros Merakos{agk | shadj | merakos}@di.uoa.grCommunication Networks LaboratoryDepartment of Informatics, University of AthensTel: +301 7275334, Fax: +301 7252116Panepistimioupolis Ilisia, Athens 15784, GreeceThe introduction of wireless ATM (WATM) in customer premises networks (CPN) environ-ments necessitates the design of mobility signaling protocols, since the existing versions of B-ISDN signaling do not support terminal mobility. Such protocols can be deployed either as ex-tensions to the standard signaling capabilities, or as individual solutions that have little or noimpact on existing infrastructures (switches, signaling software, etc.). A WATM architecturethat adopts the latter approach is presented. After a discussion on the problems encountered inthe integration of wireless networking and B-ISDN ATM technologies, a Mobility Manage-ment and Control (MMC) protocol is proposed. Finally, in the framework of the proposedMMC protocol, algorithms for implementing mobility procedures (handover and registration)are described.Keywords: WATM, CPN, B-ISDN signaling, mobility, registration, handoverI. IntroductionThe introduction of the Asynchronous Transfer Mode (ATM) in Wireless CPN environments (WATM) has led to the deployment of several pilot-experimental installations and the early stages of products ([1-3], [27], [29]). However, as the technology is not yet mature enough, many technical is-sues need to be resolved. Signaling is definitely one of the troublesome areas. Apart from the conven-K aloxylos, Hadjiefthymiades & Merakos: Mobility Management and Control protocol for wireless ATM networks1tional signaling solutions encountered in wired networks, additional signaling is needed to cover the mobility requirements of terminals [4-9]. Wired ATM networks, which enjoy an impressive commer-cial growth, do not provide mobility of user terminal equipment. Contemporary B-ISDN signaling does not support handover, location updating, and (de-) registration for mobile terminals in the net-work.A possible solution to this problem is the integration of the required mobility extensions with the stan-dard signaling protocols to satisfy the identified requirements. Such an approach could lead to rather complex signaling protocols, whose complete range of functionalities is not required in fixed ATM networks. A more realistic approach suggests the introduction of new, completely independent, proto-cols, which handle only the mobility procedures (mobility control), while interacting (at some points) with conventional signaling (call control) [5].The design of mobility protocols needs to take into account the problem of switching the signaling and data connections of a terminal, as the latter moves from the coverage area of one Base Station (BS) to that of a neighboring BS (handover). Mobility signaling and related procedures need to be designed appropriately to enable fixed network entities to render the signaling channels available to the mobile terminal in the new/target BS as fast as possible. Such procedures, despite the fact that they are uni-formly applied in all handover cases, are mainly intended for those in which the current connection is abruptly lost. Such cases present substantial difficulties, which are mainly attributed to•the current capabilities offered by ATM equipment (switches, software),•the limited amount of time available for the switching of control and user plane connections, and finally,•their unpredictable nature (especially in a CPN environment).The main contribution of this paper is the design of a mobility signaling protocol for a Wireless ATM network, where the BSs have minimal functionality and are not directly interconnected. The protocol handles the required connection switching in a uniform way for both data and signaling connectionsK aloxylos, Hadjiefthymiades & Merakos: Mobility Management and Control protocol for wireless ATM networks2for all mobility procedures, complies with existing ATM signaling standards, and its implementation leaves commercially available ATM components unaffected. This protocol has been implemented in the context of the Magic WAND (Wireless ATM Network Demonstrator) project [3,10] funded by the European Union in the framework of the “Advanced Communications Technologies and Services” (ACTS) program.The paper is organized as follows. Section II proposes a generic network architecture based on the separation of call and mobility control (overlay approach). In this architecture, apart from the well-known signaling Virtual Channel (VC), one additional signaling channel is introduced at the user-network interface (UNI). Section III discusses the functional entities needed in the proposed WATM architecture as well as their inter-relationships in the context of the various protocol stacks. Section IV provides a brief overview of the handover types encountered in a CPN environment and provides an overview of relevant work on the subject. Section V proposes a solution for the switching of the sig-naling and data connections during the execution of a handover. VC switching - rerouting is accom-plished through the Application Programming Interfaces (API) that modern switches offer. Section VI gives an insight of the various software modules developed in support of the protocol.Section VII elaborates on the proposed protocol by presenting the Message Sequence Charts [16] for the cases of Registration, Backward and Forward Handover. Finally, section VIII contains the conclusions.II. Network architectureThe main components of the wireless network architecture under consideration are Mobile Terminals (MT), Base Stations (BS) and a Control & Switching Unit (CSU). MTs can move within the coverage area of BSs and exchange information with other MTs (in the case of MT-to-MT calls) or conven-tional terminals connected to the fixed part of the ATM infrastructure (MT-to-fixed terminal calls). BSs are attached to the CSU ports by means of high bandwidth links. Their primary role is the adapta-tion of ATM cells to radio packets and vice versa, and their transmission/reception over the radio link.K aloxylos, Hadjiefthymiades & Merakos: Mobility Management and Control protocol for wireless ATM networks3The CSU provides mobility related signaling (registration, de-registration, location update and hand-over) as well as routing of ATM cells. It is assumed that the CSU incorporates a typical, commercially available, ATM switch. The operation of the CSU is supported by a specially designed database (DB). The DB keeps track of the current location and status of MTs, and can be used for authentication and security procedures that need to be invoked upon registration. All MT originated signaling messages related to mobility are diverted to the CSU and processed there (the CSU constitutes a mobility signal-ing end-point). Standard signaling messages (e.g., SETUP, RELEASE) are also diverted to the CSU (to examine their potential local scope), but are subsequently forwarded towards the other terminal participating in the call/connection association.BSs are controlled by the CSU by means of a specialized protocol (hereinafter referred to as BSMP - Base Station Management Protocol). BS management related messages are exchanged through a pre-reserved VC in the BS-CSU link.A graphical overview of the considered network architecture is given in Figure 1.Figure 1: Wireless ATM network architectureWhen porting signaling protocols from wired ATM systems to wireless environments, it is required for different MTs to transmit signaling information over the radio interface on the same VPI1/VCI1 Virtual Path IdentifierK aloxylos, Hadjiefthymiades & Merakos: Mobility Management and Control protocol for wireless ATM networks4combination (VPI=0, VCI=5 for ATMF2 UNI 3.1) [12]. Since BSs behave as traffic concentrators on the uplink and splitters on the downlink, a conflict is experienced due to the mandatory use of the same VPI/VCI values by different MTs on the same UNI at the multi-access radio link connecting MTs to a BS. To eliminate such a conflict, in the considered network architecture (limited MT popula-tion), one VP (with VPI=x, where x is calculated on the basis of the unique ATM address assigned to the terminal) is reserved for each mobile terminal in the MT-CSU logical interface. The mapping of VPI values is performed at the lower layers of the MT, transparently to the signaling entities that are positioned at the higher layers. For large-scale installations, other techniques can be found in [13].Within this VP, a permanent VC is reserved for the purpose of exchanging standard signaling mes-sages [11, 12, 17]. One permanent VC (PVC) is also allocated for the exchange of mobility related signaling messages. PVCs intended for standard signaling will be referred to as ‘S-channels’, while PVCs for mobility signaling will be termed “M-channels”. This separation of signaling channels is adopted in order to minimize impact on the existing ATM infrastructure, which is one of the main ob-jectives of this work. Other researchers have proposed the extension of conventional signaling proto-cols to accommodate mobility related signaling [25].Figure 2 illustrates the VP/VC allocation in the BS-CSU fixed link. The VC allocation scheme de-scribed in the previous paragraph applies to all the BS-CSU fixed links where the link numbers differ-entiate individual connections.2 ATM ForumK aloxylos, Hadjiefthymiades & Merakos: Mobility Management and Control protocol for wireless ATM networks5Fixed Link 1Figure 2: BS-CSU ATM linkIII. Functional entities and signaling stacksIn this section, the functional entities for the considered WATM architecture are described. In the MT, a specialized entity performing mobility control is introduced. This entity is referred to as Mobility Management and Control (MMC). MMC is responsible for registering (de-registering) the MT in the network, and requesting handover or location update. MMC, upon notification by the lower layers on the signal strength degradation or complete signal loss experienced over the radio channel, is able to determine the type of handover (backward or forward), or location update that should be requested from the fixed network entities. Conventional signaling3 is left to an ATMF UNI 3.1 [12] compatible entity. On top of this, a new entity, called Call Control and Signaling (CCS), is introduced to provide the information required by MMC (e.g., respond to queries for connection characteristics). Both the MMC and the ATMF UNI 3.1 protocols rely on Signaling ATM Adaptation Layer (SAAL) [14, 18] for assured transfer of signaling information.In the MT, a wireless Medium Access Control (WMAC) entity [15] is introduced. WMAC helps ob-taining control of the shared medium, performs association or de-association with BSs, routes ATM cells to the physical layer (and vice versa) and notifies MMC on the status of the radio link. Its coun-terpart is located in the BS. In the BS, apart from the MAC layer, a Radio Resource Manager (RRM)3 MT is a signaling end-point for both conventional and mobility signaling.K aloxylos, Hadjiefthymiades & Merakos: Mobility Management and Control protocol for wireless ATM networks6is also needed. Such entity retrieves long and short term traffic characteristics from the MAC entity and performs Connection Admission Control (CAC) for the wireless part of the network (Wireless CAC - WCAC).The CSU incorporates conventional signaling entities (Q.2931 [11], NNI protocol) as well as a signal-ing entity intended for mobility management and control (MMC). The latter entity communicates with RRM by means of the BSMP. On top of the Q.2931 and NNI signaling modules there is a module called Resource Manager (RM) that is responsible for performing the necessary Call Admission Con-trol (FCAC), Routing and Addressing procedures for the fixed part of the network. New or diverted (due to handover) connections are admitted in a specific BS, only if both the WCAC and the FCAC can accommodate the requests. MMC is responsible for coordinating both tasks to reach a combined decision.In terms of module-entity instances, there is an one-to-one mapping between RRM and BSs (each BS has an RRM instance). There is also an one-to-one relationship between active MTs and MMC in-stances residing within the CSU (CS_MMC). The same applies to RM. In each MT, only one MMC (MT_MMC) and one CCS instance are needed.Figure 3 presents the protocol stacks deployed in the various components of the network architecture. Gray lines denote logical interfaces between the higher layers of the architecture. In this figure, stan-dard signaling is left unaffected. The only modifications to the existing infrastructure are the new in-terfaces with the controlling entities of standard signaling (i.e. CCS, RM). These entities receive sig-nals from the WAND specific modules and translate them internally to the appropriate primitives on their interface with the standard signaling, and vice versa.K aloxylos, Hadjiefthymiades & Merakos: Mobility Management and Control protocol for wireless ATM networks7terminal Mobility related modulesFigure 3: Protocol stacksThe User Plane (U-plane) in the considered WATM architecture supports LAN Emulation (LANE v.1) [24] in addition to Native ATM applications.IV. Handover classification and prior workIn cellular environments, handovers can be classified as intra-switch or inter-switch [33] depending on whether the MT moves to a cell controlled by the same or different CSUs, respectively. Furthermore,Considerable work has been performed for the design and development of handover supporting proto-cols [34].In [25], a detailed WATM architecture is presented including a classification of handover execution methods. Furthermore, [25] presents an innovative pilot implementation of a protocol that supports forward handovers. In the considered architecture, BSs act as standard signaling end-points. This ap-proach may result in long processing time to complete the signaling tasks [26]. To accommodate mo-bility related signaling, conventional signaling messages are extended. Location management proce-dures are based on the Mobile-IP scheme [32].K aloxylos, Hadjiefthymiades & Merakos: Mobility Management and Control protocol for wireless ATM networks8K aloxylos, Hadjiefthymiades & Merakos: Mobility Management and Control protocol for wireless ATM networks 9In [1], a WATM pilot is also presented where connections are extended to the target BS each time the MT performs a handover. In this “path extension” technique, BSs need to be directly interconnected, and the resulting data paths may become sub-optimal. In [27], specialized core-network components, termed Interworking Devices (IWD) are introduced for the handling of mobility related procedures. The end-to-end ATM connection is always broken-bridged at the IWD to facilitate mobility manage-ment (location tracking, handovers, etc.).V. Dynamic switching of connectionsIn our network architecture, there is only one data path at a time between the MT and the CSU, through which mobility or conventional signaling information could be exchanged (i.e., no macro-diversity is used). During the switching process, the existing SAAL instances should be cleared and new SAAL instances, between the MT and the CSU, should be spawned (Figure 4). Furthermore, the state of the old SAAL instances should be transferred to the new ones.BS1(target)Current Link Target LinkFigure 4: Switching of signaling connectionsK aloxylos, Hadjiefthymiades & Merakos: Mobility Management and Control protocol for wireless ATM networks 10 BSs (VCC - Virtual Channel Connection) comprises two VCLs (Virtual Channel Links). A VC cross-connect is deployed by means of the switch API commands. This VCC is depicted in Figure 5.VCL VCLCurrent LinkTarget LinkVCCFigure 5: Switching of signaling connection using the switch APIand remains valid and unaffected until its de-registration. Outer VCLs are associated with the inner VCL each time the MT moves to a new BS. MMC triggers the VCL association (changes to the in-volved VC cross connect) according to the mechanism described below. Other researchers [25] have adopted GSMP [28] as an alternative mechanism to proprietary switch APIs.In the case of handover or location update, CS_MMC faces a dilemma: where to switch the M-channel. The only network elements that store real-time information about the location of MT are the BSs and the MTs themselves. As the RRM entities are positioned in the forefront of the wired part of the network and have direct access to the WMAC data structures, it is relatively easy to obtain infor-mation on radio associations and de-associations of MTs. During forward handover the first action undertaken by a MT, is its association with the BS it can hear best. Such association is detected by RRM that subsequently notifies CS_MMC. This sequence of events is shown in Figure 6. Initially (step 1 in the figure) the mobile terminal communicates through BS1 (with RRM-old). In step 2, the mobile terminal crosses the cell boundary, which triggers a forward handover. In step 3, the MT asso-ciates with BS2. This association is detected by RRM-new (RRM within BS2) in step 4. MMC is noti-fied in step 5, and proceeds with the required rerouting of signaling connections. The user plane con-nections are re-routed after the signaling channels become operational.Figure 6: Forward handover stepsThe re-routing of the signaling connections is performed at the ATM level, where the VC cross-connection is modified. Thus, the upper layer entities (signaling end-points) are left unaffected. A similar approach is proposed for the inter-switch handover scenario in [25].VI. Internal structure of MMC entitiesThe CS_MMC module is responsible for handling all mobility related procedures (i.e., handover, reg-istration, and location update) on the network side. Specifically, CS_MMC deals with the following tasks:•the establishment of the M-channel through which the mobility related messages are exchanged, •the coordination of Call Admission Control (CAC), of the wireless and the fixed resources, during the execution of mobility and standard signaling procedures,•the switching of the signaling and the data connections (if any), whenever a MT crosses the boundaries of a cell, and•the updating of the location of a MT in the CSU hosted DB.K aloxylos, Hadjiefthymiades & Merakos: Mobility Management and Control protocol for wireless ATM networks11CS_MMC has been formally specified and simulated using the Specification and Description Lan-guage (SDL [19], [20]). The corresponding SDL block consists of four processes (Figure 7). From those processes, only the ROUTER process has one instance. The other three processes, namely, Loca-tion_Update_Handler (LUH), Registration_Handler (RHC), and Mobility_Control_Function (MCF) may have N instances, where N is number of the active MTs in the system.Figure 7: SDL block diagram of CS_MMCThe ROUTER process is responsible for the communication between the CS_MMC and all the other entities within the CSU. As shown in Figure 7, this process handles all incoming signals to the CS_MMC. The main task of this process is to send signals to the appropriate instances of MCF, RHC and LUH and spawn instances of these processes, as needed (dashed lines in Figure 7).The LUH process is responsible for informing the DB whenever a MT changes location. This can happen either implicitly, whenever a MT performs a handover, or explicitly whenever a MT crosses the boundaries of a cell without any active data connections. In order to cope with the former case, LUH has a channel with MCF.K aloxylos, Hadjiefthymiades & Merakos: Mobility Management and Control protocol for wireless ATM networks12The RHC process is responsible for registering every MT that powers on within the network. This process is also responsible for the establishment of the signaling channel between the CSU and each MT.The MCF process is responsible for handling MT handovers and standard call control procedures, by communicating with RM and RRM. One of the main tasks of this process is to guarantee that all mo-bility operations are performed in atomic steps that cannot be interrupted while in progress. This entity communicates with both LUH and RHC during implicit location update and the initial configuration of the signaling channels respectively. MCF, LUH and RHC have been implemented as Solaris threads ([21], [22]) of the CS_MMC process. The operating system, used in WAND for running the CSU functional entities, is SunOS 5.5.1 installed in a Ultra-Sparc I workstation.The SDL block diagram of MT_MMC is shown in Figure 8.Figure 8: SDL block diagram of MT_MMCIn the SDL model, the following entities are specified as components of MT_MMC:K aloxylos, Hadjiefthymiades & Merakos: Mobility Management and Control protocol for wireless ATM networks13•HOH (HandOver Handler): HOH is signaled by the WMAC layer and may issue a Handover or Location Update request towards the CS_MMC. Prior to HOH’s triggering by WMAC, no distinc-tion is made between Handover and Location Update. HOH interacts closely with the CCS module of the MT with the purpose of determining whether user plane connections are active or not. •REH (REgistration Handler): REH is responsible for instantiating - initializing HOH, requesting the set-up of a proper Q.SAAL instance and binding to it. For its communication with WMAC, REH (and HOH also) uses a protocol called LCP (Layer Control Protocol)4. REH transmits the signaling messages needed for the admission-registration of the mobile terminal in the WAND network but is also responsible for the de-registration procedure.For the task of initializing other protocols within the MT stack, MT_MMC issues requests towards a Protocol Layer Manager. Its internal structure is strongly dependent on the implementation platform. In the WAND system, the Windows NT integrated Trillium stack ([21], [23]) will be used under Win-dows NTS ver.4.VII. Mobility proceduresIn this section, we give a detailed description of the Registration, Backward and Forward Handover algorithms.RegistrationFigure 9 gives a message sequence chart for the messages exchanged between the network elements involved in the registration algorithms described below.Whenever a MT powers on within the network, it needs to register and then perform security and au-thentication procedures. The first step is to associate with the BS it can hear best. Upon successful as-sociation, resources are reserved in the wireless part by RRM. The CS_MMC is also notified on this event (NEW_ASSOCIATION). CS_MMC checks if this is the first time that it receives a signal for the4 LCP has been developed by the University of Lancaster. LCP implements a stop-and-wait protocol. Messages are encapsulated in AAL5 PDUs.K aloxylos, Hadjiefthymiades & Merakos: Mobility Management and Control protocol for wireless ATM networks14specific mobile. In such a case, CS_MMC will check with RM if there are enough resources in the fixed part of the network to support the mobility signaling channel (FR_STATUS). If there are suffi-cient resources, CS_MMC is notified (CONN_SET) and it performs the necessary VC configura-tion/management, using the switch API. When the configuration of the channel is completed CS_MMC requests the establishment of a SAAL connection with MT_MMC5.The MT receives notification of the SAAL connection establishment and the availability of the M-channel (SIG_CHANNEL_READY). It then uses the M-channel, to start the registration procedure (REGISTRATION_req). At this point no standard signaling channel is configured, since no secu-rity/authentication operations have taken place. This will happen when the DB is notified to create an entry for the specific MT (CREATE_ENTRY_req/cnf). After the security actions are completed the MT will check if there are enough resources to support the signaling channel on the fixed part, and if there are it will notify both RRM (CONN_SWITCHED), and MT_MMC (REGISTRATION_cnf), about the result of the registration.Forward HandoverForward handover is initiated whenever the radio link of a MT with a BS is abruptly lost. In such a case, the MT which did not have the chance to pass signaling information to the CSU, pursues associa-tion with the BS it can hear best. The RRM entities of both the old and the new BS are aware of the current status of the MT as far as the radio link is concerned. The RRM of the new BS (RRM_new) is responsible for notifying the appropriate MMC instance of the CSU on the MT’s recent radio associa-tion (NEW_ASSOCIATION). As argued in Section V, this message is the external stimulus that trig-gers the switching of the signaling connections on the fixed part of the network. Prior to the transmis-sion of the NEW_ASSOCIATION message, RRM_new performs the WCAC procedure for both the M-channel and the S-channel. If no resources are available for the signaling channels, then the associa-tion fails instantly and MT retries with another BS that it can listen to.5 CS_MMC has been previously bound to SAAL.K aloxylos, Hadjiefthymiades & Merakos: Mobility Management and Control protocol for wireless ATM networks15Figure 9: Message Sequence Chart for the Registration procedureUpon reception of the NEW_ASSOCIATION signal by CS_MMC, the RM entity is invoked (FR_STATUS) to check if there are enough resources on the fixed part of the network, and to establish two new VCs (M & S-channels) towards the new BS. It then triggers CS_MMC (CONN_SET) to switch the MT signaling connections to the new BS (CONN_SWITCHED).When the rerouting of the signaling channels is completed, CS_MMC informs the MT on the restora-tion of the signaling communication (SIG_CHANNEL_READY). At that point, the MT can initiate the handover procedure (HO_REQUEST) for the data connections.K aloxylos, Hadjiefthymiades & Merakos: Mobility Management and Control protocol for wireless ATM networks16Figure 10: Message Sequence Chart for the Forward Handover procedureThe handshaking between CS_MMC & MT_MMC using the signal SIG_CHANNEL_READY, prior to the initiation of handover, is necessary in order to avoid potential race hazards (e.g. any attempts to transmit signaling information prior to the reconfiguration and the switching of the signaling connec-tions).CS_MMC is also responsible for checking the availability of both the fixed (FR_STATUS) and the wireless (CHECK_RR_req/cnf) resources for the u-plane connections.Should the CAC algorithmK aloxylos, Hadjiefthymiades & Merakos: Mobility Management and Control protocol for wireless ATM networks17prove successful, the data channels are switched to the new BS (CONN_SET,CONN_SWITCHED). At the old BS the resources associated with the above channels are released (CONN_DROP, CONN_RELEASE). When the re-routing of the channels is completed, MT is notified accordingly on the result of the handover (HO_RESPONSE), and its new location is registered in the database (LOC_UPDATE).In Figure 10, we provide the Message Sequence Chart of the forward handover algorithm described above6. As shown in this figure the handover procedure is broken up into two distinct phases (A and B). The first one involves the switching of the signaling connections, while the second one the switch-ing of the data connections. In both phases, the same signals are applied although their parameters, which are not presented in the figure (e.g., VPI, VCI values), are different. This separation of switch-ing phases enables the re-use of the same algorithm for the forward and backward HO cases.Finally, one interesting point is that the HO_REQUEST signal passes to the CSU a list of all active data connections and a list of accessible, target BSs. The first list is prioritized and serves in the case where not all connections can be supported by the new BS. Thus, partially successful handover can be accomplished (connections with lower priority are dropped during the handover, if the resources in the new BS prove insufficient). The second list serves in those cases where the new BS is not the most appropriate one to handoff active connections. In order to make the best decision, CS_MMC requests RM (FR_STATUS) to examine the availability of the fixed resources for all the BSs that are identified in this second list. Such list is constructed (and sorted) by the MAC layer of the MT on the basis of the radio link quality that can be achieved. CS_MMC also triggers the corresponding RRMs to check the resources on the wireless side (CHECK_RR_req). The decision is based on both the results of the WCAC (CHECK_RR_cnf) and the Fixed CAC algorithms. If it is proven that the new BS (i.e., the one6 This is a simplified example, since all operations are considered to be successful.K aloxylos, Hadjiefthymiades & Merakos: Mobility Management and Control protocol for wireless ATM networks18。