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Local Management Interface (LMI) is a set of enhancements to the basic Frame Relay specification for managing Frame Relay networks. LMI provides synchronization between Frame Relay DTE and DCE devices and periodically checks on the status of a circuit with keepalive messages. LMI status messages prevent a router from sending data on a circuit that is failing or no longer exists. LMI messages are carried in a Frame Relay frame with a DLCI of 1023. The original LMI was developed in 1990 by Cisco, StrataCom, Northern Telecom, and Digital Equipment Corporation (DEC). Later, both ANSI and ITU-T developed varieties of the LMI protocol. The fact that there are three versions of LMI is a troubleshooting issue. The LMI configured on the DCE Frame Relay switch must match the LMI configured on the DTE router. A Cisco router autosenses which LMI is in use (for Cisco IOS 11.2 and later versions). Use the frame-relay lmi-type {cisco | ansi | q933a} command to change the LMI type, if necessary. Note The LMI type must match between a router and the local Frame Relay switch in the provider's network. Don't confuse this with the Frame Relay encapsulation type, which must match between the two DTE routers on either end of a virtual circuit. There are two options for the encapsulation frame-relay command, cisco and ietf. Cisco is the default.

1.1 This objective of IAS 11, Construction Contracts, is to prescribe the criteria for the accounting of revenue and costs in relation to construction contracts. Due to the nature of such contracts the commencement and completion dates are usually well separated, often crossing accounting period ends the Standard focuses on the allocation of revenue and costs to those accounting periods in which the construction contract is executed. 1.2 The Standard shall be applied in accounting for construction contracts in the financial statements of contractors. Construction contracts also include contracts for services that are directly related to the construction of an asset, such as project management or design. 2. DEFINITIONS OF KEY TERMS (in accordance with IAS 11) Construction contract. A contract specifically negotiated for the construction of an asset or combination of assets that are closely interrelated or interdependent in terms of their design, technology, function, or ultimate use or purpose. Fixed price contract. A construction contract in which the contractor agrees to a fixed price. Cost-plus contract. A construction contract in which the contractor is reimbursed for allowable or defined costs plus a percentage of such costs or a fixed fee. Variation. An instruction by the customer for the change in the scope of the work to be performed in the contract. Claim. An amount that the contract seeks to collect from a customer or another party as reimbursement for costs not included in the contract price. Incentive payments. Additional amounts paid to the contractor if specified performance standards are met or exceeded. 3. COMBINING AND SEGMENTING CONSTRUCTION CONTRACTS

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Wasatch Core Growth 800-551-1700/WGROX There s a chance this fund may be closed to new investors when you read this But it has closed and then reopened in the past (it usually stops taking in money when its assets hit the $1 billion mark or so), so we ve included it in this chapter because we think it bears watching Sam Stewart is the lead manager of the fund, and he s been at the helm since 1986 But the success of this fund a 22 percent ve-year record, which ranks in the top 2 percent of all growth funds rests with the team of managers behind it For whenever they catch a whiff of an interesting small company, four of ve of them will meet with management trying to uncover any weakness.

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TECHNOLOGY ENABLES EPM PROCESSES The science of project management is the foundation for the art of leadership a theme that s been stressed in every chapter The science of project management relies heavily on our ability to assemble and maintain accurate information In the case of enterprise project management it is even more important EPM requires a broader scope within an organization, and the only way to manage that broader scope is with accurate, up-to-date information In the previous section we looked at the process component of EPM In this section we ll describe how technology contributes to our EPM goals In addition, we ll provide guidelines for achieving successful implementation of EPM technology EPM Technology Capability EPM has a broad scope, which includes successfully managing individual projects, understanding relationships among projects, and selecting and monitoring projects based on their fit with strategic goals.

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