interaction of knowledge sources

... Inc. opticalwaveutilizingthestimulatedemissioninamediumwherepopulation inversionisproducedbyexcitation.Thestateofthemediumwith populationinversioniscalledthelaser-activestate.Insemiconductor injectionlasers,populationinversionisrealizedthroughinjectionof minoritycarrierswithahighenergyinthevicinityofap–njunctionby supplyingaforwardcurrent.Althoughinthischapterthepossibilityof enhancementofopticalpowerbystimulatedphotonemissionwasshown basedonconsiderationofthestatesofanelectronandtheenergy eigenstatesoftheopticalfield,thisdiscussiondoesnotensurethepossibility ofenhancementofopticalamplitudeincludingthephase,i.e.,thecoherent amplificationofanopticalwave.Thepossibilityofcoherentamplification willbediscussedonthebasisofananalysisusingthedensitymatrixin Chap.3.Spontaneousemissionalsotakesplaceinparalleltothelaser action.Itaffectssignificantlythelaserperformances;e.g.,itgivesrisetothe laseroscillationthresholdandthequantumnoiseintheoutputlight. REFERENCES 1.W.Heitler,TheQuantumTheoryofRadiation,OxfordUniversityPress, Oxford(1954). 2.A.Yariv,QuantumElectronics,JohnWiley,NewYork(1967). 3.L.I.Schiff,QuantumMechanics,McGraw-Hill,NewYork(1968). 4.Y.Fujii,OpticalandQuantumElectronics(inJapanese),Kyoritsu,Tokyo(1978). 5.M.SargentIII,M.O.Scully,andW.E.Lamb,Jr,LaserPhysics,Addison- Wesley,Reading,MA(1974). 6.D.Marcuse,PrinciplesofQuantumElectronics,AcademicPress,NewYork (1980). 7.K.Shimoda,IntroductiontoLaserPhysics(inJapanese),Iwanami,Tokyo (1983). 8.P.MeystreandM.SargentIII,ElementsofQuantumOptics,Springer, Berlin(1991). 9.T.Suhara,QuantumElectronics(inJapanese),Ohmsha,Tokyo(1993). 36Chapter2 Copyright ... Hamiltonians of the electron, of the field energy, and of the interaction energy, respectively, and H 0 describes a Hamiltonian for total energy under an assumption that there is no interaction. ... emission of a photon of a mode of frequency ! m ¼ðE i  E f Þ=hh takes place. If the electron is initially in the lower energy level E i (E i < E f ), incidence of an optical wave of frequency ! m ¼ðE f ...

... no ``additive effect'' of the amount of hydrogen and the amount of oxygen on plant growth; the effects are entirely a function of the amount of the 12 3Interaction of class and gender Rather, ... unpaid domestic labor of women raises the rate of pro®t by lowering the costs of reproducing labor power (since part of the consumption of workers takes the form of unpaid services of house- wives). ... probabilities of women becoming managers. In each of these instances, the distribu- tion of power and resources within gender relations affects the likelihood of men and women occupying certain kinds of...

... 3–2. Overlap of Process Groups in a Phase N OTES 2 The Project Management Body of Knowledge (PMBOK) is an inclusive term that de- scribes the sum of knowledge within the profession of project management. ... substance of A Guide to the Project Management Body of Knowledge, please feel free to send comments on typographical, formatting, or other errors. Simply make a copy of the relevant page of the ... members are often collocated. Most of the organization’s resources are involved in project work, and project managers have a great deal of independence and authority. Projectized organizations often have...

... project management team has full knowledge of the PMBOK ® Guide and is conversant in the knowledge of the Project Management Body of Knowledge and the other four areas of management to effectively ... shows the common areas of expertise needed by the project team. The PMBOK ® Guide is, therefore, a subset of the larger Project Management Body of Knowledge. The knowledge of project management ... management team understand and use knowledge and skills from at least five areas of expertise: • The Project Management Body of Knowledge • Application area knowledge, standards, and regulations...

... Figure 3-4. High Level Summary of Process Groups’ Interactions Chapter 3 − Project Management Processes for a Project A Guide to the Project Management Body of Knowledge (PMBOK ® Guide) Third ... all of the processes will be needed on all projects, not all of the interactions will apply to all projects or project phases. For example: • Projects that are dependent upon unique resources ... Management Body of Knowledge (PMBOK ® Guide) Third Edition 40 2004 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA The integrative nature of the Process...

... explained in Figure III-1 and depict three types of information: 1. Knowledge Area processes, their interaction with other processes within the Knowledge Area, and their outputs to Chapter 4 ... feedback loops among the specific Knowledge Area processes or with processes external to the Knowledge Area. The iterative nature of most projects makes the permutations of the process flows and feedback ... part of this procedure. Early termination of a contract is a special case of contract closure that could involve, for example, the inability to deliver the product, a budget overrun, or lack of...

... quantity of resources and the amount of time those resources are applied to complete the work of the project is a major part of determining the project cost. Schedule activity resources and ... schedule activity’s scope of work can be in physical terms, such as linear feet of pipe to be installed, designated placement of concrete, number of drawings, lines of computer program code, ... an approximation of the costs of the resources needed to complete each schedule activity. In approximating costs, the estimator considers the possible causes of variation of the cost estimates,...

... part of a population of interest for inspection (for example, selecting ten engineering drawings at random from a list of seventy- five). Appropriate sampling can often reduce the cost of quality ... example of project use of control charts is determining whether cost variances or schedule variances are outside of acceptable limits (for example, +/- 10 percent). An example of product use of ... regardless of the nature of their product, product quality measures and techniques are specific to the particular type of product produced by the project. For example, quality management of software...

... completion of the construction phase. Another example is a project management plan that assumes a staff size of ten, but there are only six resources available. The lack of resources could ... tolerance of the project constraints of cost, schedule, scope, and quality. Definitions of the levels of probability and impact, and expert interviewing, can help to correct biases that are often ... criticality of risk-related actions may magnify the importance of a risk. An evaluation of the quality of the available information on project risks also helps understand the assessment of the risk’s...

... project management body of knowledge. Appendix B − Evolution of PMI’s A Guide to the Project Management Body of Knowledge A Guide to the Project Management Body of Knowledge (PMBOK ® Guide) ... Appendix E Additional Sources of Information on Project Management Appendix F Summary of Project Management Knowledge Areas A Guide to the Project Management Body of Knowledge (PMBOK ® Guide) ... body of knowledge. The 1987 document defined the project management body of knowledge as “all those topics, subject areas and intellectual processes which are involved in the application of sound...

... Journal of Software Engineering and Knowledge Engineering Vol. 12, No. 4 (2002) 391–414 c  World Scientific Publishing Company A SURVEY OF CASE STUDIES OF THE USE OF KNOWLEDGE MANAGEMENT IN SOFTWARE ... work is left to do on a software module. September 24, 2002 14:26 WSPC/117-ijseke 00096 Use of Knowledge Management in Software Engineering 409 Table 2. A list of effects of knowledge management in ... productivity and quality of the developed software. The out- come of several of these improvement initiatives was summed up in an article in Communications of the ACM [10]. Claims of “order of magnitude”...

... members are often collocated. Most of the organization’s resources are involved in project work, and project managers have a great deal of independence and authority. Projectized organizations often have ... (e.g., Monte Car- lo analysis of schedule risk). Most project planning methodologies make use of a combination of “hard” tools such as project management software and “soft” tools such as facilitated ... phases, are part of a generally se- quential logic designed to ensure proper definition of the product of the project. The conclusion of a project phase is generally marked by a review of both key...