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However, Simmons s widely quoted listed does not include Hippocrates, whom the author apparently chose not to consider a scientist. The list is often reproduced with added religious faith af liations due to http://www.adherents.com/people/100_ scientists.html. Adherents.com provides a growing collection of over 43,000 adherent statistics and religious geography citations, with references to published membership/ adherent statistics and congregation statistics for over 4,000 religions, churches, denominations, and religious bodies. Most great scientists seem to have been religious, though nonconformists. The top twenty from his list are well worth a read. Among these is Paul A. M. Dirac, a quiet man who has not received the same general public awareness as Einstein, Schr dinger, Planck, or Heisenberg, yet he essentially polished and nalized quantum mechanics as we know it today. Fortunately for him, his widow Margit Dirac was keen to emphasize the importance of his contributions to medical and veterinary science, along with their applications to drug design. The top twenty scientists are:

As I write this book, I am certain there are many home owners succumbing to the lure of a long-term variable-rate mortgage with a very low rate of interest for the first year We in the United States are spoiled because our rate of inflation has been low for so many years The rest of the world hasn t been so lucky Some countries.

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. . . as telematics becomes more ubiquitous and its use more prolif ic, tomorrow s telematics services will go a step beyond, telling the environment about the user. What does it mean to tell the environment about the user The question is most easily answered with a couple of examples: A driver approaches a Starbucks on her way home from work. Information about the restaurant s location, special promotions, and so forth, is automatically offered to the driver, who has indicated her passion for gourmet coffee in the pre-f iled prof ile she completed online with her telematics service provider. In essence, she has given permission for Starbucks to advertise to her, wherever she is.7

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What makes the second edition different That s my first question when I see a second edition. Project management hasn t changed too much since the first edition, so this edition is primarily justified with additional content. 10, Building a High-Performance Project Team, is brand new. It assembles proven team management techniques for transforming a group of people who happen to be assigned to the same project into a cohesive unit committed to a common goal. 13, Enterprise Project Management, has been significantly revised to incorporate lessons learned in the past five years as firms attempt to institutionalize project management. Several chapters have added content. 5, Risk Management, includes additional proven risk management techniques. 4 describes the content for a project proposal. 12 has more advice on using earned value management techniques. Stellar performers profiles of companies that put project management principles to work have been added in s 1 and 11. A new feature of this edition is the Fast Foundation for Project Management, a series of templates and checklists designed to make it just a little easier to put the concepts to work on your project. You ll find these tools located at the end of the chapters in which the concepts were presented. The templates are available for download at www. versatilecompany.com/forms, and called out in text with an icon. It is pretty exciting to have a book that is popular enough to justify a second edition. More than anything, I am proud of how many people TEAM LinG - Live, Informative, Non-cost and Genuine ! xiii

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One of the most important factors executive management can monitor and control is the marginal cost of servicing its clients The value of staff time is the most critical variable factor in determining the total cost of a project and thus must be rationed in accordance with expected revenues In its simplest form, cost accounting in a professional services environment compares revenue from a client or project against the cost of providing labor, overhead, and nonreimbursed out-of-pocket expenses to the client Each of those components is allocated as follows: Revenue: Revenues specifically related to the client and /or project are separately identified in the accounting system Direct labor: In general, direct labor costs ref lect the value of time spent on the client or project.

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Buildings: $15,000,000/ 15 Plant and machinery: $10,000,000 / 10 Furniture and fixtures: $3,500,000 / 7 Total = = = = $1,000,000 $1,000,000 $500,000 $2,500,000 (A)

7.1 Plan for disaster recovery Use the technique of hot swap, warm swap, and hot spare to ensure availability Use the concepts of fault tolerance/fault recovery to create a disaster recovery plan

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