Wednesday, December 7, 2016

Project Authority vs. Topological Authority in Quantum Design

We want to start out by mentioning our modeling in Quantum Theory is concerned with what is more likely to be considered a Topological Prototyping method and not:

1.  a fully developed Quantum case
2.  an approved Design Methodology
3.  an Authorized Project in Metaphysical Design Spectrum

We believe that Quantum is in its infancy and so we suggest that demonstrating aspects of the design are worth bringing to industry and saying:  see what could be done.

But we wanted to call some things to our readers attention before we move on:
1.  What will declare Quantum Building Projects as legitimate
2.  What problems we face with the design spectrum (starting points...)
3.  What constitutes legitimate authority

Quantum Design can not proceed without a valid architecture and systems frame and etc..  These things are arranged by the tacit approval of the owner of the universe.

We have been led to do this research upon the advice that such approval would be forthcoming.

Further, the designated space for such building must be authorized, conditioned, assigned, and made accessible.  We are not responsible for such assignments, but are more like scouts on the forefront of such frontier assembly.

So let us make a few brief points here:

1.  We would like to point to how legitimate authority builds
2.  We would like to point to how scope really needs to be well defined

We started by looking at how the United States was defined over a period of twenty years.  It did not start all in one day.  It came about with the idea of ONE and this was grasped by the phrase "E Pluribus Unum" which developed synergy by virtue of its separate parts becoming integrated by design.  It was an original and intelligent design that seemed to descend into the minds of the agents of the this experiment called America.  With this experience in mind we'd like to point out:

1.  Quantum design by virtue of its impact and requirements is a ONE world design
2.   Legitimacy comes from a higher authority



  1. having or showing the capacity to become or develop into something in the future:
    "a two-pronged campaign to woo potential customers"


  1. latent qualities or abilities that may be developed and lead to future success or usefulness:
    "a young broadcaster with great potential" ·
    "the potentials of the technology were never wholly controllable"
    • (potential for/to do something)
      the possibility of something happening or of someone doing something in the future:
      "the crane operator's clear view reduces the potential for accidents" ·
      "pesticides with the potential to cause cancer"
  2. physics
    the quantity determining the energy of mass in a gravitational field or of charge in an electric field.
In view of the idea of POTENTIAL we suggest that this string based design would be based upon the potential of QLD Energy particle string daisy rho configuration of electrons moving in a conditioned field in a META State.    This theory is not our own.

We developed some brief touch points from some recent experiential knowledge but it is not a definition of methodology nor an all encompassing list from an authoritative source, since those reading should know where to find such documents.  But we wanted to touch on some areas that should remind the reader of what kind of agents should be involved.  Further, we also wanted to note the new methods of overcoming typical project failure within an organization:

Quantum Cube is a large Taxonomy like Corporate Structure and Production Authority

The adoption of Portfolio Management (PfM) has not increased amongst organisations, but its use leads to increases in the five key performance indicators of quality, scope, budget, time, and business benefits. When implementing PfM, we have found that the three largest ways to be more successful include aligning the portfolio with the organisation’s strategy; using an enterprise Project Management Office (PMO) to manage the portfolio; and conducting monthly reviews. Organisations employing these approaches should expect to see an increased likelihood of portfolios that meet schedule, scope, quality, budget, time, and business benefits. Insights and Trends: Current Portfolio, Programme, and Project Management Practices, PricewaterhouseCoopers LLP (PwC)  

In US terminology this is called the Project Management Organization and see other comments:  

68% of software projects do not meet time/cost/scope targets. Only 32% of projects were completed on time, within budget and delivered measurable business and stakeholder benefits. There are many reasons for such failures. As per a PricewaterhouseCoopers survey [3] of 1,524 organizations, inadequate project estimating and planning constitutes 30% of project failures, lack of executive sponsorship constitutes 16% and poorly defined goals and objectives constitutes 12%. It also found that using established project management approaches increased success as measured by a project's key performance indicators of quality, scope, schedule, budgets and benefits. The survey indicates that operating an established PMO is one of the top three reasons that drives successful project delivery

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Brij Consulting

Brij Consulting
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