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The functional project structure, in which projects are simply overlaid on the standard functional departmental design, is probably the simplest and least effective form of project company Unfortunately, however, it is one of the most common types of project operating environments There may be no one person who is given the role of project manager, the work of the project is typically simply divided

Optimized link-state routing protocol (OLSR) [61] is a typical proactive link state routing protocol that has been optimized for use in a MANET environment As discussed in Section 411, in link-state routing protocols, nodes transmit routing advertisements listing their direct neighbors These advertisements, called link-state advertisements (LSA), are ooded throughout the network Since MANET networks usually have limited available bandwidth, OLSR incorporates a concept for ef cient ooding of the routing messages throughout the network This is based on the concept of multipoint relays (called MPRs), which will be described in this section The purpose of MPR is to optimize ooding of the link-state updates In a typical routing protocol routing messages are ooded as follows Each node that receives a message oods the routing message in all directions (to any nodes within its transmission range) Figure 416 shows how messages that node A generates would be ooded throughout the network7

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j Let us assume that, for any (k, j), we have wk = 0 and let us de ne for j 1:

w[j 1 k ]

Let us assume that Si (x) =

for i = 0, 1 Then, a simple calculation leads to:

(96)

The gure shows a simpli ed view of transmitted messages Messages travel in all directions, including backward, ie towards the sender of the previous message Those messages are omitted from this gure

1 1 Sin Si1 (x)

Page 197 up across departmental boundaries, and the focus is on optimal use of resources; in a word, efficiency The problems encountered in running projects within this simple framework are well known A number of researchers have investigated this design and point to some common pathologies, including poor communication, slow responsiveness to environmental shifts, excessive sacrifice of quality for dollar savings, and so forth2

where sgn(x) denotes the sign function This latter equality implies the following sub-optimal choice for the parameters: under the additional constraint d = 2, 0 (f (x) a0 (x))/w0 takes a form similar to (95) if we assume that g = , j x+i Si (x) = 2 for i = 0, 1 and j = sgn(wk /w[j 1 ) In the following, we thus x the k k ] values of d, S0 and S1 as above and try to nd the optimal g and ( j ) i For now, let us assume that g is known Hence, our problem is to nd, for any j, two positive scalars j and j such that, if we replace all (cj ) (respectively (cj 0 1 2k 2k+1 )) with j (respectively j ) in (96), then we obtain the best L2 -approximation of the original 0 1 signal f In other words, for a given couple ( , ), we want to nd, at each j scale, one scalar which best represents the wavelet coef cient ratio of f with even indexes k and the same for the coef cients with odd indexes k By using a gradient descent in the time-scale wavelet space, we have shown in [DAO 96] that the two sequences ( n )n 1 and ( n )n 1 , which are solutions of the so-simpli ed inverse problem, are 0 1 given by: 1 = c1 i i and n = i

and: N 2HN 1 VN (w) IN (w) = F (2HN ) almost surely converge when N + towards H1 and:

(662)

.

I(w) =

converge in distribution towards a centered random Gaussian variable; 1 if H2 H1 2 , then: E HN H1 and: E IN (w) I(w)

CN 2(H1 H2 )

A somewhat better model for project firms is the lightweight structure In this approach, there is an assigned project manager with responsibilities for the overall project development; however, the project manager usually has very limited power to accomplish the necessary tasks Likewise, there is a natural conflict embedded in this approach in terms of the relations between the project team and the rest of the functional organization Department managers retain control of resources, assign their own personnel to the project, and maintain the balance of power Project managers suffer the classic problem: all the responsibility and none of the authority to accomplish the necessary steps toward project completion Lightweight structures are only a marginal improvement over the simpler, functional style The focus is still in the efficient use of resources; that is, making it cheaper and faster Project managers are doing their best to promote the project goals, but when lacking power over resources, their main function remains often one of minimizing the customer frustrations

CLog2 (N ) N 2(H1 H2 )

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