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Around the time that we learned that our shampoo was turning into jelly, Johnson Carter asked King Chemical if it was capable of making an underarm deodorant Chinese were not big on deodorant, and what was available in the local market was usually the roll-on kind anyway What we needed for the US market was a dry-stick version To save time, I gave the factory a stick of deodorant that I had purchased in the United States Sister looked at it and said that, while it might take time, she was convinced that she could get it duplicated It was a bold declaration, given that no other manufacturer in China s health and beauty care sector had managed to pull it off yet The prototype came in, and it looked promising.

inhabit it. Via the intrapsychic mechanism of projection, they begin to attribute their own acrimony to others, ascribing to them all of the enmity they feel within themselves. As the line between objective antagonism and imagined hostility grows thin, the belief that others are intentionally persecuting them may take on almost delusional proportions. The need to protect their autonomy against any and all outside influence is a defining feature of this variant because nothing is so valuable and so vulnerable to them as their sense of self-worth. This is particularly evident in the content of their persecutory delusions. The malevolence they perceive emanating from others is neither casual nor random but designed to intimidate, offend, undermine their self-esteem, control their thoughts, and weaken their will. They are ever alert against their darkest fears: Others will make them soft and yielding, forced to submit to authority, or worse, tricked into surrendering their self-determination.

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Jan 4, 05

The factory had created a number of molds ve in all and had replicated the look and feel of the casing, down to the trademark baby blue color of the original There was even a knob on the bottom, which was turned to push the deodorant upwards I turned the knob and was surprised to nd that the mechanism actually worked The plastic part was not easy to make, and it required a bit of investment and time on the factory s part While the casing was impressive, I touched the product itself and got a surprise The deodorant stick was not at all dry I pressed my ngertip against the white substance and found that my nger went right into it, as if into a stick of warm butter The deodorant was not going to be easy to make; the factory knew this.

As noted in 1, there are a number of problems associated with de ning uncertainty and risk in relation to performance that can be viewed as opportunities. One problem (or opportunity) is the multidimensional nature of project performance. In some circumstances a case can be made for keeping the measurement of performance and success very simple, but such conditions are comparatively rare. More commonly, project objectives might be viewed in terms of cost, time, or quality. Cost might be addressed in terms of capital cost or whole life cost and quality might be divided into technical speci cation, functionality, and appearance, each of which may be at risk to different degrees. Often performance is perceived primarily in terms of dimensions that can be measured, such as time and cost or particular aspects of quality. The implication is that variations are possible and measurable, and hence uncertainty exists in respect of these performance criteria. Other criteria that are not readily quanti ed may be treated as inviolate constraints for project management purposes. This may lead to neglect of uncertainty in these dimensions, even though they represent important performance criteria. These problems (opportunities) need to be addressed in this step. Even if one criterion clearly dominates, such as time in a North Sea offshore project context, other criteria will be important. Uncertainty not identi ed in the frameworks used for the key criteria will need explicit attention. Consider an example, building on Example 7.2.

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