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In November 1999, New York-Presbyterian Hospital (NYPH) announced a seven-year, $228-million IT outsourcing contract with First Consulting Group (FCG). The contract created a third entity, FCG Management Services, to perform the work a step that included the hiring of more than 400 NYPH staff into the new unit. NYPH wanted immediate benefits from the predictable costs, service levels, and outcomes offered by outsourcing. The biggest issue a CIO faces after signing the contract is managing the performance objectives for the first six months, said Diane Daniele, Interim CIO for NYPH. NYPH s office of the chief information officer (OCIO) designed a governance model to make IT a more effective investment tool by focusing on strategic planning and thinking, monitoring, governing partnerships, and change management. The OCIO is a champion of IT change at NYPH. You must show people what the future looks like and restructure the business simultaneously, said Guy Scalzi, NYPH s former CIO and now the account manager for the New York outsource team. The trench work of transition and change management continues each day at NYPH with core process improvement teams focused on everything from leadership training to wiring closet inspections. Sharing leadership roles with the OCIO speeds up integration. Change in how people communicate is another benefit of outsourcing. Scalzi put high-potential managers into the applications areas and told them to break down the runtime performance barriers and open up the client communication channels. The outsourcing culture rewards leaders who collaborate and communicate and does not reward the information blockers, Daniele says. Although they were initially skeptical about the outsourcing agreement s impact on service and loss of control, physicians, too, have experienced positive changes.

In general, executing components in one or more threads within the same process as the component configurator may be more efficient than running the components in separate processes. Conversely, configuring components into separate processes may be more robust and secure, because each component can be isolated from accidental corruption via operating system and hardware protection mechanisms [Sch94]. 1. Implement a mechanism for inter-component communication. Some components run in complete isolation, whereas other components must communicate with one another. In the latter case, component developers must select a mechanism for inter-component communication. The choice of mechanism is often guided by whether the communicating components will be collocated or distributed: When components are collocated, the choice is typically between hard-coding pointer relationships between components, which is inflexible and can defeat the benefits of dynamic component configuration, versus accessing components 'by name' using a component repository.

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California Verbal Learning Test Children s Version (CVLT-C) List A Trial 1 List A Trial 5 List A Trials 1 5 List B Free Recall List A Short-Delay Free Recall List A Short-Delay Cued Recall List A Long Delay Free Recall List A Long Delay Cued Recall Learning Slope Correct Recognition Hits False Positives List A Trial 1 List A Trial 5 Behavior Rating Inventory of Executive Function (BRIEF), (Parent Form) Clinical Scales Inhibit Shift Emotional Control Initiate Working Memory Plan/Organize Organization of Materials Monitor Indices Behavioral Regulation Index Metacognition Index General Executive Composite

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(Continued) T-Scores Parent Teacher 72 60 31 30 42 NA 42 Raw Scores 7/27 13/27 14/27 0/27

Seamless mobility support: Handoff mechanism and seamless AAA during handoff Interworking with other systems, seamless mobility between various access technologies, allowing continuity of existing sessions Differentiated service support for differing reliability needs Indoor location estimation Quality of service assurance, including support of real-time applications Enhanced security features, including authentication/authorization and data cipher A number of the issues that limit current WLAN services can be addressed through new technologies. This chapter focuses on the WLAN issues that will be most urgently needed to create solutions complementary to XG mobile networks. The following sections discuss in more detail the technologies related to mobility support, QoS, and enhanced security.

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courses. Managing is important to do, but dif cult to do well. Further, there is no university degree in PM that I know of. It embraces many of the methods and techniques that are so fundamental: strategy, value creation, decision making, and performance monitoring. However, there are many unwritten rules, and PM, as described in this book, provides an overarching framework with badly needed rigor. My intent is that readers of this book come to recognize PM as an important branch of general management. This book is intended as a way to appreciate how some of the big ideas of management thinking, like business process reengineering and customer relationship management, relate to one another. This book is not another set of broad platitudes or sloganeering. Rather, I describe with some rigor managerial techniques, such as strategy mapping, scorecarding, ABM, and customer relationship management, without overcomplicating them keeping it simple but not simplistic. Some believe the KISS rule (keep it simple stupid) is mandatory, but there is the corollary LOVE rule (leave out virtually everything). The message is you must dig in a little bit.

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