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D = 481 in 12217 mm For convenience, the diameter, D, is assumed to be 500 in The actual pad area will then be Ap = pD 2/4 Ap = (p) (5)2/4 1264514 mm Ap = 196 in2 R = D/2 = 500/2 = 250 in Rr = 050 R = 050 (250) = 125 in The required recess pressure is then F Pr = a f Ap Pr =

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expertise together e ectively. We may pick the team. We do manage the team, and make sure the team focuses on the challenges in the project e ectively and e ciently. Some of us may be junior in technical expertise, but, as project managers, we contribute essential work and skills to the project. Studies have shown that about half of the work on a project is not included in the speci c tasks necessary to complete the project. That extra work has many elements, and most of them are key tasks of the project manager. Much of that work is involved with communications, with de ning issues and resolving problems, and with keeping track of the work to ensure success. These are the day-today tasks a project manager must do to enable the project team to succeed.

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Pr = 370 lb/in2 026 kg /mm2 The clearance, h, is recommended to be between 0001 and 001 in Assume h = 0005 in = 0127 mm The viscosity can be obtained from Figure 634 for a given type of lubricant and temperature In this case, it is assumed that viscosity, = 83 10 6 lbs/in2 qf = 14 (Figure 659) Q = qf

The bestsellers were $98 bags. Will Coach find happiness selling $300 and $200 handbags That s still to be determined. But it now has two good horses in the race, instead of one that s carrying too much weight.

Many people choose technical careers, and then are promoted to management. Others may take a management track in school, then try to gure out how to apply the theory when they reach the world of work. People with a technical background (wizards and gurus though they may be) face particular issues in becoming managers, especially project managers. Young people, however well educated, face similar challenges. From thing or data-oriented to people-oriented. All jobs require some degree of work with things, data, and people. Most people make their rst career choice because it is comfortable or exciting, but not too challenging to our personalities. If we like things, we head for the hardware, xing computers or working with other kinds of equipment. If we like ideas, we turn to programming software or systems, or business management. If we like people, we might go into human resources, sales, or psychology for our rst job. However, to be a successful project manager, we need to learn to work e ectively with people even if that is not our natural propensity. The key di erence is that things and data do what you tell them. People usually do not. We need to relax and enjoy unpredictability and diversity. Once we appreciate that people with di erent skills and di erent ways of thinking all cooperate on a project, and that the whole becomes more than the sum of its parts, people management becomes enjoyable instead of scary. Once we get over our allergy to listening, understanding, and sharing, working with people can actually be lots of fun. From worker-bee to manager. Many of us are used to getting things done by sitting down and doing them. We like to be dependable.

Q = 430 in3/s Hf = 26 (Figure 659)

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