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Table 11.1 XMLType Functions DESCRIPTION Static function creates XMLType object from a CLOB. Static function creates XMLType object from a string. Evaluates the XPath expression on the given document and returns 1 if there are any nodes that match, 0 if none. Evaluates the XPath expression and returns the node that it describes, or NULL. Returns the value of a text node as a number. The text of the node must describe a number. Returns the value of a node as a string. If the string is more than 4,000 characters in length, an error will be raised at runtime. Returns 1 if the XMLType object is a fragment, 0 if it is well formed.

(5.80) (5.81)

Item Ventilation PSU Drive bays Suspension Expansion slots Connectors/ Indicators Roominess Noise dampening Cooling

20.0, 80.0

Most projects have several stakeholders With large projects: there are often many more of them; more of them must be actively engaged with the project to achieve success; and many of them have more power, including veto rights in some cases Stakeholders were discussed in 2.

The purpose of this chapter is to describe these four components of the x-ray system and how they are interrelated to optimize image quality and patient exposure. In so doing, we will build upon the information on atomic physics and photon interactions presented in s 4 and 7, respectively. As noted in earlier chapters, these considerations were set in motion soon after Roentgen s discovery of x-rays on November 8, 1895. It is perhaps worth noting that Goodspeed at the University of Pennsylvania in 1890, and some five years before Roentgen s discovery, accidentally recorded an x-ray image of two coins on a photographic plate lying near a Crookes tube, but he failed to deduce the cause and missed one of the greatest discoveries in human history. Roentgen followed up on his interesting observation, whereas Goodspeed (and probably various others) did not. Such is the nature of discovery!

Stakeholders for a large project, some of whom may be antagonistic to project outcomes, may include: owners, sponsors and procurement teams; project delivery counterparties: contractors, equipment providers, materials suppliers, and their employees and unions; customers: purchasers of the products or services produced by the completed project asset; asset users: operators, maintainers, logistics support, employees and unions; suppliers of inputs to the completed project asset: materials, energy; advisers: technical, financial, legal, probity; financiers: financial and insurance markets, and providers of equity, debt and credit support; external: community, environment, media; regulators: planning, environment, safety; other companies, agencies, business units or projects that are competing for funds; competitors with a vested interest in project postponement or failure; and other entities with a vested interest in project success, or, in some cases, in frustrating the sponsoring agency With a large number of stakeholders, risk management processes must be structured carefully.

TABLE 4.23 Dual-Frequency Performance of the Antenna in Figure 4.74(a) [40]a (mm) Antenna A1 Antenna A2 Antenna A3 Reference A

There is a need to design governance structures and risk management processes that take account of the context, the stakeholders, the organization and the culture For a detailed discussion of the design of risk management processes in different kinds of organizations and cultures, see Cooper (2003) As discussed in 8, communication with stakeholders is critical at all stages of large projects (and see also Gough, 2003) Risk and project communication should be integrated, and integrated with other aspects of project management The communication strategy for risk should: address both internal and external stakeholders; consider communication as a two-way process, involving consultation with stakeholders where appropriate; understand and take account of different perceptions of risk; foster ownership and engagement of stakeholders with the risk management process and its outcomes; and develop a consultative team approach Large projects require good communications strategies, and often a formal project communications plan.

It is necessary for the various hardware resources not to be over-utilized. If this happens, you must either add more resources or identify and remedy the cause so it does not happen again. There can be a program to do this regularly:

The communication strategy should incorporate media, community, government.