Project outcomes examples

A Hazard is an event or situation with the potential to cause harm. So it can include anything that may interfere with the successful outcome of the project. For example ... 

A BioAssay summary displays descriptive information and a summary of fhe assay resulfs. This includes an overview and background of what the assay attempts to achieve, the assay protocol utilized, references, definition of all reported assay outcomes, indication of the primary result fields, and explanation of the criteria used when considering samples as active or inactive. One can use the Related BioAssay, Depositor" link to find additional screening performed for a particular assay project. An example bioassay summary is depicted in Figure 12.5. 

Such changes in the structure of the ergonomics/human factors profession indeed demand different evaluation methodologies. A powerful network of individuals, for example, who can, and do, call for human factors input in a timely manner can help an enterprise more than a number of individually successful project outcomes. Audit programs are one of the ways in which such evaluations can be made, allowing a company to focus its human factors resources most effectively. They can also be used in a prospective, rather than retrospective, manner to help quantify the needs of the company for ergonomics/human factors. Finally, they can be used to determine which divisions, plants, departments, or even product fines are in most need of ergonomics input. 

Project Outcome Type Nature of the Outcome Examples... 

On VLU, process models at the system level were subjected to ICSA and CSA. The analysis was conducted to identify the system level causes, defence/protection measures, and consequences related to changing interfaces identified to be between the scopes of work of different supphers and/or projects. An example of the outcome of the process is presented in Table 7-6 below. 

When quality is not according to specification, the customary action is to do it over according to plan. However, this needs to be more closely examined in some instances. For example, if the work or material exceeds specifications, you may choose to accept it. If it falls short, you need to consider how much it deviates from specifications and whether the deficiency will cause the project to fail its performance evaluation. The final decision may be to have the work redone, but that is not an automatic outcome. 

In a tiny fraction of cases, a quick formula can be used. For most cases, the analysis uses an options tree, with one leaf per possible outcome. However, this falls prey to the curse of dimensionality —the number of leaves on the tree grows exponentially in the number of risk and decision dimensions considered. Thus only a limited, simple set of situations can be optimized in this way because one has to severely limit the decisions and risks that are considered. Tools available to help automate and simplify options analysis, widely used in pharmaceutical project evaluation, include Excel addons such as R1SK [11] and more graphically based solutions such as DPL [12]. Both of these support the creation and evaluation of decision trees and of influence diagrams Figure 11.2 shows a simple example of each of these. A primer in applied decision theory is Clemen s book Making Hard Decisions, other sources may be found in the website of James Vornov, Director of Clinical Research at Guildford Pharmaceuticals, a recent convert to decision theory for options analysis [13]. 

A variety of data sources are available to inform interactive programs, including prospective data sets, retrospective databases, expert opinion, and unpub-lished/published literature. Time horizon, that is, the length of time into the future considered in the analysis over which costs and outcomes are projected, is very important here [26]. For example, if a clinical trial or the published literature only report short-term results for a chronic condition, the outcomes may come into question. This is where decision-analytic models may come... 

The text summarises the activities and outcome of the Organic HACCP project (www.organichaccp.org) that was completed in 2005, how a database of critical control points (CCPs) was developed for some representative supply chains and how this was used to define a set of recommendations that were then developed into leaflets with advice to producers, processors, retailers or consumers, respectively. The chapter will thus explain how companies at every step of the production chain can utilise the concepts to improve customer satisfaction in a cost-effective manner. Finally, it will describe an example of implementation in a group of collaborating companies and suggest where additional activities are needed in order to develop the concept further. 

As noted earlier in this chapter, however, "most likely" does not imply certainty, and a more illuminating result from a Monfe Carlo analysis is the range surrounding an expected result. For example, the projection of the number of compounds on patent can be shown with a distribution arormd expected outcomes as shown in Figure 35.18. 

The move structure for the Outcomes and Impacts section of the Project Description is shown in hgure 14.1. The hrst two moves summarize the proposed work by highlighting expected achievements. Typically, no new information is provided in these moves rather, their purpose is to summarize deliverables or tangible accomplishments that will result from the work. Examples include the delivery of a more efficient synthesis, an improved analytical procedure, or a novel application of an instrument. Deliverables also include the dissemination of Endings through conference presentations, publications, and patents, allowing the larger scientific community to learn about your work. 

It is not often that the words hope and hopefully are seen in scientihc writing, and many consider the use of hopefully grammatically incorrect. Yet, there are three instances in this chapter (see below). Based on these examples and what you know about the Outcomes and Impacts section of the Project Description, suggest circumstances in which words like hope and hopefully might be acceptable. 

Having a client can certainly introduce an element of accountability into what you do. It puts you on the line to deliver a result. It can also help to ensure that the project has corporate value. On the other heind, your own commitment to a personal venture that brings about a corporate benefit should also ensure that. An indirect way of creating a sense of accountability is to make your project public , for example by publishing your project plan with a clear explanation of what you are trjdng to achieve, and perhaps also committing yourself to meike a presentation or circulate a report about the outcome. 

The third step is to establish a framework to evaluate the question. When establishing the framework, pharmacists need to know some basic facts about the programs and diseases they are studying. Pharmacists undertaking these projects first should prioritize their objectives by determining what interventions and outcomes most need to be evaluated. For example, Cynthia Marshall may wish to determine the effect of her monitoring program on cost of care (an economic outcome), blood pressure (a clinical outcome), and quality of life (a humanistic outcome). 

While there are several factors to consider in the level of qualification conducted, including the type of vendor or supplier, the scope of work involved in the contract, and the amount of risk associated with the outcome of the project, the evaluation of each of these factors is manageable. The use of a decision matrix is probably the most effective tool in completing this evaluation. An example of a decision matrix is illustrated in Table 1. 

When involved in the choice of Project Manager for a multi-functional team, an R D Manager needs to recognise that the driving force for completion of the project, as in the above example, is from manufacturing and marketing. These functions will be occupied with the detailed implementation of the outcome of R D and are the best people to provide the management of the project beyond the research phase. 

The abstract provides a brief summary of the major outcome of the research. It does not deal with the history of the project, the type of measurements conducted, or hypothesis that could not be confirmed. The abstract should avoid noninformative sentences. For example, what is wrong with the following abstract ... 

In the next example, there is only one proton that can take part in the elimination. Now there is no choice of anti-periplanar transition states. Whether the product is E or Z> the E2 reaction has only one course to follow. And the outcome depends on which diastereoisomer of the starting material is used. When the first diastereoisomer is drawn with the proton and bromine anti-periplanar, as required, and in the plane of the page, the two phenyl groups have to lie one in front and one behind the plane of the paper. As the hydroxide attacks the C-H bond and eliminates Br , this arrangement is preserved and the two phenyl groups end up trans (the alkene is E). This is perhaps easier to see in the Newman projection of the same conformation. 

Hampton University, for example, has a one-sided success story. The students are coming in and they are graduating. But if you look with regard to chemistry, then there is some real work that needs to be done. So we need some workable models for other types of institutions, models for institutions that can be feeders outside of the HBCUs. Funding is needed. UMBC is useful because it gives us a projection of what the outcome can be. 

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