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These seven functions are shown in an IDEF0 diagram in Figure 6.3. This diagram is taken from the IDEF0 model of the process for engineering a system in Appendix B. To de ne this process fully, the rst three functions must be de ned in meaningful terms to justify their presence and provide explicit inputs to the fourth function. The last three functions are important but follow-on from the development of the StkhldrsRD. The resource that performs these functions is the systems engineering team; this resource is not shown in Figure 6.3 to improve the readability of the IDEF0 diagram. The operational concept is prepared from the perspective of the stakeholders of the system and describes how these stakeholders expect the system to t into their world that contains a number of external systems and has a certain context. The objectives of each stakeholder group are suggested here. The operational concept de nes the system and external systems in very general terms (often as a block diagram) and establishes a use case diagram and the

. . . the 21st century health-care system requires that ( health-service psychologists) have competencies in informatics, interdisciplinary collaboration, quality improvement methods, and evidence-based practice (2003, p. 57). In some cases there is a challenge of where such courses would fit into already demanding course loads. Some professions curriculum architects consider EBPs are already residing within their programs. For example, graduate clinical psychology training may actually have a bit of an advantage in that the American Psychological Association already requires that accredited programs should enable their students to understand the value of science for the practice of psychology and the value of practice for the science of psychology (and that) recognizing that the value of science . . . requires attention to the empirical basis for all methods involved in psychological practice (Belar, 2003, p. 57). It would seem that a wise hybrid may include both an integration of the current level of knowledge as to empirically supported methods of treating a particular condition at that point in time (as knowledge and evidence will likely grow, and possibly vary over time), along with the tools of knowing how to evaluate the quality of future developments as they become known in one s professional practice (i.e., assessing quality of the literature and findings, knowing how to critically separate the wheat from the chaff as it were). E. O. Wilson s conceptualization of the concept of consilience may be a helpful model in consideration of integrating empirically based clinical findings with client-expressed needs/wants, sociocultural context, and so forth.

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18,728 4,974 867 1,027 25,594 38,182 3,148 3,300 2,795 47,536 24,800 19,400 3,337 46,638 73,727 12,067 42,557 5,700 1,023 134,671 31,620 10,224 41,844 296,283 238,790 153,600

Younis et al. (2008) studied operation range assignment for both sensor nodes and actuator nodes in WSANs. A WSAN is randomly deployed in the eld. It assumes that each node, either sensor or actuator, has k different operational ranges, where sensing range of sensors and acting range of actuators are referred

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Top professionals in any field generally have their pick of which opportunities they pursue and are attracted to positions with well-defined paths that will reward them consistently and objectively. They want to perform and to be recognized for their achievement by their firm. They also know that firms that have taken the trouble to provide clear career tracks to their professionals will attract other A players and are likely to be well managed in other critical areas, such as sales and operations. Because planning in these areas is of indirect (and often delayed) benefit to the firm, it is an often-neglected area of focus for professional services providers. As firms grow from small and mid-size to encompass dozens or hundreds of professionals, the management of the staff becomes exponentially more difficult. Defined career tracks, compensation, and development plans can reduce the overall human resources effort required to be effective. Instead of every case being handled as a one-off proposition, with the attendant spaghetti-tangle of disparate compensation, bonus, and promotion decisions, decisions can be made according to predetermined policies and practices within the firm. These policies and practices remove the immense burden of case-by-case decision making from firm management and send a reassuring message of consistency, predictability, and reliability to the staff. Additionally, properly constructed training programs can enhance the productivity, expertise, and capability of the professional staff. Wellexecuted professional development programs can reduce costs for services firms by allowing lower cost staff to perform higher level functions sooner in their career. A company that has thoroughly thought through its compensation, career track, and professional development approach will attract and retain the best professionals and find itself executing most efficiently in a difficult-to-manage internal area.

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