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Negative Overlapping design and construction is risky, and this is why the decision to fast-track a project must be made at the business level All the stakeholders need to understand and accept the risk that if initial design assumptions prove to be mistaken, part of the product will have to be demolished and built again In the worst cases, the mistakes made in a fast-track environment cannot only slow down the project to the point where there is no schedule advantage, but can also cause the costs to run far over the estimates Best application The fundamental assumptions of fast-tracking are that only 15 to 30 percent of the total design work can provide a stable design framework and that the remainder of design activities can be performed faster than construction activities For these assumptions to hold true, the product must be capable of modular, top-down design.

For instance, Sako & Helper (1998) have argued that psychology s focus on interpersonal trust in the context of business organisations is de cient . They argue that while psychologists tend to study inter-personal trust, business rms are concerned just as much with inter-organisational trust. It is this latter construct that might survive a breakdown of interpersonal relationships due to labour turnover or personality clash, and which provides the stability necessary for rms to pursue innovative and competitive activities (p. 389). Thus, they suggest that because of this, the determinants of interpersonal and inter-organisational trust may be different. However, while interpersonal trust may be different from inter-organisational trust in that the focal object is different, it can be argued that interpersonal trust is one of the factors that comprises inter- rm trust. If a person in a boundary role does not trust their counterpart in the partner rm, this could ultimately in uence the overall level of inter-organisational trust. For instance, if a buyer perceives his/her immediate contact at the supplier rm as untrustworthy, this may have detrimental in uence upon how trustworthy that supplier s rm is. Moreover, Aulakh, Kotabe & Sahay (1996) highlight that trust can be extended to exchanges between organisations because inter-organisational relationships are managed by individuals in each organisation (p. 1008). So, in line with Rousseau et al. (1998), trust is seen here as a multilevel construct (individual, group and organisational), integrating micro-level psychological processes and group dynamics with macro-level institutional arrangements (p. 393). In other words, trust is a psychological state composed of the psychological experiences of individuals, dyads and rms (Rousseau et al., 1998, p. 398). As such, interpersonal trust contributes to inter-organisational trust, which is key to the success of the supply-chain partnership (as argued below).

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Moving the Prefix Boundary to the Left (Supernetting)

(This type of design was described in the previous section under alternative 3, Add People to the Project ) Overlapping design and construction is becoming more common in software development, but in addition to overlapping these phases they also repeat each phase Instead of increasing risk, this designbuild-design-build approach actually lowers risk, because the product is developed incrementally Because of the incremental development, this doesn t quite qualify as a fast-track example, but it does point up how this technique can be successfully modified The bottom line with fast-tracking is that it overlaps tasks that have traditionally been done in sequence The overlap is the risk The stellar performer profile of SAFECO Field at the end of this chapter demonstrates how risky it can be 4.

Concerning Medical Errors Although the epidemiological scale of medical errors worldwide had been appreciated for some time, the rst of these references on medical errors was seen as one among several a blockbuster announcements as to how bad things really are. The Amercian Ri e Association was quick to point out how many times it is safer to keep a gun at home, based on current statistics. The reader might indulge in some Internet research on the latter because a decimal point error in calculations seems to have cropped up and got propagated through the Internet, giving the impression of guns being thousands of times safer than medical care. Nonetheless, the statistics are startling.

In 7, we review challenges posed by nanotechnology to the export control sector. Navigating through the various export control laws can be a confusing and frustrating endeavor. We show that, while most nanotechnology companies will encounter export control laws, it is unclear how these laws should be applied. We urge agencies responsible for administering such laws to clearly address how they apply to nanotechnology.

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