This case describes the implementation of an online travel management system at FED-AK, the Alaska office of a U.S. government agency. The previous system was intended to accomplish the same functionality, but due to employee resistance, it was used only as a forms generator in conjunction with a paper- and mail-based process. The new system is integrated, which compels employees to use all the functionality provided. It also incorporates many lessons learned from the old system—in particular, extensive training and online help functions. The system is expected to significantly reduce the cost of travel by minimizing errors, enforcing policies, and reducing transaction costs. The system will also lead to faster reimbursement of employee travel expenses.
We present a networking and signal processing architecture called Transpar-TR (Translucent Smart Pixel Array-Token- Ring) that utilizes smart pixel technology to perform 2D parallel optical data transfer between digital processing nodes. Transpar-TR moves data through the network in the form of 3D packets (2D spatial and 1D time). By utilizing many spatial parallel channels, Transpar-TR can achieve high throughput, low latency communication between nodes, even with each channel operating at moderate data rates. The 2D array of optical channels is created by an array of smart pixels, each with an optical input and optical output. Each smart pixel consists of two sections, an optical network interface and ALU-based processor with local memory. The optical network interface is responsible for transmitting and receiving optical data packets using a slotted token ring network protocol. The smart pixel array operates as a single-instruction multiple-data processor when processing data. The Transpar-TR network, consisting of networked smart pixel arrays, can perform pipelined parallel processing very efficiently on 2D data structures such as images and video. This paper discusses the Transpar-TR implementation in which each node is the printed circuit board integration of a VCSEL-MSM chip, a transimpedance receiver array chip and an FPGA chip.
We present a novel architecture for an optical network, translucent smart pixel array (TRANSPAR), having smart pixel devices which effectively function in an optically translucent manner. The network protocol is similar to carrier-sense multiple-access/collision-detection (CSMA/CD) commonly used in Ethernet, but adapted to a ring configuration using optical parallel packets in free space. The TRANSPAR devices also function as a fine-grain mesh-connected parallel pipeline array for image and video signal processing. We designed, fabricated, and are currently testing the TRANSPAR smart pixel devices and network node hardware. This paper presents the network architecture, tradeoffs, and design decisions, the testing results to date, and ends with considerations on practicality and future scalability.
In future wavelength-division multiplexed (WDM) reconfigurable networks, the ability to shift a signal from one wavelength to another may be an essential function due to a limited number of available wavelengths. The Mach-Zehnder interferometer (MZI) has sparked the interest of the WDM community because ofits ability to wavelength convert signals at high speed, in both inverting and noninverting configurations with a high output extinction ratio, and with low chirp. In this paper, we assess the stability of the extinction ratio of the MZI with variations in the SOA bias currents, as well as with the wavelength and the power of the pump and probe. We characterize the operating point stability of the MZI and find ranges for the bias currents and for the input parameters, in order to minimize the sensitivity of the extinction ratio (ER).
This entry will review the state of the art in AI, with a particular focus on applications in marketing. Based on the current capabilities of AI in marketing, the author's explore the new rules of engagement. Rather than simply targeting consumers, the marketing effort will also be directed at the algorithms controlling the consumers' virtual personal assistants (VPAs). Rather than exploiting human desires and weakness, marketing will need to focus on meeting the user's actual needs. The level of customer satisfaction will be even more critical as marketing will need to focus on establishing and maintaining a reputation in competition with those of similar offerings in the marketplace. This entry concludes with thoughts on the long-term implications, exploring the role of customer trust in the adoption of AI agents, the security requirements for agents and the ethical implications of access to such agents.
PMD is one of the critical hurdles in deploying high capacity fiber optical networks (OC-192 per channel and above). Due to its stochastic and time-varying nature, PMD compensation requires adaptive schemes, using feedback or feed-forward techniques. In this paper we will discuss practical issues and limitations of PMD compensation, as well as recent developments on architecture and feedback schemes.
Coherent crosstalk in wavelength-division-multiplexed (WDM) add/drop multiplexers and switches places severe limitations on the acceptable crosstalk suppression level. We propose and analyze a method of reducing the effects of coherent crosstalk in add-drop multiplexers by purposely introducing fiber delays on the order of bit times between different crosstalk paths. These delays decorrelate the bit pattern of the main signal with the interfering signals and place some of the crosstalk power in the "0" bits of the main signal instead of the "1" bits. For a 16-channel WDM system, this method reduces the device requirement for crosstalk suppression by /spl sim/10 dB for return-to-zero and /spl sim/5 dB for nonreturn-to-zero transmission.
Alaska is the largest and most sparsely populated state in the United States of America. Extreme weather patterns and extreme cultural diversity compound the challenge of delivering quality education to state residents in remote areas. E-learning technologies have emerged as a cost-effective, interactive means of delivering quality teaching to even the most isolated locations in the state. Additionally, the ability to archive content and to access it at will, in an asynchronous manner, is highly suited to the different learning styles and different learning rates of the various populations in the state. This chapter introduces the challenges associated with delivering e-learning in Alaska, reviews the historical evolution of distance-learning networks, and summarizes present achievements and future opportunities. The analysis includes K-12 education, higher education and professional continuing education.
As she thought about how the information system changeover had gone so far, and what she had done to make sure it succeeded, Heather couldn't help but wonder, Have I just blown my first big assignment? Introduction Fresh out of business school, Heather Rodriguez accepted the position of manager of information services for Get-You-There Air (GYT), a small regional airline based in the northwest United States. GYT serves nearly 40 destinations throughout the northwest that are primarily small communities in rural locations that were not accessible by rail or public roads. To service these communities, GYT utilized a fleet of 40 aircraft and employed approximately 500 people throughout its network. Last year, GYT brought in revenues of approximately $75 million. In order to better serve customers and expand business, GYT had recently entered into a code-sharing agreement with Mega Mondo Airways, a major airline which serviced much of North America. This code sharing agreement allowed customers to purchase tickets from any location served by Mega Mondo or GYT and fly to any other location served by either of the airlines on a single ticket. PlaneTrack One of Heather's first tasks at GYT was to implement a major overhaul of the information system used to schedule and track aircraft and flight crews. This information was among the most important that an airline can gather, as it allowed the company to better utilize resources and maximize profitability. In an industry where margins were extremely thin and volatile, operating the wrong size aircraft or a delay in locating a fresh crew can make the difference between profitability and bankruptcy. Until last year, GYT scheduled its flights and crews using a command line based legacy system with no graphical user interface, and with spreadsheet programs populated with data collected via email and phone calls. These data were typed into the system and processed into printed reports by a team of two data entry employees. The resulting information was used by management to analyze trends and to forecast demand in order to maximize fleet utilization. While this current system met GYT's internal needs, it was inadequate for supplying the increased information demands created by the code-sharing agreement with Mega Mondo. Heather's first step was to research the options available for operational management software specific to the airline industry. After comparing several options she decided on PlaneTrack, produced by a leading aviation software provider. Her decision was based on PlaneTrack's advanced and convenient features: a graphical user interface, automated and real-time tracking of flight information, and extremely simple to use reporting capabilities. An added benefit of PlaneTrack was the fact that it was an upgrade of the existing system, as opposed to an entirely new system. Heather hoped this would reduce the cost of the implementation program. After submitting her PlaneTrack proposal to upper management, Heather was granted approval and given a budget of $175,000 to make the initial purchase of the system. As part of the purchase agreement Heather also negotiated for a one-time orientation session for upper management, to be conducted on-site at GYT's corporate headquarters by a PlaneTrack representative. She was excited about the potential positive impact PlaneTrack could have on GYT's operations and financial performance, and she knew that the training session would eliminate any doubts upper management had regarding her choice of systems. She believed significant improvements in efficiency and the bottom line were sure to come as soon as PlaneTrack went fully on-line. Implementation On the day of the orientation session, Heather anxiously awaited the arrival of the PlaneTrack representative. Assembled inside the corporate headquarters building were all of GYT's top management and select representatives of middle management. …
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