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The investigator doesn t choose the constructs They are elicited from the interviewee, and are, in that sense, the interviewee s However, there s a lot you can do to ensure that the constructs represent what the interviewee wants to tell you, while being informative and useful to yourself In that sense, a good construct is one which expresses your interviewee s meaning fully and precisely, and this is a matter of three things: (a) a clear contrast (b) appropriate detail (c) a clear relationship to the topic in question As we saw in Section 211, it should have two clearly contrasted poles These would rarely be logical opposites, such as happy versus not happy , but would contain a pole which says, somewhat more speci cally, in what way not happy , in order to illuminate in what way happy .

To know that someone is happy as opposed to sad is to know something rather different about his or her state of mind than that he is happy as opposed to furious A good construct is also one which is appropriately detailed This means that the interviewee has had to think, often quite hard, about what s/he really means when using a particular label prompted by yourself, as the investigator, making what is at times a somewhat intrusive judgement that the interviewee isn t really doing himself or herself justice.

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Comments/Responses Any step can verify any object. Yes. Certify also provides rich set of predefined verification criteria such as starts with, contains, does not contain, etc. Certify can capture data during runtime and write it to the repository. Any repository data can be exported as needed to external text or spreadsheets. All Certify data variables are stored in the repository and are available from any test for input, verification, or output. Text, number, date. Text or bitmap screen captures Data access is sequential.

Just as a symphony conductor directs the orchestra to bring out the magic in the music, the project manager must keep all the disparate groups in a project moving in harmony Whether he or she is planning the project, identifying the stakeholders, watching for cost overruns, or refereeing disputes, the project manager has the primary role in any project And, while balancing all the various tasks can make project managers appear like magicians, the skills that form the basis of this magic can be learned Because this book is mostly about the contribution project managers make to projects, the description here is brief; however, one point needs to be made Once selected, the project manager should clearly identify the stakeholder roles on the project, including his or her own..

For example, if your topic is effective management and your elements are various people known to your interviewee who are more effective, and less effective, as managers, alarm bells would go off if you started to elicit constructs such as Leads the team On the ball Charismatic Good at the job Sticks to the knitting Not a team player Takes his eyes off the ball Lacks charisma Bad at the job Vague and woolly.

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Whenever possible, train your tenants from the very beginning to put all maintenance requests in writing, excluding any emergencies, of course. This will give you a detailed written record. This helps you respond correctly and promptly and assures you are sending the right person out to do the job.

(PERSON or ORGANIZATION) may have many PARTY RATEs over time. And because many times a position dictates the rate (a senior consultant's rate is $250 per hour) each POSITION may have several rates over time. The RATE TYPE entity provides the ability to classify the various types of rates to allow the flexibility to capture different types of rates such as billing rates, payroll rates (amount that needs to be paid to the worker), costs, overtime rates, and so on. Each RATE entity may store a rate, overtime rate, cost, or other type of rate depending on the needs of the organization. The RATE TYPE would indicate which rate is being specified. A RATE TYPE description of "billing rate" establishes how much is billed and whether it is to be billed to an external or internal organization. A RATE TYPE description of "cost" determines how much will be used as the cost basis to calculate how much the work is costing. Depending on the application, either or both of these are needed. For instance, a professional services application may store both because it needs to know its cost for the professional as well as the rate charges to the client. A manufacturing firm may need to store the cost of the people who are assembling a product, and it may or may not need the rate attribute. For instance it may want to track rates to establish how much to charge another part of the organization (this would be an internal transaction for accounting purposes).

you are now earning a rate twice what you were receiving. Surely this must be worth more. Let us do the math: Present value = income $10,000 = = $100,000 rate 0.10

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