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Similarly, we have the following theorem on the throughput optimality of MMW scheduling. Theorem 11.4 (Throughput Optimality of MMW) The MMW scheduling policy as de ned in De nition 11.5 is throughput-optimal; speci cally, if there exists any scheduling rule that makes all user queues stable, then the MMW rule also makes all user queues stable. Proof Please see Reference 77. Exponential Scheduler (EXP). Besides the MW and MMW scheduling, we shall illustrate that the exponential scheduling rule is also throughput-optimal. De nition 11.6 (Exponential Scheduler) For xed ak = Q(0),4 let j(Q(t)) = [ea1Q1(t), . . . , eaKQK(t)] and j(Qi(t)) = eaiQi(t). At any time t, the exponential scheduler selects the user(s) with the largest j(Q(t)) r(t), where Q(t) = [Q1(t), . . . , QK(t)] is the vector of queue lengths (number of untransmitted bits at time t) of K users and r(t) = [r1(t), . . . , rK(t)] is the vector of data rate within the instantaneous feasible capacity region C(t) in the underlying multiuser physical layer

This chapter of CIO Best Practices is about Strategic IT Finance. This section begins to discuss the role that Strategic IT Finance plays within IT. Without a strategic framework for IT and IT Finance, no part of IT can play a harmonious strategic role. Strategic alignment lies at the heart of the issues preventing IT maturity and growth. A strategy that provides practical implementation and thoughtful guidelines, allows IT to overcome matrix organizational reporting, and supplies effective communication across IT and to IT s business partners, gives senior management the necessary resources to support the transformational development of IT. Strategic Performance Management (SPM) pulls all the parts together into a two-pronged approach that simultaneously enables IT to (1) engineer internal maturity and (2) play new application symphonies for the business. This SPM model follows a Balanced Scorecard approach to manage the two-pronged approach and measure the results. The two prongs enable IT to connect new business applications to IT processes with a Top-Down strategy and build internal engineering and processes simultaneously following the SAS model stages of IT readiness. The Top-Down prong concentrates on defining, implementing, and measuring the IT-enabled value of new business applications. Or, putting it another way, the Top-Down prong focuses on capital expenditures. The Bottom-Up prong deals solely with applications already implemented. Most companies would consider this to be expense. In a nutshell, the mixed messages that prompt IT organizations to work beyond their current level of maturity are encapsulated in capital investment versus expense. IT Finance guides both prongs.

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max j (Q(t)) r(t )

where denotes vector dot product. Theorem 11.5 (Throughput Optimality of EXP Scheduler) At any timeslot t, the EXP scheduler choosing the rate vector r C(t) that optimizes j(Q(t)) r is throughput-optimal. Proof Please Refer to Appendix 11D.

Living in a socially connected world, I nd myself beholden to more people than I can say and many more who have no idea how much they helped me. But I am pleased to list a few who have been in uential, inspirational, informative, and supportive, whether they knew it or not. My thanks to: Akin Arikan, Anil Batra, Shanee Ben-Zur, Susan Bratton, Vicky Brock, Chris Brogan, Joseph Carrabis, Pete Cashmore, Larry Chase, Barbara Coll, Alistair Croll, Ren Dechamps e Otamendi, Laura Lee Dooley, Rick Eagle, Bryan Eisenberg, Steve Ennen, Ashley Friedlein, Mark Gibbs, Seth Godin, Mike Grehan, Andrea Hadley, Josh Hallett, St phane Hamel, e Shel Israel, Mitch Joel, Beth Kanter, Avinash Kaushik, Vida Killian, Matthew Lange, Alex Langshur, Charlene Li, June Li, Rebecca Lieb, Dylan Lewis, Neil Mason, Jodi McDermott, John McKean, Lisa Morgan, Dennis Mortensen, Jim Novo, Jeremiah Owyang, Katie Paine, Bob Page, Eric Peterson, Sean Power, Jack Powers, David Rhee, Howard Rheingold, Robert Scoble, David Meerman Scott, Rachel Scotto, Peter Shankman, Philip Sheldrake, Crispin Sheraden, Rand Schulman, Marshall Sponder, Karl Sterne, Suresh Vittal, Daniel Waisberg, and Ed Wu.

11.5 CROSS-LAYER SCHEDULER DESIGN FOR DELAY MINIMIZATION In the last section, we focused on the characterization and cross-layer scheduler design for system stability. While system stability is important for systems with nite buffer size, we would also like to minimize the average length of

Balanced Scorecards use four perspectives in the top or executive scorecard (see 5 for a detailed discussion of using the Balanced Scorecard for IT performance management) Each perspective contains initiatives that drive the two-pronged IT Finance strategy in Exhibit 41 The format of the perspectives neatly corresponds to the IT world and, for IT Finance, outlines the role that Finance plays in orchestrating business strategy Exhibit 42 shows the four perspectives and corresponding initiatives for an IT organization The perspectives are divided into those that face the external environment to follow investment and customers and those that face internally into IT operations and concentrate on expense management Customer Performance Optimization provides the strategic performance guidance that allows the IT organization to align with its customers.

The symbol denotes Q asymptotically equal; speci cally, f(x) = Q(g(x)) means f(x) = cg(x) for some constant c.

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