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Glossary: Defense Acquisition Acronyms and Terms, 10th ed. Defense Systems Management College (DSMC) 2001. Defense Acquisition University Press Ft. Belvoir, VA. IEEE Std 610.12-1990. 1990. IEEE Standard Glossary of Modeling and Simulation Terminology. Institute of Electrical and Electronic Engineers (IEEE) New York, NY. MIL-HDBK-470A. 1997. Designing and Developing Maintainable Products and Systems. Washington, DC: Department of Defense (DoD). MIL-STD-480B (cancelled). 1988. Con guration Control Engineering Changes, Deviations, and Waivers. Washington, DC: Department of Defense (DoD). MIL-HDBK-1908B. 1999. DoD De nitions of Human Factors Terms. Washington, DC: Department of Defense (DoD).



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goals described by their enterprise architectures are born from the challenge to effectively link architectural goals to the specific projects that create the IT capabilities being sought The CIO has a difficult, if not impossible, time working to realize the goals specified by the enterprise architecture without supportive, interrelated processes and disciplines working in concert The CIO needs an approach and set of procedural disciplines to link the outcomes of enterprise architecture to the realization of business strategy on a consistent and ongoing basis Enterprise architecture has a direct, dependent, and synergistic relationship to two other core disciplines of the successful CIO: (1) IT governance and IT portfolio management, and (2) organizational development (the development of human capital) The stewardship of the CIO leads the IT organization through these processes so that the enterprise can realize its business objectives.





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System Owner and User organizational roles, missions, and objectives establish the driving need for system and mission capabilities and performance requirements. Each role, mission, and objective serves as the benchmark frame of reference for scoping and bounding what is and is not relevant as an organization s mission space. Understanding the problem, issue, or objective the User is attempting to solve, resolve, or achieve is key to understanding WHY a system exists and WHAT purpose it serves within the System Owner s organization. HIGHER ORDER SYSTEMs, such as corporate enterprise management, shareholders, and the general public, have an expectation that short- and long-term bene ts (survival, pro ts, return on investment (ROI), etc.) are derived by establishing an organization that ful lls marketplace needs. Our discussion introduces the closed loop system of organizational entity relationships that de ne requirements for a system in terms of the organization s roles, missions, and objectives. The description centers on technical accountability and discusses how system capability and performance requirements are derived to address the organization s assigned OPERATING ENVIRONMENT problem and solution spaces.

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2 Understanding the Effects of Segment Reduction The previous section summarized causes of segment loss in multihop wireless communications, placing special emphasis on the fact that for noncongestion-related packet losses, TCP s reduction in sending rate negatively impacts throughput Although there has been signi cant research interest on TCP s interaction with packet losses due to mobility and errors, as mentioned in Section 1031, such losses are not a primary concern when examining ACK-thinning techniques This holds true because employing ACK-thinning does not affect TCP s reaction to drops of segments due to errors or mobility; these may be handled separately and orthogonally to ACK-thinning [32] Instead, the reduction in throughput as a result of spatial contention-related losses is the main motivation for the techniques presented in the next section (Section 104).

Paradigm An in-grained mindset or model that lters or rejects considerations to adopt or employ new innovations and ideas that may impact the status quo. Situational Assessment An objective evaluation of current strengths, weaknesses, opportunities, and threats (SWOTs) of a SYSTEM OF INTEREST (SOI) relative to operating conditions and outcome-based objectives. Results of a situational assessment document the prioritized mission operational needs for the organization. Strategic Plan An outcome-based, global or business domain document that expresses the organizational vision, missions, and objectives of WHERE it wants to be at some point in time and what it wants to accomplish in the long term, typically ve years or more hence. The challenge for most organizations is: WHAT business or line of business (LOB) are your currently in versus WHAT do you WANT to be in ve years from now versus WHAT LOB you should be in

System Analysis, Design, and Development, by Charles S. Wasson Copyright 2006 by John Wiley & Sons, Inc.

In broad terms, spatial contention is caused by (a) the competition of DATA segments for transmission time as they travel through the multihop path and (b) the inability of the MAC mechanism to coordinate properly those transmissions It has been shown in previous research [25] that, as the path length increases, segment loss due to spatial contention is higher than that from buffer contention In the case of 80211 transceivers, it has also been demonstrated that the fewer the number of segments that.

Tactical Plan A near-term, mission-speci c plan that expresses how the organization s leadership plans to deploy, operate, and support existing assets such as people, products, processes, and tools to achieve organizational objectives allocated from the strategic plan within time frame and resource constraints, typically one year or less.

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