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though there is no inherent technical reason why standard protocols such as SNMP cannot be used for con guration, the use of SNMP in the past has mainly been in the area of fault and performance reporting. It is easy to understand why; the trivial security mechanisms supported by SNMPv1 [Case et al., 1990] meant that SNMP could not be used for network con guration, since the prospect of unwanted intruders recon guring a network was something that no network operator would want to risk. Fault and performance monitoring is fundamentally different from con guration because the former two activities (fault and performance monitoring) involve read operations on the concerned network elements, whereas the latter (con guration) involves writing to network elements. Even though it is certainly undesirable to have intruders monitor the status of an operator s network, the effects of such intrusion is generally nowhere as disastrous as an intruder breaking into a network and recon guring it at will. Thus network equipment vendors have by and large implemented proprietary con guration interfaces to their equipment for example, proprietary CLI (Command-Line Interface), proprietary CORBA interfaces, and so on. With the standardization of robust security mechanisms in SNMPv3 [Case et al., 1999], however, SNMP was viewed as being suitable for use as a con guration protocol. With this in mind, the Con guration management with SNMP (snmpconf) working group in the IETF was chartered to document the most effective methods of using SNMP for con guration management and is described next. 6.3.3 SNMPconf

To process an employee s paycheck correctly, the payroll department must calculate and deduct the appropriate federal income tax Payroll systems are designed to take an employee s marital status and number of allowances into account to determine the proper taxation The employee gives this information to payroll on the Form W-4, Employee s Withholding Allowance Certi cate Because this form is vital to processing the employee s paycheck correctly, it is important to make sure the form is processed ef ciently and properly (a) Receiving the Form from the Employee The payroll department must have a Form W-4 on le for every employee it pays A Form W-4 could be a part of the new hire packet in order to expedite the process The form should be lled out in time to process it with the rst payroll for the new employee.

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2 looks at the problem of pricing more than one service, when the services are substitutes and both subject to congestion An important notion, described in Section 94, is the realization of a congestion price as a sample path shadow price Finally, in Section 95 we present a general model for congestion pricing 91 De ning a congestion price.

(4.80)

However, the IRS has made allowances if the form is not received in time If the payroll department does not have an employee s valid Form W-4 on le, the marital status of Single with zero (or no) allowances must be used until the form is received Once the rst form has been processed, it remains in effect until the employee submits a new form The form does not expire unless the employee claims exempt on the form Exempt forms expire each year and a new form must be submitted by the employee.

It has been picked up by many other authors (e.g., Hillson, 2002b). However, full consideration of the implications of uncertainty management demands a risk ef ciency perspective and a related simplicity ef ciency approach to analysis, which Hillson does not adopt. If the reader wishes to embed the SHAMPU phase structure of Table 4.1 and the ideas developed in the rest of this book in a process de ned by the PRAM Guide, three things need attention: 1. Expand the de ne phase scope to embrace the six W s and the PLC, integrating cash ow and multiple criteria models. Make associated adjustments to all following phases. 2. Adopt the risk ef ciency concept and the associated primary de nition of risk (as outlined in 3) and use these changes to fully embrace the management of good luck as well as bad luck. Embed the wider scope this gives risk management in all the phases, driven by a search for risk ef ciency and simplicity ef ciency in an evaluate phase that is served by all preceding phases. 3. Associate this use of the evaluate phase and all preceding phases with the PRAM Guide s chapter 2 concept of planning risk responses, distinguish this from the PRAM Guide s chapter 3 concept of the planning phase, and revise the manage phase to re ect the rolling nature of detailed action plans developed in 13 of this book.

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