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Kraft-Wärme-Kälte-Kopplung im Leistungsbereich in 10kW mit periodisch arbeitender Sorptionsmaschine
(2009)
Konvergenz von drahtlosen und drahtgebundenen Kommunikationstechnologien in der Gebäudeautomation
(2009)
Dipl.-Ing. Stefan Overkamp - GISWORKS GbR, Velbert. 11 S. (S. 7-17). Beitrag zum 2. Aachener Softwaretag in der Wasserwirtschaft <2, 2009, Aachen> Aus der Gliederung: 1 Geoinformationssysteme 2 Anforderungen an eine kommunale Geodateninfrastruktur (GDI) 3 Komponenten einer GDI 3.1 Geodatenmanagement 3.2 Geodatenhaltung 3.3 High-End-GIS 3.4 intraGIS 4 GISWORKS 5 Weiterführende Informationen
The recently proposed NASA and ESA missions to Saturn and Jupiter pose difficult tasks to mission designers because chemical propulsion scenarios are not capable of transferring heavy spacecraft into the outer solar system without the use of gravity assists. Thus our developed mission scenario based on the joint NASA/ESA Titan Saturn System Mission baselines solar electric propulsion to improve mission flexibility and transfer time. For the calculation of near-globally optimal low-thrust trajectories, we have used a method called Evolutionary Neurocontrol, which is implemented in the low-thrust trajectory optimization software InTrance. The studied solar electric propulsion scenario covers trajectory optimization of the interplanetary transfer including variations of the spacecraft's thrust level, the thrust unit's specific impulse and the solar power generator power level. Additionally developed software extensions enabled trajectory optimization with launcher-provided hyperbolic excess energy, a complex solar power generator model and a variable specific impulse ion engine model. For the investigated mission scenario, Evolutionary Neurocontrol yields good optimization results, which also hold valid for the more elaborate spacecraft models. Compared to Cassini/Huygens, the best found solutions have faster transfer times and a higher mission flexibility in general.
How does the implementation of a next generation network influence a telecommunication company?
(2009)
As the potential of a Next Generation Network (NGN) is recognized, telecommunication companies consider switching to it. Although the implementation of an NGN seems to be merely a modification of the network infrastructure, it may trigger or require changes in the whole company and even influence the company strategy. To capture the effects of NGN we propose a framework based on concepts of business engineering and technical recommendations for the introduction of NGN technology. The specific design of solutions for the layers "Strategy", "Processes" and "Information Systems" as well as their interdependencies are an essential characteristic of the developed framework. We have per-formed a case study on NGN implementation and observed that all layers captured by our framework are influenced by the introduction of an NGN.
Working paper distributed at 2nd Annual Next Generation Telecommunications Conference 2009, 13th – 14th October 2009, Brussels 14 pages Abstract Governments all over Europe are in the process of adopting new broadband strategies. The objective is to create modern telecommunications networks based on powerful broadband infrastructures". In doing so, they aim for innovative and investment-friendly concepts. For instance, in a recently published consultation paper on the subject the German regulator BNetzA declared that it will take “greater account of … reducing risks, securing the investment and innovation power, providing planning certainty and transparency – in order to support and advance broadband rollout in Germany”. It further states that when regulating wholesale rates it has to be ensured that “… adequate incentives for network rollout are provided on the one hand, while sustainable and fair competition is ensured on the other”. Also an EC draft recommendation on regulated network access is about to set new standards for the regulation of next generation access networks. According to the recommendation the prices of new assets shall be based on costs plus a projectspecific risk premium to be included in the costs of capital for the investment risk incurred by the operator. This approach has been criticised from various sides. In particular it has been questioned whether such an approach is adequate to meet the objectives of encouraging both competition and investment into next generation access networks. Against this background, the concept of “long term risk sharing contracts” has been proposed recently as an approach which does not only incorporate the various additional risks involved in the deployment of NGA infrastructure, but has several other advantages. This paper will demonstrate that the concept allows for competition to evolve at both the retail and wholesale level on fair, objective, non-discriminatory and transparent terms and conditions. Moreover, it ensures the highest possible investment incentive in line with socially desirable outcome. The paper is organised as follows: The next section will briefly outline the importance of encouraging competition and investment in an NGA-environment. The third section will specify the design of long term risk sharing contracts in view of achieving these objectives. The fourth section will examine potential problems associated with the concept. In doing so a way of how to deal with them will be elaborated. The last section will look at arguments against long term risk sharing contracts. It will be shown that these arguments are not strong enough to build a case against introducing such contracts.