continued well-being.
At the middle of the book (Wearne, "9. Project" 134-147), the authorities of PM's are finally addressed. Emphasis is on the PM as a part of his or her own firm and how much authority the firm will cede. There is even a tilted-matrix picture of this arrangement, with a defined angle, ?, at which specific projects allow the personnel and assignments matrix to be tilted (Wearne, "9. Project" 141). A more important figure shows the "customer's organization" related to the "supplier's organization" (Wearne, "9. Project" 145). This reveals the PM as the person (usually one in each organization) assigned a level of risk-taking (e.g., contingency budget) commensurate with the number of multidis-ciplinary issues still unresolved, the complexity of the next task, and the money and safety factors on the line. So, the "project manager" may change with the phase of work--the more high-ranking official being responsible for the more costly, risky, and comprehensive tasks (Wearne, "9. Project" 144-46)
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