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Fast Cell Selection (FCS) (Sawahashi et al. 2001) should be used for intersector diversity, associated with an appropriate scheduling algorithm for decreasing transmission power of HS-DSCH. HSDPA uses FCS for site-selection diversity transmit (SSDT) power control (Furusawa et al. 2000). There are two issues to consider in this choice: The effect of FCS depends on the scheduling algorithm that allocates DSCH. There are three major scheduling algorithms, (a) maximum C/I , (b) round robin, and (c) proportional fairness. Each algorithm has advantages and disadvantages. The introduction of ARQ enlarges the delay time and increases complexity. HSDPA offers maximum peak rates of up to 10 Mbps in a 5-MHz channel. However, more important than the peak rate is the packet data throughput capacity, which is improved signi cantly. This increases the number of users that can be supported at higher data rates on a single radio carrier. HSDPA s high data rates also improve the use of streaming applications on shared packet channels, while the shortened round-trip time bene ts webbrowsing applications. Another important characteristic of HSDPA is the reduced variance in downlink transmission delay. A guaranteed short delay time is important for many applications, such as interactive games. In general, HSDPA s enhancements can be used to ef ciently implement the interactive and background QoS classes standardized by 3GPP.

Strategic knowledge networks are meant to help weave the fabric of an organization. They are the social embodiment of the value the company puts into constant learning and optimum use of its intellectual capital. Once an organization accepts the fact that it will never know enough, and that the Net can be a very efficient environment for learning collaboratively, it can effectively incorporate the process of online knowledge networking into its long-range strategy. Spontaneous and transitory knowledge networks are both good learning bases for planning and designing more permanent environments and practices for companywide knowledge exchange. Strategic networks may be inspired by collaboration born in the company s divisions and lines of business, but they are initiated higher up in the management structure. Compared to spontaneous and transitory networks, strategic ones take longer to design and launch and take longer still to reach their optimum conversation flow. But if they incrementally incorporate the feedback and input from their users to improve their design and operation, these long-range networks will ultimately reach more people and result in more widespread adoption of new practices. They can indeed bring about change in the organizational culture. Spontaneous networks bring together expertise, focus, motivation, and initiative to begin online conversations that are likely to survive their early and

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Cultural Consideration Individuals working with the outsourced process are primarily from buyer or vendor. Culture that is closer to that of buyer s clients. Culture that is most likely to assimilate the other without major difficulty. Culture that is most likely to be able to adapt to the buyer s competitive challenges. Culture that will provide long-term stability.

Let the column vector of averages be denoted as z v. Now the overall expected return for the portfolio is x = (p v z v) = 1.173046, where the prime denotes the transpose, which is simply the weighted sum of column averages with weights 0.2, 0.3, and 0.5, respectively. The variance of the combined portfolio with weights pv is the matrix multiplication s2 = p v v, where V is the Vp 3 3 variance covariance matrix from Table 2.1.4. This is analogous to our result in 1 where var(ax) = a2var(x). Note that this multiplication gives a number (scalar) equal to 6.121181 with the square root s = 2.474102 (the standard deviation of the portfolio). The 1 percentile for this portfolio consisting of correlated securities is obtained by substituting the m and s (s) in Ra = m + Za s to yield -4.582576. Hence VaR = $4,582,576 for K = $100 million. In conclusion we have discussed the idea of quantiles from rst principles and given formulas for computing the value at risk from the lower quantiles of the distribution of returns. We have considered both parametric and nonparametric methods and considered multiple investments, some with negative correlations among themselves. We will extend these methods in later chapters as we account for downside risk ( 5), and expand our repertoire of simulation techniques ( 9).

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The pioneering firms that led the current wave of interest in outsourcing were Global 1000 sized companies that have the capacity to absorb occasional business mistakes, even relatively large ones. Managers and executives currently on the job in organizations seeking to outsource business processes cannot rely on their business school education or their experience to help them deal with the current opportunities and challenges.

[Kruchten 98] Kruchten, Philippe. The Rational Unified Process. Reading, MA: AddisonWesley, 1998.

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