# A Novel Routing Scheme for Creating Opportunistic Context-Virtual Networks in IoT Scenarios +
## 7 Performance Evaluation
### Description of The Scenarios
#### 7.1.1 Smart Office  
This first scenario was composed of a set of employees with different needs and a set of smart IoT devices that were able to satisfy their requirements, i.e., they were oriented toward increasing employees' comfort. In this scenario, different characteristics related to the social environment, i.e., the number of devices and people around, as well as the mobility pattern they usually follow during a working day, can be exploited. The concept of OCVN is, therefore, perfect for this situation. The OCVN will adapt the behavior of smart devices to the needs or preferences of employees, creating a more comfortable and productive work environment. In particular, the components composing this scenario are shown in Figure 6 and described next:  
* Two air conditioning machines, one in the work room and another one in the meeting room. Both devices have the skill to modify the ambient temperature. This is done by getting the desired temperature of the employees in each room and assessing the average desired temperature. Note that, although this algorithm could be much more complex (e.g., by setting different weights to employees according to their role in the company), we kept it simple to focus on analyzing the probability of messages' delivery with the assessed information (the analysis of more complex functions to be performed by the nodes with skills is left for future work). * Smart light-bulbs, located in the work room, which are able to modify light intensity depending on the employees working in the room. * A vending machine, situated in the break room, with the skill to serve drinks depending on people's preferences. Figure 5: Storage required for the SACAR algorithms. * Seven employees with different roles and preferences regarding lighting and temperature in their workplace, as well as preferred drinks. Table 1 summarizes the setting of the parameters in this scenario. A total of \(N=11\) nodes were considered to be located inside an office of \(A=150\) m\({}^{2}\), \(N_{s}=4\) of them being static nodes with skills, and the rest of the \(N_{g}=7\) nodes are mobile ones (i.e., employees). The set of skills and the set of goals were the same, i.e., \(S=G=\{\)Temperature, Illuminance, ProductType\(\}\). With this setting, it is assumed that the number of mobile nodes with goals (e.g., smartphones or tablets) moving along the scenario was larger than the number of static IoT nodes able to perform actions associated with particular skills. Regarding the number of skills per stationary node, we considered that a device was only able to manage one skill (\(s_{n}=1\)), i.e., it was created with a specific and unique purpose (e.g., for the case of the air conditioner, it is designed to set a particular temperature). On the contrary, a mobile node is able to consider different goals. In this scenario, the number of goals per mobile node was set to \(g_{n}=3\). The possibility of considering more than one skill per device is left for future work. Concerning the movement of mobile nodes (employees), Figure 6 also shows a draft of the mobility patterns set, \(P\), considered in the scenario. As can be seen, there are two different movement flows (green lines), a first one between the meeting room and the work room and another one between the work room and the rest room (the investigation of the impact of considering additional mobility patterns is left for future work). These two mobility patterns were selected because they are the usual ones in an office. Two or three times per day, every employee goes to the meeting room to discuss specific projects, and every one or two hours, they go to the break room to have a break. Moreover, we consider that one of the employees is the secretary, with a special role able to follow different mobility patterns towards the different rooms; usually, the secretary does not go to the meeting room, but goes more frequently to the work and break rooms.