text:
User talk:Cfall005

Hello, welcome to Wikibooks!

You will find more resources in Community Portal. If you want to ask a question, visit the Study help desk, the Staff lounge, IRC channel or ask me personally on my talk page. For site news, see the Bulletin board. It might be a good idea to add this page to your "watchlist" so that you can see when any new information is posted there. You can do that by clicking the tab labeled "watch" at the top of the page.

Good luck! Mattb112885 (talk) 00:12, 5 June 2007 (UTC)

title: User talk:Cfall005


text:
Project+/Initiating

Key Points

 * identify business objective i.e. stated goal of the project
 * define the opportunity/problem

Goal

 * desired end result
 * often synonymous with objective
 * may be a high-level objective that has less-than-complete definition

Objective

 * something to be achieved
 * desired outcomes of the project or any part of the project
 * measued in in terms of concrete deliverables and behavioral outcomes
 * it has to be visualisez before

Key Points

 * Identify high-level business-related requirements, outcomes, and criteria for success
 * identify low-level needs and expectations
 * establish boundaries for project budget, duration, and risk

Triple Constraints

 * scope
 * schedule
 * budget

Business Case

 * the information that describes the justification for the project
 * project is justified if expected benefits outweigh estimated costs and risks
 * often complex
 * may require
 * Financial Analysis
 * technical analysis
 * organization impact analysis
 * feasibility study

Request for Proposal (RFP) AKA Request for Quote (RFQ).

 * describes
 * need for products and/or services
 * conditions under which product/services are to be provided

 * purpose
 * solicit bids or proposals from prospective suppliers

Project Manager

 * key stakeholder
 * responsible and accountable for managing a project's planning and performance
 * single point of accountability for a project

Customer or Client

 * key stakeholder
 * person or organization that is the principle beneficiary of the project
 * Generally has a significant authority regarding
 * scope definition
 * whether the project should be initiated and/or continued.

Performing Organization

 * key stakeholder
 * company or group doing the work

Sponsor

 * key stakeholder
 * builds and maintains executive commitment
 * allocates organization resources (capital, human, etc.)
 * provides direction
 * has authority to settle disputes between project staff & functional staff

Champion

 * senior exec who promotes and defends the project

Project Steering Committee

 * execs from functional areas that provide

 * guidance
 * strategic input and direction
 * enlist cooperation from their functional group
 * high level project approval

Project Team (decide later? In planning phase?)

 * anybody who is doing work on the project
 * includes contractors and consultants

Authority

 * ability to get other people to act based on your decisions
 * based on perception that a person has been officially empowered to issue binding orders

Power

 * ability to influence the actions of others
 * may come from
 * formal delegation of authority
 * charter gives PM this
 * reference power
 * personality
 * subject matter expertise
 * respect earned from skills
 * ability to influence rewards and penalties
 * rewarded or coercive authority
 * other sources.

Stakeholder

 * anybody and everybody with a stake in the project
 * clients
 * sponsors
 * performers
 * general public
 * family and friends of direct participants
 * others?

Managerial Structures

 * functional
 * project
 * matrix

Matrix Organization

 * business structure in which people are assigned to
 * functional group
 * departments, disciplines, etc
 * projects or processes
 * cut across the organization
 * require resources from multiple functional groups.

Scope Components

 * function
 * performance

Five (scope?) Constants

 * project end date
 * project ownership
 * completion criteria
 * rigorous change control procedure
 * "best practices" life cycle for this type of project

Statement of Scope AKA Statement of Work (SOW)

 * description of the scope of a project
 * centered on the major deliverables and constraints
 * develops and confirms an understanding of project scope
 * typically requires more time to create than WBS or charter
 * review of the scope documents held before proceeding to project planning phase
 * complete after the PM and the sponsor agree that objectives will be met
 * establishes procedure to request changes to a project scope
 * end-users representative approves technical changes

SOW-PROCS (mnemonic)

 * (P) - Policies and Procedures
 * (R) - Requirements
 * (O) - Overview
 * (C) - Criteria for Vendor Purchase
 * (S) - Specifications

Scope: three dimensions

 * product
 * full set of features and functions
 * project
 * work that has to be done to deliver the product
 * impact
 * involvement by performing and client organizations.
 * effect on performing and client organizations.

Scope Change

 * any change in the definition of the project scope
 * can result from:
 * changes in client needs
 * discovery of defects or omissions
 * regulatory changes
 * other

Scope Change Control AKA Scope Change Management

 * process of making sure that changes to the scope are consciously evaluated
 * making sure that implications are considered in making a decision to
 * make the change
 * postpone it
 * reject it

Scope Creep

 * changes in scope over the life of a project
 * unconscious growth of the project scope
 * results from uncontrolled changes to requirements
 * managed by implementing a rigid change control process

Scope Definition

 * breaks down major deliverables into more manageable components
 * makes verification, development, and project control, easier
 * may be part of requirements definition and/or design

Scope Planning

 * development of a statement of project's
 * principle deliverables
 * justification (business case)
 * objectives
 * part of requirements definition

Scope Verification

 * process to ensure that all project deliverables have been completed satisfactorily
 * associated with acceptance of the product by clients and sponsors.

Secure Written Confirmation Of

 * customer expectations
 * problem/opportunity
 * deliverables
 * strategy
 * completion date
 * Budget
 * risks
 * priority
 * sponsor
 * resources
 * resources availability

- all the above documented in the charter?

Methods to build consensus

 * negotiating
 * interviewing
 * meetings
 * memos

Strategies To build And Maintain Senior Management Support

 * involve mgmt in defining project concept
 * involve mgmt in defining scope
 * involve mgmt in reviewing and approving deliverables
 * provide role for mgmt as spokesperson/advocate

Consensus

 * unanimous agreement among the decision-makers
 * requires conviction that the decision will adequately achieve objectives
 * if one person is not in agreement then there is no consensus

license: Creative Commons - Attribution Share-Alike - https://creativecommons.org/licenses/by-sa/4.0/

title: Project+/Initiating


text:
Project+/Planning

REQUIREMENTS ANALYSIS
Requirements analysis is the phase of the project where the requirements of a project are carefully defined. A requirement is a documented need or a description of what a system must accomplish. It is a statement that identifies a necessary attribute, capability, characteristic, or quality of the product of a project.

Product
The project's material outcome is its product. The product may be a service, event or a material object. It includes all necessary aspects of the deliverable including training, documentation, etc. Requirements focus on the product itself rather than the ways of achieving the product, leaving the implementation details for later. Requirements that focus on how the product is achieved are said to have implementation bias.

Requirements Statement
A requirements statement is a detailed accounting of project objectives. It describes the features, functions and performance constraints of the product. It provide the basis for accepting the product, or describes what must be accomplished for the product to be accepted.

The following are some useful techniques to understand user requirements:

 * Prototyping
 * Pilot
 * Use Case Modeling
 * describes relationship of a software product and its environment
 * JAD (Joint Application Design)
 * UML (Unified Modeling Language)
 * management tool for object oriented software design

Project Description Document
The Project Description Document and the Project Requirements are used to identify:

 * the high-level value of the project to the sponsor and users
 * gaps in the requirements when compared to the project scope
 * whether the list of requirements is complete and valid enough to move on to next phase

Project Requirements Document - OTN

 * all system inputs are defined
 * all system outputs are defined
 * requirements are validated with sponsors and users
 * business rules, special logic, and calculations are defined
 * gaps between the requirements and the scope are identified and filled

Requirement Characteristics

 * necessary range of inputs
 * carefully evaluated to be within the project scope
 * complete, accurate, and valid

Types Of Requirements

 * business
 * functional
 * technical

Traceability

 * track a requirement to documented need

Configuration Management

 * ensure descriptions of projects products are correct and complete
 * document physical and functional design characteristics

REFINE SCOPE

 * Scope statement will be included in the project plan
 * Scope of a project is usually defined during the initiation phase of a project but the scope can change as needed as more analysis is done

WBS key concepts

 * hierarchical task list
 * decomposition of project into a collection of work units
 * use to determine the project work effort
 * basis for planning, schedule, budget
 * used to estimate resource requirements, activity durations, and costs
 * required to create a Gantt chart
 * will be included in the project plan statement
 * Phase = highest level element of the WBS
 * Work Package = lowest level element of the WBS
 * one person responsible for each item, although many may work on that item
 * formal approval should be obtained for each deliverable
 * authority to sign off should be clearly defined
 * depicted as
 * tree diagram (or hierarchy chart)
 * list in outline form with detailed items subordinated to higher-level items.
 * schedule and budget contained in WBS?

Activity or Task

 * may be of any size (a project is a very large activity or task)
 * sometimes the terms are synonymous
 * sometimes the terms are used to denote a piece of work at a particular level in WBS
 * e.g. a phase is broken into activities, and an activity into tasks
 * defined in each activity or task
 * duration
 * cost
 * resources
 * deliverables

SMART: activities or tasks should be

 * Specific
 * Measurable
 * Assignable
 * Realistic
 * Time-framed

Phase

 * highest level element of the WBS
 * grouping of activities in a project
 * meets a major milestone by providing a significant deliverable
 * e.g. requirements definition or product design document
 * a project is broken down into a set of phases for control purposes
 * phase is usually the highest level of breakdown of a project in the WBS.

Work Package

 * lowest level of the WBS at which project accounting is performed
 * usually a week or so in duration and performed by an individual or small work group

"Work Package" v "Task" v "Work Unit" v "Activity"

 * "task" or "work unit" or "activity" = all ambiguous
 * task could be high level, mid-level, or low level, i.e. summary task, sub-task
 * work package lowest level for which accounting is performed - unambiguous

best practices

 * keep work unit duration as short as possible
 * work teams should be small

hierarchy format e.g.

 * 1.0 Main task 1
 * 1.1 Subtask 1
 * 1.2. Subtask 2
 * 2.0 Main task 2
 * 3.0 Main task 3

Deliverable

 * any item produced as the outcome of a project or any part of a project
 * project deliverable is differentiated from interim deliverables
 * interim deliverables result from activities within the project
 * deliverable must be tangible and verifiable
 * every element of the WBS (activity or task) must have one or more deliverables.

Issues

 * Contract Labor
 * Outsourcing

Recruit The Best Candidates

 * ask mainly open questions
 * develop the interview questions
 * develop a mechanism to score responses
 * develop a comprehensive job specification
 * identify skills, knowledge, and attitudes required for the position

Attributes To Look For In A Candidate

 * a positive, team-player attitude
 * a goal oriented, Can do disposition
 * a knowledge of systems and user documentation

Resource Capabilities And Resource Availability

 * have the greatest impact on the actual duration of project tasks
 * have the greatest impact on the estimated per unit labor cost

Top Down

 * estimate effort/cost/duration/risk of project or phase
 * looking at the project as a whole
 * comparing project to previously performed similar projects
 * methods of comparison
 * analogous estimating
 * direct comparison
 * parametric estimating
 * using an algorithm
 * experts
 * estimating from memory

ROM (Rough Order of Magnitude)

 * estimate effort/cost/duration/risk of project or phase
 * done early in a projects to get a ball park figure
 * about the same as top down.

Parametric

 * estimate effort/cost/duration or project or phase
 * using an algorithm
 * parameters that represent attributes of the project used to calculate
 * used in top-down estimating.

Analogous

 * estimate effort/cost/duration/risk of project or phase
 * estimating using similar projects or activities as a basis for determining
 * used in top-down estimating

Bottom Up

 * estimate effort/cost/duration or project or phase
 * breaking down into activities, tasks and sub-tasks
 * estimating the effort, duration and cost of each task and sub-task
 * combine all component estimates to determine the full estimate
 * determining duration through a bottom-up approach requires
 * sequencing and resource leveling to be done as part of the scheduling process.

Cost and Time Estimating Issues

 * scope
 * task requirements
 * resource availability
 * resource expense
 * original estimations vs actuals

Process For Creating Schedule

 * estimate time and resources for each work unit
 * historical data
 * expert judgment
 * determine dependencies between work units
 * level the resources
 * create checklists for each work unit
 * understand dependency relations between work units
 * FF, SS, FS, SF

Five Lists Required To Generate Schedule

 * deliverables
 * project tasks
 * required skills
 * available skills
 * time and resources per task

Items Needed To Justify The Schedule

 * the project critical path
 * actions you have taken
 * the tasks with time requirements

Sequencing Tasks

 * part of the scheduling process
 * tasks are positioned serially or parallel based on dependencies between them
 * sequencing results in a task network.

Dependencies: Types Of

 * mandatory
 * inherent in the nature of the work
 * often involve physical limitations
 * hard logic
 * discretionary
 * defined by project management team
 * soft logic
 * external
 * relationship between project and non-project activities

Milestones

 * points in time when a deliverable or set of deliverables is available
 * denote a significant event such as the completion of a phase
 * SMART criteria = Specific, Measurable, Assignable, Realistic, Time-framed
 * on gantt chart represented by black diamonds
 * on tracking gantt chart, slipped milestones represented by white diamond
 * an event: no duration or effort
 * must be preceded by one or more tasks
 * even the beginning of a project is preceded by a set of tasks, may be implied

Critical Path

 * path(s) in a project network that has the longest duration
 * series of activities that determines the earliest completion of the project
 * may be more than one critical path
 * critical path(s) may change during the project.

Float Or Slack

 * amount of time available for a task to slip before it delays the project end date
 * It is the difference between the task's early and late start dates.

Lead

 * minimum lapse of time between start of activity and start of overlapping activity

Lag

 * waiting time between two tasks

Gantt Chart

 * bar chart that depicts a schedule of activities and milestones
 * activities are listed along the left side of the chart
 * time line is listed along the top or bottom of the chart
 * activities are shown as horizontal bars
 * length of activity bars are equivalent to the duration of the activity
 * may be annotated with dependency relationships and other schedule-related information.

Network Diagram

 * graphic tool for depicting the sequence and relationships between tasks
 * forms of network diagrams
 * PERT Diagram
 * Critical Path Diagram
 * Arrow Diagram
 * Precedence Diagram

Pert (Program Evaluation And Review Technique)

 * scheduling technique that makes use of
 * dependency analysis and critical path to determine the duration of a project
 * slack to determine priorities of tasks
 * task durations are computed as (Optimistic + 4x Most likely + Pessimistic estimates) / 6)

Schedule

 * project time-line
 * identifies dates (absolute or relative to a start date) that
 * project tasks will be started and completed
 * resources will be required
 * milestones will be reached.

Sequencing Tasks

 * tasks are positioned serially or parallel based on dependencies between them
 * sequencing results in a task network.

Process For Creating - Bottom Up

 * determine cost of resources for each work unit
 * determine when those resources will be required
 * should have written approval from the project sponsor

Uses For Top Down Budget

 * confirm the customer's expected cost
 * validate detailed (bottom-up) budget when it is created

Budget Baseline

 * need budget and schedule to develop
 * show when the budget for each work unit will be spent
 * basis for budgets cash flow
 * basis for PV (BCWS) and EV (BCWP) (new terms?)

Management Reserve

 * funding for price changes that occur over the project life cycle due to -inflation- ?

Cost Budgeting

 * allocate cost estimates over time
 * four inputs to cost budgeting
 * cost estimates
 * WBS
 * project schedule
 * risk management plan
 * one output from cost budgeting
 * cost baseline
 * time phased budget

Fully Loaded Amounts For Hr Include

 * compensation
 * benefits
 * overtime
 * etc

Communication Policies

 * There should be no arguments in front of the customer
 * Consultants should not discuss other clients while on-site

Communications Plan Should Include Communication:

 * purpose
 * senders
 * recipients
 * frequency
 * type
 * method
 * description

Information Needs Of End-User Management

 * main systems functionality
 * user involvement requirements
 * main deliverables planned delivery times

Quality Plan

 * create operation definitions for performance, and reliability

Project Review Process

 * provides a quality assurance measure for project performance
 * provides an independent evaluation of project performance/documentation

Quality Testing (Types Of)

 * unit test
 * component level
 * integration test
 * functionally grouped components
 * system test
 * the entire system as one entity
 * user acceptance test
 * should prove that the system operates to the specified requirements.
 * verification
 * alpha testing
 * simulated environment and simulated data
 * validation
 * beta testing
 * live environment and real data
 * audit testing
 * certifies system is ready for operation

Quality Assurance (QA)

 * making sure standards and procedures are effective and complied with
 * in some organizations QA is used to refer to the quality control function
 * satisfy standards
 * promote continual improvements

Quality Control (QC)

 * making sure deliverables comply with acceptance criteria
 * includes testing and reviews.

Risk

 * likelihood of the occurrence of an event
 * generally, the event is a negative one like project failure
 * event may also be a positive event, like the early completion of a task
 * price for opportunity

Risk Categories

 * technology risk
 * schedule risk
 * program evaluation and review technique (PERT)
 * Monte Carlo
 * financial risk

Choices To Handle Risk

 * accept
 * avoid
 * mitigate

Qualitative Risk Analysis

 * assess likelihood and impact of identified risks

Identify Potential Risks

 * historical information
 * nature of product and project
 * information gathering

Risk Assessment

 * part of risk management
 * planners identify potential risks and describe them
 * risks usually identified in terms of
 * symptoms
 * causes
 * probability of occurrence
 * potential impact

Risk Response

 * action that can be taken to address the occurrence of a risk event
 * Contingency Plans are collections of risk responses

Risk Response Control

 * responding to risk event occurrences throughout the project life cycle
 * taking corrective action is an aspect of risk response control

Risk Response Development

 * part of risk management
 * planners identify and define actions to be taken in case a risk occurs
 * such risk may be positive or negative

Six Processes Within The Area Of Risk Management:

 * Risk Management Planning
 * Risk Identification
 * Qualitative Risk Analysis
 * Quantitative Risk Analysis
 * Risk Response Planning
 * Risk Monitoring and Control

Project Plan – Key Concepts

 * other documents, such as WBS and SOW are fed into the project plan
 * very detailed and contains all the information about the project
 * a living document in that its contents can change over the life of the project
 * needs to be base-lined and all changes tracked
 * closes out the planning phase

Project Plan - Methods For Generating Support For

 * requesting input from stakeholders during planning process
 * clearly illustrating how the project relates to the company's objectives

Project Plan - Included In Project Plan

 * project scope
 * project definition
 * project objectives
 * project scope analysis (inclusion and exclusions)
 * project deliverables
 * project assumptions
 * project success criteria
 * project requirements
 * methodology description
 * project approach
 * work breakdown structure (WBS)
 * project estimates
 * project risk assessments
 * project resources (skills set needed, etc)

Project Plan : PP-TOSTR-SEE-BIST (mnemonic)

 * (T) - Table of Contents
 * (O) - Overview
 * (S) - Sponsors
 * (T) - Team Members
 * (R)- Requirements
 * (S) - Scheduled Tasks (WBS)
 * (E) - Expected Resources
 * (E) - Environmental Issues
 * (B) - Business Requirements
 * (I) - Implementation Plans
 * (S) - Support Plans
 * (T) - Training Plans - Nine Knowledge Areas, each = report, except integration (dummies pmp)
 * 1) Integration
 * 2) Scope
 * 3) Time
 * 4) Cost
 * 5) Quality
 * 6) Human Resources
 * 7) Communication
 * 8) Procurement
 * 9) Risk
 * mnemonic: Rapper Ice-T seeks the HR department to take a CPR class
 * Ice-T - IST - integration, scope, time
 * seeks HR - CQ HR - cost, quality, HR
 * CPR - communication, procurement, risk

Project Plan - Steps To Creating A Project Plan

 * 1) assemble all project planning elements
 * 2) create an outline or table of contents
 * 3) review outline with key stakeholders
 * 4) adjust the plan according stakeholder feedback
 * 5) write the comprehensive project plan
 * 6) obtain formal approval

title: Project+/Planning


text:
Project+/Executing

KICK OFF MEETING

 * meet with sponsor to review the output
 * a meeting at the beginning of the project or major phase of the project
 * align peoples' understanding of project objectives, procedures, and plans
 * begin the team-building and bonding process.

WEEKLY TASKS

 * check scope
 * check evolution and status deliverables
 * check schedule
 * analyze variances, compare estimates to actuals
 * handle scope changes
 * list, track, try to resolve open issues
 * report project status
 * push for activity close-out and deliverable sign-off
 * decide if it's necessary to kill project

EVM (Earned Value Management)

 * a method for integrating scope, schedule and resources
 * used for measuring project performance
 * compares
 * amount of work that was planned (PV)
 * what was actually earned (EV)
 * what was actually spent (AC)
 * determines if cost and schedule performance are as planned.

EVA (Earned Value Analysis)

 * most commonly used method of performance measurement
 * integrates scope, cost and schedule measures
 * assesses project performance
 * used to identify any divergence from planned outcomes

EV (Earned Value)

 * EV = PV * % complete (from course prep)
 * formerly BCWP (Budgeted Cost Work Performed)
 * value of work actually completed

PV (Planned Value)

 * formerly BCWS (Budgeted Cost Work Scheduled)
 * portion of approved cost estimate planned to be spent on activity during given period.
 * physical work scheduled to be performed

AC (Actual Cost)

 * formerly ACWP (Actual Cost Work Performed)
 * total costs incurred in accomplishing work during given period.
 * occurred to accomplish earned value

BAC (Budget at Completion)

 * the original total budget allocated to a project.
 * sum of all budgets allocated to a project

EAC (Estimate at Completion)

 * 3 formulas to calculate EAC
 * EAC = AC + ETC
 * EAC = AC + BAC - EV (variances are atypical)
 * EAC = BAC/CPI (from course prep) (variances are expected to occur again at same rate).
 * value expressed as either dollars or hours
 * represents the projected final costs of work when completed
 * actual costs incurred plus estimated cost of remaining work.

CPI (Cost Performance Index)

 * CPI=EV/AC
 * ratio of worth to cost
 * measure of cost-efficiency or efficiency of the budget
 * CPI < 1.0 means that the task is over budget

CV (Cost Variance)

 * CV=EV-AC
 * difference between worth and cost of completed work
 * identifies the area where spending more than budgeted
 * CV < 0 means the task is over budget

ETC (Estimate to Complete)

 * ETC=BAC-EV
 * expected additional cost needed to complete an activity or project

SV (Schedule Variance)

 * SV=EV-PV
 * difference between worth and supposed-to-be worth of completed work
 * identify schedule problems
 * measure of schedule efficiency
 * SV < 0 means the task is behind schedule

SPI (Schedule Performance Index)

 * SPI=EV/PV
 * schedule efficiency ratio of earned value accomplished against the planned value
 * describes what portion of the planned schedule was actually accomplished.
 * SPI < 1.0 means the task is behind schedule

TCPI (To Complete Performance Index)
TCPI = (BAC – EV)/(BAC – AC); based on BAC (original BAC only money available)
 * Two possible formula:

TCPI = (BAC – EV)/(EAC – AC); based on EAC (new revised EAC approved)
 * ratio of remaining work to remaining budget
 * efficiency that must be achieved to complete remaining work with remaining money
 * TCPI>1 = must increase performance to stay within budget

CAPS (Control Account Plans)

 * management control unit in which earned value performance measurement takes place
 * formerly called Cost Account Plan
 * EVM CAPs continuously measure project performance by relating 3 independent variables
 * Planned Value
 * Earned Value
 * Actual Costs

Formulas Summary:

 * CV=EV-AC
 * EAC (Estimate at Completion):
 * EAC = AC + ETC
 * EAC = AC + BAC - EV
 * EAC = BAC/CPI (from course prep)
 * CPI=EV/AC
 * SV=EV-PV
 * SPI=EV/PV
 * TCPI=(BAC-EV)/(BAC-AC)
 * Funds Remaining (BAC or EAC - AC)
 * EV=PV*%complete (from course prep)

Formula Mnemonics For Basic Formulas (CV,SV,CPI,SPI)

 * "V" in left-most means variance which means subtract
 * "I" in left-most means index which means divide
 * "EV" on left side of equation after "="
 * if cost "AC" is right-most, otherwise "PV"
 * CV=EV-AC
 * SV=EV-PV
 * CPI=EV/AC
 * SPI=EV/PV

Formula Mnemonics For TCPI
TCPI = (BAC – EV)/(BAC – AC); BAC based
 * Two possible formula:

TCPI = (BAC – EV)/(EAC – AC); EAC based
 * remember both num and denom start with BAC-
 * no PV
 * "I" in left-most means index which means divide
 * "EV" on left side of equation after "="

- baseline

 * original project plan plus approved changes. Must have to use EVA.

Two Methods Used To Monitor Scope Changes

 * track number of scope changes
 * track dollar value of extra work performed

Before Approval From The Stakeholders On A Project Scope Modification

 * analyze budget issues and their impact on "common problems"
 * analyze project plan issues and their impact
 * research alternatives for the proposed scope change

Value Engineering

 * used to evaluate proposed changes

When Change Occurs, PMS Must

 * identify cause
 * write a status report to document change
 * determine how scope change will impact cost and/or schedule
 * quantify alternative solutions
 * ask users to distinguish between mandatory and optional scope changes
 * determine whether to inform the sponsor
 * gain stakeholder approval

Objectives Of Change Control Process

 * insure that changes are beneficial
 * know when change has occurred
 * manage changes as they occur

Preventing Scope Creep

 * scope is well documented and verified in the planning phase
 * team well informed of products and quality procedures
 * develop and follow a requirements management process

What May Be Needed

 * communication standards
 * work standards
 * sub-teams
 * focus on milestones

Best Practices

 * Shared Challenge
 * Team Identity
 * Balanced Task Assignment
 * Team Support
 * Trust Your Team
 * Earn Respect
 * Be a Team Player
 * Leadership Principles

Conflict Handling Modes

 * confrontation mode
 * problem solving approach
 * allows parties to work through their differences
 * usually most effective
 * smoothing mode
 * de-emphasize areas of differences
 * emphasize areas of agreement
 * often used when personalities clash
 * forcing mode
 * win-lose approach
 * favored by the autocratic
 * withdrawal mode
 * little gets accomplished

Task Related Conflict

 * often healthy
 * different approaches to create deliverables discussed
 * better solutions can be achieved

Emotional Conflicts

 * develop group ground rules to avoid

Common Causes Of Performance Problems Include

 * team is unfocused or pulling in different directions
 * team is fragmented into special interest or social groups

Re-enforce by

 * identify source of doubts
 * use interpersonal skills
 * act without creating negative impact
 * use allies and influence

Issues

 * Contract Labor
 * Outsourcing
 * Material Resources and Suppliers
 * Resource Leveling

Issues Related To Extending Schedule

 * impact on other project goals
 * impact on the rest of the organization
 * impact on the project team
 * impact on the vendors

INTERIM PROJECT REQUIREMENT REVIEWS - Process

 * held with the sponsors and users
 * held after the initial requirements are completed
 * held after requested changes to the scope are defined
 * most reviews are face-to-face with affected stakeholders
 * may be held on a periodic basis or as needed
 * Reasons To Hold Non-Periodic Reviews
 * organizational changes
 * misunderstandings arise
 * quality problems
 * budget problems

INTERIM PROJECT REQUIREMENT REVIEWS - Reasons for

 * provides a quality assurance measure for project performance
 * provides an independent evaluation of project performance/documentation
 * examines the overall health of the project
 * recommends actions to address any significant problems
 * Emphasize Important Project Goals
 * main goals understood?
 * are products being delivered on time?
 * quality okay?
 * budget okay?

INTERIM PROJECT REQUIREMENT REVIEWS - Acceptable Outcomes

 * approve requirements list as is
 * agree on revisions then resubmit for review and approval
 * agree on revisions then move forward with the planning phase

Transition Work

 * user docs
 * user training
 * help-desk training

title: Project+/Executing


text:
Project+/Closing

Closing

 * process of gaining formal acceptance for the results of a project or phase.
 * bringing project or phase to an orderly end.
 * archiving of project information and post-project review.

Output

 * project archives
 * formal acceptance documentation
 * project review
 * team member evaluations
 * lessons learned report = last deliverable

Formal Acceptance Of The Project By The Customers

 * first step in close out phase
 * a goals of the close out phase?
 * formal acceptance documentation should be prepared
 * PM should document customer acceptance

Project Review

 * necessary task in preparation of the Close Out phase
 * asses and evaluate each phases of the project
 * asses and evaluate the overall project performance
 * a way to learn from the experience and continuously improve project performance

Project Archives

 * leave clear and complete documentation of the project

Lessons Learned Report

 * PM may need to study from previous projects

Project Audit

 * formal review of project progress and results
 * did project achieve benefits as planned
 * was work accomplished according to plan

title: Project+/Closing


text:
Cookbook:Scalding

Scalding is a technique used in many recipes containing milk.

Technique
To scald milk bring it nearly to a boil (185°F, 85°C, or more), preferably in a thick-bottomed pan, and stirring actively, to keep a protein skin from forming on the surface and keep the proteins and sugar from sticking to the bottom. To scald milk, you use a heavy bottomed pan or double boiler and bring the temperature of the milk to 85-100°C (185-212°F). At sea level, the milk should just start showing small bubbles and releasing steam at the lower end of this temperature range. Care must be taken to not allow the pan to heat too quickly, or the solids in the milk will stick to the bottom of the pan and burn or scorch. Scorched milk has a very distinctive and unpleasant taste, and it can ruin the whole pot of milk. Frequent stirring and scraping of the pan bottom will help keep the solids in suspension. A lid will help keep a "skin," caused by surface evaporation, from forming.

Effects
The purposes of scalding in any given recipe can be many, as several chemical and biological changes happen during the process. Scalding served two purposes, to kill potentially harmful bacteria in the milk, and to destroy enzymes that keep the milk from thickening in recipes. Pasteurization, however, accomplishes both of those goals, and since almost all store-bought milk in Western countries is pasteurized these days, scalding is essentially an unnecessary step.

Many pathogens are killed at these temperatures and natural enzymes are neutralized. Pasteurization often achieves the same effect, but can take place at lower temperatures (about 63°C (145°F)) so one must be sure that scalding is not required for other reasons before assuming that the step can be skipped.

Some milk proteins unfold at scalding temperatures. In yogurt making, this allows for a tighter matrix to form as the proteins refold in the acidic environment, resulting in less whey separation and a firmer end product. This unfolding of protein also seems to help in bread making, resulting in a finer crumb and better rise.

The higher temperature could also be utilized as an essential element of cooking, e.g. helping sugar dissolve or cooking eggs in custards,and to better incorporate flavors. Basically, all the different flavors of the ingredients (whether complimentary and/or contrasting) will "come together" better at a hotter temperature. No person wishing to brew tea, to use an analogy, would insert a tea bag in a cup of cold water for the purpose.

title: Cookbook:Scalding


text:
Microprocessor Design/Resources

Related Wikibooks

 * Chip Design Made Easy
 * MIPS Assembly
 * SPARC Assembly
 * Programmable Logic
 * Semiconductors
 * Digital Circuits
 * Parallel Computing and Computer Clusters
 * Floating Point
 * Embedded Control Systems Design/Processors
 * Embedded Systems/Microprocessor Architectures
 * Floating Point/Floating Point Hardware

Wikipedia Articles

 * Microprocessor
 * CPU design
 * Instruction set
 * Apollo Guidance Computer
 * Soft microprocessor discusses FPGA CPUs

Wikiversity Courses

 * Computer_Architecture_Lab

Commons Image Categories

 * Commons:Category:Microprocessors
 * Commons:Category:Microcontrollers

Books

 * Patterson and Hennessy, Computer Organization and Design, 3rd Edition, Morgan Kaufmann, 2005. ISBN 1558606041
 * ... should we list the other design books recommended by John Doran ? ...
 * Nisan and Schocken. "The Elements of Computing Systems: Building a Modern Computer from First Principles". 2005. ISBN 978-0262640688.
 * Shimon Schocken. "From NAND to Tetris in 12 steps: building a modern computer from first principles" is an overview of the Nisan and Schocken book.
 * Hamacher, Vranesic, Zaky, Manjikian. "Computer Organization and Embedded Systems". ISBN 978-0073380650

David Winkel and Franklin Prosser. "The Art of Digital Design". ISBN 0-13-046607-7. Published by Prentice-Hall, 1987. "build a PDP-8 using registers and microcode."

title: Microprocessor Design/Resources


text:
Microprocessor Design/Licensing

Images
Most images are located on Wikimedia Commons, and the licensing information for each individual image is available on that site.

title: Microprocessor Design/Licensing


text:
User:Jcart1534

I can be found most often at Wikinews.

title: User:Jcart1534


text:
User:Whiteknight/All Books

All Books
This is a list of all books that I have started, or that I have done significant work on. The letters next to the title of a book are the status codes that show what state the book is in. A description of the book will be shown below the title to elaborate these codes. All books are to be considered a work-in-progress.

title: User:Whiteknight/All Books


text:
Io Programming/Io Style Guide

This page should contain guidelines to writing good Io code. Please contribute your wisdom, but in the interest of making it easier for readers to find things, please keep each major heading in alphabetical order.

On Assignments

 * Use setters whenever possible, instead of direct assignment.
 * Read/Write Attributes, often found in other languages, can be simulated by overriding the setSlot method on an object. Unless you have an impeccable argument for doing so, however, don't.  You'll just make your program slower to run and increase the opportunity for bugs.
 * Setters have the advantage of being more legible in the long-term. Telling an object to setForeground(Color White) makes more sense when reading (and hence, when maintaining) the code than fgPen = Color White.
 * Consider direct assignment on external objects as harmful.
 * Let the external object decide how to affect its own state.
 * Tell the object what to do; it generally knows "how to do it" better than you do.
 * If an external object lacks a method to effect the state changes you consider necessary, write one. Remember that Io lets you do this, even for code you didn't write yourself.

On Initialization

 * In keeping with methods with three or fewer arguments, use setters to initialize object state as necessary.
 * Some objects will maintain some non-trivial state. The init method should:
 * be used to initialize object state to known-good defaults only, only only when necessary.
 * not be used to initialize fields which acquire default literal or immutable values (e.g., 0, ""). Inherit them from a prototype instead.
 * definitely be used to initialize fields which acquire default dynamically-created values (e.g., list, etc.). Otherwise, such a value is shared by all instances of the object.
 * not be used as a replacement for setters, which serve to alter the configuration of the object from its default state.
 * To facilitate isolation and testability, rely on dependency injection.
 * Do not attempt to acquire resources unless absolutely necessary, including files, windows, network sockets, et. al. Accept them as arguments instead.
 * Remember: the object has domain-specific knowledge about itself, and specializes in itself and only itself. Keep it that way.
 * Example: A spreadsheet object maintains a matrix of data which includes formulae as well as literal data. It knows nothing about how this information is stored in a data file.  Instead, impex (short for importer/exporter) objects are used to either read data from a file and stuff the spreadsheet appropriately, or query the spreadsheet and write out a data file accordingly.  A view object is just a special kind of exporter: one which renders the data to the screen instead of to a file.  This could take the familiar form of a matrix, or it could take the form of a multi-valued chart of some kind.  Likewise, the keyboard and mouse, combined, form a special kind of importer interface.  Therefore, loading and saving spreadsheets is reduced to an automation of the manual task of data entry, made possible only by the fact that the spreadsheet doesn't care where the data is coming from or going to, only that the data is correct.
 * Keep object state as small as possible.
 * References to other objects should exist only to allow the object to do its job.
 * Objects which end up performing two or more jobs should be refactored into two or more objects.

On Methods and their Arguments

 * Method names should begin with a lowercase letter, to preserve the established coding conventions of Io.
 * Passing greater than three arguments to a method suggests that the object should be refactored.
 * Minimize the number of arguments to methods.
 * Use a "parameter object" which serves as an argument collection.
 * Always return self in the absence of any other useful value, allowing other object methods to be chained together.
 * Use method chains to refactor methods that would otherwise take more than three arguments.

title: Io Programming/Io Style Guide


text:
User talk:203.90.124.69

Thanks for experimenting with Wikibooks. Your test worked, and has now been removed. Please use Sandbox for any other tests you want to do, since testing material in modules will normally be removed quickly. Please see the welcome page if you would like to learn more about contributing to our project. Thanks. Webaware talk 06:25, 5 June 2007 (UTC)

title: User talk:203.90.124.69


text: User talk:59.165.237.7

title: User talk:59.165.237.7


text:
User talk:203.123.170.44

The material you added to Japanese/JLPT Guide/JLPT 2 Vocabulary, and Japanese/Vocabulary is not compatible with the GFDL because it is not available for commercial use. If the material you added to JLPT Guide/Contents/About JLPT has the same copyright, we ask that you remove it as well. Thank you for understanding. -- Jomegat 13:07, 5 June 2007 (UTC)

title: User talk:203.123.170.44


text: Category:Book:Eclipse

title: Category:Book:Eclipse


text:
Applied Science BTEC Nationals

=Edexcel Level 3 BTEC Nationals in Applied Science=

Overview
The British exam board Edexcel offers BTEC Nationals in Applied Science. There is as yet no textbook published. This is an attempt to rectify the matter.

Please contribute any material you want. This is a multi-author, open project; but you can contact Ewen if there is anything you would like to add but you are not sure how to do it, or if you have any suggestions.

Contents

 * /Course Structure and Assessment/
 * Forum (How to Use)
 * /Assignment template/

Units

 * 01 /Fundamentals of Science/
 * 02 /Working in the Science Industry/
 * 03 /Scientific Investigation/
 * 04 /Scientific Practical Techniques/
 * 05 /Perceptions of Science/
 * 06 Mathematical Tools for Science

 * 07 Mathematics for Science Technicians
 * 08 Statistics for Science
 * 09 Informatics for Science
 * 10 /Using Science in the Workplace/
 * 11 /Physiology of Human Body Systems/
 * 12 Physiology of Human Regulation and Reproduction

 * 13 /Biochemical Techniques/
 * 14 Energy Changes, Sources and Applications
 * 15 /Microbiological Techniques/
 * 16 /Chemistry for Biology Technicians/
 * 17 Electrical Circuits and their Industrial Applications
 * 18 /Genetics and Genetic Engineering/

 * 19 /Practical Chemical Analysis/

 * 19.1 Measuring sulphate concentration.
 * 19.2 Measuring copper content of brass.
 * 19.3 Measuring manganese content of steel.
 * 19.4 Measuring calcium concentration by titration.
 * 19.5 Measuring iron concentration by colorimetry.
 * 19.6 Case studies
 * 19.6.1 Morriston Hospital, Swansea
 * 19.6.2 Anchem Laboratories, Neath

 * 20 /Medical Physics Techniques/
 * 21 /Biomedical Science Techniques/
 * 22 /Chemical Laboratory Techniques/

 * 22.1 Qualitative analysis of inorganic substances.
 * 22.2 [[/Chemical Laboratory Techniques/Qualitative organic analysis|

Qualitative analysis of organic substances.]]
 * 22.3 Measuring the iron content of iron tablets.
 * 22.4 Extracting plasticisers from PVC.
 * 22.5 Extracting caffeine from tea.
 * 22.6 Synthesis of ethanal by oxidation.
 * 22.7 Synthesis of benzoic acid by oxidation.
 * 22.8 Synthesis of aspirin by esterification.
 * 22.9 Synthesis of ethyl ethanoate by esterification.
 * 22.10Preparation of Kastle-Meyer test reagent.
 * 22.11 Extraction and presumptive testing of cocaine.
 * 22.12 Synthesis and analysis of iron (II) ethanedioate.

 * 23 /Science for Environmental Technicians/
 * 24 /Principles of Plant and Soil Science/

 * 25 /Electronics for Science Technicians/
 * 26 Industrial Applications of Chemical Reactions
 * 27 Chemical Periodicity and its Applications
 * 28 Industrial Applications of Organic Chemistry
 * 29 /Physiological Investigations/
 * 30 /Medical Instrumentation/

 * 31 /Criminology/
 * 32 Forensic Evidence Collection and Analysis
 * 33 /Forensic Photography/
 * 34 /Criminal Psychology/
 * 35 /Forensic Psychology/
 * 36 /Forensic Fire Investigation/

 * 37 /Forensic Science Informatics/
 * 38 /Traffic Accident Investigation/
 * 39 /Criminal Investigation Procedures/
 * 40 /Criminal Investigation Practice/
 * 41 /Forensic Media and Crime/
 * 42 Geology of Natural Resources
 * 44 Astronomy
 * 45 Basic Polymer Technology
 * 46 Plastics Materials
 * 47 Plastics Processing
 * 48 Polymer Process Engineering
 * 49 Rubber Products and Specialist Elastomers
 * 50 Rubber Technology
 * 51 Mechanical and Thermal Treatment of Metals
 * 52 Structure and Properties of Metals
 * 53 Extraction and Refining of Metals

Resources

 * Definitive details from the Edexcel website.
 * See also: Developments in BTEC Nationals.
 * Basic analytical Toxicology - WHO online text.
 * Court TV resource
 * Designed for the A-level course but still useful.
 * Tutor support materials - exemplar material for units 1, 4, 5, 29, 32 and 35. See p14 (and 15-19) for an assignment sheet that can be adapted.
 * NSS Briefing 2007-08 - the final page is the cover sheet for units.

title: Applied Science BTEC Nationals


text:
Applied Science BTEC Nationals/Course Structure and Assessment

Unit Choice
The course is made of 53 units. Students take a maximum of 18:

Between the Certificate and Subsidiary Diploma Units 1, 2 and 4 are compulsory. Between the 90-Credit Diploma and Extended Diploma units 1, 2, 3, 4, 5, 6 are compulsory.

Method of Assessment
All units are assessed by written coursework, which is initially assessed by the school/college and then checked by Edexcel.

Making the Grade
The work must be your own. Copying large chunks of text from a book or the internet is not allowed - even if you credit where you obtained the text.

Check the requirements of each unit and make sure your work meets those requirements. Work which is not on the syllabus will not improve your grade, so don't waste your time with it.

Tip: Use the specification to write headings for your assignments, and research material for each heading. This way you should cover all the topics required: It will be obvious which parts of your assignment need further work. Putting your research into headed sections will prevent you copying or paraphrasing a large chunk from one source, and then a large chunk from another source without comparing the two sources on what they say point-by-point.

Note every reference you use.

References:

Definitive details from the Edexcel website.


text:
User:Flip purr~enwikibooks

Hi there.

Figured I'd introduce myself.

I'm a Geek living/working in Pittsburgh PA.

My interestes are varied, but since the cooking Wikibook got me in, I'll focus on that.

I've been cooking for almost as long as i can remember. I'm in a Medieval Recreation group, and I've cooked in many of those kitchens preparing feasts for 1-200 people. I like to experiment, and try to approach cooking more as an art than a science... although it's difficult to seperate the two. Alton Brown is my hero! ;)

Here are my contributions

title: User:Flip purr~enwikibooks


text:
Finite Model Theory/Model Theory

Many important theorems of Model Theory do not hold when restricted to the finite case, like Gödel's completeness theorem or the compactness theorem:

Failure of Compactness Theorem
Consider the following sentence σ3

$$\exists_x \exists_y \exists_z (x\ne y \land y\ne z \land x\ne z)$$

that says that there are at least 3 different elements in a universe. One can expand σ3 easily for n other than 3. So, let Σ = {σ1, σ2, σ3, ...} be the infinite set of all these sentences. Now Σ is obviously not satisfiable by a finite model, although every finite subset of Σ is. Ok, but why does that matter? One of the most useful tools in general Model theory is the Compactness theorem, stating: "Let Σ be a set of FO sentences. If every finite subset of Σ is satisfiable, then Σ is satisfiable." But as just shown this doesn't hold for the finite case, thus there is no Compactness theorem in Finite Model Theory!

title: Finite Model Theory/Model Theory


text:
Talk:American Government

the TOC seems to be copy/pasted from a copyrighted page. Hoogli 14:48, 5 June 2007 (UTC)

title: Talk:American Government


text:
User:Dolsson5

I am a US citizen living in the state of Massachusetts.

title: User:Dolsson5


text:
User:Whiteknight/Help Book

I am planning to completely delete the Help: namespace overtime. All pages will be merged into help books like Using Wikibooks, or Editing Wikitext as appropriate. If needed, we can create additional books too. Eventually, all Help: pages will be deleted, and the entire Help: namespace can be removed. This is a very long-term project. --Whiteknight (Page) (Talk) 13:57, 8 December 2008 (UTC)

Help:Contents
This is a navigational map of the current Wikibooks Help namespace and directly linked pages in other namespaces, using Help:Contents as a root node. This is how the help namespace looks currently, and this list should not be changed. Red links on this page represent red links in the help namespace. Do not create these pages now, because creating such pages might be counter to the plan.

For a list of all pages in the help namespace, including those which are not currently linked from Help:Contents, see Special:Prefixindex/Help:.

 * Help:Introduction
 * Help:What is a module
 * Help:Editing
 * Help:How to start a book
 * Help:Logging in
 * Help:Database download
 * Help:Contents/Browsing Wikibooks
 * All bookshelves
 * Help:Searching
 * Help:Explore
 * Help:Namespace
 * Special:Whatlinkshere/Help:Contents/Browsing Wikibooks
 * Help:Keyboard shortcuts
 * Help:Talk page
 * Help:Media help
 * Help:Contents/Editing Wikibooks
 * Help:Starting a new page
 * Help:Page name
 * Help:Editing
 * Help:Section
 * Help:Testing
 * Categories
 * Help:Purge
 * Manual of Style
 * WB:LMOS
 * Help:HTML in wikitext
 * Help:Special characters
 * Help:Contents/Images and media
 * Writing Pages with Wiki Formatting
 * Writing Pages with Wiki Formatting/An introduction to basic Wiki syntax
 * Writing Pages with Wiki Formatting:Less common formatting methods
 * Writing Pages with Wiki Formatting:Headers and when they're appropriately used
 * Writing Pages with Wiki Formatting:Styling with pictures
 * Writing Pages with Wiki Formatting:Organizing your content with tables
 * Writing Pages with Wiki Formatting:When to use one way over another
 * Help:A quick guide to templates
 * Help:Template
 * Help:Boilerplate text
 * List of available templates
 * Help:Table
 * Help:Redirect
 * Help:Editing shortcuts
 * Help:EasyTimeline syntax
 * Help:Formula
 * Help:Link
 * Help:Piped link
 * Help:URL
 * Help:Magic words
 * Variables
 * Help:Contents/Tracking changes
 * Dealing with vandalism
 * Deletion policy
 * Help:Stub
 * Help:Contents/Images and media
 * Special:Upload
 * Help:Media
 * Help:Images
 * Help:Image page
 * Help:Image description page
 * Help:Uploading images
 * Help:Images and other uploaded files
 * Help:Preparing images for upload
 * Help:Extended image syntax
 * Help:Finding images tutorial
 * Help:Picture tutorial
 * Help:Graphics_tutorials
 * Help:Basic bitmap image editing
 * Help:How to use the GIMP
 * Help:How to reduce colors for saving a JPEG as PNG
 * Help:How to improve image quality
 * Help:How to draw a diagram with Dia
 * Help:How to draw a diagram with Microsoft Word
 * Help:How to draw a diagram with OpenOffice.org Writer
 * Help:How to draw a diagram with OpenOffice.org Draw
 * Category:Wikipedia_image_help
 * Image use policy
 * Help:Captions
 * Help:Logos
 * Help:Alternative text for images
 * Help:List of images
 * Help:Image copyright tags
 * Help:Featured picture candidates
 * Help:Public domain image resources
 * Help:Boilerplate request for permission
 * Policies and guidelines
 * Help:Contents/Tracking changes
 * Special:Specialpages
 * Help:Recent changes
 * recent changes patrol
 * Help:Enhanced recent changes
 * Help:Related changes
 * Help:Watching pages
 * Watch
 * Help:Page history
 * Help:Diff
 * Help:User contributions
 * Help:Edit summary
 * Help:Minor edit
 * Help:FAQ
 * Help:Overview FAQ
 * Help:Readers' FAQ
 * Help:Contributing FAQ
 * Help:Editing FAQ
 * Help:Administration FAQ
 * Help:Technical FAQ
 * Help:Problems FAQ
 * Help:Miscellaneous FAQ
 * Help:Glossary
 * Help:What is a module
 * Help:Replies to common objections
 * Help:How to start a book
 * Help:Why contribute to the open textbook project
 * Help:Why not to contribute to the open textbook project
 * Help:Glossary of Wikibooks jargon
 * Help:Account settings and maintenance
 * Help:Preferences
 * Help:Customisation
 * Help:Logging in
 * Help:User style
 * Help:Account deletion
 * Help:Technical information
 * m:Help:Contents
 * MediaWiki feature request and bug report discussion
 * Database download
 * Special:Export
 * Help:Utilities
 * Files to be harvested
 * Public domain and fair use
 * Textbook ideas
 * History of Wikibooks
 * Mailing lists
 * Textbook planning
 * Staff lounge.

Rationale
Reasons for wanting to create several "help books" instead of a single amorphous help namespace:
 * 1) Lead by Example. Show contributors an example of a good book as a model to follow for creating new books. Book will use a proper naming convention, an LMOS, proper and consistent navigation and formatting, etc.
 * 2) Able to quickly and easily separate information according to intended target audience (readers, writers, admins, newbies, etc). Certain topics can be presented differently, depending on the reader.
 * 3) Help pages should be instructional, and advanced topics should build upon basic topics. Such a linear structure lends itself nicely to a textbook with a narrative.
 * 4) Provide a logical organization of pages, by using a "book/page" naming convention. Grouping like topics together by prepending them with a common bookname.
 * 5) Easy ability to create navigational and style templates to suit particular books.
 * 6) Editing the help namespace becomes exactly the same as editing any ordinary book. More users will feel empowered to help improve it because it will be more familiar.
 * 7) Help books created in this way will be easy to find through regular navigation tools such as All bookshelves, etc. New help books can be easily requested at Requested books.
 * 8) New help books can be easily added to the shelf at any time, to account for new or missing information.
 * 9) Changes can be made to a single book without having to make those changes to the entire help namespace.

Help:Contents
Changed to be a "help bookshelf", including the books below and other books from the main module namespace that directly deal with Mediawiki: MediaWiki Administrator's Handbook, History of Wikibooks, etc. We will need a "help bookshelf" template, and we will need to add it to the list at All bookshelves.

REDIRECT to Subject:Help.

title: User:Whiteknight/Help Book


text: Template:Goodbook/Miskito

title: Template:Goodbook/Miskito


text: User:Whiteknight/Help:Users Guide

title: User:Whiteknight/Help:Users Guide


text:
TI-Basic Programs/GuessMe

Program Description
GuessMe is a wonderful, enjoyable game based upon the simple concept of guessing a number. In this game, the player interacts with the calculator in a sort of dialogue. When the program is initiated, a Main Menu opens and the player is given five options: Option 4 types up a screen which displays the current high score for each of the three difficulty levels, and Option 5 simply quits the program and returns to the main calculator entry screen. If the player selects Option 1, 2, or 3, the game will begin. The game begins by the calculator choosing a random number for the player to guess. If the player chose Option 1, then the number chosen by the calculator will be any number from 1 to 1000. The maximum number for Option 2 is 10000 and the maximum number for option 3 is 100000. This means that there are three difficulty levels that the player can choose from and that the calculator will save a separate high score for each difficulty which can all be seen on the High Score page by selecting Option 4 from the Main Menu. After selecting a number for the player to guess, the calculator tells the player what is going on and prompts him for his first guess. It does so with these messages: "Im thinking of a number between 1 and 1,000..." (This will say "10,000" in difficulty 2 and "100,000" in difficulty 3), "What is it?" The player can then enter his first guess.
 * 1,000
 * 10,000
 * 100,000
 * 1) HI SCORES
 * 2) QUIT

After each guess, the calculator will respond with a message saying "Higher" if the player's guess was too low or "Lower" if the player's guess was too high. In difficulty 3, the calculator may also say "Much higher" or "Much lower". If the player guesses a number which is less than 1 or more than the maximum, the calculator will respond with, "Hey! I said it was between 1 and 1,000!" (As before, this final number will depend on which Option was chosen). If the player's guess is within 1 number of the answer then the calculator will say "Youre SO close! Just a little higher!" or "Youre SO close! Just a little lower!" After 20 guesses, the calculator will taunt the player with the message, "Hurry it up!" After 30 guesses, the calculator says "Gosh! You take forever!!!" The only other message that the calculator might show to the player is one that will only be displayed if the player cheats to guess the answer on his first try or if by chance he guesses the secret number on his very first try. If this is done, the calculator will simply say, "YOU CHEATER!" and the program will abruptly end.

When the player eventually guesses the correct number, a series of messages will be displayed. The first is: "You got it!!!", followed by the correct answer, then "In this many tries:", followed by the number of guesses it took the player to find the number. Then, if the player has broken the high score for that difficulty level, he will see the message, "HIGH SCORE!!"

Note: The variables used by the calculator to operate GuessMe are stored in the [J] matrix.

Program Code
PROGRAM:GUESSME
 * ClrHome
 * {3,9}→dim([J])
 * 0→X
 * If 0=[J](3,7)
 * Then
 * 100→[J](1,8)
 * 100→[J](2,8)
 * 100→[J](3,8)
 * End
 * Lbl 6
 * Menu("MAIN MENU","1,000",1,"10,000",2,"100,000",3,"HI SCORES",5,"QUIT",Z)
 * Lbl 5
 * Output(2,3,"HI    1:     SCORES:  2:)
 * Output(4,10,"3:)
 * Output(2,13,[J](1,8)
 * Output(3,13,[J](2,8)
 * Output(4,13,[J](3,8)
 * Output(7,3,"PRESS ENTER")
 * Pause
 * ClrHome
 * Goto 6
 * Lbl 1
 * 1000→C
 * Goto 4
 * Lbl 2
 * 10000→C
 * Goto 4
 * Lbl 3
 * 100000→C
 * Lbl 4
 * randInt(1,C)→B
 * ClrHome
 * Disp "Im thinking of a","number between 1","and"
 * If 3=log(C)
 * Output(3,5,"1,000...")
 * If 4=log(C)
 * Output(3,5,"10,000...")
 * If 5=log(C)
 * Output(3,5,"100,000...")
 * Lbl A
 * Input "What is it",A
 * X+1→X
 * If X=20
 * Disp " Hurry it up!
 * If X=30
 * Disp " Gosh! You take","  forever!!!"
 * If A<1 or A>C
 * Then
 * Disp " Hey! I said it"," was between 1"," and"
 * If 3=log(C)
 * Output(7,6,"1,000!")
 * If 4=log(C)
 * Output(7,6,"10,000!")
 * If 5=log(C)
 * Output(7,6,"100,000!")
 * Goto A
 * End
 * If AB-25000
 * Then
 * Disp " Higher"
 * Goto A
 * End
 * If A>B+1 and AB
 * Then
 * Disp " Youre SO close!"," Just a little","    lower!"
 * Goto A
 * End
 * If A≤B-25000
 * Then
 * Disp " Much higher"
 * Goto A
 * End
 * If A≥B+25000
 * Then
 * Disp " Much lower"
 * Goto A
 * End
 * If A=B and X=1
 * Then
 * Disp " YOU CHEATER!"
 * Output(1,1,"")
 * Stop
 * Else
 * Disp " You got it!!!",B,"","In this many","     tries:",X
 * Output(2,1,"")
 * End
 * If X<[J](log(C)-2,8)
 * Then
 * X→[J](log(C)-2,8)
 * Output(8,3,"HIGH SCORE!!")
 * 1→[J](3,7)
 * Lbl Z
 * Output(1,1,"")
 * Stop

title: TI-Basic Programs/GuessMe


text:
Radiation Oncology/Head & Neck/Sinonasal/Ethmoid sinuses

Ethmoid cancer

Risk factors

 * Occupational
 * Sawdust, cement dust - ethmoid adenocarcinoma
 * Exposure to thoratrast, nickel, cadmium, formaldehyde
 * Pollution
 * Smoking
 * HPV (SCC)
 * ?chronic sinusitis

Pathology

 * SCC most common
 * Mucoepidermoid
 * Adenoid cystic
 * Adenocarcinoma
 * Rare:
 * Olfactory neuroblastomas (esthesioneuroblastoma)
 * Angiosarcoma
 * Rhabdomyosarcoma
 * Lymphoma

Natural history

 * Usually well differentiated, slow growing
 * Present due to local invasion beyond sinus although can sometimes present due to sinusitis or nasal obstruction
 * Tumours commonly invade through bone - through cribriform plate to anterior cranial fossa, or lamina papyracea to orbit

Route of spread

 * Primarily through local invasion; nodal metastases are uncommon (< 20%, even lower for adenoid cystic)
 * Nodal involvement is more common when there is extension into surrounding tissues
 * Sinuses themselves are lymphatic poor
 * First echelon lymph nodes are retropharyngeal

Presentation

 * Facial or nasal pain
 * Epistaxis
 * Sinus obstruction
 * Trismus (pterygoid involvement)
 * Ocular symptoms: diplopia, visual disturbance, proptosis
 * Neural involvement eg trigeminal neuralgia

Staging
See Staging

Outcomes

 * Local control 50-60%
 * Overall survival 30-50% at 5 years

Management

 * Most evidence is via retrospective single institution reports
 * Options:
 * Surgery (eg craniofacial resection, orbital exenteration)
 * Often difficult as locally advanced by the time of presentation
 * May include orbital exenteration if there is orbital invasion
 * Radiotherapy
 * Unclear whether preop or postop RT is better
 * Preop chemoRT may improve resectability
 * Adjuvant treatment does appear to increase local control although there exists no randomised data to confirm this
 * Radiotherapy as definitive management is most appropriate
 * Difficult resection anatomically
 * Dose 70Gy definitive, with chemotherapy for advanced lesions
 * Comprehensive nodal irradiation (retropharyngeal nodes) only if node positive or extrasinus involvement (skin, muscle)
 * Dose limiting structures
 * Eye, optic chiasm
 * Brain
 * Technique
 * Ant and wedged laterals (posterior to eye)
 * Treat neck nodes prophylactically if there is skin/muscle involvement otherwise target volume is antrum alone


text:
Chess Opening Theory/1. e4/1...Nf6/2. e5/2...Nd5/3. d4/3...d6/4. c4/4...Nb6/5. exd6/5...cxd6

=Alekhine's Defence= White still has a space advantage, but Black is intending to attack the c- and d-pawns with moves like ...Nc6 and ...Bg7. Meanwhile, White has not yet moved any pieces and needs to develop. Most modern masters prefer to delay playing Nf3, since such a knight can quickly become a target to ...Bg4, so the most common move is 6.Nc3.

Theory table
.

'1.e4 Nf6 2.e5 Nd5 3.d4 d6 4. c4 Nb6'