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The EPA has published an excellent guide on how to prevent and clean up indoor mold growth, A Brief Guide to Mold, Moisture, and Your Home, which is available online at the following web page: www.epa.gov/iaq/molds/moldguide.html.

Figure B.21 Approximate solution of the micromotor problem. Top: electric potential !pjt .,, (zoom = 1 and 6). Bottom left: detailed view of the singularity of lE,l.,,l= I - Vy,,.F)l a corner of the at electrode (zoom = 1000). Bottom right: Error estimate based on a reference solution (zoom = 1000).

FIGURE 10-3

Any decisions that the project team (people) make about the project s stakeholders (also people) are of their very nature subjective; and because the people involved are ever changing, any attempt at a single, objective analysis or reporting is bound to fail Successful stakeholder mapping requires a transparent, dynamic process that builds understanding as the project progresses Project teams must nd ways to not only understand who their stakeholders are at any time in the project, but also what their expectations are, and nally, nd ways to measure the effectiveness of the team s communication efforts Effective mapping systems need simplicity and exibility in both data gathering and reporting about project stakeholders These requirements should be re ected in guided steps through a series of processes that can be cumulative or can be approached in parts, depending on the needs and maturity of the organisation.

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The Stakeholder Circle methodology and visualisation tools provide an effective way to achieve this through a ve step process designed to provide a cumulative collection and mapping of data about a project s stakeholders and through trend analysis monitor the effectiveness of the team s communication efforts There are three parts to the Stakeholder Circle methodology and visualisation tool that cumulatively add to its effectiveness The methodology supports the identi cation and prioritisation of all the project s stakeholders, producing a manageable number of the key stakeholders of that project The second part of the methodology is the supporting tools, which makes the task of allocating relative importance of stakeholders both time and effort ef cient.

A 63-year-old farmer is admitted in the night with a 3-day history of back pain and weakness in both legs. The admitting doctor notes that weakness is particularly severe in the iliopsoas, hamstrings and tibialis anterior, the lower limb re exes are normal and the plantar responses are extensor. Your colleague arranges for the patient to have an MR scan of his lumbosacral spine early the next morning and goes off duty.You are telephoned by the radiologist who informs you that the scan is normal. a. What should you do now hands, which worsens over several weeks. He reports that bending his head to look down at his lathe gives him a tingling sensation down both arms. He has started having to hurry to pass urine. He is a recent ex-smoker with a past history of asthma. He takes an inhaler but no other medication. On examination of the upper limbs he has normal muscle bulk, tone and power, the biceps and supinator re exes are absent, the triceps re exes are brisk, and there is diffuse impairment of light touch and pain appreciation in the hands. In the lower limbs there is increased tone, with no wasting or weakness but brisk jerks and extensor plantar responses. a. Where in the nervous system does the problem lie b. What is the most likely cause (For answers, see pp. 258 9.)

The nal part of the methodology is the processes for developing an engagement strategy and associated communications plan to support understanding of the expectations and perceptions of the stakeholders, and how they can be managed and met Organisations that are prepared to invest in an appropriate system will bene t from the increased awareness by the project team members of the importance of project relationship management and the provision of tools to achieve a better understanding of how to achieve it The ROI can be substantial; 13 discusses the gains and pains of stakeholder management in construction projects..

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