Tài liệu A Manual of the Operations of Surgery, by Joseph Bell doc

... Diagramillustrating Operations onAir Passages,XXXII. Diagramillustrating Operations forHernia,XXXIII. Diagram of anArtificialCarotids—Lingual—Subclavian—Brachial, etc., 1-45CHAPTER II.AMPUTATIONS.Eras of ... II.AMPUTATIONS.Eras of Amputation—Flap and Circularcompared—SpecialAmputation of Arm and Leg, 46-107CHAPTER III.divergent—Paracentesis of the AnteriorChamber— Operations forCataract by Displacement,Solution, ... of third part of Left Subclavian.9. Ligature of Axillary inits first part.10. Ligature of Axillary inits third part.11. Ligature of Brachial.12. Amputation of Arm by double flaps.13. Amputation...

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Tài liệu A FORAY INTO THE WORLDS OF ANIMALS AND HUMANS doc

... exercising the vital functions of an animal. This is in fact the view of all machine theorists, whether they are thinking of rigid mechanics or flexible dynamics. Animals are made thereby into ... interest, is an android whose fabricators at the Rosen Association have implanted artificial memories in her that make her initially think she's human. Real animals are a symbol of status, ecologically ... the organs of living things and the way they work together just as a technician would examine an un-familiar machine. The biologist, on the other hand, takes into account that each and every...

Tài liệu A Journey into the Center of the Earth doc

... extends the vast bay of Faxa, shut in at the north by the enormous glacier of the Snæfell, and of which the Valkyria was for the time the only occupant. Usually the English and French conservators of fisheries ... we landed at Korsor, a small town on the west coast of Zealand. There we were transferred from the boat to anoth-er line of railway, which took us by just as flat a country as the plain of Holstein.Three ... throbbing steamerpursued her way over the dark waters of the Great Belt. The night was dark; there was a sharp breeze and a rough sea, a fewlights appeared on shore through the thick darkness; later...

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Tài liệu A Guide to the Project Management Body of Knowledge Part 1 ppt

... they are passed up the organizational hierarchy to the department head, who consults with the head of the manufacturing department. The engineering department head then passes the answer back ... Program managers and managers of project managers • Project managers and other project team members • Members of a project management office • Customers and other stakeholders • Functional managers ... is, as a project management team learns more about a project, the team can then manage to a greater level of detail. The term “project management” is sometimes used to describe an organizational...

Tài liệu HOW TO MEASURE THE IMPACT OF A CRM STRATEGY ON THE FIRM PERFORMANCE doc

... sophisticated information systems and data warehouses been able to manage a great deal of data. The challenge is to capture and measure soft and qualitative information. For example, in the book The Experience ... can wonder if the popularity of non-financial measures from an academic point of view is accompanied by the same success from a managerial perspective. There are a few researchers who have analysed ... conventional methods have the advantage of being investment evaluation settings. Their major drawback of evaluation is that they focus on the estimation of cash flows and accounting criteria (Kim,...

Tài liệu Project (written version):“The problems of the “Citibus” (bus operating company) and their possible solutions. Drawing a contract.” doc

... the roads that doesn’t cope with the growing number of cars and other carriers, build newroads and rearrange the traffic within the city in general); another highly probablereason is that the ... other laws of Ukraine and to make this document has a legal effect). On the next stage both parties sign the contract and we think that the drivers are enough motivated, they fulfil the terms and ... 2 The problems of the “Citibus” (bus operating company) and their possiblesolutions. Drawing a contract.” By: Arustomjan NonaChukhno SergeyDubovitsky RomanFeofilaktova YevgenjaShashkova...

Tài liệu A Guide to the Project Management Body of Knowledge Part 2 docx

... availability and unanticipated risks. Such variances may or may not affect the project management plan, but can require an analysis. The results of the analysis can trigger a change request that, if approved, ... links the project to the ongoing work of the organization and authorizes the project. Projects are chartered and authorized external to the project by the organization, a program or portfolio management ... are predefined as constraints. For example, management can specify a target completion date rather than allowing that date to be determined by the planning process. An imposed completion date...

Tài liệu A Guide to the Project Management Body of Knowledge Part 3 doc

... project organization arranged so that the work packages can be related to the performing organizational units. • Bill of Materials (BOM). Presents a hierarchical tabulation of the physical assemblies, ... Functional organizations and their participation • Organizational, environmental and external assumptions • Organizational, environmental and external constraints • Business case justifying the ... on the processes used to manage the project scope. These project scope management processes, and their associated tools and techniques, vary by application area, are usually defined as part of...

Tài liệu A Guide to the Project Management Body of Knowledge Part 4 ppt

... 7.1.2.5) and schedule simulation in quantitative risk analysis (Section 11.4.2.2). These products automate the calculation of the mathematical forward pass and backward pass critical path analysis ... early and late dates, and is termed “total float.” Critical paths have either a zero or negative total float, and schedule activities on a critical path are called “critical activities.” Adjustments ... requires root cause analysis to identify the cause of the variation. The analysis may address schedule activities other than the schedule activity actually causing the deviation; therefore, schedule...

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