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A different classi cation of routing protocols is based on the instance at which the routes are set up Based on this there are two different categories namely: proactive and reactive In proactive routing protocols nodes typically try to create routes proactively before there is a need to route traf c from a speci c source to a speci c destination Nodes usually accomplish that by sending periodic routing updates In addition, routing updates are also sent whenever the topology changes Such updates ensure that nodes have up-to-date paths to other nodes Optimized link-state routing protocol (OLSR) is a good example of such protocols (see Section 45) Reactive protocols on the other hand set up routes between two nodes only when there is a need to send actual traf c between those two nodes Nodes using reactive routing

is equal almost surely to a deterministic multiplicative function close to the symmetric moving average:

+

|t s|(h(t) 2 ) |s|(h(t) 2 ) W (ds)

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Page 166 As part of this process, it is useful to develop an internal project team to manage the organizational changes, either as part of an ongoing quality assurance (QA) initiative, or separately, as a stand-alone committee We have found that appointing a project team to oversee the move to a customer-based approach is far more effective than simply layering this philosophy over ongoing operations An independent team has a more detailed mission and direct commitment to making such a change happen; on the other hand, without direct responsibility being given, it is too easy for initiatives such as this to fall through the cracks In our experience, when everyone is responsible for making a significant change occur, no one really is 2 Devoting the time necessary to perform an external analysis of our business focus in relation to customers Who are our customers Where can we best add value to our customer base What key operational features should be our competitive focus Four was devoted to the creation of the value chain for customers The value chain allows us to objectively analyze the activities of our potential customers, matching their needs with our specific strengths The more our firm is able to refine its message in how we specifically propose to provide value, the greater our ability to identify potential customers and create a compelling case for ourselves 3 Making contact with our customer base Who are the key informants we must draw information from among our major customers The list of key informants consists of those individuals knowledgeable enough and qualified to comment on the various activities of our organization and give their opinions as to the effectiveness of these activities Some of these individuals may be high-ranking members of the customer organizations and others are key project management personnel The key is to establish a reasonable list of stakeholder members of customer firms and attempt to develop a dialogue with as many different members as.

(645)

.

where the Brownian measure is given by: W (ds) =

(646)

This theorem calls for several comments First of all, when h(t) = 1 : 2 |t s|(h(t) 2 ) |s|(h(t) 2 ) is not clearly de ned, but the proof of the theorem shows that we must suppose: |t s|0 |s|0 = in (645) Now that we know that there is primarily only one MBM, we can state the local self-similarity associated with its multifractional function On this subject, let us remember theorem 17 of [BEN 97b], which nds its symmetric (match) in Proposition 5 of [PEL 96] PROPOSITION 63 A MBM of function h of H lderian class C r , with r > supt h(t), is locally self-similar to multifractional function h

642 Study of the regularity of the trajectories of the MBM This section will recall the results known about the trajectory regularities of the MBMs To carry out this study, both in [BEN 97b, PEL 96], a hypothesis of regularity is stated on the multifractional function h itself In this section, we assume that the following hypothesis is veri ed: HYPOTHESIS 64 Function h is H lderian of exponent r (noted h C r ) with: r > sup h(t)

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