- Títol: Sistemes autònoms de baix cost de suport a projectes educatius i de salut. Data de lectura: 12/07/2017. Estudiant: Sánchez Fuster, Albert
- Títol: Economía Social para la sostenibilidad: una visión desde las TIC. Data de lectura: 10/07/2017 Estudiant: Landívar Cordero, Joaquín Mateo
- Títol: Plataforma web per a la gestió de projectes a Bilwi (Nicaragua) Data de lectura: 25/05/2017 Estudiant: Echevarria Garuz, Laura
- Títol: Suport TIC en centres de salut en zones rurals i aïllades. Data de lectura: 25/05/2017. Estudiant: Bonet Armengol, Arnau
- Títol: Hypoglycemia ergonomic detection. Data de lectura: 23/01/2017 Estudiant: López Esquembri, Javier
- Títol: Estudio de Implementación de las TIC para una Movilidad Sostenible de la Ciudad de Cuenca – Ecuador Data de lectura: 13/10/2016 Estudiant: Bernal Cedillo, Carlos Andrés
- Títol: Educació mitjançant les TIC a zones rurals Data de lectura: 13/07/2016 Estudiant: Muxella Jumilla, Gisela
- Títol: Diseño e implementación de una aplicación Android para comunicaciones inmediatas de voz en entornos de emergencias Data de lectura: 04/07/2016 Estudiant: Ibañez Galera, Judith
- Títol: Desenvolupament d'una xarxa Mesh per donar cobertura de serveis IP en entorns sense infraestructura. Data de lectura: 16/06/2016 Estudiant: Alemany Viader, Míriam
- Títol: Propuesta y aplicación de un modelo de análisis y evaluación sobre programas de telemedicina en países en desarrollo: el caso del Programa Salud 2.0 en Camerún. Data de lectura: 04/02/2015. Estudiant: Berdun, Jesús.
- Títol: Wireless communication system design for refugee camps and conflicto áreas. Data de lectura: 22/07/2014. Estudiant: Antó Espelta, Ismael
- Títol: Soluciones TIC para la creación de sistemas de seguimiento de historiales clínicos en campos de refugiados. Data de lectura: 22/07/2014 Estudiant: Baeza Rojo, Irene
- Títol: Situación e Impacto de los Residuos de Aparatos Eléctricos y Electrónicos (RAEE). Caso de Estudio: los Ordenadores. Estudiant: Permanyer Martinez, Olga
Es mostren els missatges amb l'etiqueta de comentaris TFG. Mostrar tots els missatges
Es mostren els missatges amb l'etiqueta de comentaris TFG. Mostrar tots els missatges
TFGs i TFMs
DHIS2 Mobile
https://www.dhis2.org/mobile
Browser based mobile client
In contexts where mobile data coverage is good and health workers already have phones, using the mobile browser DHIS2 interface may be an important complement to other clients. Cheap, low end mobile phone support browser-based data entry through a simple mobile interface optimized for small screen sizes. You may also consider using a more advanced user interface customized for Android smart phones. The Android smart phone interface also supports offline data entry using HTML5.
The mobile browser interfaces are also great complements for users who ordinarily use the web based data entry, but for some reason need to enter data while on the move. Because the browser is available in many existing handsets and require little extra setup, we typically recommend including basic training in how to access the system using the mobile browser when training staff at any level. Despite the large handset support for browser-based solutions, many projects still prefer limiting the handset base to a well-tested and controlled group of phones, to limit the support and training costs. The costs for the phones is often only a very small part of the rollout of the system, and spending a bit more on phones may give many advantages to future enhancements and evolution of the service.
Browser based mobile client
In contexts where mobile data coverage is good and health workers already have phones, using the mobile browser DHIS2 interface may be an important complement to other clients. Cheap, low end mobile phone support browser-based data entry through a simple mobile interface optimized for small screen sizes. You may also consider using a more advanced user interface customized for Android smart phones. The Android smart phone interface also supports offline data entry using HTML5.
The mobile browser interfaces are also great complements for users who ordinarily use the web based data entry, but for some reason need to enter data while on the move. Because the browser is available in many existing handsets and require little extra setup, we typically recommend including basic training in how to access the system using the mobile browser when training staff at any level. Despite the large handset support for browser-based solutions, many projects still prefer limiting the handset base to a well-tested and controlled group of phones, to limit the support and training costs. The costs for the phones is often only a very small part of the rollout of the system, and spending a bit more on phones may give many advantages to future enhancements and evolution of the service.
DHIS2
https://www.dhis2.org/
Data management and analytics
DHIS 2 lets you manage aggregate data with a flexible data model which has been field-tested for more than 15 years. Everything can be configured through the user interface: You can set up data elements data entry forms, validation rules, indicators and reports in order to create a fully-fledged system for data management. DHIS 2 has advanced features for data visualization, like GIS, charts, pivot tables and dashboards which lets you explore and bring meaning to your data.
Individual data records
DHIS 2 enables you to collect, manage and analyse transactional, case-based data records. It lets you store information about individuals and track these persons over time using a flexible set of identifiers. As an example, you can use DHIS 2 to collect and share essential clinical health data records across multiple health facilities. Individuals can be enrolled for longitudinal programs with several stages. You can configure SMS reminders, track missed appointments, generate visit schedules and much more.
Data management and analytics
DHIS 2 lets you manage aggregate data with a flexible data model which has been field-tested for more than 15 years. Everything can be configured through the user interface: You can set up data elements data entry forms, validation rules, indicators and reports in order to create a fully-fledged system for data management. DHIS 2 has advanced features for data visualization, like GIS, charts, pivot tables and dashboards which lets you explore and bring meaning to your data.
Individual data records
DHIS 2 enables you to collect, manage and analyse transactional, case-based data records. It lets you store information about individuals and track these persons over time using a flexible set of identifiers. As an example, you can use DHIS 2 to collect and share essential clinical health data records across multiple health facilities. Individuals can be enrolled for longitudinal programs with several stages. You can configure SMS reminders, track missed appointments, generate visit schedules and much more.
DHARMA
http://www.dharma.ai
For example:
EHR-LIGHT
Electronic health records systems can be challenging at best, especially for small facilities without existing enterprise-level systems. But no matter the location or level of connectivity, Dharma allows providers to create a HIPAA-compliant, lightweight cloud-based system that includes individual patient records, tracked over time, and requires no fancy network installation or server configuration. Healthcare workers can both enroll patients and manage their files, even from mobile devices; administrators can analyze aggregate data and view population trends. You can even create forms in one language and deploy them in another, so no matter where your hospitals are based, clinicians and administrators both have access to the data they need to make decisions.
Quick and easy setup means that a records system can be set up by anyone – no need for contractors or IT specialists.
Intuitive collection and management makes it easy for busy healthcare providers to enter accurate information (and busy administrators to track it).
Robust results dashboard provides actionable, real-time analytics for clinical teams, management, and third parties.
HEALTH FACILITY SURVEILLANCE
Today’s healthcare networks rely on information from their hospitals and clinics to ensure that they’re providing high-quality care to the people they serve. But collecting data on population demographics, treatments provided, and outcomes across a region can be a challenge – especially when different types of facilities are involved. With Dharma, it’s easy to monitor hospitals, clinics, and mobile healthcare centers, whether they’re around the corner or around the globe.
View data changes in a population over time for any question, customized by day, week, or month.
Cross-comparisons make it easy to quickly identify trends.
Staff management enables you to track healthcare providers’ ability to collect data down to the individual level.
For example:
EHR-LIGHT
Electronic health records systems can be challenging at best, especially for small facilities without existing enterprise-level systems. But no matter the location or level of connectivity, Dharma allows providers to create a HIPAA-compliant, lightweight cloud-based system that includes individual patient records, tracked over time, and requires no fancy network installation or server configuration. Healthcare workers can both enroll patients and manage their files, even from mobile devices; administrators can analyze aggregate data and view population trends. You can even create forms in one language and deploy them in another, so no matter where your hospitals are based, clinicians and administrators both have access to the data they need to make decisions.
Quick and easy setup means that a records system can be set up by anyone – no need for contractors or IT specialists.
Intuitive collection and management makes it easy for busy healthcare providers to enter accurate information (and busy administrators to track it).
Robust results dashboard provides actionable, real-time analytics for clinical teams, management, and third parties.
HEALTH FACILITY SURVEILLANCE
Today’s healthcare networks rely on information from their hospitals and clinics to ensure that they’re providing high-quality care to the people they serve. But collecting data on population demographics, treatments provided, and outcomes across a region can be a challenge – especially when different types of facilities are involved. With Dharma, it’s easy to monitor hospitals, clinics, and mobile healthcare centers, whether they’re around the corner or around the globe.
View data changes in a population over time for any question, customized by day, week, or month.
Cross-comparisons make it easy to quickly identify trends.
Staff management enables you to track healthcare providers’ ability to collect data down to the individual level.
How To Measure Social Impact: New Research And Insights
https://www.forbes.com/sites/rahimkanani/2014/03/15/how-to-measure-social-impact-new-research-and-insights/#5c0d628f2336
In an interview with Marc J. Epstein, coauthor of the new book titled Measuring and Improving Social Impacts: A Guide for Nonprofits, Companies, and Impact Investors, we discussed the origins of the book, the role of data collection and analysis in measuring impact, contribution versus attribution, and much more.
Marc J. Epstein is Distinguished Research Professor of Management at Jones Graduate School of Business at Rice University in Houston, Texas. Prior to joining Rice, Dr. Epstein was a professor at Stanford Business School, Harvard Business School, and INSEAD (European Institute of Business Administration). In both academic research and managerial practice, Dr. Epstein is considered one of the global leaders in the areas of innovation, sustainability, governance, performance measurement and accountability in both corporations and not-for-profit organizations.
Kristi Yuthas, coauthor of Measuring and Improving Social Impacts, is Swigert Endowed Chair at the Portland State University School of Business Administration, and has worked with companies and nonprofits around the world. She has over 100 presentations and publications in sustainability, ethics, and the use of business tools to address social issues.
Rahim Kanani: Tell me a little bit about your approach to writing this book, and why the idea of measurement took center stage.
Marc J. Epstein: There is an increased interest among both donors (to nonprofits) and investors (to for-profit social enterprises) for greater accountability for the money intended to be used for social purposes. Also, large amounts of new money is flowing into the sector as business leaders have earned large sums from their activities and want to give back to society. But these donors and investors also want the accountability and performance excellence that they expect in the for-profit world. And they want evidence that they’re making a difference. These leaders want more clarity on the objectives, the paths to success, and measures of success. They know that without clear performance measures organizations usually cannot determine whether they have succeeded or failed.
Therefore, there needs to be more focus on what is important for achieving social impacts. This includes a clear definition of what success would look like, a carefully articulated path of how success will be achieved, and a specification of the measures that will be used to measure whether success has been achieved. These social challenges are so large that we must do whatever is possible to improve the social impacts of the financial and human resources being invested.
Kanani: Today, there is clearly a strong focus in the social sector on measuring and improving results, often in the context of big data and analytical tools to assess performance. But how does all of this translate or apply to social impact?
Epstein: Big data analytics is often not very relevant to determining the social impact of most social purpose organizations because the scope of work is usually small and local. It is sometimes used in fundraising in large organizations which is too often consuming more focus than the primary purpose of the organization which is to provide greater social impact.
The need for better clarity on mission and the proper data to collect is one of the biggest challenges. And where appropriate, big data can be useful. Many organizations have few measurements in place and rely on anecdotes for their evidence and for their reporting to the public and their various stakeholders. An increasing number of nonprofits have developed measures of the outputs of their organizational activities. But we know that measuring outputs is not the same as measuring success on the goal of increasing social impacts.
The goals should not typically be about measuring numbers of children in school (outputs) but rather how many are better educated and better able to achieve a set of life goals possibly including employability (impacts). This should not be about collecting more data but rather about collecting and properly analyzing the data that matters and is more relevant to the project’s or organization’s objectives.
Organizations need to be more focused on what data should be collected and only collect that data that will aid in the decision making and reporting of impacts rather than collecting large amounts of data that will not be useful for improving the organizational impacts.
Kanani: In the book you talk about linking action to impact. What should nonprofit organizations do to better understand how their own programs are in fact responsible for the impact they’re seeing on the ground, or not seeing on the ground?
Epstein: One of the biggest deficiencies we observed in the large number of visits and interviews we did for this book throughout the world is the lack of clarity and rigor around specific project or organizational goals. Without a clear articulation of what an organization is trying to achieve, measuring success and impact is quite challenging.
If an organization is unclear or does not communicate clarity on what they specifically want to achieve, it will be more difficult to measure whether their activities or other factors caused changes. So the clarity is critical for both achieving and measuring success. Once they have clarity on objectives, they can focus on whether the sequence of activities they plan to perform can logically be expected to create the desired impacts.
Kanani: From small nonprofits to billion-dollar nonprofits, the range of experience, expertise and resources are vastly different, so what advice would you give smaller organizations who are eager to better understand the impact of their efforts and how to improve their work in the context of their limitations?
Epstein: All organizations, large and small, should devote a few hours with their senior management team brainstorming about goals and activities and then developing a clear logic model that carefully defines their inputs (resources and constraints), processes (organizational activities), outputs (results), outcomes (intermediate effects), and impacts (progress on social issue).
In an interview with Marc J. Epstein, coauthor of the new book titled Measuring and Improving Social Impacts: A Guide for Nonprofits, Companies, and Impact Investors, we discussed the origins of the book, the role of data collection and analysis in measuring impact, contribution versus attribution, and much more.
Marc J. Epstein is Distinguished Research Professor of Management at Jones Graduate School of Business at Rice University in Houston, Texas. Prior to joining Rice, Dr. Epstein was a professor at Stanford Business School, Harvard Business School, and INSEAD (European Institute of Business Administration). In both academic research and managerial practice, Dr. Epstein is considered one of the global leaders in the areas of innovation, sustainability, governance, performance measurement and accountability in both corporations and not-for-profit organizations.
Kristi Yuthas, coauthor of Measuring and Improving Social Impacts, is Swigert Endowed Chair at the Portland State University School of Business Administration, and has worked with companies and nonprofits around the world. She has over 100 presentations and publications in sustainability, ethics, and the use of business tools to address social issues.
Rahim Kanani: Tell me a little bit about your approach to writing this book, and why the idea of measurement took center stage.
Marc J. Epstein: There is an increased interest among both donors (to nonprofits) and investors (to for-profit social enterprises) for greater accountability for the money intended to be used for social purposes. Also, large amounts of new money is flowing into the sector as business leaders have earned large sums from their activities and want to give back to society. But these donors and investors also want the accountability and performance excellence that they expect in the for-profit world. And they want evidence that they’re making a difference. These leaders want more clarity on the objectives, the paths to success, and measures of success. They know that without clear performance measures organizations usually cannot determine whether they have succeeded or failed.
Therefore, there needs to be more focus on what is important for achieving social impacts. This includes a clear definition of what success would look like, a carefully articulated path of how success will be achieved, and a specification of the measures that will be used to measure whether success has been achieved. These social challenges are so large that we must do whatever is possible to improve the social impacts of the financial and human resources being invested.
Kanani: Today, there is clearly a strong focus in the social sector on measuring and improving results, often in the context of big data and analytical tools to assess performance. But how does all of this translate or apply to social impact?
Epstein: Big data analytics is often not very relevant to determining the social impact of most social purpose organizations because the scope of work is usually small and local. It is sometimes used in fundraising in large organizations which is too often consuming more focus than the primary purpose of the organization which is to provide greater social impact.
The need for better clarity on mission and the proper data to collect is one of the biggest challenges. And where appropriate, big data can be useful. Many organizations have few measurements in place and rely on anecdotes for their evidence and for their reporting to the public and their various stakeholders. An increasing number of nonprofits have developed measures of the outputs of their organizational activities. But we know that measuring outputs is not the same as measuring success on the goal of increasing social impacts.
The goals should not typically be about measuring numbers of children in school (outputs) but rather how many are better educated and better able to achieve a set of life goals possibly including employability (impacts). This should not be about collecting more data but rather about collecting and properly analyzing the data that matters and is more relevant to the project’s or organization’s objectives.
Organizations need to be more focused on what data should be collected and only collect that data that will aid in the decision making and reporting of impacts rather than collecting large amounts of data that will not be useful for improving the organizational impacts.
Kanani: In the book you talk about linking action to impact. What should nonprofit organizations do to better understand how their own programs are in fact responsible for the impact they’re seeing on the ground, or not seeing on the ground?
Epstein: One of the biggest deficiencies we observed in the large number of visits and interviews we did for this book throughout the world is the lack of clarity and rigor around specific project or organizational goals. Without a clear articulation of what an organization is trying to achieve, measuring success and impact is quite challenging.
If an organization is unclear or does not communicate clarity on what they specifically want to achieve, it will be more difficult to measure whether their activities or other factors caused changes. So the clarity is critical for both achieving and measuring success. Once they have clarity on objectives, they can focus on whether the sequence of activities they plan to perform can logically be expected to create the desired impacts.
Kanani: From small nonprofits to billion-dollar nonprofits, the range of experience, expertise and resources are vastly different, so what advice would you give smaller organizations who are eager to better understand the impact of their efforts and how to improve their work in the context of their limitations?
Epstein: All organizations, large and small, should devote a few hours with their senior management team brainstorming about goals and activities and then developing a clear logic model that carefully defines their inputs (resources and constraints), processes (organizational activities), outputs (results), outcomes (intermediate effects), and impacts (progress on social issue).
Projecte Ariadna Viatges Sostenibles a l'àmbit de la cooperació
Hola Eva,
Aquest semestre realitzo el Projecte de Final de Grau el qual estarà vinculat amb la ONG Destino Etiopia. La temàtica és fer un estudi dels viatges solidaris que involucren a ONGs. Degut a la teva trajectòria m'agradaria proposar-te com a directora del projecte. Que et sembla? A part, la universitat m'assignarà també un tutor secundari.
Moltes gràcies,
Ariadna Royo
https://docs.google.com/viewer?a=v&pid=sites&srcid=ZGVmYXVsdGRvbWFpbnxldmFwcm9qZWN0ZXN1cGN8Z3g6NTA0MjM1NWM4ZjkzN2ExZg
Referències:
http://www.xarxanet.org/economic/noticies/aquesta-setmana-santa-fes-un-viatge-solidari#utm_source=newsletter&utm_medium=email&utm_campaign=364
Aquest semestre realitzo el Projecte de Final de Grau el qual estarà vinculat amb la ONG Destino Etiopia. La temàtica és fer un estudi dels viatges solidaris que involucren a ONGs. Degut a la teva trajectòria m'agradaria proposar-te com a directora del projecte. Que et sembla? A part, la universitat m'assignarà també un tutor secundari.
Moltes gràcies,
Ariadna Royo
https://docs.google.com/viewer?a=v&pid=sites&srcid=ZGVmYXVsdGRvbWFpbnxldmFwcm9qZWN0ZXN1cGN8Z3g6NTA0MjM1NWM4ZjkzN2ExZg
Referències:
http://www.xarxanet.org/economic/noticies/aquesta-setmana-santa-fes-un-viatge-solidari#utm_source=newsletter&utm_medium=email&utm_campaign=364
TFG Turisme Etiòpia
Benvolgudes/ts
Com
a Coordinador de l’assignatura de Projecte Final de Grau de l’EUHT CETT
em poso en contacte amb tu donant-te les gràcies per haver assumit la
direcció del projecte vinculat a empresa o institució.
Et faig arribar 2 documents que poden ser d’interès pel guiatge de l’estudiant que està desenvolupant el seu treball final.
1. En primer lloc un extracte de la normativa de l’assignatura on s’especifiquen les tipologies de projecte, en concret el que correspon a la modalitat en qüestió:
“Vinculat a institucions públiques o privades a través de Conveni Col•laboració Educativa (TFG CCE)
La
missió del Grup CETT es centra en la formació excel•lent i en la
transferència de coneixement en hoteleria i turisme mitjançant un model
formatiu basat en la recerca aplicada, la generació de coneixement
especialitzat i expert, i la seva transferència al sector per aportar
solucions i innovacions que generin avantatges competitives i productes i
serveis de valor afegit. La realització dels PFG en empresa són un
excel•lent instrument per desenvolupar aquesta missió.
Professors,
investigadors, empreses, alumnes i organismes públics treballen
conjuntament en diferents projectes, impulsant la filosofia del nou
espai europeu d’educació superior al temps que s’assegura la
transferència al sector i la creació de valor per a totes les parts
involucrades.
El PFG d’aquesta modalitat es podrà enquadrar en les següents orientacions:
- Projectes de Recerca (R).
En els quals l’estudiant s’inicia en la tasca de recerca col•laborant
amb el seu treball en algun dels projectes que desenvolupi actualment
l’empresa amb la realització de mètodes científics.
Els projectes d’investigació aplicada vinculats, tenen com a finalitat principal la realització de recerca planificada i la realització d’estudis clau encaminats a adquirir nous coneixements i aptituds que puguin ser útils per al desenvolupament de nous productes, processos o serveis turístics, o permetin millorar els ja existents. - Projectes de Desenvolupament (D).
Projectes que consisteixen en la realització d’una part d’algun dels
projectes que estigui desenvolupant actualment l’empresa.
Els projectes de desenvolupament de coneixement són una eina eficaç per a garantir la transferència entre el sistema universitari i el sector productiu. Aquests projectes tenen com a finalitat principal l’aportació de l’alumne de coneixement, models i pràctiques útils per a millorar l’eficàcia i eficiència dels processos clau empresarials, tals com processos de qualitat, comercialització, gestió de les persones, planificació del territori, creació de productes turístics vinculats al patrimoni natural o cultural, entre altres. - Projectes d’Innovació (I).
Participació en projectes que tinguin com a finalitat el increment del
valor actual o la generació de valor nou per als clients de les empreses
turístiques.
Innovació entesa com la manera de generar i implantar idees creatives i emprenedores que tinguin impacte substancial en el negoci turístic. L’alumne pot participar en projectes de creació de nous productes o serveis, en la millora dels sistemes de comercialització, en la definició de sistemes més innovadors de relació entre l’empresa i els agents turístics, entre altres.
En el desenvolupament dels PFG hi participen els següents actors:
A. Director de Projecte
(en endavant DP): El DP serà la persona que assumirà a l’empresa
col•laboradora la responsabilitat de facilitar a l’estudiant els
recursos necessaris pel correcte desenvolupament del projecte, així com
de guiar a l’estudiant en les decisions necessàries per a la
consecució dels objectius del projecte, avaluant l’estada a l’empresa i
el projecte realitzat.
B. Professor – Tutor
(en endavant PT): El PT serà el responsable a la universitat que
orientarà a l’alumne en el desenvolupament del projecte així com
vetllarà pel compliment dels requisits acadèmics vinculats. Serà triat
per al seu coneixement expert en la matèria vinculada amb la temàtica
del PFG.
C. Tutor vinculat a E3:
Des de l’Espai Estudiant Empresa, s’actuarà d’enllaç i suport entre la
EUHT CETT – UB i l’empresa, vetllant pel compliment dels requisits
formals que s’hauran de realitzar en aquest procés (signatura conveni,
assegurança estudiant, ...), així com fent el seguiment de l’estada de
l’alumne a l’empresa. Tota aquesta informació es compartirà amb el
Professor Tutor. E3 també actua com a responsable en la recerca
d’empreses col•laboradores, en la validació de les propostes i, si
s’escau, en l’avaluació del projecte.
D. Estudiant: L’Estudiant que estigui realitzant el quart curs del Grau en Turisme.
E. Comissió Projectes Universitat - Empresa:
Tots els avantprojectes que es presentin per part de les empresa,
institucions, organismes,..., o per part del propi alumne, seran
estudiades per aquesta Comissió (formada per la Direcció de l’EUHT
CETT-UB, Direcció dels PFG i Direcció d’E3) a fi efecte de validar la
proposta com a Projecte.
És
una tipologia de Projectes que impliquen una estada d’aprenentatge
pràctic en institució o empresa juntament amb el desenvolupament d’un
treball de recerca relacionat amb el context d’aquesta estada. Poden ser
de dos tipus:
- Amb
mobilitat geogràfica: en aquest sentit cal distingir entre aquells que
poden participar d’un programa europeu i per tant disposar d’una
subvenció, com qualsevol altre que impliqui mobilitat.
- Sense
mobilitat geogràfica: tots aquells projectes desenvolupats amb estada
pràctica en institucions i empreses del propi territori.
Els
treballs desenvolupats sota aquesta modalitat seran per regla general
de caràcter individual i estaran coordinats per el departament d’E3.”
2. En segon lloc, el document (adjunt) que es proposa per avaluar el projecte.
Per qualsevol qüestió que consideris d’interès o aclariment, no dubtis en posar-te en contacte amb nosaltres.
Oscar Casanovas
Coordinador Projecte Final de Grau
EUHT CETT UB
Tf: 666413682
comunicacions llargues distàncies
Possibles solucions:
Tactical communications
BGAN
VSAT
VHF-HF
KA-SAT
ISATPHONE
Enllaços:
http://www.tsfi.org/en/presentation/technology/51-moyens-techniques
http://www.academia.edu/2065737/Redes_Inalambricas_para_Zonas_Rurales
Tactical communications
BGAN
VSAT
VHF-HF
KA-SAT
ISATPHONE
Enllaços:
http://www.tsfi.org/en/presentation/technology/51-moyens-techniques
http://www.academia.edu/2065737/Redes_Inalambricas_para_Zonas_Rurales
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