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OUTSOURCING over operations and assets. These can range from complete ownership to none at all. In some instances, extremely complex and long-term contracts (even with no ownership interest) are suf cient indicators and appropriate responses to high transaction costs. More generally, there are some more readily observable attributes to which we can attribute high-TCE characteristics. Uncertainty associated with volume, technology, management, execution, or environmental factors, which would make contract renegotiation more likely, is a broad-stroke high-TCE indicator. Speci city indicators all increase the quasi-rents by either increasing economic usefulness in the existing role (investment) or reducing the effective value in alternative applications (precluding other uses). Complexity. High levels of development effort may result in some indirect investment in the human resources of a rm, in building the architecture knowledge through the development process. Training. High levels of training in an organization are a direct investment in the HR of a rm s economic activity, whether inside or outside. Processes requiring high skill specialization or knowledge acquisition raise the value of these resources. Uniqueness. A product or skill set with only one use or extremely limited uses imply a degree of mutual dependency. Switching costs. Vestige of past investment indicates that the process requires nongeneric capabilities to be performed economically. 222

hierarchy. They are the people who merely seek a way to pay the bills. They are not committed to the company s success. They are committed to the paycheck. They will do the bare minimum to survive in your company. They will give you the courtesy of drinking the free coffee you serve and taking your paycheck with the minimum effort required. They will also switch jobs as soon as another 5% increase is offered to them. They try to survive the job and they do it on your watch and salary. The job seekers are in high-turnover mode (and if they are not, that is only because they did not find a bigger sucker who will pay them more to do less, and therefore you are the designated sucker). Because their negative, disposable attitude affects their peers and your customers, their impact on your business is negative. 2. Career People. The career people often confuse us. They make a lot of noise. They seem to be very busy. You want to believe that they contribute and build the business. In reality, they are in selfish mode. They will contribute to the business exactly what they take out of it. They are here to promote themselves and their personal agenda. They

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More details on composite state machines is available in the UML User Guide [BRJ98].

policy-based management and (b) the plethora of policy tools available today. According to Saperia [2002], a policy implies . . . a predetermined action pattern that is repeated by an entity whenever certain system conditions appear. The IETF de nes a policy as a de nite goal, course, or method of action to guide and determine present and future decisions [Westerinen et al., 2001], but also as a set of rules to administer, manage, and control access to network resources [Moore et al., 2001]. In order to provide some background to the reader, this section provides an overview of some of the terminology used when discussing policies for network management. Policy-based management has been discussed in the literature for close to two decades, but it really began to gain widespread attention in the late 1990s, when the IETF (Internet Engineering Task Force) formed the Policy Framework Working Group. The goals of this working group were to de ne an architecture and an information model for policy-based management of QoS in IP networks. At the same time, the Distributed Management Task Force (DMTF) was working on developing a wide range of information models for applications including network and policy management. The Policy Working Group within the DMTF (also known as the Service

development phase, developing software or products, without the appropriate planning in place. When the project ran into problems, it was often too late to turn back, and these projects often failed in some way. In cases where no planning was done, it became extremely difficult to reverse such a situation. It is essential that a considerable amount of time be spent planning a project. It is extremely likely that the project manager will be required to double-check the project planning in order to reflect last-minute changes and unforeseen circumstances taking shape on the project. A project manager can quickly determine how difficult a task he or she will face based on the results of the initial planning. Figure 5.1 illustrates a basic planning process.

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