Observation of hard scattering in photoproduction events with a large rapidity gap at HERA

Events with a large rapidity gap and total transverse energy greater than 5 GeV have been observed in quasi-real photoproduction at HERA with the ZEUS detector. The distribution of these events as a function of the $\gamma p$ centre of mass energy is consistent with diffractive scattering. For total transverse energies above 12 GeV, the hadronic final states show predominantly a two-jet structure with each jet having a transverse energy greater than 4 GeV. For the two-jet events, little energy flow is found outside the jets. This observation is consistent with the hard scattering of a quasi-real photon with a colourless object in the proton.Comment: 19 pages, latex, 4 figures appended as uuencoded fil

Measurement of Charged and Neutral Current e-p Deep Inelastic Scattering Cross Sections at High Q2

Deep inelastic e-p scattering has been studied in both the charged current (CC) and neutral current (NC) reactions at momentum transfers squared Q(2) above 400 GeV2 using the ZEUS detector at the HERA ep collider. The CC and NC total cross sections, the NC to CC cross section ratio, and the differential cross sections d sigma/dQ(2) are presented. From the Q(2) dependence of the CC cross section, the mass term in the CC propagator is determined to be M(W) = 76 +/- 16 +/- 13 GeV

An integrated approach to strategic asset management

This chapter focuses on identifying and analysing the elements of Strategic Management for infrastructure and engineering assets and asks: what are the considerations and implications for adopting and implementing an integrated strategic asset management framework? We contend that corporate governance, policy, objectives and strategy as well as interagency collaboration should be considered as elements in a ‘staged approach’ to understanding how assets are managed within organisations. This will allow for a more comprehensive framework for engineering asset management that considers social and contextual elements. Asset governance details the policies and processes needed to acquire, utilise, maintain and account for an organisation’s assets. It stems from corporate governance principles and defines the management context in which engineering asset management is implemented. This will be examined to determine the appropriate relationship between organisational strategic management and strategic asset management to further the theoretical engagement with the maturity of strategy, policy and governance for infrastructure and engineered assets. The chapter draws on a document analysis of corporate reports and policy recommendations in terms of infrastructure and engineered assets. The chapter concludes that incorporating an integrated asset management framework can promote a more robust conceptualisation of public assets and how they combine to provide a comprehensive system of service outcomes

Integrated strategic asset management: frameworks and dimensions

Comprehensive asset management should be embedded in organisations through the temporal, organisational and spatial dimensions. We examine how an integrated approach to asset management might consider the whole range of interrelations and interactions of these dimensions. Asset management should take into account the operational and the strategic management of the asset (time dimension) as well as organisational, technology and information and human factors management (organisational dimension). Furthermore, the inclusion of management topics arising from interaction between assets, stakeholders and clients, ecological environments, industry, and government is critical (spatial dimension). We argue that a strategic standpoint for asset management establishes a framework that includes governance, policy, tactical and operational aspects that are brought into a comprehensive integrated approach. Prior frameworks have identified the various elements that need to be considered. However, they have not addressed their operationalisation and neglected governance and broader contextual factors in building an asset management model. We present an integrated asset management approach to developing a capability maturity model which addresses all three outlined dimensions. To do so it is necessary to define asset management process areas, capability and maturity levels, and capability and maturity indicators for each process area