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An excessively sophisticated RMP will be a handicap, as will an excessively dif cult project. But learning requires a challenge, and only by using a bit more sophistication than we need can we recognize when and where it is safe to take short cuts. As experience is gained, the emphasis can move from RMPs as a general risk management learning experience in the context of effective use from the outset for all projects considered, to RMPs as an effective and ef cient way to deal with immediate concerns. Short cuts can be taken in the light of an understanding of how much effort will be saved by the short cuts and what the likely impact will be on the effectiveness of the project management process as a whole. Most organizations rst use a formal RMP because of an organizational imperative: sometimes imposed by nature , sometimes imposed by regulators, bankers, or other interested parties. However, once formal RMPs are in place, most organizations have expanded their motives as an appreciation of the bene ts has been acquired. In the past organizations have tended to learn the hard way , as have the authors. There is now no need for organizations to learn the hard way to such an extent. The pioneers took a decade to learn what rst-time users can now learn in a year. This doesn t mean there will be no learning curve. But to use the Southampton to Cherbourg sailing analogy yet again, other people have now made the crossing lots of times and written about their experiences, in some cases with guidance about speci c crossings. The International Journal of Project Management, particularly since 1990, is one good source of project risk management experience that may provide cases relevant to the reader s circumstances.

How can a practice or a eld of practices be de ned I shall consider the manner in which social and work practices are closely interwoven, and how their elds can be delimited, bearing in mind that practices merge into each other even though they have an internal structuration, for it is this that raises the question are all practices equal To illustrate the difference I borrow an example provided by Ann Swidler (2001): Take a hypothetical architect s plan for a house Long before the architect can draw up plans for the house, constraints on the possible design are built into taken-for-granted practices which involve standard kinds of materials (bricks, door frames, steel girders etc).

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More from the Experts Their principal ndings are: R cases lead to a best outcome for the parties. The seller will invest at date _________, and set a price for the buyer that re ects whether the nal widget is indeed special or generic. The buyer will pay the full value of the special widget, because delivery from an alternate vendor would be uncertain. R+ cases favor the buyer, producing a generic outcome. At date 1, buyer will refuse the special price and bargain to level of seller s best alternative price, possibly extracting the entire surplus. Knowing this, the seller will never invest in manufacture of the special widget. D/ND factors appear not to matter, as R+ or R factors dominate. In practical terms, however, an R contract is dif cult to create. Insurance, middlemen, and replacement contracts can undermine both initial contracts and third-party referees. Reallocation of property rights can help when contracts are incomplete. Downstream integration, through asset ownership, can change the seller s incentives. This applies both to complete ownership and to joint ventures. Even so, the possibility of joint ownership does not necessarily produce robust solutions. Although it is dif cult to translate the closed-form solutions of simple models directly into practice, the results of these analyses provide insight into the basic parameters of outsourcing decisions. Some of these are counterintuitive. 191

Observe that the copolar array gain at a scan location is proportional to the copolar element gain at that location. The element spacing has no direct influence3 on the scan gain. Typically, the element gain peaks at the bore sight, implying that the scan gain decreases as the scan angle moves away from the bore sight. The scan loss is defined as the relative gain loss in decibels with respect to the bore-sight scan. Thus from (1.34) we obtain the scan loss as Scan loss at

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In the above declarations, M and N are the constants representing the number of intervals in the x and y grids, respectively. There are (M+1) (N+1) elements in the grids. From this number, the number of unknowns is R=(M-1) (N-1), while the rest of the elements form the boundaries whose values are given. The element uij in the grids is represented by the array u[i][j], declared using the structure NODE. We use a structure as the array is to be linked to two elements, as follows: typedef struct { CPoint Home; double v; } NODE; NODE **u;

Like composers who cannot write music for which there are no instruments (Becker, 1982) architects assume the standard kind of materials that are available, and ignore the potentially in nite set of materials that are unavailable The plans that architects draw up are inevitably incomplete Even when the competence of a contractor or a builder is brought in, the plan for a house leaves most of what will be required to build it unspeci ed: the skill of the craftworkers, the ways in which different workers with different specialities coordinate their activities, what they consider to be the appropriate uses of standard objects and materials Behind the plan lie other, almost invisible, practices The architect s knowledge of what a house is, how people use one, whether sleep should take place in a room different from those reserved for eating or washing.

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