...Routing & Router Configuration A Report to Critically Compare a Number of Routing Protocols; Including RIP v2, EIGRP & OSPF Paul McDermott CCNA 2 Table of Contents 1.0 Abstract 3 2.0 Introduction 4 3.0 Protocol overview 5 3.1 RIP v2 Overview 5 3.2 EIGRP Overview 6 3.3 OSPF Overview 6 4.0 Protocol Comparison 10 4.1 Topology Overview 10 4.2 Protocol Types 10 4.3 Administration Distance 10 4.4 Protocol Tables 11 4.5 Algorithm 11 4.6 Metric 12 4.7 Periodic Updates 12 4.8 Hierarchical / Scalable 12 4.9 Load Balance 13 4.10 Comparison Table 14 5.0 Conclusion 15 6.0 References 16 Abstract The following report is a critical comparison of three routing protocols; RIPv2, EIGRP and OSPF, detailing the protocol features, as well as their similarities and differences. The report takes an in-depth look at the technical elements and algorithms used in these protocols, such as Bellman Ford, DUAL, and the Dijkstra Algorithm; and how these algorithms are used to calculate the routing metric. The report also discusses the fact that EIGRP is the most desirable protocol to use on Cisco based routers, while OSPF can be used across different router manufacturers. While looking at the technical considerations that are needed in choosing a routing protocol for a desired network the report will also look into the CPU/memory requirements, and how difficult the protocol is to install and maintain...
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...Chapter 6 Allocating Resources to the Project This chapter extends the previous one on scheduling into the area of allocating resources among the activities of a project, or among multiple projects competing for the same resources. The chapter begins with a discussion of expediting project completion times and highlights that by selectively choosing which activities to crash and by how much, we can determine the minimum cost for all possible project completion time. The use of Excel’s Solver optimization routine to facilitate this analysis is also presented. Next, the chapter moves on to the topic of resource loading and in particular highlights the problems of over scheduling resources. The topics of resource leveling and resource allocation naturally follow in the subsequent sections. Finally, the chapter concludes with an overview of several of the concepts Goldratt raises in his provocative book Critical Chain. Cases and Readings A case appropriate to the subject of this chapter is: Harvard: 9-613-020 Space Constructors, Inc. This 3-page case involves a simple project where partial crashing has already been planned but more, and less, crashing is also to be considered. The network has some special characteristics that offer some worthwhile lessons for the student. Answers to Review Questions 1. Given the fact that a project’s resource requirements are clearly spelled out in the project’s action plan, why are PMs so concerned with resource...
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...Chapter 6 Allocating Resources to the Project This chapter extends the previous one on scheduling into the area of allocating resources among the activities of a project, or among multiple projects competing for the same resources. The chapter begins with a discussion of expediting project completion times and highlights that by selectively choosing which activities to crash and by how much, we can determine the minimum cost for all possible project completion time. The use of Excel’s Solver optimization routine to facilitate this analysis is also presented. Next, the chapter moves on to the topic of resource loading and in particular highlights the problems of over scheduling resources. The topics of resource leveling and resource allocation naturally follow in the subsequent sections. Finally, the chapter concludes with an overview of several of the concepts Goldratt raises in his provocative book Critical Chain. Cases and Readings A case appropriate to the subject of this chapter is: Harvard: 9-613-020 Space Constructors, Inc. This 3-page case involves a simple project where partial crashing has already been planned but more, and less, crashing is also to be considered. The network has some special characteristics that offer some worthwhile lessons for the student. Answers to Review Questions 1. Given the fact that a project’s resource requirements are clearly spelled out in the project’s action plan, why are PMs so concerned with...
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...2. Discuss the red flags for a small business related to business failure and bankruptcy. The high failure rate of small business start-ups is a major concern for many entrepreneurs, reason why they should be sensible to red flags in the business and the environment that may be early warning signs of trouble. Before engaging in new ventures entrepreneurs have to make sure that they are choosing a profitable sector, have enough cash reserves, and anticipate the price, the competitors, and the changing behaviors of consumers. Also, it is important that the entrepreneurs pay close attention to following red flags because they can be signs of bankruptcies: Finances are becoming so lax that no one is able to explain how the money is being spent. Directors cannot document or explain major transactions. Large discount are given to customers to enhance payments because of poor cash flow. Contracts below standards amount are accepted to generate cash. Bank request subordination of its loans. Key personnel leave the company. Materials to meet orders are lacking. Payroll taxes are not being paid. Suppliers demand payments in cash or in advance. Complaints from customers regarding the quality of product, service, or price. When an entrepreneur sees any of these signs he should immediately seek the advice of a Certified Public accountant (CPA) or an attorney, because generally unrelated one problem often lead to another one. Many young entrepreneurs...
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...Chapter 10 Product Liability I. Definition of Product Liability Manufacturers and anyone in the chain of product distribution can be legally liable for defective products that cause injury to the purchaser, a user or bystander, or their property. Most states have adopted strict product liability, whereby an injured person may recover damages without showing that the manufacturer was negligent or otherwise at fault without a contractual relationship. II. Theories of Recovery The primary theories on which a product liability claim can be brought are breach of warranty, negligence, and strict liability. A. Breach of Warranty In a warranty action, the question is whether the quality, characteristics, and safety of the product were consistent with the implied or express representations made by the seller. 1. UCC Warranties may be either express or implied for merchantability or fitness for a particular purchase, as set forth in Chapter 8. 2. Privity of Contract Breach-of-warranty is based on contract law. Generally, an injured person to recover for a breach of warranty, he must be in a contractual relationship (privity) with the seller (a consumer or buyer of the product) and prevents recovery from bystanders not in privity with the seller. B. Negligence To prove negligence in a product liability case, plaintiff must show defendant did not use reasonable care in designing or manufacturing its product or in providing adequate warnings...
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...Measures For Effective Succession Planning 13 2.1.2.1 Part A Measures: Group 1 -- Basic Plan Usage Factors. 13 2.1.2.2 Part A Measures: Group 2 -- Assessing Whether Your Plan Contains Key Design Features 14 2.1.2.3 Part B Measures: Group 3 -- Operational Indications Of Plan Success. 15 2.1.2.4 Part B Measures: Group 4 -- Measures Of Direct Business Impacts 16 2.1.2.5 Part B Measures: Group 5 -- Indications Of Plan Failure 17 2.2 Empirical Studies Of Succession Planning 18 3.0 Research Methodology 20 3.1 Introduction: 20 3.2 Research Design: 20 3.3 Area Of The Study: 20 3.4 Unit Of Enquiry: 20 3.5 Sample Size And Sampling Procedure: 21 3.5.1 Sample Size. 21 3.5.2 Sampling Technique 21 3.6 Data Collection Methods: 22 3.6.1 Questionnaires: 22 3.6.2 Interview: 22 3.6.3 Participant Observation: 22 3.6.4 Documentation: 22 3.7 Work Plan and Research Budget...............................................................................22 3.7.1 Research Activities & Work Plan.....................................................................22 3.7.2 Budget………………………………………………………………………..23 REFERENCES………………………………………………………………………….24 APPENDICES…………………………………………………………………………..26 Appendix I - Questionnaire for Employees……………………………………...26 Appendix II- Questionnaire for Heads of Department………………………….30 CHAPTER ONE: 1.0 Introduction and Background of the Study The concept of succession...
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...Sheets Exam 642-901 BGP IP Multicast IPv6 Introduction Brent Stewart Denise Donohue ciscopress.com [2] ABOUT THE AUTHORS CCNP BSCI Quick Reference Sheets About the Authors Brent Stewart, CCNP, CCDP, MCSE, Certified Cisco Systems Instructor, is a network administrator for CommScope. He participated in the development of BSCI, and has seperately developed training material for ICND, BSCI, BCMSN, BCRAN, and CIT. Brent lives in Hickory, NC, with his wife, Karen and children, Benjamin, Kaitlyn, Madelyn, and William. Denise Donohue, CCIE No. 9566, is a Design Engineer with AT&T. She is responsible for designing and implementing data and VoIP networks for SBC and AT&T customers. Prior to that, she was a Cisco instructor and course director for Global Knowledge. Her CCIE is in Routing and Switching. © 2007 Cisco Systems Inc. All rights reserved. This publication is protected by copyright. Please see page 73 for more details. [3] ICONS USED IN THIS BOOK CCNP BSCI Quick Reference Sheets Icons Used in This Book Si Router 7507 Router Multilayer Switch with Text Multilayer Switch Communication Server Switch I DC Internal Firewall IDS Web Browser Database App Server © 2007 Cisco Systems Inc. All rights reserved. This publication is protected by copyright. Please see page 73 for more details. [4] CHAPTER 1 CCNP BSCI Quick Reference Sheets The Evolving Network Model The Hierarchical Design Model Cisco used...
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...CHAPTER 6 Allocating Resources to the Project In this chapter we consider the problem of allocating physical and human resources to projects.* The physical and human resources are granted to and used by the project in order to meet the project’s performance objectives. The amount of resources that can be allocated, of course, depends on the timing of the allocation as well as on the total supply of resources available for allocation. Mainly, resource allocation concerns how we allocate specific, limited resources to specific activities (or projects) when there are competing demands for the same limited resources. Projects compete with each other for the same resources in two different ways. First, consider a resource that is limited but is not consumed when used, the services of a specific technical specialist for instance. The problem here is which project gets to use the resource first and which must wait. Second, consider a resource that is limited and is consumed when used, a specific chemical reagent for instance. In this case, the second project may have to wait until more of the reagent can be purchased and delivered. In both cases, the project that must wait may suffer a schedule delay that makes it late. Just as projects may compete for resources, different activities of the same project may compete. Two or more concurrent activities might require the same personnel, or equipment, or even work space. One activity will be given priority, and the other(s) must wait. In...
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...EIGRP and OSPF Comparison For Client Sponsor Prepared By Scott Hogg Project Number 02 Date March 14, 2002 |Distribution List | |Name |Title/Duties |Company | |John Vogt-Nilsen |Manager – Network Operations | | |Sammy Hutton |Principal Systems Analyst | | |Scott Hogg |Principal Consultant |Lucent | |Phil Colon |Managing Consultant |Lucent | |Revision History | |Version |Date |Author |Comments | |1.0 |03/14/2002 |Scott Hogg |Initial Draft | | | | | | |...
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...EIGRP and OSPF Comparison For Client Sponsor Prepared By Scott Hogg Project Number 02 Date March 14, 2002 |Distribution List | |Name |Title/Duties |Company | |John Vogt-Nilsen |Manager – Network Operations | | |Sammy Hutton |Principal Systems Analyst | | |Scott Hogg |Principal Consultant |Lucent | |Phil Colon |Managing Consultant |Lucent | |Revision History | |Version |Date |Author |Comments | |1.0 |03/14/2002 |Scott Hogg |Initial Draft | | | | | | |...
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...and Alkis Thrassou and contributors All rights for this book reserved. No part of this book may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior permission of the copyright owner. ISBN (10): 1-4438-4604-X, ISBN (13): 978-1-4438-4604-2 TABLE OF CONTENTS Chapter One ................................................................................................. 1 Knowledge Hybridization: An Innovative Business Practices to Overcome the Limits of the Top-Down Transfers within a Multinational Corporation Hela Chebbi, Dorra Yahiaoui, Demetris Vrontis and Alkis Thrassou Chapter Two .............................................................................................. 17 Rethinking Talent Management in Organizations: Towards a Boundary-less Model Carrie Foster, Neil Moore and Peter Stokes Chapter Three ............................................................................................ 42 Solidarity as a “Commons” to be Promoted: Organisation of Collective Action for a More Responsible Management Bernard Paranque Chapter Four .............................................................................................. 65 Mindset and Behaviour Effect on Firm Performance Stefano...
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...Case study An analysis of 3M, the innovation company Introduction Any review of the literature on new product development and innovation management will uncover numerous references to 3M. The organisation is synonymous with innovation and has been described as ‘a smooth running innovation machine’ (Mitchell, 1989). Year after year 3M is celebrated in the Fortune 500 rankings as the ‘most respected company’ and the ‘most innovative company’. Management gurus from Peter Drucker to Tom Peters continually refer to the company as a shining example of an innovative company. This case study takes a look at the company behind some of the most famous brands in the marketplace, including Post-it® Notes. It examines the company’s heritage and shows how it has arrived at this enviable position. Furthermore, the case study attempts to clarify what it is that makes 3M stand out from other organisations. Background Originally known as the Minnesota Mining and Manufacturing Company, with its headquarters in St Paul, Minnesota, 3M was established in 1902 to mine abrasive minerals for the production of a single product, sandpaper. From these inauspicious beginnings, the company has grown organically, concentrating on the internal development of new products in a variety of different industries. The latest review of the company’s position reveals that it manufactures over 60,000 products, has operations in 61 countries, employs 75,000 people and has achieved an average year-on-year growth...
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...evaluation and review technique) and CPM (critical path method), are available to assist the project manager in carrying out these responsibilities. These techniques make heavy use of networks (as introduced in the preceding chapter) to help plan and display the coordination of all the activities. They also normally use a software package to deal with all the data needed to develop schedule information and then to monitor the progress of the project. Project management software, such as MS Project in your OR Courseware, now is widely available for these purposes. PERT and CPM have been used for a variety of projects, including the following types. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Construction of a new plant Research and development of a new product NASA space exploration projects Movie productions Building a ship Government-sponsored projects for developing a new weapons system Relocation of a major facility Maintenance of a nuclear reactor Installation of a management information system Conducting an advertising campaign PERT and CPM were independently developed in the late 1950s. Ever since, they have been among the most widely used OR techniques. The original versions of PERT and CPM had some important differences, as we will point out later in the chapter. However, they also had a great deal in common, and the two techniques have gradually merged further over the years. In fact, today’s...
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...HEALTH EDUCATION RESEARCH Theory & Practice Vol.21 (Supplement 1) 2006 Pages i19–i32 Advance Access publication 31 July 2006 Improving measurement in health education and health behavior research using item response modeling: comparison with the classical test theory approach Mark Wilson*, Diane D. Allen and Jun Corser Li Abstract This paper compares the approach and resultant outcomes of item response models (IRMs) and classical test theory (CTT). First, it reviews basic ideas of CTT, and compares them to the ideas about using IRMs introduced in an earlier paper. It then applies a comparison scheme based on the AERA/APA/NCME ‘Standards for Educational and Psychological Tests’ to compare the two approaches under three general headings: (i) choosing a model; (ii) evidence for reliability—incorporating reliability coefficients and measurement error—and (iii) evidence for validity—including evidence based on instrument content, response processes, internal structure, other variables and consequences. An example analysis of a self-efficacy (SE) scale for exercise is used to illustrate these comparisons. The investigation found that there were (i) aspects of the techniques and outcomes that were similar between the two approaches, (ii) aspects where the item response modeling approach contributes to instrument construction and evaluation beyond the classical approach and (iii) aspects of the analysis where the measurement models had little to do with the analysis or outcomes. There...
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...Guide to the Project Management Body of Knowledge (PMBOK® Guide) m START m CHAPTER 7 m CONTENTS m CHAPTER 8 m LIST OF FIGURES m CHAPTER 9 m PREFACE m CHAPTER 10 m CHAPTER 1 m CHAPTER 11 m CHAPTER 2 m CHAPTER 12 m CHAPTER 3 m APPENDICES m CHAPTER 4 m GLOSSARY m CHAPTER 5 m INDEX m CHAPTER 6 EXIT A Guide to the Project A Guide to the Management A Guide to the Project Body of Project Management Knowledge Management Body of (PMBOK Guide) Body of KnowledgeE KnowledgeE L L ® P MP AM SA S 2000 Edition Project Management Institute Newtown Square, Pennsylvania USA ❍ NAVIGATION LINKS ❍ ACROYMNS ❍ ACRONYMS LIST LIST ❍ ACROYMNS LIST Library of Congress Cataloging-in-Publication Data A guide to the project management body of knowledge (PMBOK® guide).--2000 ed. p. cm. Includes biobliographical references and index. ISBN 1-880410-22-2 (alk. paper)--ISBN 1-880410-23-0 (pbk. : alk. paper) 1. Industrial project management. I. Title: PMBOK® guide. II. Project Management Institute. HD69.P75 G845 2001 658.4’04—dc21 00-051727 CIP A Guide to the A Guide to the Project Project Management Management Body of Body of KnowledgeE L KnowledgeE PL ISBN: 1-880410-23-0 (paperback) ISBN: 1-880410-22-2 (hardcover) ISBN: 1-880410-25-7 (CD-ROM) MP AM SA S Published by: Project Management Institute, Inc. ...
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