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For convenience we refer to these question areas as the six W s , using the designations in parentheses as well as the W labels for clarity when appropriate. While somewhat contrived, this terminology helps to remind us of the need to consider all six aspects of a project, reinforced by the Rudyard Kipling quote used to open this chapter. The ow lines in Figure 1.1 show the in uences on project de nition that are the roots of uncertainty. In the context of roots of uncertainty, these arrows can be interpreted as indicating the knock-on effects of uncertainty in each entity. As Figure 1.1 shows, the roots of uncertainty may extend back to the basic purpose of the project and even the identity of the relevant parties. Any uncertainty associated with entities earlier in the cycles portrayed by the diagram are of fundamental importance later. In the earliest stage of a project, during conception, uncertainty is at its greatest. The purpose for which the project is required and the parties who will be involved may not be clear. As indicated in Figure 1.1, project initiators are a subset of the who, the project parties ultimately involved . Project initiators kick the whole process off. One or more project initiators rst identify the basic purpose of the project, or intended bene t from it, the why or motives for the project. These motives will usually include pro t, involving revenue and cost, along with other motives . Initially, the nature of these motives will be de ned, but they will not be quanti ed as objectives. That is, in terms of the mission goals objectives hierarchy often used to move from an overall mission statement to quanti ed

Remember that the pre-selection of a flat face is important so that you can use a 2D placement sketch, rather than a 3D placement sketch.

appropriate for categories of risk that are (a) controllable by the contractor, (b) controllable by the client, and (c) not controllable by either Samuelson (1986) shows that under general conditions , some level of risk sharing, with 0 < b < 1, should be preferred by the client to either CPFF or xed price contracts The general nature of Samuelson s analysis does not lead to any speci c optimal values for b, but the optimum value of b increases the more risk averse the client and the more costs are controllable by the contractor A further complication is that contractor risk aversion affects the actual level of contractor effort on controlling costs once the sharing rate b has been negotiated.

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The greater the perceived risk of loss in a contracting situation the more vigorously contractors strive to reduce costs for the sake of avoiding loss as well as for the sake of gaining increments of pro t (Scherer, 1964) A similar dif culty exists in considering the ef ciency of sharing client-controllable risk However, in speci c situations, the client may be able to identify and cost various options available and evaluate these under different risk sharing arrangements In the case of risk that is not controllable by either client or contractor, a plausible variation to the risk sharing arrangement in (161) and (16.

Finally in the core network, the GPRS TID is used as identification Figure 231 shows the different interfaces and IDs used on them at a glance..

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2) is to set F K b 2 V E , where K is the fee required by the contractor if a cost reimbursement CPFF contract were to be agreed and V is set to the value R or T referred to in the previous section Assuming variance (Var) is an appropriate measure of risk, this risk sharing arrangement reduces the contractor s risk from Var E C to Var b E C b 2 Var E C Therefore the contractor s risk premium should be reduced from V E to b 2 V E under this risk sharing arrangement With agreement between client and contractor on the value of the expected cost E , this arrangement is risk ef cient for both client and contractor for a wide range of circumstances (Chapman and Ward, 1994).

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