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business as a single process and then divides it into several subprocesses He then examines how each subprocess contributes value to the overall process To help establish value chains in complex organizations, Porter has defined these two key activity categories as follows: Primary activities Inbound and outbound logistics, operations, marketing and sales, and service Support activities Procurement, technology development, human resource management, maintenance of infrastructure for planning, accounting, finance, legal matters, government liaison, and quality As discussed in the Time-To-Customer pattern, many businesses can be described with a product-to-market process and a product-to-customer process, where the product-tomarket process supplies the product-to-customer process with a product set The product-to-market process is a support activity to the product-to-customer process, which is the primary activity These two processes are both supplied with knowledge, people, machinery, and so on.

These ndings support the notion that symptoms related to inattention, poor self-regulation, and academic dif culties can persist into adult educational settings These results are supported in part by another study of college students with ADHD, students with other clinical disorders, and a no-diagnosis comparison group (Riccio et al, 2005) Compared to both comparison groups, the adults with ADHD evidenced problems with follow-through, forgetting, organization, and losing things Related to sense of time, adults with ADHD endorsed problems with meeting deadlines, not completing tasks, not planning ahead, and having a poorer sense of time signi cantly more frequently than adults in either comparison group Table 61 summarizes the clinical manifestations of ADHD from young childhood to adolescence..

As a first approximation, we shall thus take Za = X a . Note: the approximation Za = X a is better the lower the ratio

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But there must be another process that supplies them, a process that maintains the infrastructure, called the maintain infrastructure process This means that the product-to-market process supplies the product-to-customer process, but the new process supplies both As you can see, it is possible to divide processes into primary processes that are supplied by supporting processes The division can be made in several layers where one process can supply and be supplied at the same time There are several layers of processes; among them are primary activities and supporting activities The intent of this pattern is to clearly identify and organize the primary and supporting business processes By structuring the organization into primary and supporting processes, you can achieve a better understanding of the entire organization and establish a solid foundation for the future Figure 99 illustrates this discussion.

. . . .

Note that the maintain infrastructure process is a supporting activity to the other processes product-to-market and product-to-customer Product-to-market and product-to-customer are primary activities in relation to the maintain infrastructure process The relationship between product-to-market and product-to-customer is that product-to-market is a supporting activity to product-tocustomer, which is a primary activity..

adolescents, and adults with mild to profound mental retardation. The community version of the scale is designed for use with children who are not residing in institutional settings. The rating scale consists of ve factors: 1. 2. 3. 4. 5. Irritability Lethargy/Withdrawal Stereotypy Hyperactivity/Noncompliance Inappropriate speech

1991 1992 -9.28% 1993 -6.68% 1994 -15.28% 1995 20.37% 1996 6.52% 1997 17.27% 1998 12.93% 1999 5.79% 2000 -23.88%

uncertainty management issues level of de nition de nition of appropriate performance objectives managing stakeholder expectations novelty of design and technology determining xed points in the design control of changes identifying and allowing for regulatory constraints concurrency of activities required capturing dependency relationships errors and omissions adequate accuracy of resource estimates estimating resources required de ning responsibilities (number and scope of contracts) de ning contractual terms and conditions selection of capable participants (tendering procedures and bid selection) exercising adequate co-ordination and control determining the level and scope of control systems ensuring effective communication between participants provision of appropriate organizational arrangements ensuring effective leadership ensuring continuity in personnel and responsibilities responding effectively to sources that are realized adequate testing adequate training managing stakeholder expectations obtaining licences to operate capturing corporate knowledge learning key lessons understanding what success means provision of appropriate organization arrangements identifying extent of liabilities managing stakeholder expectations

B2 A2 + B 2 A2 + cos 2 a (t) + cos 2 b (t) , = a2 2 2 2 + AB{cos[ a (t) b (t)] + cos[ a (t) + b (t)]}

If Value1 Crosses Under Value2 Then {Any Operation} ;

Selecting the project manager Establishing the project goals Providing leadership for the overall team Selling the project to stakeholders Resolving crucial risks and issues, if the project manager cannot resolve them Ensuring that the project manager is communicating progress and following the best approach Ensuring that approval is provided to proceed to the next project phase

Phase Completion Checklist The project manager should ensure that the following contractual documentation and items are obtained from and negotiated with the client prior to starting the project: Letter of appointment as project manager Verification of project sponsor identification and selection List of duties and responsibilities Written agreement of an incentive program (if both project and organizational goals are met) All completed administrative forms, such as security clearances and access

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