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Let the initial and maintenance margins be equal to $1,350 and $1,000, respectively. Under these conditions, Equation (5.06) gives A0 = $1,350. Scanning Upps from left to right

his chickens in their brief, nine-week stay on earth, he was just that demanding of his employees. Woe to the truck driver who was 10 minutes late taking Frank s chickens to market. As we watched this remarkable man, an idea began to form an idea that would eventually make Perdue s fortune. You know it, everyone knows it: It takes a tough man to make a tender chicken. It was the result of understanding deeply all that Perdue and his company believed in and all that consumers would find good and real. It was brilliantly written by Ed McCabe and art-directed by Sam Scali. It was simply a great advertising idea. It was the beginning of an entirely new way of thinking creatively about even the most mundane of businesses. BEFORE YOU LEAP:

Example 7 1 Over the field G F ( 5 ) ,we desire to create a polynomial of minimal (1,3)-revlex rank .8 through the following points, with the indicated multiplicities: Point Multiplicity (191) 1 (2,3) 2 (472) 2 There are 1 ) = 1 3 3 = 7 constraints. These constraints are (using the notation ( ; Qr,s introduced in (7.66))

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On a project, many things happen that are out of our hands and beyond our control An important subcontractor may go bankrupt, our department budget may be slashed in half, the people assigned to us may not have the skills necessary to do a good job Project managers facing a steady ow of problems outside their realm of control often assume a reactive posture, responding to dif culties after they occur in the best way they can with a limited tool kit of project management techniques and skills However, with planning and control, wise project managers can turn things to their advantage They can assume a proactive posture, planning in advance for problems and nding ways to head them off.

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Proactive management entails initiating actions that will help project managers anticipate what needs to be done to carry out a project effectively (this is planning) and then make sure things are being undertaken as planned once the project is under way (this is control) Good planning and control are necessary conditions for project success It is hard to imagine how an unplanned project with no controls could possibly succeed except, perhaps, through blind luck Sadly, good planning and control are not suf cient conditions for success If we want to succeed, we need to be diligent in our planning and control efforts However, diligence alone will not ensure success, since, despite our best efforts, surprises may arise that have a devastating impact on our project In this chapter, I focus on commonly accepted planning and control practices employed on projects.

$225 $450 $420 $490 $480 $600 $240 $270 $84 $144 $165 $275 $1,614 $2,229

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These practices have evolved over the years, arising chie y from construction and engineering The techniques described here are relevant to most information age projects Their systematic application will help project managers and staff avoid creating problems that should never arise..