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4.2 BEST PRACTICES FOR GATHERING AND ORGANIZING REQUIREMENTS Within the process of iterative development, each phase can also be iterative within itself. Certain best practices within the requirements phase may need to be iterated several times, or the whole requirements phase may need to be reiterated. In addition, the parts of the requirements phase may need to be revisited during later phases of development, leading to iterations of several requirements best practices while in other phases. These best practices can be applied to both existing and new development projects. Revisions of existing projects are more common than new projects, and are often equally complicated. Although many organizations may take shortcuts during the requirements elicitation process for revisions of existing projects, such adjustments should be avoided because requirements speci cation and management best practices are just as essential in this context, where extra complexity is added by merging legacy code with new code.

As a result, for low voltage short circuits occurring near the transformer, the fusing time is less than roughly 36 ms. It is thus not possible to obtain selectivity between circuit-breakers of main switchgear downstream of the transformer and the upstream fuse. If LV circuit-breakers are delayed, only those located far enough from the transformer can be selective with the fuse. Indeed, the short-circuit current is then low enough so that fusing time is higher than time delay. In order that selectivity is total and without any risk of fuse damaging, fusing time must be higher than three times the circuit-breaker time delay for the maximal short-circuit at the terminals (see Figure 9-12). The non-selectivity of fuse with LV circuit-breakers near the transformer is an important disadvantage compared to the solution with MV circuit-breaker protection (see section 10.3.4.3.2).

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however, to be used for the overall bene t of the group and not just of the research participants, might well be appropriate. So might direct provision of health bene ts to the community (North American Regional Committee, 1997). When minority groups, particularly disadvantaged groups, and their members play indispensable roles in research leading to successful products, some sharing of the nancial bene ts seems just.

Although such persons would seem extremely rare, masochistic traits are as ubiquitous as guilt and, therefore, are easily found on a continuum with normality In their normal expression, they can be considered adaptive, idealized, and, perhaps, almost saintly The self-sacrificing style (Oldham & Morris, 1995) live to serve and to be helpful to others When they are allowed to give selflessly of themselves, everything is right with the world Forever putting others above themselves, they have a reputation for being kind, considerate, and charitable Always forgiving, they believe that people should be accepted and appreciated for who and what they are, not judged harshly by some extrinsic or legalistic standard Although they willingly shoulder the burdens of life for those they love, they feel uncomfortable when their good deeds are singled out for praise, honestly believing that no thanks or recognition is necessary Moving closer toward pathology, Millon et al.

(1994) describe the yielding style, individuals who usually possess abilities far in excess of what they lay claim to but nevertheless prefer to remain deferential and unassuming They avoid displaying their real talents and abilities and instead place themselves in an inferior light to avoid any hint of competition Sometimes, they seem to encourage others to take advantage of them Although such traits have historically been associated with women, in fact, they are just as likely to be found in males (Stone, 1993) Another way of creating a more normal masochistic personality style is by normalizing the diagnostic criteria of the DSM-III-R Whereas individuals with the disorder seem to seek out disappointment, failure, or mistreatment (see criterion 1), those with the style do not Whereas the disordered individual rejects or undoes the assistance of others (see criterion 2), the style tends to focus on the welfare of others before self.

Invite him to group get-togethers. Ask him to tell the children in daycare a story, teach them a game, or help them with homework. Ask him to attend planning meetings. Request his help with a fundraiser. Encourage him to share his ideas for making activities better. Choose opportunities for participation that do not take a lot of time from his work but make him feel like part of the team.

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