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By defining specific classes for the Employment, Position, and Position Assignments, it is possible to model attributes that are not appropriate to attach to the Person or the Organization between which the employment is contracted Work instructions can be defined in the Employment class; a person can have two different jobs for the same organization; different persons within the company can switch positions with each other; and so on Adding new concepts to employment or defining new rules for administrating employment also becomes much easier using the Employment pattern Example The Big Burger restaurant is an Organization divided into the parent company, Big Burger, and its subsidiaries, Big West, Big East, and Big City, which are located in different parts of town Each subsidiary is divided into three departments: Cashier, Lobby, and Grill Management is planning to change the organization, but they have not yet decided on the new structure.

A total of 150 people are employed at Big Burger; 50 are employed at Big East At Big East, there are three managerial positions (Position) and a manager assigned (Position Assignment) for each department Cashier, Lobby, and Grill There are also a number of employees in the three departments; each has a position (Position) with pay grade and work instructions Each Position is filled by a Position Assignment that is based on Employment All employees have a contract of Employment Bill, for example, has been employed for five years, and has only one Employment but several different Positions At first, Bill was a cashier assistant in the Cashier department, then he was manager of that department, now he is the top manager for Big East Figure 720 illustrates what a model for Big Burger s employments might look like, based on the Employment pattern.

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A key driver behind the shape of the minimalist approach of the last subsection is the need for a simple rst-pass sizing of uncertainties that are usefully quanti ed.

Note that the Organization is divided into Parent Company, Subsidiary, and Department, and that the model allows for more subsidiaries and departments than are currently part of the makeup of Big Burger It is always important to produce models that are flexible, that allow for future changes; models should not just show a current structure In the case of Big Burger, the planned restructuring might lead to new subsidiaries and additional departments The model is designed to accommodate that, as well as new positions, new people, and new jobs..

The Sherlock Holmes stories often are read as the triumph of the scienti c method of deduction. There is, though, another, darker interpretation to be advanced. That is the frustration of science and technology in changing everyday social practice. Throughout the canon, Holmes is consistently thwarted by the standard operating procedures of the Scotland Yard regulars. He also is annoyed and even disturbed by the inability of Victorian

Differences in culture and work styles between the client and the BPO provider can result in severe misunderstanding and mistrust. Organizational culture is defined as the operating principles and norms that are embodied in an organization s policies, decisions, and actions.7 Problems can arise when a BPO buyer initiates a project with a vendor whose culture and operating style are vastly different. Such differences can and often are bridged. What matters is whether the two firms recognize the cultural differences and take proactive steps to deal with them. Differences between buyer and vendor cultures are exacerbated if one or both parties is unable to listen to and understand the other. BPO buyers should be especially sensitive during the vendor selection process to how well the various bidders listen to their needs and whether they ask the penetrating questions that reveal their awareness of the potential for problems arising from cultural differences. A vendor that does not listen well or ask the right questions during the selection phase should probably be eliminated from consideration. Of course, it is impossible to uncover all cultural differences during the vendor selection phase; some will only become manifest during the operating phase. The project management framework should include inducements for

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