8,848 m (29,029 ft) height. 4,102 ascents, Everest had claimed 216 lives. Most people climb the southeast ridge from Nepal. It is technically easier. This is how Edmund Hillary and Tenzig Norgay did it in 1953. However, this route was dictated more by politics than by design as the Chinese border was closed to the western world in the 1950s.
8,848 m (29,029 ft) height. 4,102 ascents, Everest had claimed 216 lives. Most people climb the southeast ridge from Nepal. It is technically easier. This is how Edmund Hillary and Tenzig Norgay did it in 1953. However, this route was dictated more by politics than by design as the Chinese border was closed to the western world in the 1950s.
8,848 m (29,029 ft) height. 4,102 ascents, Everest had claimed 216 lives. Most people climb the southeast ridge from Nepal. It is technically easier. This is how Edmund Hillary and Tenzig Norgay did it in 1953. However, this route was dictated more by politics than by design as the Chinese border was closed to the western world in the 1950s.
Simulation can be of great value in projecting the expected performance improvement from a process change before committing the resources needed to make that change. The reason I call it useless is that in most process improvement projects, the problem is not too few widget-tweakers assigned to the widget-tweaking step, causing a backlog when there is a spike in widget orders.� That simulation use case, which I call optimizing resouce allocation , is real in certain heads-down scenarios, such as call centers and backend clerical processes, but it’s not the main one BPM project teams are dealing with. Far more common is the process improvement use case, which aims for improvement in some metric, usually cycle time but occasionally cost or quality, based on changing flow of process activities.� The resource assigned to an activity – approval by a manager, for instance -�is not fully dedicated to that activity, nor even other activities described in concurrent simulation models.� The active time to perform the task bears no relationship to the actual time to complete it.