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Page 190 opportunities from information technology, and minimize the size of both customer and contractor teams by close cooperation in day-to-day project routines Following the successes of the past years, Aker Rauma Offshore, as it is named since becoming a fully-owned subsidiary of the Norwegian conglomerate Aker Maritime in 1995, has created a reputation for itself in the minds of customers in the offshore marketplace Aker Rauma Offshore is well aware, however, that the stiff competition it faces guarantees that business success can never be taken for granted To stay ahead of the curve in its market, the company is continuously seeking new ways to further develop its customer relationship management As part of this effort, a formal program for assessing customer satisfaction was established two years ago Their goal, through addressing a number of different, functional parts and levels of their customer organizations, is to collect feedback for both product and delivery process improvements In the end of the decade of the 1990s, Aker Rauma Offshore s interface with its customer base, especially since becoming part of Aker Maritime, has expanded enormously The company s program for building a customer-based project organization has involved a number of integrated steps to tap into the various stakeholder components of their customers For example, the customer that is closest to most of the members of the project organization is the customer site team That is why the customer satisfaction measurement program started from creating a procedure for measuring and improving site team satisfaction After that they, together with one particular customer, have created a pilot case focusing on both the customer business unit responsible for operating the product and the operator team itself To date, the customer satisfaction measurement program is an integrated part of Aker Rauma Offshore s quality assurance system and continuous improvement process providing new data to support decision making of system improvements in each new project.

COROLLARY 91 ([DAO 98]) Let t [0; 1) If, for every i {0, , m 1}, the proportion i (t) of i in the base m decomposition of t exists, then:

f (t) =

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This corollary clearly shows that we cannot control the regularity at each point using IFS Indeed, the almost sure value of i (t) wrt the Lebesgue measure is 1 m , hence almost all the points have the same H lder exponent However, we can easily construct a continuous function whose H lder function is not constant almost everywhere In the next section, we propose a generalization of IFS that offers more exibility in the choice of the H lder function 94 Generalization of iterated function systems The principal idea from which the generalization of IFS is inspired lies in the following question: what happens, in terms of regularity, if the Si contractions are allowed to vary at every iteration in the process of attractor generation However, raising this question entails that we rst answer the preliminary issue: does an attractor exist in this case Andersson [AND 92] studied this problem and found satisfactory conditions for the existence and uniqueness of an attractor when the Si vary

Formally, let us consider the collection of sets (F k )k N where each F k is a (not k empty) nite set of contractions Si in K for i = 0, , Nk 1, Nk 1 being the k k k cardinal of F , while ci denotes the contraction factor of Si For n N , let

be the set of sequences of length n, de ned by:

= = ( 1 , , n ) : i {0, , Ni 1}, i N = = ( 1 , 2 , ) : i {0, , Ni 1}, i N

Table 21 Differences between Department and Project Management Department Repeat process or product Several objectives On-going People are homogeneous Well established systems in place to integrate efforts Higher certainty of performance, cost, schedule Part of line organization Bastions of established practice Supports status quo New process or product One objective One shot limited life More heterogeneous Systems must be created to integrate efforts Higher uncertainty of performance, cost, schedule Outside of line organization Violates established practice Upsets status quo Project

.

and let:

For any k, let us consider the operator W k : H H de ned by:

W k (A) =

k Sn (A)

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