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Traditional business models are rapidly losing their oomph The kind of business organization that sees itself as a producer/distributor of products or a service provider and then sees its returns based strictly on products or services sold, is becoming the coelacanth of the 21st century a weird looking specimen in a fossilized state While the game industry has been a great lab for a new business model, it is gaining credence throughout multiple sectors, far beyond just games The model is intermeshed with contemporary social CRM and customer engagement strategies You can t have one without the other, though you can build toward either or both incrementally There are some distinct characteristics that define this model: The lines between producer and consumer are blurred The effort is cooperative and the interest in making the products consumable is mutual For example, at the 2002 annual Game Developers Conference in San Jose, game company Valve Software founder Gabe Newell unveiled Steam, a distribution network that would offer instant updates to recent Valve games and new titles from Valve and other companies Among the new titles was Day of Defeat, a multiplayer add-on to Valve s bestselling first-person shooter (FPS), Half-Life This wasn t a Valve original product Day of Defeat was a mod and the company supported it by distributing the updates as if it were a company product The company and the customer were operating in conjunction with each other This is a collaborative value chain in (my) enterprise jargon (See 11) The company moves from being the producer or distributor of goods or the provider of services to the aggregator of products, services, tools, and experiences to allow the customer to meet the needs of their personal agenda, or in bizbuzz, their personal value chain This implies that what the company packages is actually a solution set, though not in the classic sense For example, with the release of Half Life 2, not only did.

alias cvs-proj1 'setenv CVSROOT /Users/omalley/proj1' alias cvs-proj2 'setenv CVSROOT /Users/omalley/proj2'

Deliver The Deliver phase is where the work gets done The input to this phase is the project plan, and the processes include execution and control Of course, execution can be considered from two perspectives The first perspective is that of the task worker, who sees execution as doing the work The second perspective is that of the project manager, who sees execution as monitoring the work In smaller organizations, it is very common for the project manager to also be the task worker Control implies that the project should be constrained within the boundaries of the plan as much as possible This activity includes monitoring of the budget, the schedule, and the scope The scope is defined as the promised deliverables of the project The desired output of the Deliver phase is the accomplishment of the definition provided all the way back in the Define phase In addition, actual project schedules, budgets, and deliverables should be documented Determine You will know when it s time to move to the Determine phase all of the technical work is done Your WLAN exists The Determine phase takes the original schedule, budget, and scope and compares them to the actual schedule, budget, and scope The primary goal of the Determine phase is to evaluate the project with two major objectives in mind:

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Now, the environment is set up and ready to go. The next step is to place a project under version control and access it from Project Builder. You use the cvs import command the first time you place a module under version control. The import command takes all files in the working directory (and subdirectories) and adds them to the repository specified by CVSROOT:

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