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Beginning with an introduction to the concepts of algebraic logic, this concise volume features ten articles by a prominent mathematician that originally appeared in journals from 1954 to 1959. Covering monadic and polyadic algebras, these articles are essentially self-contained and accessible to a general mathematical audience, requiring no specialized knowledge of algebra or logic.
Part One addresses monadic algebras, with articles on general theory, representation, and freedom. Part Two explores polyadic algebras, progressing from general theory and terms to equality. Part Three offers three items on polyadic Boolean algebras, including a survey of predicates, terms, operations, and equality. The book concludes with an additional bibliography and index.

• Sales Rank: #699586 in Books
• Published on: 2016-01-18
• Released on: 2015-12-21
• Original language: English
• Number of items: 1
• Dimensions: 8.90" h x .60" w x 5.90" l, .0 pounds
• Binding: Paperback
• 272 pages

About the Author
Paul R. Halmos (1916–2006) was a prominent American mathematician who taught at the University of Chicago, the University of Michigan, and other colleges. His significant contributions to several areas of mathematics include the fields of mathematical logic, ergodic theory, functional analysis, and probability theory.

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[J403.Ebook] Ebook Optical Network Control: Architecture, Protocols, and Standards, by Greg Bernstein, Bala Rajagopalan, Debanjan Saha

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Optical Network Control is the first expert guide and single-source reference for controlling and managing optical networks. This book fills the gap between optical network engineering and routing/signaling-helping both optical and IP professionals build networks that are more robust, flexible, manageable, and profitable. Coverage includes: *Designing networks to deliver a range of on-demand services from mission-critical, time-sensitive protected services to low-cost unprotected services *Network control and operations in WDM/DWDM and SONET/SDH environments *Control principles and features for evolving mesh-based optical networks and existing ring networks-with practical examples *Emerging, proposed, and future optical routing/signaling protocols and standards including GMPLS, ASON and Optical UNI *Optical network control planes: design, scenarios, interworking, and interactions with existing network management systems *Crucial IETF, ITU-T, OIF, ANSI, Bellcore, and industry information-brought together for the first time

• Sales Rank: #3192049 in Books
• Published on: 2003-07-24
• Ingredients: Example Ingredients
• Original language: English
• Number of items: 1
• Dimensions: 9.40" h x .90" w x 7.20" l,
• Binding: Hardcover
• 464 pages

From the Back Cover

Optical Network Control is the first expert guide and single-source reference for controlling and managing optical networks. This book fills the gap between optical network engineering and routing/signaling—helping both optical and IP professionals build networks that are more robust, flexible, manageable, and profitable. Coverage includes:

• Designing networks to deliver a range of on-demand services from mission-critical, time-sensitive protected services to low-cost unprotected services
• Network control and operations in WDM/DWDM and SONET/SDH environments
• Control principles and features for evolving mesh-based optical networks and existing ring networks—with practical examples
• Emerging, proposed, and future optical routing/signaling protocols and standards including GMPLS, ASON and Optical UNI
• Optical network control planes: design, scenarios, interworking, and interactions with existing network management systems
• Crucial IETF, ITU-T, OIF, ANSI, Bellcore, and industry information—brought together for the first time

About the Author

GREG BERNSTEIN, chief consultant with Grotto Networking, served as Senior Technology Director for CIENA, supervising network control and management architectures. At Lightera Networks, he led the software development effort for a widely deployed optical switch, applying advanced signaling and routing techniques. He holds several optical networking patents.

BALA RAJAGOPALAN, Principal Architect at Tellium, has worked extensively on IP-centric control of optical networks and optical internetworking architectures. He has also researched IP and wireless data networks for AT&T Bell Laboratories, Bellcore, and NEC, and he has made significant contributions to IETF, ATM Forum, and Optical Interworking Forum standards.

DEBANJAN SAHA is a senior researcher at IBM T.J. Watson Research Center. At IBM, Bell-Labs, and Tellium he designed and developed protocols for optical switches, IP routers, and Internet servers. He is one of the first developers of MPLS. All three authors are principal contributors to the IETF GMPLS standards.

Excerpt. © Reprinted by permission. All rights reserved.

Optical networks were initially designed and deployed to provide high-capacity transport for carrying telephone calls. Today they are used to transport not only voice traffic, but also data traffic, including Internet traffic. In fact, it is the Internet that has driven the rapid and unprecedented growth of optical networks in the past several years. New technologies, such as Dense Wavelength Division Multiplexing (DWDM) and intelligent optical switches, have been the other catalysts of growth. Although this rapid growth of optical networks has ushered in a new era in high-speed communication, it has also created a new problem. Managing a large and dynamic optical network is a difficult task, and the existing network management infrastructure is inadequately tooled to handle it.

Service providers manage their optical backbones using Element Management Systems (EMSs) provided by the equipment vendors and Network Management Systems (NMSs) that are often built in-house. Both EMSs and NMSs use proprietary technologies and often need tedious manual interventions. Due to the proprietary nature of the management systems, it is difficult to quickly and cost-effectively integrate new technologies into the existing infrastructure. The intrinsically manual nature of the management systems increases the cost and the turnaround time of provisioning new services. It also increases the risk of inadvertent mistakes. The growing complexity of optical networks is making these problems even worse.

In order to better understand the complexity of the problem we are dealing with, let us consider a representative continental optical network shown in Figure 1-4 in Chapter 1. As shown in the figure, the network consists of multiple subnetworks at different levels of the network hierarchy. A number of network elements playing different roles, potentially manufactured by different vendors, and managed by vendor proprietary EMSs and NMSs add to the complexity of the network. Now consider the routine task of provisioning a connection between two offices of an enterprise located in City A and City B. The provisioning process in today's networks involves a number of steps, many of which requiring manual intervention:

• First, the path has to be planned. This requires information on available resources in different subnetworks from City A to City B. Today, this process is mostly manual. The work order is broken up into multiple sub-tasks and assigned to different planning teams. The end-toend path is planned in a piece-wise manner from City A to City B.
• The connection now has to be provisioned over the planned path. Different provisioning teams responsible for different parts of the network execute this process. This requires configuring the network elements and the associated network management systems in the connection path from City A to City B.
• The next phase is testing. It is now the job of the testing team to verify that the end-to-end service is actually working and all the databases (inventory, billing, etc.) are properly updated so that the service can actually be turned on and handed over to the customer. The provisioning process described above has been intentionally simplified for the purpose of presentation. It gives an idea, however, as to why the typical turnaround time for provisioning optical services is several weeks to months. It also explains why even after a precipitous drop in network equipment prices, the cost of running a network is still very high. Note that service provisioning is only one aspect of network control and management.

The other components of network management are equally cumbersome and inefficient. In fact, 80 percent of the cost of running a network comes from the cost of managing it. The bottom line is that in order to harness the benefits of technological breakthroughs, such as DWDM and intelligent optical switches, there needs to be a better way of controlling and managing the networks. Specifically, a gradual migration from an antiquated, semimanual network management infrastructure to one that is more intelligent and automatic has to occur.

To be fair, it should be noted that the control infrastructure seen in today's optical networks is there for a reason. The last generation of optical networking equipment was kept "dumb" for technology reliability and for time to market reasons. Also, static voice transport did not require the "ondemand" service expected by dynamic data networks and applications. Today there is both the need and the means to develop an intelligent control plane for optical networks. It was this observation that spurred vendors to create optical control planes for their equipment. The standards development organizations, such as the Internet Engineering Task Force (IETF), the Optical Interworking Forum (OIF), and the International Telecommunication Union (ITU), were quick to follow. This confluence of interest and influence has led to development of control architectures, protocols, and standards at an unprecedented speed.

Now that we have made a case for the technical desirability of the optical control plane, does it make business sense? In today's difficult telecom environment are service providers willing to make the investment to deploy a dynamic control plane? While no one has a definitive answer to this question, a strong case can be made for the value of the optical control plane from the point of view of "return on investment." Most of the cost of running a network today comes from operating expenses (opex). Due to the growing size and complexity of the network, this cost is actually increasing both in absolute and relative terms. In fact, many experts predict that even if service providers freeze their capital expenditure (capex), the ever-growing opex coupled with a decreasing revenue stream will seriously erode their profitability. The only way service providers can come out of this vicious cycle is by reducing their opex through better automation. Deployment of the optical control plane can help in this process. So, although it is an investment that service providers have to make, there seems to be a good reason to make that investment.

Notwithstanding these arguments, it is clear that the optical control plane is not going to be widely deployed overnight. Like any new technology, the adoption of the optical control plane will be gradual and in phases. This evolutionary process is probably a good idea both from technology and business standpoints. The control plane is still a fairly new and an evolving concept and hence gradual deployment will mitigate the risks associated with deploying a new technology. From the business standpoint, a phased deployment, with an objective to maximize the "bang for the buck" is a likely strategy. In this regard, a number of service providers have started deploying intelligent optical networks and the associated optical control plane. Most of these early deployments, however, use vendor-proprietary protocols and software. Slowly but surely these proprietary technologies will evolve to become standards compliant. Evidence of this can be seen from the trials and prototype deployments of control plane standards developed by the IETF and the OIF. This process is likely to accelerate as service providers feel more pressure to upgrade their operations and management infrastructure to control the runaway operational cost.

The optical control plane has the potential to be the next most important development in optical networks. Consequently, it is an important topic with which service providers, vendors, and the business community dealing with transport network should be familiar. We have been intimately associated with optical control plane right from its genesis, not only as technologists but also as practitioners involved in the development and the deployment of this technology. In this book we share our firsthand experience in developing the architecture, protocols, products and standards for intelligent optical control plane. The book has been organized as follows. In the first few chapters, we review the existing optical networking technology, architecture, and standards. Our focus is on Synchronous Optical Network (SONET) and Synchronous Digital Hierarchy (SDH), which are the predominant technologies in this area. We then introduce the modern optical control plane and describe its components in detail. Next, we address the interaction between the optical control plane and the existing network management systems. We conclude with a discussion of control plane interworking, including the state of the standards and deployment.

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2 of 2 people found the following review helpful.
Great intro to the most important area of optical networking
By A Customer
Optical networks have long had very advanced physical layer management, but have been manually planned and provisioned at extremely high operational cost. Applying technology derived from IP routing to the optical network control plane is the most exciting new development in the optical systems field since the 1970's. The authors are early pioneers that first brought this technology to market about 3 years ago. They have done the industry a great favor by laying out a concise and well architected roadmap for others to follow. This will be the standard reference work on the optical control plane for many years to come.

4 of 4 people found the following review helpful.
A comprehensive yet digestible intro to optical networks
By Roch Guerin
This was a book I wanted to read but could not convince myself to start on, primarily because its title was rather "ominous" given the range of topics it seemed to span. I was afraid that I would actually have to essentially go through what would mostly be a series of back to back RFCs, which is certainly not the most pleasant way of getting introduced to a topic.
However, I ultimately got started and was very pleasantly surprised. The book does indeed cover all those topics, and they are all important to a good comprehension of network control issues in optical networks. However, it does so in a logical and progressive way that introduces the key concepts and provides the appropriate level of details without overwhelming the reader. The three authors clearly have both an extensive practical knowledge of the topics and a deep understanding of the underlying technologies and analytical tools. This is reflected in the exposition of the different topics that the book cover, as well as the flow and organization of the material.
The end result is a concise yet complete book that walks you effectively through the concepts, protocols and technologies used to control modern optical networks.
Definitely a book to read if you are interested in the domain.

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Reflects current thinking on the education of the gifted. It presents the issues, offering definitions of giftedness; describes appropriate programme models and teaching practice; and covers creativity and thinking skills, counselling services and other special topics concerning gifted students.

• Sales Rank: #4298661 in Books
• Published on: 1991-01
• Original language: English
• Number of items: 1
• Dimensions: 9.75" h x 7.25" w x 1.00" l,
• Binding: Hardcover
• 866 pages

About the Author
Colangelo is Professor of Gifted Education and Director of the Belin-Blank Center and co-editor of the Handbook of Gifted Education.

GARY A. DAVIS is Research Associate at the University of Tennessee's Center for Energy, Resources, and the Environment, where he is affiliated with the Waste Management Research and Education Institute.

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2 of 3 people found the following review helpful.
Useful reference and text
By Lesley Henderson
Had to buy this book again as I lent it to a student and it didn't come back to me - often refer to this book. Chapters written by key authors in the field. Looking forward to a 4th edition?

0 of 0 people found the following review helpful.
Five Stars
By Liri
Has it all about gifted.

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Five Stars
By Dehlia Dawson
Excellent

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• Sales Rank: #4993021 in Books
• Published on: 2005
• Binding: Comic

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[A831.Ebook] Get Free Ebook Do You Mean Business? Technical/Non-Technical Collaboration, Business Development and You, by Babette N. Ten Haken

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THE ENGINEERING-SALES DISCONNECT IS OVER .... OR AT LEAST IT CAN BE

Today's global marketplace brings success to individuals and companies able to collaborate and operate in cross-functional teams. Yet many engineers and business development professionals operate in silos, missing opportunities for personal advancement and revenue generation. The primary barrier: they don't speak the same language.
     In Do YOU Mean Business? Technical/Non-Technical Collaboration, Business Development and YOU, Babette Ten Haken, consultant and founder of the renowned blog, Sales Aerobics for Engineers®, shows you how to:
     * Liberate yourself from the status quo of discipline-driven mindsets
     * Develop the ability to simultaneously translate technical as well as non-technical information to
       colleagues and customers
     * Understand how your functional role - not your job description - allows you to positively impact business development, even if you are a technical expert

• Sales Rank: #1967230 in Books
• Brand: Brand: Spinner Press, LLC
• Published on: 2012-04-06
• Original language: English
• Number of items: 1
• Dimensions: 9.02" h x .53" w x 5.98" l, .75 pounds
• Binding: Paperback
• 250 pages

Features

• Used Book in Good Condition

Review
"Engineers who master the art of sales and marketing are a highly valuable asset." - Nancy Nardin, Founder, Smart Selling Tools™

"Shows you what actually works in today's business environment." - Jill Konrath,  Selling to BIG Companies and SNAP Selling



"A 'must-have' resource for all individuals (technical and non-technical) looking to grow their careers." - Ben Matthews, P.E., Project Manager, Global Engineering and Design

"Should be the required 'field manual' for any entrepreneur, sales or engineering leader." - James R. Kanary, Business Unit Mgr, Healthcare IT industry

"Shows you what actually works in today's business environment." - Jill Konrath, author: Selling to BIG Companies & SNAP Selling

"Engineers and business development professionals can achieve success by communication, comprehending customer needs, and working collaboratively." - Matt Barcus,  CivilEngineeringCentral.com

About the Author
Babette N. Ten Haken holds degrees from Washington University, St. Louis MO and University of London, UK. Her successful career in scientific, marketing research, and sales roles led to the creation of her firm, Sales Aerobics for Engineers, LLC, where she works with technically-focused companies, enhancing team performance for revenue generation.

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2 of 2 people found the following review helpful.
Written for the Accidental Salespeson
By Sam
For many people with technical backgrounds, sales and selling are synonymous with distasteful and disdain. Yet when the product inventor becomes the boss (of their own company with one employee or a large company of thousands), he or she is suddenly thrust into a world that is unfamiliar and uncomfortable. Yet it is a world that is obviously necessary for personal and business success.

Like most of us when we're put in stressful situations, we fall back on what makes us most comfortable. And for technical people, that can often be using jargon, buzz words, and language that makes sense with like-minded (and typically more intelligent) individuals. However unfortunately, in the sales world, nothing can turn off a potential customer faster than using words and concepts that the buyer doesn't understand.

Babette Ten Haken provides technical people, and really anyone who sells for a living, a guidebook on how to explain a product, its benefits, and its value in ways that are easily understood and comfortable for both the buyer to hear, and the salesperson to sell. In reality, almost everyone in business is a salesperson whether the title "sales" is on a business card or not. From the receptionist to the product manager to the CEO, almost everyone in a company comes in contact with a prospect sometime during the day. What Babette shows is a simple methodology that anyone can follow to make selling comfortable, and even fun.

Another important point that Babette's book covers in detail is that selling does not necessarily mean only to the outside world. Every day, the technical person needs to sell his or her concepts internally within a company. Thus Babette's strategies and tactics will help the technically-minded/mathematically-oriented person overcome fears and she provides a roadmap for sales success.

What I also enjoy is Babette's style and manner. She writes for the technical person in a non-technical, easy-to-understand and easy-to-read manner. Read "Do YOU Mean Business" and YOU TOO will get results.

2 of 2 people found the following review helpful.
A Business Book, Not just Another Sales Book
By Robert Terson
"Do YOU Mean Business?: Technical/Non-Technical Collaboration, Business Development and YOU" isn't just another sales book. It's a business book, for everyone in your organization. Babette sees business development as part of everyone's job description. She believes everyone needs to understand how their job function affects the colleagues they hand their work over to. It's like a 4x100 meter relay race--the individual running one leg of the race has to smoothly hand that baton off to the next runner, who'd better be in position with her hand extended to receive that baton and sprint off.

"Do YOU Mean Business?" is about everyone in the organization getting to the finish line together. It's about technical folks learning how to talk business, and sales and marketing folks learning how to talk about the technical aspects of the project. It's about finding out what the common denominators are, so that you can leave the techie lingo or sales spiel at home.

At a time when we're all pondering how to develop business, Babette Ten Haken has given us a book that pulls it all together. Business development is dynamic and collaborative; no more "us versus them."

I know you'll enjoy reading her book and putting her suggestions into action. More importantly, this book will make you money. Buy your copy now!

1 of 1 people found the following review helpful.
Everyone is a Business
By Conrad
"Do you mean Business?" If studying management, business/industrial pyschology and/or business communications this is a good book to have, for it will provide context and examples for the abstract theory you are studying. If studying science or engineering then the book will provide insight into how the organisations you will work for actually work. If already employed then no matter what your job role the book will be useful.

Modern enterprises rather than being systems specifically designed to fullfill a function have instead evolved to being random collections of occupational groups. If the business enterprise just considered as a machine, then you are just a cog with in that machine: and can be replaced by any other such cog. But if the enterprise is considered to be a higher form of life (refer James Lovelocks definition of life), then you as an individual breathe life into the enterprise. The enterprise can become an extension of self and provide security well into the future. A business enterprise can be considered a tribal society unhindered geographical boundaries, it can operate as a village providing food, clothing and shelter for its members.

But it cannot be so, if it operates as a battle ground for waring individuals, with battle lines drawn between occupational groups, between owners and employees, and customers and the enterprise. With everything always being somebodies elses responsibility: not my job. All are in the same boat, and if the ship sinks then all go down.

In a typical silo'd enterprise, sales sells that which engineering cannot design and production cannot make. Customers are dissatisfied because product doesn't live up to expectations. Sales look bad because they cannot deliver on false promises, and engineering looks bad because they cannot design product to meet the needs of the market. Common to all these situations are poor timing and poor communications. Turf protection, creates these silo's, creates refined language, and raises barriers to sharing and communication, it hinders team work, and it jeopardises future security for everyone.

"Do you mean business", places the responsibility for the success or failure of the enterprise, and the individual, squarely on the shoulders of the individual, on your shoulders. But you are not left burdened with such responsibility, for "Do you mean Business?", provides you with the tools and a set off exercises to tackle the task before you.

If you have studied business then maybe you could work it all out for yourself, as you bump into the issues and relate it back to the abstract theories. But why do that, when here its mapped out before you, and you can hit the ground running.

Clearly there is a problem in an organisation, when the drive of the hungry sales people can be explained by something as trivial as Maslows hierarchy of needs, but the motivation of the engineers needs Vroom's expectancy/Valency theory to explain. The sales people need to be motivated not hungry, and the engineers motivation needs aligning with the needs of the business.

There is not just a disconnect relating to communications between sales, designers, production and customer, there is a disconnect between the business model, business plan and the needs of the customer. However, if the communications are poor then the business model cannot be aligned with meeting the needs of the customers. The most important part of those communications is listening, and when you open your mouth it should be to aid understanding, to inform and educate, not to show off expertise (which is typically built around deliberately causing confusion).

In an A-team everyone has a common set of core skills, everyone can act as commander/leader, but each is equal and unique at the same time. We live in society and are supplied by and work in a market driven economy, everyone needs to understand management, people, politics, organisational behaviour, business and markets. Employees in organisations do not have a common set of core skills, they do tend towards being cogs manufactured for a specific purpose by a factory school system, and are largely self limiting, and expendable.

Better than a 59 second employee which reinforces the them and us conflict, "Do you mean business" puts the focus on developing and understanding self, improving communication skills, and from there developing a more collaborative organisation both internally with fellow employees and externally with the customer.

"Do you mean business" is the book with the common core skills to Adopt, Apply and Adapt. (sorry I changed the sequence, read the book to find the difference.)

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[N123.Ebook] Ebook Free Sons of Fenris (Warhammer 40,000: Space Wolf), by Lee Lightner

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Ragnar and the Wolfblade are sent to investigate reports of Chaos attacks on the planet Hyades. When the Space Wolves come up against a squad of Dark Angels, the situation quickly escalates out of control, as both Chapters call in reinforcements. Unless these two ancient rivals start working together, the forces of Chaos will surely triumph - can the heroic Ragnar save the day?

• Sales Rank: #1672872 in Books
• Brand: Warhammer 40,000 - Novels - Space Marines
• Published on: 2007-01-30
• Original language: English
• Number of items: 1
• Dimensions: 1.12" h x 4.13" w x 6.82" l, .40 pounds
• Binding: Mass Market Paperback
• 416 pages

Features

• Great product!

About the Author
Lee Lightner is the penname for two authors who live in Baltimore, USA. Lifelong friends, they are both avid Space Wolf fans.

Most helpful customer reviews

0 of 0 people found the following review helpful.
More like space ducks
By Pen Ten
If you 've read the first four novels, enjoyed them and you wanted more, skip this one entirelly.

Reading through the first pages I found myself annoyed by the author's writing but I said to myself "ok, it's a different author, it's his way of doing things" and kept on reading.

Then the clouds gathered. It seems that the author hasn't read any of the previous novels or/and he's completely unfamiliar with the W40K universe. How else can one explain the fact that the Space wolves (of all chapters) feel inadequate against chaos marines? There are supposed to be the baddest mfks in the galaxy, having destroyed scores of worlds, killed untold numbers of every living and undead life form out there, defied the Ecclessiarchy and the Inquisition, and succesfully faced chaos for millenia. Yet, the image presented here reminds of the young GI shouting "I won't go, I won't go" in the Apocalypse Now movie, before being kicked off the Huey.

And then, chapters calling for reinforcements to cleanse a planet from their half brothers? Yeah, there was beef between them chapters but killing other Space Marines in their line of duty? In order to retrieve an artifact? And... ok... let's pretend it's possible. How on Earth would the Dark Angels, the very first of the chapters ever formed, actually fear the SpaceWolves? Does the word "pride" ring any bells?

Last, the writing is sloppy - at best. You get the impression that the editor had to plug so many holes that the final result is patchy. It's more of a collection of events rather than a true story and you never have this feeling of strangeness and grandeur that the W40K universe is famous of.

Skip it altogether. There are dozens of really good black library novels out there.

4 of 4 people found the following review helpful.
This may be the worst book I've ever (started to) read
By Jason Jarvis
I won't take up too much time; the top review nails it. But I have to add a few comments.

First, this book contained the worst written paragraph I've ever read in a major release novel (i.e., anything not written by my five year old son). It said, paraphrasing:

"The men were concerned and the leader was also concerned. Their honor had been hurt by the flight from the Spacewolves. So the leader said to them that their duty was to their chapter and their honor as well. The men were satisfied, their honor restored."

I'm exaggerating, but not by much. The authors have apparently not read the other much better descriptions of Astartes. They have not thought through how improbable openly firing on fellow Astartes (who are not of Chaos) would be. Fine. They don't know the lexicon, I could still deal, but the writing was so atrocious I couldn't get past it. It was written not just for a 14-year old audience, but by 14-year olds. In fact, I would not be at all surprised to learn they are teenage authors. Good for them! Now go to college and take English classes to learn how to write.

I can count on one hand the number of books I've started and not finished. Winter's Heart by Robert Jordan. Temple of the Winds by Terry Goodkind. And now Sons of Fenris.

Please do not buy or even borrow this book. You will lose thousands of brain cells just holding it.

7 of 7 people found the following review helpful.
Not as good as the original but give it time
By B. A. James
I will cut Lee Lightner a little slack as this is the first Black Library novel by the author and William Kings first Ragnar book was not as good as the three following it. Lightners book has some plot points that deviated or contradicted the original books but still has some memorable moments. The series is set up for another novel after this one by the ending but it seems like the ending was to rushed and to big of a setup. Whether Lightner of King writes the next edition I believe they will do better. The book will continue the saga for you if you liked the last three but if you were only so/so with the last books this one may not be for you.

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