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21. Get approval for the project plan and design speci cation from the project sponsor and customers. 22. Get approval of funding for procurement and for the remainder of the project from the sponsor. When all of these steps are done, you are ready to launch the development stage. There is a chance that the budget or schedule you create in the design stage will indicate that there is a very large gap between what everyone thought was possible at the end of analysis and what is realistic now that we know the whole picture in detail. If this happens, it may be necessary to cancel the project. Or, it may be possible to go back to the drawing board and reduce the scale of the project to an a ordable size. In some cases, our work in risk assessment uncovers a hidden projectkiller. Very rarely I have only heard of two cases in my entire career a technical point discovered in the design stage cannot be resolved, and the project must be canceled. Such events should be rare. But, if they do happen, and there is no way to resolve the problem, it is better to cancel the project than it is to move ahead towards certain failure. Karl E. Wiegers, in Creating a Software Engineering Culture, puts it this way: Never let your boss or your customer talk you into doing a bad job. The design stage has many steps, but we have already discussed some of them, and many have methods fully described in Part Three.

Table 71 The optimum value of Kgo for different eccentricity ratios [3, 31]

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Finally, do price promotions add much value for a brand Some extensive international work has shown that sales generally go back to where they were once a short-term price promotion is over. The promotion lasts while it lasts. This has long been suspected, but the issue has only recently been systematically tested. Management has often harbored the hope that there might be a positive aftereffect, at least in a particular case. It is now known that this is not so, and why: A promotion is taken up almost exclusively by the brand s long-term or loyal customers. The evidence shows that people seldom buy a strange brand just because its price is cut. They simply avoid paying more than they have to when one of their customary and familiar brands is temporarily on sale. This is why there are no aftereffects from sales: A promoted brand does not hang on to those new cus141

When the design stage is complete, we have a complete project plan and a complete design speci cation. The project plan has these elements: A validated project overview, with any changes resulting from change control integrated. The business case, with the cost budget and delivery dates validated through PERT estimation. A communications plan. The project schedule, created by the WBS process and PERT, and probably maintained in a project management software tool. The project budget, in detail.

This value is applicable for diatomic gases with a ratio of specific heats of 14 For other classification of gases, the critical ratio may be different The gauge pressure ratio at which the feed holes become choked can be obtained for air from the ensuing equation and from Figure 738 For atmospheric exhaust conditions, air bearings have choked feed holes at Kgo = 04 at a supply pressure in excess of 55 lbf/in2 gauge Thus, a higher supply pressure at a higher value of Kgo is often recommended Kgo =

If the consideration of choked feed holes permits, for an optimum radial load capacity, a gauge pressure ratio of 04 should be used However, if small clearances are employed for limiting gas consumption and for achieving a high stiffness, the difficulty in producing small feed holes and avoiding hole blockage become the limiting factors In the analysis of flow through feed holes, it is assumed that there is no pressure loss upstream of the throat, and the pressure immediately downstream of the jet is the static pressure at the throat of the jet For a nozzle of the same throat diameter as that of the jet, the following equation expresses the relationship between the supply pressure and the static pressure at the throat

The procurement plan, including what products and services we will acquire, what bidding or acquisition policies we will follow, and what vendors we will use or are likely to use. The quality plan. The risk plan. A sta ng plan, if needed.

Fig 738: The journal bearing design choice of the gauge pressure ratio [3]

The design speci cation has these elements: A fully speci ed conceptual and speci c (physical) architecture. The design speci cation for the product or service, validated to the requirements speci cation. The high-level test plan. A test bed, test cases, and test data les or other materials for testing. A draft support plan. A draft training plan.

where Pd is the static pressure at the throat, v the velocity at the throat, ao the speed of sound at the supply pressure conditions and g is the ratio of specific heats for the gas The mass flow through the jet is given as m = CD rd A where CD is the coefficient of discharge, rd the density at the throat and A is the cross-section area of the throat It is always assumed in theory that in each slot around an eccentric journal bearing, the gas flows axially from the plane of the feed hole to the end of the bearing The pressure distribution in the bearing and corresponding load capacity shown in Figure 739 takes into consideration the changes

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