Part1 Basic knowledge of CDMA Agenda 1. Architecture of CDMA system/ Coverage Area Structure 2. Interface between different entities 3. Numbering plan Architecture of CDMA system MS Um Abis A B OMC BT S BSC MSC VLR D HLR H BSS C MSS AUC •MS: •BSC: •BTS: •MSC: •VLR: •HLR: •AUC: •OMC: Mobile Station Base Station Controller Base Transceiver Station Mobile Switching Center Visitor Location Register Home Location Register Authentication Center Operation and Maintenance
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master’s (Russian: магистр) degree. The move has been criticized for its merely formal approach: instead of reshaping their curriculum‚ universities would simply insert a BSc/BA accreditation in the middle of their standard five or six-year programs. The job market is generally unaware of the change and critics predict that a stand-alone BSc/BA diplomas will not be recognized as "real" university education in the foreseeable future‚ rendering the degree unnecessary and undesirable without further specialization
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ZUSI:COMP:; 4. Set Recovery Ban‚ RBAN(If this is set‚ in case of crash‚ the system will not restart..recovery is banned) ZUST:BCSU‚0:S-RBAN 5. Clear Recovery Ban ZUST:BCSU‚0:C-RBAN 6. List of all BTSs‚ BCFs and TRXs connected to the BSC. ZEEI; 7. List of all BTSs and TRXs in BCF ZEEI: BCF=x:; 8. List of the BCF and the TRXs attached to BTS ZEEI: BTS=x:; 9. Channels configured in a TRX under a BTS ZERO: BTS=x: TRX=y:; 10. Channels configured for all the TRXs
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Acorn Industries 09/10/2007 ACORN INDUSTRIES I THE UNDERSIGNED‚ HEREBY DECLARE THIS ASSIGNMENT AS MY OWN WORK. IT HAS NOT BEEN PREVIOUSLY SUBMITTED FOR ANY OTHER EXAMINATION. ASSINGMENT BY: RADEN VAN JAARSVELD (7107125222089) ……………………………….. 2007/10/09 CONTENTS Executive summary p 3 Problems and causes p 4 Recommendations p 5 Organizational Structure p 7 Human Resources p 8 Programme Management p 9 Process Management p 10 Vision and Mission p 11 Culture p 13 Balance Scorecard p 14
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Aviv‚ Israel zDept. of Industrial Engineering and Management‚ Ort Braude College‚ Karmiel‚ Israel (Revision received December 2007) To locate and prioritize the improvement needs of an enterprise‚ a strategy map merging managerial principles of the BSC with quality principles stemming from the Malcolm Baldridge National Quality Award and the European Foundation for Quality Management is proposed. It comprises four hierarchical levels: business objectives‚ competitive priorities‚ core processes and
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Implementation at Rang Dong Plastic Joint-Stock Company (RDP) Luu Trong Tuan National University of Ho Chi Minh City‚ Vietnam E-mail: luutrongtuan@hcm.fpt.vn Sundar Venkatesh Asian Institute of Technology (AIT)‚ Thailand Abstract From the balanced scorecard (BSC) framework‚ which encourages the use of both financial and non-financial measures of performance‚ allowing the firm to pinpoint its strategic objectives via balancing four perspectives – financial‚ customers‚ internal business processes‚ and learning
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B.S. Islamic Studies Pakistan Studies PST-111 B.S. Islamic Education Pakistan Studies PST-12101 PST-111 B.S. Information Technology Pakistan Studies PST-12101 B.S. Mass Communication Pakistan Studies PST-111 B.S. Communication Studies (BSCS) Pakistan Studies PST-12101 PST-111 B.S. Mathematics (Combination I ‚II) Pakistan Studies PST-12101 PST-111 B.S. Physics Pakistan Studies PST-111 B.S. Elementary Education Pakistan Studies PST-111 B.S. Secondary Education Pakistan Studies
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| | |The BSC management could earn bonuses based on the result of the casino area and a set of individual performance objectives. | | |There are three indicators which the BSC uses to measure the results of the casino: 1. the drop (the total amount of cash customers| | |are willing to bet against BSC) 2. the win (gross profit number) 3. the hold ((percentage) primary measure
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UTM-IBS Level 10‚ Menara Razak‚ Universiti Teknologi Malaysia Jalan Semarak‚ 54100 Kuala Lumpur Latest updated: 24th September 2014 MBA KL SCHEDULE -WEEKENDSIBS‚ UTM Kuala Lumpur (Semester I – 2014/2015) SECTION 01 Dear students‚ th st Your online subject’s registration will start on 6 – 21 September 2014. Please check your schedule before you register the subject to avoid any class clashes. You have to drop a class when it clashes. How to register ?
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Key Concepts | Key notions/ ideas/ points | Comments | InertiaWhy is it difficult to change? | To understand why there is organisational inertia and why it is difficult to change‚ it is necessary to first identify them so that they can be individually addressed. This can be done by categorising the inertias identified into ‘socio-technical’‚ ‘cultural’‚ ‘political’ and ‘economical’ with the ‘today’ and ‘tomorrow’ scenarios mapped out for each category. (refer to Appendix A for notes on the various
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