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A go decision in the conceive stage initiates a basic design at a strategic level in the rst step of the design stage, giving form to the deliverable of the project. The focus of this stage is giving substance to the what entity, although loops through the other ve W s will be involved. This usually requires a step increase in the effort or resources involved. Development of performance criteria builds on the basic design and project objectives. For many projects this involves re ning project objectives, but it may involve the identi cation of additional objectives and further negotiation where pluralistic views persist. This step in uences design development , which leads to design evaluation using the developed performance criteria to assess the current design in go/no-go/maybe terms. As in the concept stage, no-go will end the process. A maybe evaluation is most likely to lead to iteration through one or more development steps, but if fundamental dif culties not anticipated in the concept stage are encountered, the loop may go back to the concept stage. Go takes the process on to the plan stage. The basic process threat at this stage is moving on to the plan stage before effective design development and evaluation at a strategic level is complete. Underlying this risk is a failure to foresee design breaker threats that might be designed out and that reveal themselves later in the process, and design maker opportunities that may be lost and never found. The basic process opportunity in this stage is nding and resolving all the design breaker threats and nding and capturing all the design maker opportunities. Decomposition of the Table 2.1 planning phase into design, plan, and allocate stages serves to focus the management of this and related subsequent threats and opportunities.

uniformly distributed on the interval [0; 1]. Suppose the regulator requires the ISP to charge all customers a at fee w, without taking account of their actual resource usage. Then, under certain conditions, there may be no pro table production level for Internet services. Suppose that a customer of type x has a utility for the service u.x/ D x, and so does not buy service if his surplus of x w is negative. The network exhibits economies of scale, so that the per unit cost when using total bandwidth b is b b C 1 .b/ D a n=2 n=2 which varies linearly from its maximum value 1 when b D 0 to its minimum value a < 1 when b D n=2 (where n=2 is the maximum average bandwidth consumed by the customers when all subscribe to the service). If the regulator sets a price w, then only the customers with x w will subscribe, and they will number n.1 w/ on average. The average bandwidth that any one will consume is .1 C w/=2, and the average total amount of bandwidth consumed will be b D n.1 w/.1 C w/=2. The average pro t per customer of the rm will be w

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Resource models show the structure of different resources. The generic model is depicted in a class diagram, while an actual configuration of a structure is shown in an object diagram. The inner structure of the resources, which are usually products or services offered by the company, can be presented in a resource model. The difference between a resource model and a conceptual model (as shown in the Business Vision view) is that the resource model concentrates on the more concrete structures of resources, such as products or services, while the conceptual model concentrates on defining the meaning and relationships of important concepts used when defining the business. Figure 4.15 shows a class diagram of the bulletin board resource structure for Sample Business, Inc. The bulletin board consists of different Web pages that contain messages, articles, or instructions. All messages are organized in discussion threads. A Web page can have up to four advertisements attached to it. This is modeled with traditional objectoriented techniques using class diagrams.

technology (38% in the United States and 10% in Europe). Only 36% of European respondents agreed that their company deserves the customer s loyalty versus 54% of the American respondents.

3.1.5 UMTS Release 6: High Speed Uplink Packet Access (HSUPA)

* Nicole Harris, Can Business -to-Business Survive The Wall Street Journal Europe (March 19, 2001):23.

Diagnosis is central to the risk evaluation process and to providing support for associated decisions. It is discussed here in a layered structure, starting with the most obvious concerns that need early treatment in early passes of the risk management process, then moving on to the more subtle concerns best left until later passes.

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