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and revising their business plan. Again, the importance of the business plan isn t the final product but the learning that is gleaned from going through the process. The business plan is the story line of your vision. It articulates what you see in your mind and crystallizes that vision for you and your team. It also provides a history, a photo album, if you will, of the birth, growth, and maturity of your business. Each major revision should be kept and filed and occasionally looked back upon for the lessons you have learned. I find writing a business plan, although daunting, exciting and creative, especially if I am working on it with a founding team. Whether it is over a glass of wine, beer, or coffee, talking about your business concept with your founding team is invigorating, and the business plan is a critical outcome of these discussions. So now let us dig in and examine how to write effective business plans.

Problems can be categorized by their relative threat to client progress, with more-threatening problems needing attention immediately and less-threatening problems attended to later in treatment/therapy or in aftercare. Qualityof-life problems may be tackled once the threatening problems have been resolved. The following is a list of the four tiers of problems that will help you prioritize the amount of time spent working on them in therapy. Tier-1 Problems: Life-threatening problems, which must be addressed first. Tier-2 Problems: Treatment-threatening problems, which should be addressed second. Tier-3 Problems: Problems related to drug use and not linked to problems in Tiers 1 or 2, which should be addressed third. Tier-4 Problems: Quality-of-life issues, which are addressed after Tiers 1 3 have been addressed.

represent x(t) in terms of its Fourier transform via the inversion formula 1 X( f )e jvt df x(t)

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The resolution is 833 625 per frame. For a 20 diagonal-inch (50 cm) screen, the pixels are about 0.5 0.5 mm. The pixel count in Eq. (3.5) is one-tenth the dots per page in Eq. (3.4). But now an analog waveform represents the intensity along a line. Suppose now that each pixel intensity is digitized by simple PCM at 6 bits per pixel. The distortion it causes will be nearly invisible. The total bits are now 6 520;000 3:1 Mbits=frame 3:6

As discussed in Liu et al. (2009), the hop count and retransmission number metrics do not re ect the real ef ciency of a path in a multiple rate context, as the transmission rate can differ from one relay node to another. This idea is illustrated in Figure 5.11, where two different paths are proposed to serve a given set of destinations (with given rate requirements). Here the shorter path is the most expensive if we consider the number of messages to be effectively sent, that is the cumulative rate of retransmissions. Therefore, in order to measure this ef ciency, the better choice is to use the sum of the (output) rates at each relay node, which is directly proportional to the number of messages to be sent. More formally, for a given set of relay nodes R = {r1 , r2 , . . . , r|R| } comprising |R| a multicast path, the overall path cost is de ned as i=1 rate(ri ).

TIP: If you need to access data from a web server either with the ADODB.Connection object or the Internet Database Connecter, you generally use either an ODBC DataSource or an Access filename to specify the database. Using Access is fine, but if you are using something more

INTRODUCTION If you ask people what makes a project successful, a realistic schedule usually tops the list. But ask them to be more specific, and several characteristics of a realistic schedule emerge. A realistic schedule: Includes a detailed knowledge of the work to be done Has task sequences in the correct order Accounts for external constraints beyond the control of the team Can be accomplished on time, given the availability of skilled people and enough equipment Finally, a realistic schedule takes into consideration all the objectives of the project. For example, a schedule may be just right for the project team, but if it misses the customer s completion date by a mile, then it s clear that the whole project will need reassessment. Building a project plan that includes all the necessary parts and achieves a realistic balance between cost, scheduling, and quality requires a careful, step-by-step process. 6 dealt with the first step in planning the project: the work breakdown structure. This chapter explains planning steps two through five. Each planning step relies on the one preceding it, and each adds a new element to the plan. You can use the diagram in Figure 6.1 (see page 115) as a guide in this chapter.

Jan-06

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