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A number of independent projects have been progressing under the guidance of several major actors We will now look brie y at the major WS efforts, ending with Microsoft s NET A realistic view might be that, ultimately, a successful deployment of SWS as a new Web infrastructure will require that all the actors who are committed and cooperating around open standards should achieve the vision, or at least interoperate with it At present, however, the major players are in critical areas still (or again) pushing proprietary solutions, which risks locking corporate environments into vendor-speci c commitments dif cult to migrate from later Fortunately, the WS paradigm is rmly message based, depending on XML, SOAP (or any other XMLP-compliant protocol), and other platform-independent speci cations This independence gives hope for bridging vendor divides The Sun Approach Sun Microsystems promotes the J2EE platform for WS (javasun.

com/j2ee/), through the intermediary of the open Java Community Process (JCP, wwwjcporg) Both standards and architecture are open and distributed The platform is based on Java, in theory independent of operating systems As Sun invented the Java language and promotes competitor Unix-based operating systems, WS-platform debates often become slanted as a Sun-interests against MSinterests confrontation Such acrimony has often been detrimental to Web-universal solutions For developers working in Java, the announcement in 2002 of an of cial suite of API speci cations for Web services from Sun was welcome news Sun had long been criticized for inaction on this front, given the early availability of the MS NET SDK However, rather than proposing transitional hack solutions to as-yet uncharted technical areas, Sun s strategy had been instead to work with open source initiatives on the major pieces of the Web services puzzle.

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Also announced was the Java Web Services Developer Pack (JWSDP) to provide an integrated development platform In the JWSDP, Sun packaged some reference technology implementations into a single, free download, adding some infrastructure to ease Web service deployment Thus, the JWSDP let Java developers create useful Web services with available components, instead of forcing them to either assemble those tools themselves or.

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Multiattribute value analysis is a quantitative method for aggregating a stakeholder s preferences over con icting objectives to nd the alternative with the highest value when all objectives are considered (Note the phrases multiattribute utility analysis and multiple objectives decision analysis are also often used In this book the word utility is reserved for situations in which uncertainty has been explicitly modeled and the stakeholder s risk preference is being included in the analysis) Multiattribute value analysis can be addressed simply as is done in this chapter or with a great deal more sophistication [see French, 1986; Keeney and Raiffa, 1976] Additional insights can be found in Kwinn and Parnell [2007].

END POINT The art of project management is applying the science to achieve success. When you are armed with the basic tool set of techniques to define, plan, and control projects, you have the components of every successful project. This is a tool set, however, that is sharpened through use. Practicing the art of project management begins not only with understanding the science of project management, but also by believing that it works. Learning the science is not terribly difficult. I sincerely hope that this book has revealed the techniques in a way that TEAM LinG - Live, Informative, Non-cost and Genuine ! 377

Other approaches to value computations are also available: analytical hierarchy process (AHP) [Saaty, 1980, 1986], percentaging [Nagel, 1989], the technique for order preference by similarity to ideal solution (TOPSIS) [Yoon, 1980], a fuzzy algorithm [Yager, 1978], quality function deployment (QFD) [Akao, 1990], and Pugh matrix [Pugh, 1991] None of these other approaches are based on an underlying set of axioms that provide a foundation for justifying an analytical process except the AHP However, there are a number of analytical concerns that have been raised about AHP, percentaging, TOPSIS, and similar approaches [Buede and Maxwell, 1995; Dyer, 1990; Harker and Vargas, 1990] The process for de ning the objectives of interest for a system has been de ned in 6.

16 analyzes the exit opportunities available for nanotech companies. The field is so new that, at the time of this writing, it is unclear exactly what the exit strategies for nanotechnology start-ups will be it is unknown if many of these companies will go public, be acquired, or go bankrupt. We first survey the considerations involved in planning for an IPO or acquisition. We then provide a brief overview of the issues that must be tackled for a start-up to successfully execute its strategy.

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