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may provide more time for the necessary analysis and learning, divorced from tight time schedules associated with tender formulation As noted in 6, the application of an RMP to a given project can be a high-risk project in its own right, warranting particular attention to the process who question in the focus phase of the RMP The process of instituting formal risk management procedures as a standard corporate policy is also not without risk The essential threat is that the policy fails to bring suf cient bene ts, perhaps because procedures are inappropriate, not properly implemented, or only partially adopted Once dif culties are encountered the credibility of the initiative may suffer, making it very dif cult to revive a PRMC initiative at a later date Such threats and their underlying causes need to be recognized and managed in much the same way as any signi cant organizational change.

Third-order products, such as c and d in Fig. 4.6, follow the signal through frequency translations since they are always separated from the signals by a xed offset. Thus, IM3s of this type, generated before a frequency translation (heterodyning in a mixer), add to the same type generated after a translation. The pretranslation set is translated to the frequencies at which the posttranslation IMs occur. Other products shown in Fig. 4.6 and the second-order products in Fig. 4.2 do not possess this property. Their separations from the signal depend on the signal frequency. Therefore, pretranslation IMs will occur at different frequencies after the translation than will the IMs created there. The IM3s (c and d in Fig. 4.6) that follow the signals (a and b in Fig. 4.6) are most important because of their ability to sneak through lters along with signals and because they reinforce across translations. The next most important IMs are usually second-order since they are closer to the signals than the other thirdorder IMs. They are most important in video bands, that is, bands that include zero frequency or have a very large ratio of upper- to lower-edge frequencies. Such bands can contain fundamentals (a and b in Figs. 4.2 and 4.6) and their harmonics and signals near the harmonics (d f in Fig. 4.2 and e h in Fig. 4.6) as well as difference-frequency signals (c in Fig. 4.2). Filtering may determine whether certain IMs are generated throughout the system or only in certain parts. Two signals that are very closely spaced and that

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Walsham (1992) has suggested a management framework that views organizational change as a jointly analytical, educational and political process where important interacting dimensions are the context, content, and process of the change Signi cant aspects of context include: stakeholders perspectives and relationships between those affected by a particular project, the history of existing procedures and systems, informal networks and procedures, and infrastructure needs (eg, skills and resources required) The process of change involves the dynamics of interaction between participants in a project and others who are affected by it or who can affect it Signi cant aspects of process include power politics and organizational culture Implementing a signi cant change, like the introduction of RMP, needs to take these dimensions into account.

Other writers on the management of change have related the implementation process to Lewin s (1947) model of planned change, which involves three phases: unfreezing changing refreezing Each phase is concerned with changes in the balance of (psychological) forces in the organization and the degree to which they restrain or drive change Unfreezing involves disturbing the equilibrium of the status quo by increasing the balance of driving forces over restraining forces, decreasing restraining forces, or a combination of these Effective unfreezing generally involves increasing driving forces while managing a reduction in restraining forces to reduce resistance to change Refreezing involves the systematic replacement of the temporary change inducing forces that more permanent forces, which can maintain the new status quo Forces for change in terms of building PRMC are likely to be derived from a senior management recognition of the potential bene ts as noted earlier.

In OCL, constants of enumerated types must be preceded by a pound, or number, symbol (#) to prevent mistaking them for an attribute Another example of a constraint on an operation is:.

Resistance to change coming from other parties may be due to some or all of the following: 1 2 3 4 parochial self-interest in maintaining the status quo; inability to perceive a need for change; pressure of other work; concern about the costs of introducing new procedures;.

For M , 0 , the equivalence classes, S / O , are reduced to singletons, and the projected LTS system is identical (isomorphic with appropriate renaming of the inobservable actions i1 and I2 by ) to the initial LTS. 0" Coffee 3" i1 C0" Tea Tea Coffee Coffee Coin Coin Tea Coin 2" Coffee Coin C3" Coin C2" 3" 2" i2 C1" 1" 1"

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