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It will be necessary in some firms to reserve a place specifically for calibrating and verifying the measuring equipment. For more information about the creation of a calibration laboratory, see the bibliography in section 8.4. The requirements about premises depend on: the physical parameters (for example, thick lead walls and remote controls are necessary for the measurements of ionizing radiations); the uncertainties (for example, in the national metrology laboratories, the calibrations of gauge blocks are taken with interferometers whose temperature is known within a few hundredths of a degree Celsius; for the measurements of components with margins of a few hundredths of a millimeter, variations of a few degrees in the workshop will be acceptable). Based on our experience, we would suggest that: north-facing exposures are preferable; an indoor curtain insulates from the light and an outdoor curtain insulates from the sun so that the room cannot become warmer; personnel and equipment require sufficient space so that two operations do not influence each other; external disruptive activities should be avoided (arc-welding instruments for stamping press, etc.); electric wiring should be up to the norms with an earth plug adapted to instruments of measurements; smoking should not be allowed. We will now take a closer look at some of the parameters. We suggest that the reader carefully note each one of them. If the reader thinks that some of the parameters do not concern him, he will be wrong. By way of example, the remarks about electric measurements concern most laboratories as there are electronic devices which can be sensitive to radioelectric disturbances in all measuring instruments instruments.

Credit Card Purchase Volume Market Share (U.S.)

contain a reasonable answer is, Whatever the project manager is comfortable with and whatever seems workable However, this degree of exibility in de ning the WBS is not viable on a large project, where there might be one hundred task leaders, each creating a piece of a super-WBS for the whole project Each of these task leaders must be given speci c, formal instructions on how the WBS should be constructed; otherwise, the results of their efforts will not t together into a cohesive super-WBS Let me illustrate this point by describing the requirements for building a WBS on a large government military project (I have greatly simpli ed the procedure for purposes of illustration) On a large military project, the dimensions of WBS levels can be fairly regular This is illustrated in Exhibit 71.

P ( r = Ela = 1) = 0.2

Qo,o(L 1) = 0

The project designers must conduct a series of activities before the assessment in order to ensure its success. The project designers must also make time on the schedule for the assessment, make sure that the architecture document is stable, and ensure that all key stakeholders are available. The project team needs to define the scope, clearly stating the boundaries of the assessment s applicability. The benefits of conducting the assessment as part of organizational process should be recognized by the project owners to ensure that they will accept recommendations (whether they will act upon them is another matter). The project must identify stakeholders. These can include the business process owners, customers, users, project management, systems engineers, developers, build coordinators, testers, and trainers. Once the system is in production, the list of stakeholders will include system administrators and other maintenance personnel. The project needs help from security policy owners and security subject matter experts to map generic corporate security policy guidelines into requirements that apply to the particular needs and peculiarities of the application. Finally, the project should review the security assessment checklist and be prepared to respond to findings from the assessment. There are a growing number of companies that specialize in managing the assessment process, providing a coordinator, furnishing subject matter experts, and conducting the assessment. We recommend purchasing this expertise if unavailable in-house.

At the bottom level of the WBS (called the work package here), formal instructions may require that each item be constructed in such a way as to represent about 100 person-hours (25 person-weeks) of effort Ten of these items taken together constitute a subtask, the next level up in the WBS Thus, a subtask, as portrayed here, re ects about 1,000 person-hours (05 person-years) of effort Ten subtasks in turn constitute a task, which represents about 10,000 person-hours (5 person-years) of effort Extending this logic to higher levels of the WBS, it can be seen that a ve-level WBS represents a total of about 1 million personhours (500 person-years) of effort Unfortunately, one side effect of the need for increased formality is a proliferation of paper on large projects in order to maintain communications among project staff.

Fig. 6.15 Along axis sections illustrating the variation in crustal structure between segment centers and segment ends on slow- and fast-spreading ridges, as envisioned by Cannat et al. (1995) and Sinton and Detrick (1992) respectively (redrawn from Cannat et al., 1995, with permission from the Geological Society of America, and modi ed from Sinton and Detrick, 1992, by permission of the American Geophysical Union. Copyright 1992 American Geophysical Union).

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