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The Binary Increase Congestion (BIC) control protocol, first introduced in 2004 [4], is a loss-based protocol that uses a binary search technique to provide efficient bandwidth utilization over high-speed networks. The protocol aims to scale across a wide range of bandwidths while remaining TCP friendly, that is, not starving the AIMD TCP protocols such as NewReno by retaining similar fairness properties. BIC s window control comprises a number of stages. The key states for BIC are the minimum, Wmin , and maximum, Wmax , windows. If a packet loss occurs, BIC will set Wmax to the current window just before the loss. The idea is that Wmax corresponds to the window size which caused the buffer to overflow and loss to occur, and the correct window size is smaller. Upon loss, the window is reduced to Wmin , which is set to Wmax , where < 1. If no loss occurs at the new minimum window, BIC jumps to the target window, which is half-way between Wmin andWmax . This is called the binary search stage. If the distance between the minimum and the target window is larger than the fixed constant, Smax , BIC increments the window size by Smax each RTT to get to the target. Limiting the increase to a constant is analogous to the linear increase phase in Reno. Once BIC reaches the target, Wmin is set to the current window, and the new target is again set to the midpoint between Wmin and Wmax . Once the window is within Smax of Wmax , BIC enters the max probing stage. Since packet loss did not occur at Wmax , the correct Wmax is not known, and Wmax is set to

The eye-brain system perceives differences in light intensity and wavelength (color), but does not see differences in the phase of light or its state of polarization. Thus, laser light, which is both coherent and polarized, cannot be distinguished from random light having the same wavelength (color). We will restrict our discussion here to the perception of light intensity, since the perception of color is treated separately in the following section.

Fig. 6.4 Titration curves of 20 ml of (3 mM phthalic acid (H2Ph) + 2 mM CF3SO3H) in various AN H2O mixtures with 1.0 M Bu4NOH (in MeOH). Water content in (v/v)% is shown on each curve. Obtained using Si3N4-ISFET (Shindengen Indus. Co.) as pH sensor and titrating at 0.005 ml min 1 [15].

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In their book The Opt-Out Revolt: Why People Are Leaving Companies to Create Kaleidoscope Careers, Lisa Mainiero and Sherry Sullivan propose a kaleidoscope metaphor for careers. With this view, if you make one change to one aspect of your life, everything else changes, as the pattern of a kaleidoscope changes completely when you turn the tube even slightly. In the kaleidoscope metaphor, all aspects of your life work, family, relationships, hobbies are interlinked, and you can t change one without affecting the others. You also don t know what the next pattern is going to look like. You make a change and see what happens. You step back and see the beauty of the whole, as everything drops into place. The kaleidoscope metaphor, like the organic metaphor, suits uncertain times when you don t know what results your efforts will bring. It helps you understand that different aspects of your life are interlinked and that you often can t change one aspect without changing another. It can break you out of career and life ruts, by helping you focus on the beauty of the whole rather than the detail. You see that you are in control you turn the kaleidoscope but you accept that by making certain decisions you are forcing others. But the kaleidoscope metaphor can limit you by leaving you feeling like you have less control than you really do. With a kaleidoscope, all you can do is turn the tube. You have some control over every aspect of your work and life, even though the kaleidoscope metaphor might suggest otherwise.

You can also use the tr command to simply delete characters. Here are two examples:

Moving from level 3 to level 4 demands a change toward a comprehensive vision, supported by top management. The primarily bottomup approach must be complemented by top-down commitment and focus. The issue is now to involve top management. This starts by convincing top management of the usefulness of architecture for the organization. Subsequently, top management should realize that their input and involvement with architecture is indispensable. Top management should become aware of the importance of architecture. This can be achieved by referring to previously achieved successes (e.g., cost savings, shorter time-to-market, or opportunities seized). The importance of IT for the organization should also be stressed. The increase in the role of IT over the last few years has been a stealthy process and awareness of this greater role has lagged behind. The organization s dependency on IT can be demonstrated with a few simple examples. Once top management is convinced of the strategic importance of IT, it will be more inclined to adopt a structural approach to IT. The involvement of top management can be obtained by using the three levels from the architectural framework. By showing that the statements on level one of the framework are the responsibility of top management, and subsequently relating these statements to domainspecific architectural implementations, it will be made clear that top management is responsible and for the specialist implementations at the lowest level.

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