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Figure 7.24 Sketches of the lithosphere illustrating three modes of extension emphasizing the regions undergoing the greatest amount of extensional strain (modi ed from Buck, 1991, by permission of the American Geophysical Union. Copyright 1991 American Geophysical Union). (a) Narrow mode, (b) wide mode, (c) core complex mode. Lithosphere is de ned as areas with effective viscosities of >1021 Pa s 1. The plots to the right of each sketch show initial model geotherms, yield strengths (for a strain rate of 8 10 15 s 1) and effective viscosities for a dry quartz crust overlying a dry olivine mantle. From top to bottom the crustal thicknesses are 30 km, 40 km, and 50 km. Qs, initial surface heat ow. (c) shows layers labeled at two scales: the upper crust and lower crust labels on the left side of diagram show a weak, deforming lower crust (shaded); the lithosphere and asthenosphere labels on the right side of diagram show a scale emphasizing that the zone of crustal thinning (shaded column) is localized into a relatively narrow zone of weak lithosphere.

that the software testing team has not shown up to perform their scheduled testing activities on our project. When we call the team s boss at the testing shop, we learn that the team is assigned inde nitely to an important and highly visible project that is experiencing serious technical glitches. Regrettably, their reassignment to a problem project means that they will not be able to meet their commitment to our project. This type of situation is typically handled in one of two ways. In the rst, the project manager who is facing a shortage of resources contacts the functional manager who controls them and tries to negotiate their release. If the resources are truly tied up working on a signi cant disaster, the project manager will have dif culty getting the resources she needs. In this case, she should ask the functional manager whether he has any suggestions for dealing with the problem. Perhaps he has a solution, or perhaps he is willing to negotiate the partial release of human resources to the project. If the resources are not forthcoming, the project manager can handle the situation in a second way: obtain resources from outside contractors. The outsourcing of work to contractors grew explosively in the 1990s and early 2000s. An advantage of outsourcing is that it gives project managers great exibility in getting their hands on a wide range of skilled personnel. There are a number of disadvantages, however. A serious one is that the contracted workers are usually unfamiliar with the technology and operating environment of the contracting organization. For them to function effectively, time must be set aside for them to grow familiar with the client organization.

This shows that the cube in Prob. 9 is now transformed into the rectangular parallelepiped bounded by x 0, x e, y 0, y 1, z 0, z 1, whose volume is e. (a) Parallel flow (b) Outflow on the left and right, no flow across the other sides; hence div v 0. (c) Outflow left and right, inflow from above and below, balance perhaps zero; by calculation, div v 0. Etc. 6xy/z 4 4/ x2 y2 by straightforward simplification 0 2(sin2 x cos2 x cos2 y sin2 y) 2(cos 2x cos 2y)

Should you unintentionally delete a Library item in the Library category, you can restore it if you still have the entry included in a Web page. Select the element within the page and, in the Property Inspector, choose the Recreate button. Dreamweaver restores the item to the Library item list, with the original Library name.