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overview of, 236 237 quality management and, 234 Quality management, 234 240 Quality plan, 289 R Rapid application development (RAD), 179, 289 Readiness review, 256 257 Regional account manager, in strategic plan, 22 Request for Proposal (RFP): at closure, 264 defined, 289 overview of, 109 110 small projects and, 78 Requirements, obtaining, 94 96 Research and development, phased estimation and, 152 Resources: control of, 213 214 leveling of, 214 plan for, 289 pool, 289 release of, 272 273 selection of, 155 157 Return on investment (ROI): calculation of, 116 117 defined, 289 estimation of, 114 115 project analysis and, 88 Risk: analysis of, 67 avoidance techniques and methods, 68 control of, 225 229 defined, 290 diagram of, 66 events, 66 identification of, 67 69 implementation and, 255 log, 227 228 management of, 65 69 mitigation of, 69 plan, 290 reporting of, 69 Roles and responsibilities, 157 S Schedule:

make those corrections now. If you are in a multiple person department, do not be surprised if the other person does the procedure slightly differently or in a different order. This is typical of large departments and one of the main reasons for having procedures, to ensure that everyone does the task the same way. However, if you are the sole member of your payroll department, arrange for your backup or your boss to use the procedures. This allows another pair of eyes to make sure that they are accurate and easy to follow. When you are totally satis ed that the procedures are complete and accurate, give them to a nonpayroll person to read. This will ensure that you have not included any slang or payrollisms in the procedures. Note that writing the procedures is not the end of the process. Now that the written procedures are complete and accurate, it is time to add the nal touches. Make sure that you include screen prints for each procedure if they are needed and of course, samples and examples. For example, you are writing the procedures for processing a Form W-4 in your department. When you have the procedures completed, include:

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Estimate the Current Costs. Itemize and break down all payroll processes such as salary changes, new hires, bene ts elections, and so on that will fall under the selfservice initiative. Then estimate the cost of the current processes, as well as their frequency. Make sure to include the following cost factors: labor and materials, task time and elapsed time, and the number of steps and hand-offs the process requires. Do not forget printing, mailing, or distribution costs. Estimate Self-Service Costs and Savings. For each process listed, compare the current costs to the self-service costs. The difference is the process savings from self-service. This gure multiplied by the frequency of the action gives the total savings. Example: Charlie s Gardening Supply processes an average of 1,000 salary changes each year. The current manual process costs $44.57 for each change but only $18.26 when automated via self-service. The pertransaction savings of $26.41 translates into annual

21 Note that QMainWindow is not the only possible choice; the top-level container can be any Qt widget.

The rst of these ows has a differential writing, i.e. it is written as X Y ( p P p p) and characterizes the evolution of the number of token of a given color w.r.t. the number of tokens of another color for some places of the net. The second of these ows has a homogenous writing, i.e. it is written as All ( p P p p) and numbers the tokens in some places independently of their color. Writing the generative family of ows in such a way has at least two advantages. First, the interpretation of such ows easily gives information about the possible evolution of the distribution of colored tokens in the net. For instance, F1 means that the difference between the number of tokens having different colors is constant (here zero) and F2 tells us that the number of tokens is at most n2 in place q. Second, and it is certainly the most important, we can demonstrate that all generative families of ows of a regular net can be obtained by iterating two operations based on this

Dietary modi cations (e.g., elim- Attention ination of re ned sugar, Feingold diet) Attention remediation programs (e.g., Amsterdam Memory and Training Program for Children) Attention process training Behavioral classroom management/Classroom modi cations (e.g., point systems, daily report card, self-monitoring) Electroencephalogram biofeedback Cognitive remediation program Attention

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