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Return on assets didn't make sense to me until I was 10 years old and set up a lemonade stand on the street corner. I grabbed an old card table and a couple of lawn chairs. I used the honestto-goodness Kool-Aid pitcher with the smiley face on it. I picked lemons from the backyard and bought (no freebies on this one) 1 pound of sugar. Total investment: 53 cents. So at the end of the day, I was very proud of the $1.22 I had in my hand. That would buy a delightfully unhealthy number of candy bars. I was delighted. When Rich from across the street (he was 13 years of age) offered to buy my stand the next day for $2, I thought I'd struck it, well, rich. I'd have to work more than 2 days in a row for that! All on a meager investment of 53 cents. That seemed like a great return. Fortunately, Doug, my older brother, was on hand to explain that Rich would then be allowed to keep the table, the chairs, and our favorite Kool-Aid pitcher. The furniture and the pitcher were my assets. I didn't have to pay for them. I didn't have to buy them every day. But they would belong to Rich after I took his $2. Not only that, my natural-marketing-whiz brother explained, I had built up some recognition in the neighborhood. People who had seen me the day before would remember me and come back the next day. My very first lesson in brand equity. By the time Doug had explained that I was likely to earn even more this day-being Saturday-Rich had lost interest and hustled up a whiffle ball game down the street. He was not the consummate entrepreneur.

wedge into the process because IS will be perceived as threatening the jobs and status quo of the business. The biggest factor for the success of a reengineering project is the human factor. People do not like change its part of human nature. A grass roots buy-in and enthusiasm will be difficult to get and sustain throughout a difficult and personally risky effort like this. Jobs will be threatened, and the status quo disrupted. Pecking orders will be torn down, new jobs will be created, and reporting relationships will be changed. Upheaval must be confronted as scary and risky to the workers and lots of soothing of egos and calming of fears will be required to ease the pain of change. Processes that keep people informed and keep the big picture goals in front of everyone will help forge the path to the new world. In concluding on this type of effort, follow-up will be an activity that should be recommended in order to give management a more accurate picture of the effectiveness and wins and losses related to a reengineering project. Over time, the metrics can be reevaluated, and by keeping an eye on the true outcomes and how they ultimately improve the bottom line, management will eventually get the answers they are seeking about this kind of project. Not mentioned here specifically is the entire system s development project related list of risks and controls mentioned in some detail in the previous chapter, which also is assumed to be a part of the process and IS auditor would use to assess a reengineering project. These are just the nuances and additional issues related to this specific type of development effort.

The loading equation for downlink differs from the one for uplink. The capacity limiting factor in the downlink is the total available power at the base station, which is known as the soft limit. (There are hard limits as well, but not considered here: like number of OVSF codes or channel elements.) The total power PTX_total needs to be shared among the Common Control Channels (CCCHs), denoted as PTX_CCCH , and the dedicated traffic channels, denoted as PTX_traffic , i.e. PTX_total = PTX_traffic + PTX_CCCH (10.30)

G. Giuliani wishes to thank Michele Norgia, Sabina Merlo, Valerio Annovazzi Lodi, Thierry Bosch and N el Servagent for fruitful discussions and collaboration. Part of the o research results described herein were achieved within the EU Brite-Euram SELMIX Project.