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Each task requires a group of people to arrive at a conclusion. Some of these decisions may be easy to make, others more difficult. But viewed in this way it is clear that projects are filled with problems to solve. The challenge is multiplied for so-called knowledge workers anyone from engineers to attorneys to administrators who think for a living rather than use their bodies to perform work. Knowledge workers often tackle complex, abstract problems. Designing an ad campaign, an aircraft wing, or a compensation and benefits plan is actually a series of decisions. As individual humans we tend to work through problems in a variety of ways. Some of us are linear thinkers, others intuitive. Some study the details, while others focus on the big picture. Some of us are comfortable discussing problems and solutions out loud, forming our views as we speak, but others won t utter a word until they ve thoroughly evaluated the information and formed a position. All of these approaches can be effective for us as individuals, but when mixed together in a team they can create chaos that results in frustration and distrust. As a project leader, your challenge is to harness the problemsolving power of a diverse team. The guidelines and techniques in this chapter will help you build a team that thrives on solving problems and produces truly synergistic results: decisions and products that are superior because they are made by a team with diverse talents and styles. Temporary Teams Projects begin and end, and so, therefore, do project teams. Not only are teams temporary, but the trend toward teams that cross functional, corporate, and even national boundaries increases the likelihood that a new project team will be made up of people who haven t worked together previously. Developing trust, respect, effective communication patterns, and the ability to maintain positive relationships despite disagreements takes time. Most important, it takes a conscious effort by the project team leader. This chapter describes specific activities you can take to move a team from a loose collection of individuals to a cohesive unit. Understanding the Problem Lays the Foundation The chapter thus far has established why we need to pay attention to the health of the project team and has outlined the challenges we face in building a strong team. Next we present an overall framework for understanding the desirable components of a team. The remainder of the chapter is broken into examining each of those components in greater detail. As you read the chapter, refer to the model in Figure 10.1 to maintain the context of each topic. TEAM LinG - Live, Informative, Non-cost and Genuine ! 235
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Things are not so simple in the context of general partnerships. It is essential to appreciate the difference between the partners relationships with each other (internal relationships) and the partnership s relations with third parties (external relationships). Internally, the partnership agreement governs the decision-making process and sets forth the agreed division of equity, profits, and cash f lows. Decisions made in the ordinary course of business are normally made by a majority vote of the partners, whereas major decisions, such as changing the character of the partnership s business, may require a unanimous vote. Some partnerships may weight the voting in proportion to each partner s partnership interest, while others delegate much of the decision-making power to an executive committee or a managing partner. In the absence of an agreement, the Uniform Partnership Act prescribes a vote of the majority of partners for most issues and unanimity for certain major decisions. External relationships are largely governed by the law of agency; that is, each partner is treated as an agent of the partnership and, derivatively, of the other partners. Any action that a partner appears to have authority to take will
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Novell NetWare networks have three options for routing IPX RIP, NLSP, and EIGRP. NLSP is newer than RIP and is gaining limited popularity in large organizations that haven't migrated to pure IP yet. RIP is still common at many small and medium-size companies, and EIGRP is a good option for large IPX networks with Cisco routers. You can also use static and default routing in a NetWare network with the ipx route IOS command. IPX also has a concept of a route of last resort, in other words, a default route that a router uses if none of the other entries in the routing table match the destination network. Note Many of the features of IPX routing mirror the features discussed in 8. If you see a term in this chapter that you don't recognize, you may want to review 8, which covers general routing concepts.
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There are four value types in XPath, and two that are introduced by XSLT. The four basic value types are as follows: Boolean: True or false Number: A floating point number, NaN (not a number), Infinity and Infinity String: A piece of text; none of the characters within a string have any particular significance in XPath Node set: An unordered group of nodes The two value types that XSLT introduces are as follows: Result tree fragment: A portion of a result tree that is very similar to a mini node tree with a single root node; it cannot be indexed in the same way as a node tree External objects: Objects created and used by extension functions; they do not fall into one of the other value types Note It's likely that the distinction between result tree fragments and node sets will disappear in XSLT 2.0. Cross Reference I give some examples of external objects in 18, where I talk about extension functions.
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Collaborative efforts to annotate unavailable or changing Web resources can greatly enhance the user experience and overall perceived quality of the Web. So, although the annotation tool might initially be seen as somewhat limited in the current mostly-HTML environment, where resource types can disappear and content is unpredictably revised by the resource owner or is generated dynamically, it can still provide surprising new functionality. Annotation otherwise works best with archive resources with stable URI. A greater deployment of semantically more valid markup, such as well-de ned XML, might reduce the dislocation problems within documents signi cantly. Why still only Prototype For a technology with such promising potential that has been around for so long (in Internet terms), it may seem odd that Web annotation is not already a well-established feature of all browser clients. There are several reasons for this turn of events. In a PC Web browser market that for years has been 90 95% dominated by a single client implementation, MS Internet Explorer, it should come as no surprise that a lack of support in it for any new technology is a serious obstacle to deployment. The situation is similar to the lack of deployment of a standard technology for browser-based micropayment systems. Bit 8.9 Deployment is a key factor in acceptance and use, though not the only one
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Theorem 6.2 Then
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Syntax Checks for Communication Diagrams 6. Check the syntax of the message signatures and return values. 7. Check the syntax of multiple messages. 8. Check for multiple objects on the communication diagram.
generates a rat's nest of conditional jumps, temporary results stored in registers, and so on. If nothing else, you'll end up with a newfound respect for compiler writers. It's not uncommon to stare at the same 20 or so instructions for an hour and still not have the faintest clue of what the code's intent is. That's why I recommend spelunking only as a last resort.
Combined Values 75,000 153,000 234,120 318,485 406,224 497,473 592,372 691,067 793,710 900,458 936,476 973,935 1,012,893 1,053,409 1,095,545 1,139,367 1,184,941 1,232,339 1,281,633 1,332,898 1,386,214 1,441,662 1,499,329 1,559,302 1,621,674 255,920
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