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be simpler and cheaper than other WPANs, such as Bluetooth Two network topologies are allowed by the standard, both relying on the presence of a central coordinator In the peer-to-peer topology sensors (devices) may communicate directly, while in the star-shaped topology they must communicate through a coordinator In a typical ZigBee network, the network addresses of nodes are organized in a hierarchical manner, such that one node can easily identify the addresses of its tree neighbors, for example its parent and children A coordinator buffers all the packets for its associated devices, such that devices can go to sleep mode and wake up only when they need to retrieve data from the coordinator Moreover, the coordinators route all packets for the devices One can observe that the roles of coordinators and devices are similar to the roles of actuators and sensors, respectively.

As each node is always expected to move to sparse area from dense area, the MRt should be positioned in such a way that it covers a small part of the local dense area of the node Hence, it is de ned Ne that dw = Nw , and, in this case, dedw w = NwNe e , and therefore dw = Ne MRt x , de +d +N N where MRt x represents the width of the MRt Likewise, dn = Ns MRt y N At every local epoch t, each node is able to compute the size of the MRt and its relative position within MRt , that is, dw , dn , de , and ds , and therefore it is also able to compute the exact position of MRt given its own geographic location.

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After MRt is computed, the node picks a target location within its sizereduced MRt probabilistically with uniform distribution and move all the way to that location Then at local epoch t + 1, the node repeats the computation and movement with respect to its new k-hop neighborhood information Figure 108 shows the movement steps and the MRt of a node for t = 0, 1, 2 Note, if the node nds that the number of neighbors is equal to 0 (or less than a speci c number), then it will cancel its movement (respectively, reduce the range of its movement) Two neighboring sensors may exchange their target location if they.

A corollary would be that even the most driven survival of the ttest selection process does not eliminate the competition entirely. Getting back to trust, in a plurality of solutions, one also nds a plurality of trust networks based on individual assessments. Therefore, mechanisms to weigh and aggregate individual trust pointers should be part of the metadata structure and processing design. In this context, we shall not discuss in detail the perceived merits or dangers of centralized authentication and trust, as opposed to decentralized and probably fragmentary chains of trust that grow out of diverse application areas (such as banking, general e-commerce, academic institutions, p2p networks, digital signing chains, and member vouching in Web communities). However, we can note that people on the whole trust an identi ed community a lot more than remote centralized institutions. In fact, people seem to trust averaged anonymous weighting of peer opinion (such as search or supplier rankings) far more than either of the preceding. Despite the fact that such peer opinion is rarely based on anyone s true peers, and is instead formulated by a more active and opinionated minority, it is still a useful metric. Smaller systems that incorporate visitor voting on usefulness, relevancy, and similar qualities generally give enhanced utility of the system, including a greater perceived trustworthiness by the majority of the users/visitors. In its extreme form, we have the peer-moderated content in the open co-authoring communities that arise around public Wiki implementations. While these systems are essentially text-only relational databases, with one side-effect metric being the degree of

professional services organization is affected by a number of factors, making it difficult to estimate precisely at what size automation will become an appropriate option Therefore, the firm must judge for itself whether the current administration justifies an investment of capital for labor Here are just three of the many factors that can create complexity:11 1 Number of skill types needed and provided (A technology company with 50 people that offers help desk, desk-side support, network support, application development, and acquisition management is more complex than a technology company of 75 people that offers only one of the preceding services) 2 Variety of project contract length 3 Variety of client types (eg, financial services, pharmaceuticals, telecommunications).

To get an idea of how these factors might impact an organization, consider the example of a small IT consulting company specializing in help desk support for small financial services companies has a one-year renewable contract relationship Now the firm adds two more client verticals, two more types of contract terms, and two more service offerings They have progressed from offering one type of service to one client for a specific period of time to a model where they are selling more than nine possible offering combinations Add to this a little growth in staff, and the situation can quickly spiral out of manageable control Not staying on top of all resource management and business activities can spell doom for the professional services firm In one instance, a money-losing consulting division was further wrecked by increasing complexity.

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