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As we saw for the case of the unearthed neutral (see section 4.3.1), the value 3jC Vn is negligible at low voltage (< 1 A) , although at high voltage the capacitive V current value may be close to the limiting current n , notably for widely spread ZN networks. This capacitive current is not dangerous for cables and transformers, although it may be prejudicial to rotating machines (see section 10.1.1). Furthermore, large capacitive currents may make the protective system more complex (see section 10.1.1). Note: if neutral earthing is via a reactance Z N = j LN , thus 1 I f = V n 3 j C j LN Whatever the network structure, care must be taken to make sure that: 1 3C applies, LN because in the case of equality the current is zero and the fault cannot be detected (this is the case of tuned reactance earthing) (see section 4.3.3).

speci c RMPs (Chapman, 1992b). The more speci c the process design the more process ef ciency could be improved, by exploiting the context characteristics. But the loss of generality carried costs in terms of reduced effectiveness if inappropriate assumptions about the context were made. Managing these trade-offs was a key process design issue. Designed decision support processes were sometimes used for important single decisions, sometimes embedded in organizational decision processes, both providing tests that fed back into subsequent process design work. During the late 1980s and early 1990s, Ward and Chapman began to focus on a wider set of issues associated with competitive bidding (Ward and Chapman, 1988), general decision support process issues (Ward, 1989), contract design (Curtis et al., 1991; Ward et al., 1991; Ward and Chapman, 1995a), process enhancement (Ward and Chapman, 1991, 1995b), process establishment within the organization, the nature of drivers that shape processes (Chapman and Ward, 1997), linked capital investment decision choice issues (Chapman and Howden, 1997), and linked strategic management issues (Chapman, 1992a). All the citations in the last two paragraphs and many of the earlier citations in this chapter are selections from the authors publications to give the avour of what lies behind this book. There is of course a substantial literature by others, some of which helped to shape our thinking, and some of which develops quite different perspectives. Major in uences are cited when appropriate throughout this book, but a more detailed bibliography is provided by Williams (1995) and in Chapman and Ward (2002).

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The plans produced during the harness phase of the SHAMPU (Shape, Harness, And Manage Project Uncertainty) process may be nothing in Napoleon s implied sense that the one thing we can be sure of is that things will not happen exactly as planned However, in Napoleon s implied sense the process of developing these plans is essential In the SHAMPU process the earlier shaping phases (Table 42) are particularly important, but translating shaped, strategic plans into tactical plans ready for implementation is also important Harnessing the plans involves working with several different types of plans, and careful distinction between them and associated terminology is useful Project reference plans are the starting position for the SHAMPU process as captured in the de ne phase.

1.6 SUMMARY AND CONCLUSION This chapter describes the establishment of MFC and some of its fundamental components. The MFC library has more than 200 classes with thousands of member functions available for developing applications. These rich resources include many graphical user interface tools for developing applications on the desktop and Web, in databases, and in communications. We discussed some fundamental features of MFC for desktop applications, including a MFC class hierarchical organization, graphics device interface (GDI), and device context. We also discussed the steps for creating the first Windows program using the nonwizard option. The nonwizard approach to programming is illustrated with a simple interface for displaying some text and graphical messages. The approach does not involve massive coding or the use of too many resources. This approach will be further discussed in most applications in this book.

Let us assume that:

has been the shortcomings of nancial accounting methods Part of the problem is the traditional emphasis of accounting on external reporting Another part of the problem is the accountants themselves and de ciencies with their nancial accounting system As described in Part Three, the accountants traditional general ledger is a wonderful instrument for what it is designed to do: to post and accumulate (ie, categorize) nancial transactions into their speci c ledger account balances But the cost data in this format (eg, salaries, supplies, and depreciation) are structurally de cient for decision support, including measuring cost-of-quality (COQ) The accounting community has been slow to understand and accept this problem, but advances in technology and modeling capabilities are reversing that Resistance by quality managers has also delayed the acceptance of measuring COQ as an approach to improve processes.

They are de ned in terms of all six W s and over the whole of the project life cycle (PLC), at a level of detail appropriate to a strategic approach to uncertainty management Project strategic plans are the reference plans with proactive responses to uncertainty and other changes suggested by the shaping phases embedded in them By implication, reference plans are prototype strategic plans, the different terms allowing us to distinguish a starting point from an end point at this level Project tactical plans are a more detailed version of strategic plans, with added detail to make them appropriate for implementation They are de ned over a tactical planning horizon chosen to facilitate the development of effective plans for implementation purposes.

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