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For real-time services, power-saving class II introduces fixed activity periods that alternate with predefined sleeping periods In contrast to class I, data can be exchanged in active phases in both directions without leaving the overall power-save mode state This is important for real-time services, as data with fixed or varying bandwidth requirements is constantly transmitted By choosing appropriate activity and sleeping periods the system can ensure sufficient bandwidth for the connection and required delay times can be met This is possible because real-time services do not require the full bandwidth offered by the air interface Power-saving class II thus offers the system the possibility of limiting transmissions to certain frames, which helps to save battery power by deactivating the transceiver in a mobile station during frames which are sent in the sleeping periods Power-saving class III has been designed for management connections and broadcast services.

When the mobile requests such a connection to be set into this sleep mode variant, the base station calculates a sleep window during which no broadcast data or management message needs to be sent in the downlink direction The mobile station then enters sleep mode for the granted duration and becomes active again automatically once the sleeping period has expired..

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multistage structure that allows for intermediate activities and activity drivers, and cost objects being traced into other cost objects (i.e., the predator food chain). This graphic is labeled as the arterial ABM model to distinguish it from the obsolete two-stage ABM model. Thus, the three modules of the ABM model have now matured to become a multistage network of activities and objects. This cost assignment network has the exibility to link resources to their cost objects and the tracing relies on cause-and-effect relationships. Hence, the complete cost assignment network leads to much greater accuracy of cost object costs. In summary, the evolution of the vertical activity-based costing cost reassignment network starts with the simplistic and arbitrary allocations of the traditional accounting system, and it ends with a multistage network of costs owing through activity-based costing s three cost modules. This multistage arterial costing network is capable of detecting greater diversity and variation not only in product costs but also in all nal cost objects, including different types of customers.

In addition, calculation of from Eq. (2.77) for 40 points over one cycle of indicates that has zero mean and a standard deviation as plotted versus |aRT | in Fig. 2.10. As was the case for gain variation, the standard deviation can be approximated as 70% of the peak, 0.7 max , with good accuracy for SWRs less than 10.

The business process map should be developed using what we call a threetier analytic structure Tier 1 analyzes the process at the highest level, using the common business unit terms of the organization chart and linking these units into a logical structure For example, the accounting department and the marketing department are Tier 1 process names A Tier 1 map of a manufacturing company is given in Exhibit 35 Tier 2 features are the activities that occur within those departments to accomplish various tasks These Tier 2 activities are also often referred to as subprocesses We use the term activities to align the mapping process with the popular activity-based costing (ABC) approach to accounting Many companies have discovered that while it may not be in their interests to outsource at the functional level, many activities within a function can be effectively outsourced.

6 Analyzing the structure and flow of activities within a function usually requires that individuals working within the functional area be involved in the mapping process At this stage of the analysis, the BAT is seeking activitylevel details that will help identify cost, productivity, and mission criticality Exhibit 36 illustrates a map of our example manufacturing company with Tier 1 and Tier 2 architecture displayed Finally, Tier 3 refers to the process of identifying the resources that support the Tier 1 and Tier 2 processes including the human resources This is the part of the analysis where activity and function costs are identified It is also the part of the analysis where individual responsibility is linked one to one with the various activities Exhibit 37 shows a process map with all three tiers of analysis.

The BAT should be aware that it might be difficult to recruit individuals to help it analyze organizational processes If rumors of possible outsourcing are in the air, people may be reluctant to openly share information To counteract this threat, the BAT should be encouraging about the opportunities of.

Note that the right-hand side of (14.4) is simply E[MR i .vi /], where i is the winner of the auction. This can be maximized simply by ensuring that the object is always awarded to the bidder with the greatest marginal revenue, provided that marginal revenue is positive. We can do this provided bidders reveal their true valuations. Let us assume that

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