01238nam0-2200397li-450 99000014629020331620180312154841.00-13-378118-60014629USA010014629(ALEPH)000014629USA01001462920001109d1996----km-y0itay0103----baengUSDeveloping with Delphiobject-oriented techniquesEdward C. Weber, J. Neal Ford, Christopher R. WeberUpper Saddle RiverPrentice Hallcopyr. 1996contiene un dischettoprogramma delphiprogrammazione oggetto-orientatasoftwaresviluppo005.265Per specifici elaboratoriWeber,Edward C.754191Ford,J. NealWeber,Christopher R.Sistema bibliotecario di Ateneo dell' Università di SalernoRICA990000146290203316005.265 WEB0006809BKTEC1996032720001110USA01171220020403USA011622PATRY9020040406USA011611Developing with Delphi1517508UNISA01910oam 2200457Ia 450 991069739070332120081031161718.0(CKB)5470000002387021(OCoLC)232363238(EXLCZ)99547000000238702120080620d2008 ua 0engurmn|||||||||txtrdacontentcrdamediacrrdacarrierUtility of wire cages, tree shelters, and repellants to minimize herbivory to oak by white-tailed deer[electronic resource] /James N. Kochenderfer, W. Mark FordNewtown Square, PA :U.S. Dept. of Agriculture, Forest Service, Northern Research Station,[2008]8 pages digital, PDF fileResearch paper NRS ;5Title from title screen (viewed on Oct. 31, 2008)."May 2008."Includes bibliographical references (pages 6-8).White-tailed deerControlWest VirginiaMonongahela National ForestOakDiseases and pestsControlWest VirginiaMonongahela National ForestOakSeedlingsProtectionWest VirginiaMonongahela National ForestOakSeedlingsEffect of browsing onWest VirginiaMonongahela National ForestWhite-tailed deerControlOakDiseases and pestsControlOakSeedlingsProtectionOakSeedlingsEffect of browsing onKochenderfer J. N1390562Ford W. Mark1383895United States.Forest Service.Northern Research Station.OREOREGPOBOOK9910697390703321Utility of wire cages, tree shelters, and repellants to minimize herbivory to oak by white-tailed deer3502980UNINA04698oam 22006855 450 991096795780332120241204160807.09780821398975082139897010.1596/978-0-8213-9896-8(CKB)2670000000358277(EBL)1190814(SSID)ssj0000886048(PQKBManifestationID)11493726(PQKBTitleCode)TC0000886048(PQKBWorkID)10817310(PQKB)10441855(MiAaPQ)EBC1190814(DLC) 2013013045(Au-PeEL)EBL1190814(CaPaEBR)ebr10705958(CaONFJC)MIL492315(OCoLC)833631178(The World Bank)17666659(US-djbf)17666659(Perlego)1483697(EXLCZ)99267000000035827720130320d2013 uy 0engurcn|||||||||rdacontentrdamediardacarrierFail safe management five rules to avoid project failure /Jody Zall Kusek, Marelize Gorgens Prestidge, and Billy C. Hamilton1st ed.Washington DC :The World Bank,[2013]1 online resource (xii, 75 pages 24 cm)Description based upon print version of record.9780821398968 0821398962 Includes bibliographical references.Front Cover -- Title Page -- Copyright -- Contents -- Foreword -- Acknowledgments -- About the Authors -- Introduction -- What is project failure? -- Why study failure? -- Where do things go wrong? -- References -- Rule 1. Make it about the how -- If you don't know where you are going, ask the right questions -- Fail-safe management starts by getting the why and what right -- Make it about the how -- Forgetting the how can lead to failure -- Ask these key questions when using Rule 1 -- References -- Rule 2. Keep your champions close but your critics closer -- Stakeholders matter -- Mindful managers seek out champions -- Manage stakeholder groups according to their ability to affect the project's success or failure -- Manage relations with champions and opponents as a key project activity -- Ask these key questions when using Rule 2 -- Note -- References -- Rule 3. Informal networks matter-work with them -- Be aware of different formal and informal network structures -- Why formal structures? -- Types of organizational structures -- What role do informal networks play? -- Use informal networking to enhance development projects -- Analyze informal organizations to tap into their power -- Use informal networks in times of organizational crisis -- Ask these key questions when using Rule 3 -- References -- Rule 4. Unclog the pipes -- Blocked work processes can slow or stop work -- What is a process? -- A simple method to review a work process -- Process managers help work to get done -- Time is the enemy -- Ask these key questions when using Rule 4 -- References -- Rule 5. Build the ship as it sails -- Quick wins are important -- Be flexible during implementation -- Be willing to make mistakes and correct them -- Ask these key questions when using Rule 5 -- References -- Summary: Use the five rules to avoid project failure.Findings were surprising to management but not to staff -- The fail-safe manager has a checklist for avoiding project failure -- Five rules to avoid project failure checklist -- Reference -- Afterword -- Back Cover.The decision to look at failures for answers is a bold one. Policy makers, planners and implementers have a tendency to look through prisms of success in framing working policies, programs and results when justifying them. Despite this, we still tend to address failures indirectly by looking at risk, critical success factors, unintended outcomes or consequences, and negative impacts to name a few. As the authors say, 'while success is desirable and we plan for it, failures are inevitable and we seldom plan to mitigate them.' The authors have clearly emphasized the need to look at failures in aWorld Bank e-Library.Project managementBusiness failuresProject management.Business failures.658.4/04Kusek Jody Zall1952-1810844Prestidge Marelize Görgens1810845Hamilton Billy C1810846World Bank.DLCDLCBOOK9910967957803321Fail safe management4362367UNINA03057nam 22006255 450 991099394450332120250316135535.09789819960774981996077010.1007/978-981-99-6077-4(MiAaPQ)EBC30761277(Au-PeEL)EBL30761277(DE-He213)978-981-99-6077-4(CKB)28349519500041(EXLCZ)992834951950004120230929d2023 u| 0engurcnu||||||||txtrdacontentcrdamediacrrdacarrierStein Estimation /by Yuzo Maruyama, Tatsuya Kubokawa, William E. Strawderman1st ed. 2023.Singapore :Springer Nature Singapore :Imprint: Springer,2023.1 online resource (0 pages)JSS Research Series in Statistics,2364-00659789819960767 9819960762 Includes bibliographical references.1. Decision Theory Preliminaries -- 2. Minimaxity and Improvement on the James-Stein estimator -- 3. Admissibility.This book provides a self-contained introduction of Stein/shrinkage estimation for the mean vector of a multivariate normal distribution. The book begins with a brief discussion of basic notions and results from decision theory such as admissibility, minimaxity, and (generalized) Bayes estimation. It also presents Stein's unbiased risk estimator and the James-Stein estimator in the first chapter. In the following chapters, the authors consider estimation of the mean vector of a multivariate normal distribution in the known and unknown scale case when the covariance matrix is a multiple of the identity matrix and the loss is scaled squared error. The focus is on admissibility, inadmissibility, and minimaxity of (generalized) Bayes estimators, where particular attention is paid to the class of (generalized) Bayes estimators with respect to an extended Strawderman-type prior. For almost all results of this book, the authors present a self-contained proof. The book is helpful for researchers and graduate students in various fields requiring data analysis skills as well as in mathematical statistics.JSS Research Series in Statistics,2364-0065StatisticsStatisticsApplied StatisticsStatistical Theory and MethodsBayesian InferenceBayesian NetworkStatistics.Statistics.Applied Statistics.Statistical Theory and Methods.Bayesian Inference.Bayesian Network.519.544Maruyama Yuzo1745419Kubokawa TatsuyaStrawderman William E.MiAaPQMiAaPQMiAaPQBOOK9910993944503321Stein Estimation4369860UNINA