In conjunction with an ecological study of jaguars in the Cockscomb Basin of Belize, Central America, fecal samples from jaguars (Panthera onca), jaguarundis (Felis yagouaroundi), ocelots (Felix pardalis), and pumas (Felix concolor) were examined for parasite products (eggs, larvae, and oocysts). Of the 45 samples examined, 39 (86.7%) were positive for parasite products, 23 of 25 (92%) jaguar samples were positive, as were all of the puma (4/4) and ocelot (8/8) samples. Four of 6 samples from unknown species were positive (66.7%). Two jaguarundis samples were negative. The following were identified in the samples: Paragonimus sp. eggs, Taeniidae eggs, Strongylate eggs, Toxocara cati eggs, Toxascaris sp. eggs, Capillaria sp. eggs, Spiruridae eggs, Aelurostrongylus sp. larvae, Oncicola sp. eggs, Hammondia pardalis oocysts, Isospora sp. oocysts, Toxoplasma gondii-like oocysts and Sarcocystis sp. sporocyst.
ften one looks for text that quickly provides insight into the best practices or tools to being a better project manager. At other times though, one desires more than a short brief or checklist to help manage nearterm issues. Projects and Complexity is an enjoyable text best savored when allocating the time and energy to becoming a better project manager. It is a text that one might be tempted to put down after the first few chapters but later will find that it ends too soon.This edition of Projects and Complexity is the English translation of The Emerging Project Management: The Project as a Complex System (Guerini & Associates, Milan, Italy, 2009). The concept started from a proposal from within the Board of Directors of the PMI Northern Italy Chapter to study the nature of a project as a complex system. The hypothesis was that, although the approach to projects that are complex is usually well established, the experience level of the project manager did not always provide an effective plan and that, over time, "managing a project means moving to the edge of chaos by trial and error." The PMI Northern Italy Chapter elected to view the project as a complex system and investigated a number of studies regarding complex systems, attitudes, and tools that might assist the project manager.As noted in the Foreword of this translation, Dr. Steve Lybourne, Boston University, describes three principal reasons that make this book interesting to project managers. First, over the past few years, the interest in project-based complexity has accelerated. Second, this treatise views projects that are complex from a cultural context that applies a "markedly different sociological, philosophical, and cognitive perspective . . . exposing new and novel viewpoints." Third, emerging project management attempts to clarify a number of misconceptions regarding project-based management and to document a new model of project management that suggests a different direction than the historically accepted plan-execute paradigm.
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