other vertical surface on the surface plate. Set up the sine bar with its gauging surface in contact With the vertical surface and the lower roller resting on the surface plate; if desired, the bar may be held in place with a rubber band (not to be despised) or other form of very light clamping. If the sine bar is of type (a), the height over the top of the upper roller must be determined with slip gauges. Build up 'a pile, with a gauge or jaw from the accessories set protruding at the top, which just goes over the top of the roller. Check from each side of the bar and note any variation between one side of the roller and the other. If the bar is of type (b), the height to the under side of the upper roller is determined in a similar manner. In this case it will be essential to use a slip gauge as.a protrusion at the top, since its size must be included in the measurement and accessory jaws are not normally calibrated for size. The two methods are illustrated in Fig. 16. It is bbvious that the centre distance of a type (a) bar is determined from the dimension over the rollers minus the mean measured diameter of the rollers. Particular care must therefore have been taken in measuring the actual diameters as well. as equality of diameters. The centre distance of a type (b) bar will be the actual vl;I.lue of the slips inserted, provided the equality of the diameters is good. (3) Parallelism of axes of rollers. Any error in parallelism of roller axis in one plane wiil be obvious from variations in centre distance found in the last section, but it is also important to test the rollers for relative twist in planes normal to the gauging surface. Support one roller along the length of a 0.2 in. slip gauge which should be wrung down on to the surface plate, if possible. The other roller is supported on two similar piles of slips, one at each end of the roller. To make these piles equal, the slips used could be 0-1 in. + 0.1005 in. and 0.1003 in. + 0.1002 in. Either of these piles can be varied if the roller does not rest evenly on them, a condition which can easily be detected if the bar rocks slightly on the slips. It should be possible to detect an error in parallelism of 0.00005 in. by this method if the surface plate is a good one (Fig. 17). (4) Flatness of gauging surface. There are several tests which may be applied for the flatness of the gauging surface. If the surface isIdeally, it is necessary to remove the rollers from the bar so that their individual diameters may be accurately measured on a comparator. It is unlikely that this will be permitted in a class laboratory exercise and therefore should not be done unless specially authorised by the instructor. Sine bars generally fall into two types, illustrated in Fig. 16 (a) and (b). Type (a) will be the easier to measure for diameter of rollers and centre distance, but type (b) is the' one more commonly used, since its upper end will rest more stably on a pile of slips and, incidentally, is easier to manufacture with a precise distance between the rollers. The features listed above should be measured in the following ways:One or more Plate Gauges of large radius (several inches). Surface Plate, preferably having tapped holes in its surface. Straightedge. Set of Slip Gauges. Pair of Standard Rollers (preferably not less than tin.). Suitable clamps for clamping gauge and rollers to surface plate. The method to be described is intended for a plate gauge of large radius which is too large to be projected on a normal projector and whose radius cannot easily be drawn at an appropriate magnification. The method is suitable for any radius a,bove a few inches, and the exercise will be more valuable if two or more gauges or templat~s of appreciably different radii are available. One gauge of several inches radius 'and one of several feet radius could be used. 'If gauges or templates of this kind are not available, it will be necessary to make them. This may be done by a method described in the N.P.L. publication Note8 on Gauge Making and Mea8uring (H.M.S.O.).* Since it is necessary to clamp the. gauge and the rollers on to the surface plate, it is convenient to use a plate which has been drilled and tapped for clamping screws, usually about i in. B.S.F. If such a plate is not available, it should be possible to work across a corner of the plate, using toolmakers' clamps at the edges.Privately and publicly owned companies have different attitudes about sharing profits and taxation. The company�s willingness to show profit is based on items such as its legal form. Generally, a publicly owned company looks for opportunities to maximize its net profit, while its financing is dependent on its market value. Investors use profitability and the ability to pay dividends as criteria for valuing the company and its shares. Publicly owned companies use accounting rules to their advantage to maximize net profit.Around the World in a Trading Day The forex market is open and active 24 hours a day, from the start of business hours on Monday morning in the Asia-Pacific time zone straight through to the Friday close of business hours in New York. At any given moment, depending on the time zone, dozens of global financial centers � such as Sydney, Tokyo, or London � are open, and currency trading desks in those financial centers are active in the market. In addition to the major global financial centers, many financial institutions operate 24-hour-a-day currency trading desks, providing an ever-present source of market interest. It may be a U.S. hedge fund in Boston that needs to monitor currencies around the clock, or it may be a major international bank with a concentrated global trading operation in Singapore My efforts to translate a career�s worth of currency trading experience into a book would be extremely thin were it not for the many lessons I garnered from colleagues in the market over the years. Readers of this book will benefit from the experience I�ve gained from many of you. Thanks to Mark Galant, for founding GAIN Capital and offering me the opportunity to write this book. To the trading team at GAIN: Tim O�Sullivan, Anthony Piccolo, Paul Spirgel, Rob Voorhees, Mike Goret, Damon Gallo, and Alan Viola � it�s an honor and pleasure to work with some of the best in the business. To Glenn Stevens and Samantha Roady, for setting the whole process in motion and encouraging me to go the full distance. To Christa Conte and Henry Feintuch of Feintuch Communications, for getting the word out to the media and then some. To my research team for picking up the slack while I wrote: Eric Viloria, CMT; Chris Tevere, CMT; Kathleen Brooks; and Dan Hwang. To Susan Hobbs for her fine editing assistance that made me get to the point, clearly. To McLean D. Giles for his technical review. And to the editors and staff at Wiley Publishing, especially Stacy Kennedy, for organizing the book in the first place.Using a Joint Project Planning Session to Build the WBS The best way to build a WBS is as a group activity. To create the WBS, assemble a facilitator, the project manager, the core members of the project team, and all other managers who might be affected by the project or who will affect the project. The important thing is to have the expertise and the decision makers present in this part of the planning session who can give input into the WBS. This exercise should be continuous; you do not want to interrupt it while you go looking for input from people who should already be in the session. The exercise is easy to explain, as we will do in the text that follows, but it is difficult to execute, as we will also explain in the text that follows. The tools are low-tech (Post-It notes, marking pens, and whiteboards), and they greatly facilitate the orderly completion of the task. �� The first step is for the whole planning team to decide on the first-level decomposition of the goal statement. One obvious approach would be to use the objective statements from the POS as the first-level decomposition. Objectives are generally of great interest to senior managers, and this fact might be a major consideration in the team�s choice. For a software development project, the systems development phases will often be a good first-level decomposition. �� Once the first-level decomposition is developed, the team has two choices on how to proceed:Acceptable Duration Limits While there is no fixed rule for the duration of an activity, we recommend that activities have a duration of less than two calendar weeks. This seems to be a common practice in many organizations. Even for long projects where contractors may be responsible for major pieces of work, they will generate plans that decompose their work to activities having this activity duration. There will be exceptions when the activity defines process work, such as will occur in many manufacturing situations. There will be exceptions, especially for those activities whose work is repetitive and simple. For example, if we are going to build 500 widgets and it takes 10 weeks to complete this activity, we are not going to decompose the activity into 5 activities with each one building 100 widgets. There is no need to break the 500-widget activity down further. If we can estimate the time to check one document, then it does not make much difference if the activity requires two months to check 400 documents or four 2-week periods to check 100 documents per period. The danger you avoid is longer-duration activities whose delay can create a serious project-scheduling problem.