Deployed resources

The resources on which embedded lead users draw during iimovation can be conceptualized as intellectual (knowledge) and social (structural, relational, cognitive) resources. All of them can be traced back to the fact that embedded lead users are located in overlapping contexts of use and work. Table 5 gives an overview of my findings. 

---

Negotiation and Agreement If a stakeholder or group will be negatively affected by the project, try to negotiate a compromise that will please both sides. For instance, you could work with the vice president of business development to prioritize and possibly reduce some of the daily workload so the innovation deployment resource needs can be met. 

Many mining installations are located in remote areas of the globe and it can take time to deploy resources to these areas when service is required. At the time that resources are deployed, often the cause of the problem is not fully understood and additional time is spent waiting for parts to arrive at site once the cause is diagnosed. The Hepburn Hoist Care remote access system allows authorized personnel full secure access to a hoist automation system remotely via the internet. It allows authorized hoisting technical experts to immediately and directly participate in troubleshooting efforts from off-site locations and potentially correct issues without a physical presence on site. A very important feature of the system which will be discussed in further detail is the abihty to maintain security of the system while it is accessible via the internet. 

I find that the contribution to innovation by embedded lead users is mainly characterized by their deployed resources and actions. Embedded lead users draw on different configurations of resources during innovation, which can be categorized into intellectual resources (knowledge] and social resources (structural, relationaL and... 

If funded in this way, there would be no constraint on safety oversight activities that which is needed could be done. The conflict between the need to deploy resources, and the inability to do so, would disappear. 

We understand urban security as prevention of and protection from unintentional and intentional harm resulting from crime or other deliberate human threats as well as anti-social behavior that take place in urban areas. Devising policies and deploying resources to enhance urban security is a complex task, in particular due to the high visibility of security issues to citizens and media and the many influences of urban security on everyday lives as well as economic prospects of citizens. 

Considering the uncertainties that are involved in the rationales that determine devising policies and deploying resources there is a need for proper evidence bases that contain relevant information. Risk Assessment (RA) can be used to produce evidence bases for creating policies, for the prioritization of issues that need treatment and to assess situations with respect to the necessity to act. Therefore we propose to employ RA methods to create proper evidence bases to design security relevant policies. 

Disciplined Approach to Problem Definition Specific technical objectives Quality function deployment or similar process Acquisition of background, literature, etc Networked to many technology resources Scientific Method... 

Resources are not limited to human resources, as stated in Part 2 Chapter 1. You need to ensure that the design groups are equipped with the necessary design tools, equipment, and facilities with which to execute the tasks. Once you have asked each group to propose how they are to meet the requirements, you then need to ensure that they have the capability of doing so. This is less of a problem in-house as with subcontractors. Due to their remoteness and the keen competition, they may make claims they cannot fulfill. In controlling the design you need to ensure that adequate resources are deployed by the subcontractors and to do this pre-contract surveys and assessments need to be performed. This is implied in clause 4.6. 

One way to approach this task is to identify categories of resources and define broad parameters for their deployment for management s review. This will provide executives with a general sense of what the PSM initiative will require, without committing themselves—or the company—prematurely. 

The classification structure for PIFs used in this chapter is based on the model of human error as arising from a mismatch between demands and resources which was described in Chapter 1, Section 1.6 (Figure 1.6). In this model demands were seen as requirements for human performance which arise from the characteristics of the process environment (e.g., the need to monitor a panel or to be able to fix a seal in a flange) and the nature of the human capabilities to satisfy these demands (e.g., skills of perception, thinking, and physical action). These demands are met by the individual and group resources of personnel and the extent to which the design of the task allows these resources to be effectively deployed. Where demands exceeded resources, errors could be expected to occur. 

When the project begins to fall behind in schedule, three alternatives may correct the problem. The first is to examine the work remaining to be done and decide whether the lost time can be recovered in the next steps. If this is not feasible, consider offering an incentive for on-time completion of the project. The incentive could be justified if you compare this expenditure to potential losses due to late completion. Finally, consider deploying more resources. This too will cost more, but may offset further losses from delayed completion. 

Deploy more resources You may need to put more people or machines on the project to meet a critical schedule. Increased costs must be weighed against the importance of the deadline. X X... 

If the material has sufficient intrinsic property enhancement, newly designed parts can allow for the optimal utility of the material. Again, if sufficient market develops, resources can be deployed to optimize the... 

Scalability Can the system as designed and deployed be scaled up to handle greater usage demands (volume of data, numbers of users, rate of requests) Scalability is achieved primarily by repheating resources—processors, memory, storage media—and their software processing counterparts. Component-based designs in which the components can be deployed on separate processors, and where the overhead of cross-component coordination is proportionately small, enhances scalability. 

The production of 10 TW of nuclear power with the available nuclear fission technology will require the construction of a new 1 GWe nuclear fission plant every day for the next 50 years. If this level of deployment would be reached, the known terrestrial uranium resources will be depleted in 10 years [3], Breeder reactor technology should be developed and used. Fusion nuclear power could give an inexhaustible energy source, but currently no exploitable fusion technology is available and the related technological issues are extremely hard to solve. 

---