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A holistic de ne phase needs to consider the cash ow and associated multiple criteria models that integrate the six W s and the PLC This issue was not addressed by the PRAM working party A third difference relates to the harness phase As described in this book, the harness phase is broadly equivalent to the planning phase of the PRAM framework However, the PRAM Guide s section 26 description of the planning phase embraces aspects of risk response development (seeking risk ef ciency in our terms) that we associate with the shape phases, and it omits the initiation of detailed planning for implementation within an action horizon determined by lead times that we believe should be deferred until looping back to earlier phases is largely over Figure 41 shows two important loops back from the evaluate phase, but no loops back from the harness phase.

In the present data, the Hessian is barely invertible, making the likelihood surface sensitive to numerical imprecision As it turns out, there are at least two local maxima on the marginal likelihood for Federal and thus potential attractors The statistical package Gauss found a solution at 1169 and the package R at 578 (reported) This discrepancy is typical of software solutions to poorly behaved likelihood functions, as algorithmic differences in the applied numerical procedures have different intermediate step locations The difference in the results here is not particularly troubling, as no reasonable analyst would place faith in either coef cient estimate for Federal, given the large reported standard error Note also that Govt and Service fall below conventional signi cance threshold levels as well Our primary concern with Federal is that it alone prevents the Florida model (Section 6102) from producing conventional results 610.

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The harness phase is about using the results of previous analysis to gain approval for a project strategy shaped by the earlier iterative process and then preparing a detailed project base plan and contingency plans for implementation This process is outside the earlier iterative looping structure of Figure 41 Figure 41 is as used in the rst edition of this book and submitted for PRAM in terms of this looping iteration structure, but the PRAM Guide version of Figure 41 was altered to show feedback from the planning phase Moving tasks from one phase to another may not be particularly important and reordering tasks in the context of an iterative process may have little effect in practice, but the additional content of the harness phase as we de ne it is important.

2 Florida We ran the same speci cation used in Texas for Florida (33 counties), providing the maximum likelihood parameter estimates in Table 62 and the following Hessian, which is now noninvertible The standard errors are represented in the table with question marks since standard estimates are not available..

Go back on a periodic basis and observe how different groups have changed, and track the results quantitatively to show how positive deviance works Chip away at conventional wisdom, and gradually alter low expectations by showing, in indisputable terms, the results that come with doing things differently 8 Repeat steps one through seven Make the whole process cyclical Once people discover effective ways to deviate from the norm, and once those methods have become common practice, it s time to do another study to find out how the best performers in the group are operating now Chances are that they ve discovered new deviations from the new norm The bell curve of performance keeps moving up, as long as you disseminate the best deviations across the curve and continue to discover new examples of positive deviance among the next group of best performers..

Also important is the removal of feedback from the harness phase to the de ne phase, as this allows the shape phases to work at a relatively high strategic level This has important rami cations (developed in 12), as well as implications for s 5 to 11 In brief, the development of responses in order to achieve risk ef ciency and balance has to start at a strategic level, then progress to a tactical level, with a simple, possibly deterministic, approach to the most detailed plans required for implementation A fourth difference is that the PRAM Guide does not adequately re ect the recent shift in emphasis from project risk in the downside risk sense to project uncertainty, involving upside and downside issues.

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Jordanger (1998) reported Stat Oil s use of the term uncertainty management at the beginning of the period when this shift in perception occurred, and Stat Oil deserves considerable credit for initiating this shift in emphasis, which is central to Chapman and Ward (2002)..

(1.48)

Note 1: the short-circuit making capacity is also referred to as the electrodynamic withstand. Note 2: standard Schneider equipment complies with these standards, both in low voltage and high voltage. Any specific requirements must be checked for nonstandard equipment or equipment to be used in special conditions.

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