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hapter 4, Short-Term Utility Planning, addresses economic dispatch with a set portfolio of resources. 5 on long-term planning presents methods for constructing an optimal portfolio of power plants and transmission resources. In between these decisions are other issues that must be addressed: maintenance scheduling for both generation and transmission, use of energy-limited resources, and capacity contracting with other utilities. These issues constitute the realm of midterm planning. Although they affect short-term planning, they are outside the scope of short-term planning because these decisions are made long before the day-ahead schedule is set. Midterm planning is distinct from long-term planning because midterm planning addresses management of an existing portfolio, whereas longterm planning addresses the development of a future portfolio. Section 6.1 provides the informational requirements for setting midterm plans. Section 6.2 concludes the chapter with the formulation of an optimization problem that establishes a midterm plan. Two examples of midterm planning are also provided.

I decided to do my best to work around the provision for a while and, if unable, to publicly protest by resigning as chairman at the end of my rst year s term It came down to that Not much after my departure, bickering between the two exchanges began There were many causes, some of them substantive, some of them personality clashes On April 15, 1994, citing irreconcilable differences between the two exchanges, Pat Arbor, the new CBOT chairman, called it quits Under the headline CBOT Says Goodbye to Globex, the Chicago Tribune reported, Leaders of the Chicago Board of Trade said Friday that they have voted to end the exchange s af liation with Globex, the world s only automated after-hours futures trading network.

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As explained in the previous section, there is a surprisingly wide readership working directly with the GSM speci cations. It is not possible to satisfy the needs of all readers. For example, it would be nice if speci cations were always easy to understand without any prerequisites in education and knowledge. But on the other hand, speci cations should not contain unnecessary parts; in particular, they should not repeat or otherwise duplicate information; also, they should be precise, correct and complete. Unfortunately, these qualities are almost opposed to the goals of easy understanding. Quality of speci cations relates to:

6:3:6

7 There was a stream of angry accusations between the two exchanges as to who or what caused the rift, but regardless, four years of intensive labor beginning with our tripartite negotiations went out the window It was a very sad day I felt that the split represented a grave blow to the advancement of electronic trade and perhaps to Globex itself Although the CBOT announcement included an avowed intention to rejuvenate its own electronic system, Project A, I did not put great faith in it The CBOT s efforts with respect to electronic trading began in March 1989 when it introduced Aurora, an unsuccessful off-hours electronic replication of pit trading Aurora evolved into the rst Project A, a local area network begun in 1992 for after-hours trading in low-volume CBOT contracts.

The return value policy<manage new object> construct informs Python to hold the instance of the new Python Base object until the Python object is destroyed. Both pure virtual and virtual functions with default implementations can be handled by Boost.Python. However, this is one of the rare instances where we have to write some extra C++ code to achieve this. Let s start with pure virtual functions. Suppose we have the following base class:

In contrast, the RE/MAX long-term strategy of recruiting and developing top agents paid off. Its productivity per agent far exceeded the industry average and kept it at number one in terms of real estate sold, even as its momentum in agent recruitment continued to build. After 30 years of agent-by-agent growth, the shakeout in the real estate industry left RE/MAX exactly where it had always planned on being: as the number-one real estate brand. Gail Liniger said, I always thought it should have happened a lot sooner. But few outsiders could have imagined it happening as rapidly and dramatically as it did. Walk by your neighborhood hardware store or coffee shop, imagine what it would take to become a global corporation like Home Depot or Starbucks one day, and you might get a sense of the journey that RE/MAX managed.

This internal CBOT effort, valiantly led by Burt Gutterman, who, like me, believed in electronic trade, never did get much traction8 Not much later, LIFFE, which had been considering joining the Globex venture, declined, something I doubt it would have done if the CBOT was still aboard The Wall Street Journal report quoted some analysts as saying that LIFFE s decision was a death blow for Globex and would have serious implications for Reuters9 In a desperate attempt to save the JV, on April 22, 1994, I wrote an op-ed piece for the Chicago Tribune to gain the attention of the members of both exchanges Although accepted by the Tribune for publication, it.

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