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they do not modify the observable behavior of the system; but, for other events, such as i1 and i2 , the abstraction is not legitimate because these actions have an observable in uence on the system behavior. Of course, the real dif culty is in selecting a priori whether it is reasonable to hide an action. The observational equivalence, introduced by Milner in his calculation for communicating systems (c.c.s.) [MIL 89], introduces the concept of abstract experiment , which provides a solution to this problem. 12.4.2.1. Experiment, saturation The concept of abstract experiment leads to an abstraction that is less constrained than the concept of projection (which by de nition erases all inobservable actions). In these abstract experiments, the inobservable actions are renamed by a common symbol . So, a new transition relation, known as abstract experimentation and denoted , can be de ned by taking into account the original transitions ( ) and the inobservable sequences of actions. Let us now give the de nition and derivation of this new concept using the example of saturation presented in Figure 12.8. } DEFINITION 12.35 (Abstract experiment: ). Let LT S = , S, { a be an LTS, O a subset of and a symbol not belonging to . S { } S can be de ned as follows: =Def

Building a successful knowledge network begins with careful strategic preparation and planning. Strategic thinking is not only a reason for fostering a knowledge-sharing culture; it benefits from the internalization of knowledgesharing values in the organization. Trends toward more widespread use of the Internet and its group communications tools are making knowledge-sharing activities more commonplace both

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silo-focused, hierarchy-based organization, and engage the whole organization in the ownership and execution process. You must obtain an organizational commitment to make your strategy operational. Every part of the business must know and own its part of the experience, and everyone must be measured and compensated on the basis of their own portions, as well as the overall customer action-based objectives. Tying the strategy to compensation and measurements is the way to send a clear message about the staying power of the strategy and encourage employees to go through with the changes required. They will be reluctant at first, suspiciously examining the importance and seriousness of the new strategy. Show them that you mean business. Go beyond the memo and the T-shirt. Hardcode your strategy in the operation of the business to ensure that employees cannot and will not avoid it.

Early in their development, most nonprofits find it useful to maintain a presence on the World Wide Web. A website is one of the best marketing tools, making it possible for millions of computer users to learn about your mission and services. A website is often at the core of many fundraising campaigns and membership drives. Because websites are so popular, group members will soon suggest that your organization maintain a site. Almost inevitably, members will volunteer the services of their sons, daughters, husbands, and nephews to create the site. Although some of these premature offers will come to nothing, there are a number of young people who would be happy to create a website for your organization.Whether or not to accept their services is often a difficult decision.

kx kx0 + ky ky0 tan (3.76)

The functional strategy level refers specifically to the game plan for a particular business activity, department, or business process. The primary role of the functional strategy is to support the company's overall strategy and competitive approach. The operational strategy deals with how to manage costs, quality targets, and delivery at the frontline. Many companies use project management to deliver strategic goals and actions. Companies are now realizing that in the fast-paced Information Age, weapons such as speed, opportunities, and niches are prized elements in any business arsenal. In all subsequent chapters in this book, I focus on how project managers ensure that strategy succeeds at both the functional and operational levels. Clearly, there is a need to understand something about strategy after all. Information technology is changing at such an amazing rate that, in order for companies to survive in the competitive marketplace, they must use more and more solutions that require enhancing existing systems and decommissioning older ones. So, too, project management needs to fit into the overall company strategic model, whereby project management is the area that brings in the IT solutions (products or services) before competitors can react. Applying project management and understanding the strategic intent of the company justifies maneuvering the competitive advantage correctly, which is all the more important. Projects need to

RANDMAX in the declarations, which determines the maximum possible period obtainable (although it may be lower; see Press et al 2002) Although RANDMAX can be set as high as 232 , it is often set as low as 32,767 either by the user or by the default settings of the programming libraries accompanying the compiler As noted previously, the PRNG periodicity problem is exacerbated in MCMC implementations because standard algorithms require more than a single random draw at each time t For instance, the Gibbs sampler requires one for each parameter de ned by the series of full conditional distributions Therefore, for 100 parameters (not unreasonable in some literatures), the period of 2 billion given above is reduced to 20 million Although this exceeds common use, it does not exceed all conceivable use.

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