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In centralized solutions, decisions are made at a single robot or the sink (base station) after gathering all the necessary information In localized solutions, decisions of each robot are based on the information available in its direct neighborhood and incoming request Compared with centralized solutions, localized solutions have low computation and communication cost, good scalability, fault tolerance, and are fast However, it is hard to nd optimal decisions in localized solutions due to limited information In distributed market-based solutions, robots communicate with certain number of other robots in the smaller or larger vicinity in order to negotiate to resolve lack or excess of actions in locally made decisions The objective is to achieve better response ef ciency of individual robots and robot network as a whole In market-based solution, robots are working as free agents to maximize their individual pro t.

lishes legitimate authority for the project manager by referencing the legitimate authority of the sponsor. In the second of the preceding examples, Sam received authority from the program manager for his specific project. The charter said, in effect, If you challenge Sam within the scope of this project, you are also challenging a powerful program manager. Project Managers Need Expert Authority Don t be misled by the power of the charter. Legitimate authority is important, but it is not sufficient. Project managers, like all leaders, lead best when they have established expert authority. Getting the Right People to Sign the Charter The charter establishes legitimate authority, so the more authority the signature has, the better, right Not necessarily. If every project charter had the signature of the company president, it would soon become meaningless. The sponsor is the best person to sign the charter, because he or she is the one who will be actively supporting the project. The customer is another good choice for signing the charter. Every project manager would benefit greatly by a show of confidence from the sponsor and the customer.

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You do reap great benefits, however, from spending some time watching the game before you play. Get a feel for the play and style. Keep an eye on winning streaks. Take notice, as much as you can, of the cards that the opponents play from starting positions and the way they bet those hands (you don t see very many of the players cards because most hands end before the showdown). Because only two people are in contention for every pot, you often see strings of five wins or more. You shouldn t pay as much attention to idiosyncrasies in individual players; what you want to pay attention to is the general tempo and form of the game. Watch the speed of the game. Watch how the betting works, especially check-raising and re-raising when players have a good hand. After you spend several minutes looking at one table, move to another. Head s-up style varies from player to player, so watching several different tables before you dive in gives you an idea of the different playing styles people use and the way they coerce money out of various types of opponents. And although styles may vary, pay attention to the basics: how many more hands the players play and how aggressive the betting becomes.

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