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Tech team members also discovered in their conversations with colleagues that much of the consultant s time was spent simply learning about their activities.This is inevitable because you do not want recommendations that are really better suited to other organizations. However, some of this time might have been better used. These groups might have made better use of preliminary interviews and phone conversations with the consultants they were considering, giving them as much relevant information about their organization as possible. Once they had selected a consultant, they might have sent out a packet of materials about their organization. Rather than simply gathering up all their reports and brochures, they might have condensed important information so it could be read and understood quickly. It is also probable that those dissatisfied groups did not organize their consultant s time effectively.They could have scheduled an informational meeting at the start of the first day and planned carefully what they would discuss.Although members should feel free to share their thoughts, they must be made aware of that clock ticking away. Almost any group can easily get off-topic and spend precious time reminiscing or arguing. Similarly, most groups have members who are known for their loquaciousness.A prepared agenda with topics to be discussed and the amount of time to be devoted to each would have kept such groups on-task. Effective group facilitators can gently discourage talkers from monopolizing the discussion and make sure essential information is presented as succinctly as possible and different factions are represented.

class, Cs , for the sites. The marking S means that all sites are idle in the initial state and the marking Z 1 (dynamic subclass) shows that this place holds some token of the color class Cs . As we see in this example, with Petri net modeling, synchronization between objects of the same kind is translated by folding the uncolored net into a single colored net. Note that we could also decompose the net into four GSPN (one of them is drawn with thick lines) and an asynchronous composition. We summarize this situation in the term internal synchronization, since it is a matter of synchronization between objects of the same kind. Conversely, we say that the system exhibits an external synchronization if there is synchronization between entities of different kinds. So, in the case of internal synchronization, we have to choose between a model decomposition into submodels (SAN or synchronized GSPN) and a possible aggregation (SWN). 11.4.3. The resolution problem A system with external synchronization may be modeled as a SWN N , synchronous or asynchronous composition of K SWN Nk : in this way, we hope to make use of aggregation at the level of each subnet and to apply the tensor (de)composition to the global net. Let us give an example of such a composition with a system built from two subsystems: in each subsystem, the activity begins with the choice of the kind of task to be done (represented by the class C); then, the task may be completed either in an autonomous way in each subsystem, or else jointly by both, for the same kind of task in the two subsystems. The SWN in Figure 11.5 is a model of this system.

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The risk matrix primarily works extremely well and lets project managers proactively document and resolve all identified issues and risks made during the project life cycle. As the project continues, risks identified early on in the planning phase will be resolved and the eventuality of new ones being raised during the later phases is good. Project managers need to be prepared for risks and the difficulty and rate at which they surface. Each risk needs to be documented, irrespective of the rating it is given. The risk matrix should form the basis of a working project document, and it needs to be formally communicated to all project stakeholders in order for these stakeholders to obtain a current perspective on the project. I once observed a project manager trying his very best to resolve project risks in total isolation, and this led to communication problems and the eventual cancellation of the project by executives all because they could not see a visible project leader and had no assurance as to the project being in control. Identifying Issues It is necessary that project managers identify issues as quickly as possible in order that they be addressed and resolved. Items that do

Strategic objectives are oblique. You cannot go out there and do an objective. But you can perform projects, programs, and actions or manage business processes that drive to accomplish the strategic objectives. In short, an effective PM system demysti es the oblique strategic objectives by articulating how every action program or business process by teams and even individuals contributes to the achievement of the higher-level enterprise strategic objectives and, subsequently, the vision and mission.

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provides an overview of the architectural aspects of the UMTS and CDMA2000 systems. It also brie y discusses the architecture developed by the MWIF, as a proof of concept for allIP mobile communications networks, and which contains many architectural approaches that will be important for next-generation systems. While MWIF itself has disbanded, work is being continued under the aegis of the Open Mobile Alliance (OMA). This chapter presents the 3GPP architecture in some detail, but for CDMA2000 and MWIF, we focus on the similarities and differences with the UMTS network.

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