Thesis (Ph. D.)--University of Texas at Austin, 2005. / Supervisor: J. Wesley Barnes. Vita. Includes bibliographical references.

Not available / text

Thesis (Ph.D.)--University of Nebraska-Lincoln, 2009. / Title from title screen (site viewed June 26, 2009). PDF text: 169 p. : ill. ; 3 Mb. UMI publication number: AAT 3350444. Includes bibliographical references. Also available in microfilm and microfiche formats.

The recent allocation and auctioning of the largest spectrum currently available has positioned Local Multipoint Distribution Service (LMDS) technology as a major contender in the race to provide broadband connectivity to customers. With the focus on solving the "Last Mile" problem, LMDS provides a significant reduction in both the time it takes for system deployment as well as the cost of the implementation. However, as with all emerging technologies, the lack of standardization and the risks involved in being the pioneer of an emerging market have resulted in a slower commercialization of such systems. The issues mentioned above served as the catalyst for this paper, to examine the factors that affect deployment strategies for an LMDS system in a rural commercial environment. In order to provide a better understanding of this technology, a review on the background issues in the areas of terrain, coverage/capacity, and networking will be presented. By evaluating these criteria, a strategy that can be employed to facilitate the implementation of LMDS systems is generated. Finally, the application of these methodologies will be demonstrated on a case study performed for a commercial environment in the county of South Boston, Virginia. Through evaluating the possible designs and the feasibility of the business case, it was determined that a point-to-multipoint system will best match the needs of the proposed location. / Master of Science

The entire thesis text is included in the research.pdf file; the official abstract appears in the short.pdf file; a non-technical public abstract appears in the public.pdf file. Title from PDF of title page (University of Missouri--Columbia, viewed on January 21, 2010). Thesis advisor: Dr. Glen Cameron. Includes bibliographical references.

Thesis--School of Advanced Airpower Studies, Maxwell Air Force Base, Ala., 1995-96. / Title from title screen (viewed Nov. 7, 2003). "June 1996." Includes bibliographical references.

Thesis (Ph. D.)--University of Oklahoma, 1996. / Includes bibliographical references.

The ushering in of the new democratic order in South Africa in 1994 brought with it far-reaching changes that impacted on the lives of every citizen. South Africa was faced with the task of translating the dreams of its citizens into reality. To do so, the state, through its various departments had to revisit it approach to service delivery. this led to the extensive restructuring processes that characterised the first decade of democratic rule in this country. The changes that occurred and are still occurring in education are remarkable and commendable. Post 1994, the Ministry of Education had to dismantle the apartheid structure and create a unified education system. During apartheid there were 19 Education Departments, which had to be amalgamated into one National Department, which is further divided into nine Provincial Education Departments (Hofmeyer, 2000:2). this was to create a more equitable system of financing in a context of the huge demand on the limited financial resources and to create a policy framework, which gave concrete expression to the values, which underpinned the post apartheid state. The first five years of reconstruction were dedicated towards the dismantling of apartheid, and the creation of structures and procedures. This included transfers of staff, offices, records, assets and more than ten million learners and educators into the new system without compromising service delivery. Educators are central to educational change, the policy on norms and standard for educators were introduced in 2000 (Robinson, 2003:19). This policy created the framework and procedures for the approval of teacher education programmes and outlined the kinds of qualifications that the Department of Education would consider for funding and for employment. The policy provides an outline of the knowledge, skills and values that are seen as the hallmarks of a professional and competent educator (Robinson, 2003:21 ). / (MBA) North-West University, Mafikeng Campus, 2006

Thesis (M.S. in Operations Research)--Naval Postgraduate School, March 2005. / Thesis Advisor(s): Gerald G. Brown. Includes bibliographical references (p. 49-50). Also available online.

Organizations typically have a reason for deciding to implement a particular business application, for example an Enterprise Resources Planning or a Human Resources management system. The reasons run the entire gamut from wanting to be the first (thus gaining a competitive edge) to playing catch-up (herd mentality perhaps) if everyone is deploying the solution. In between these extremes, there are organizations which take a technology agnostic view and thus set out to garner a good understanding of business challenges, opportunities, threats and risks to mitigate before seeking to deploy a particular solution. The objective of this study was to understand the business drivers and thought processes that the University of KwaZulu-Natal followed in selecting Microsoft SharePoint Server 2010 technology. It was also the objective of the study to understand the deployment model chosen as well as understanding the attendant corporate governance put in place as well as the usage patterns once operational. The study followed a qualitative research format primarily using case study as the research design. Qualitative research was chosen because it is amenable to the collection, analysis and interpretation of data that cannot be easily or meaningfully quantified and summarized in the form of numbers. The case study research design was chosen because it allows the researcher to focus on one instance of a ‘thing’ to be investigated which then becomes the subject of an in-depth study using interviews and observation as a primary tool for data generation. A major finding of the study was that the University of KwaZulu-Natal followed an organic bottom-up approach which typically starts by providing collaborative sites and, as users find values in these sites, the implementation grows organically over a period of time. Another major finding was the absence of a formal documented corporate governance model that would include a SharePoint Delivery Plan for the organization. Consequently, of the four colleges within the university, only one college uses SharePoint technology. The adoption rate at the cluster or support services level is also markedly low. / Thesis (M.Com.)-University of KwaZulu-Natal, Pietermaritzburg, 2013.