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Simulations Project
Glass Systems| Brij Consulting, LLC |
Jean A. Marshall
Mitigation in Risk Analysis
10/24/2023
V3 Overcome Agile Constraint
V2 Task Analytics
V1 Stakeholder Approach
1
Summary of Comments on Simulations Project
Page: 1
Number: 1 Author: Presenter Notes Subject: Presentation Notes Date: 10/24/2023 11:13:29 AM
This paper is highlighted as the agile tasking simulations mitigation scenario that determines the handling method of various scenarios and the splicing
effect of certain developmental requirements primarily in the emulation of Ark Sciences and glass systems concepts. This paper has very good counsel for
risk mitigation techniques universally.
Brij Consulting, LLC Jean Marshall 10/24/2023
2
Using the Trial Mitigation scenario of
Black-Jack Testing create the worst-
case scenario where the wall is (0,50)
and find the normative state or in-
between baseline for normative
changes to occur.
 Using the ANOVA
average of best and
worst to make a
baseline norm and
schedule mitigation
tasks to determine
compliance
requirements
Black-Jack Test
Using our Simulations Model, we will test various
impacts of these conditions and mitigation task
routines utilizing normative cases we developed
First Norm Second Norm
From our last
paper… a series
of conditions to
test in simulation
Interior Plots
2
V1 Stakeholder Approach
Task
Should the Team pray?
Yes, a focused and
balanced View is needed
The soul is geared this way.
The first part of mitigation is
Data Normalization and
devising Stop Gap Measures
Probability Testing
1
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Number: 1 Author: Presenter Notes Subject: Presentation Notes Date: 10/24/2023 11:13:30 AM
We will work these conditions into task mitigation routines here. We have created both the worst case and the best-case scenarios using our test devised
black-jack probability table. This supplied us with the means to take the worst case to a wall vector of (0,50) from its best case (project plan) position of
(14.4,50). Then we applied other metric conditions to create the normative cases, see next slide.
Application
It is necessary to assign conditions to
the proposed errors in the application
of the Plan and then define its
probable occurrence. Given the skew
that results how do we correct it with
our integral data Norms?
Brij Consulting, LLC Jean Marshall 10/24/2023 3
V1 Stakeholder Approach The Normative Data is Highly
Correlated in a Regression
The same Data Stratified in its component parts is
not as noticeably integrated, but just as reliable
The Square
Root of 2 is
part of Phase
III data set
X 2 = Load
See APP I
See APP I
Slide 8
309.4/3 = 103.1-103.34 = .24 Slide5 .24 x 2 = .48
Established Practice
Maximum Lift
1
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Number: 1 Author: Presenter Notes Subject: Presentation Notes Date: 10/24/2023 11:13:31 AM
The Baseline of the Normative Plots is acquired after subtracting the BEST FIT LINE from the Best-Worst Case. This Baseline is compared throughout the
paper along with its associated load.
Normative Cases
• The Normative Cases
developed from data are
shown with condition to
be mitigated.
• We will plot mitigation
tasks and probable
outcomes
10/24/2023 Brij Consulting, LLC Jean Marshall 4
Tuples
Tuples
At risk
A Tuple is a constraint
on an array or table
V1 Stakeholder Approach
1
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Number: 1 Author: Presenter Notes Subject: Presentation Notes Date: 10/24/2023 11:13:31 AM
Constraints are added to the Normative Cases, covering the risk area and known as tuples.
At Risk Focus
• Clearly there is a certain range of activity and
primarily in Phase I where the greatest At-Risk
exposure is and within the tuple range of the
crossover. However, the whole Project spectrum is
impacted by any prevailing condition, and so
measures must be taken. The At-Risk focus is
anchored by proven metric relationships.
10/24/2023 Brij Consulting, LLC Jean Marshall 5
Sum of m1 and m2
Sum of b1 and b2
Sum of sums
Add Supply Chain Tan Lines
Sum of sums
Recurring Tan Line
Subtract Supply Chain Tan Lines
Build
Synergy
.481
Critical Path
You can see from this relationship that the wall does migrate in the project
Supply
Chain
distributive
V1 Stakeholder Approach
-507.6 + 507.9^^ = .3 (Conversion)
309.4/3 = 103.1-103.34 = .24
Slide 3
1
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Number: 1 Author: Presenter Notes Subject: Presentation Notes Date: 10/24/2023 11:13:32 AM
We can prevent the simulation model data from sliding in the beginning and crossover area of the project, but if institutional error persists more stringent
requirements will be necessary to maintain access to system.
Normalizing the Mitigation
• Normalization Tasks are an arbiter of returning to the Best Case @Risk Mitigation Conditions
• Best Practice Guidelines are likely to be established with simulation partners and engineering writers
10/24/2023 Brij Consulting, LLC Jean Marshall 6
New Tuple Case
New Complex Case
Establish Practice Guidelines Worst Case Conditions
V1 Stakeholder Approach
@ Risk Vectors Normative Data
Originating Tasks
Stop Gap Measures
1
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Number: 1 Author: Presenter Notes Subject: Presentation Notes Date: 10/24/2023 11:13:32 AM
Normative Cases were prepared that are adjusted by the at-risk vectors and new tuple cases for the constrained part of the table help to prepare stop-gap
measures.
Brij
Consulting,
LLC
Jean
Marshall
10/24/2023 7
Mitigation Cases
• Mitigation tasks and
probable outcomes
represent the working
model of a Best Practice
set of guidelines for
ensuring project
compliance
V1 Stakeholder Approach
Best Practice Guidelines II
to be developed
Best Practice Guidelines I
to be developed
507.9
-507.6 + 507.9^^ = .3 (Conversion)
^^
See Slide 5
1
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Number: 1 Author: Presenter Notes Subject: Presentation Notes Date: 10/24/2023 11:13:32 AM
Best Practice Guidelines are to be developed for the mitigation cases that would unduly impede the project.
Tying Simulations to
the Normative Case
Brij
Consulting,
LLC
Jean
Marshall
10/24/2023 8
A Marian Feast day
in the Sea of Glass
Continuous Modeling
V2 Task Analytics
X 8 = .244191104
1
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Number: 1 Author: Presenter Notes Subject: Presentation Notes Date: 10/24/2023 11:13:33 AM
Our Simulation Model taught us to look for certain metrics indicative of underlying change. The overt cases then help to thwart dis-associative or
disruptive trends that go against project norms.
Adjusted Normative Process:
Agile Compliance Mastery
10/24/2023 Brij Consulting, LLC Jean Marshall 9
V2 Task Analytics
Will these dates
change? We
need to find out
Since we are adding scrum to resolve the process it is best that the
data set did not include it. The T&M proof of x looks reasonable.
Does it Reconcile? T
&
M
A
p
p.
I
BC Non-Tuple = Project Cost slide 13
(309.4 x2)
1
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Number: 1 Author: Presenter Notes Subject: Presentation Notes Date: 10/24/2023 11:13:33 AM
Agile compliance mastery is preparation of data that points to the correct normative process to achieve it. So, we test it to make certain the metrics are
informative but not conducting any real change in the outcome of the model itself.
Pivotal and Lift Arrangements
10/24/2023 Brij Consulting, LLC Jean Marshall 10
Should not impact the outcome of the model
App II
191.498 – 191.4199 = .081
191.696 – 191.4199 = .2761
Whse Chg
Digi-splice
V2 Task Analytics
Slide 8
135 See Synergy Slide 5
^y = Build Equation
5646.054 – 5522 = 123 z + Frame
141.5872– 141.79 = -.2028
Transition Infrastructure
App V
.81- (.2028 x 4 =.8112) = -.0012 x2 = .0024
Slide 8
1
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Number: 1 Author: Presenter Notes Subject: Presentation Notes Date: 10/24/2023 11:13:34 AM
This line of reasoning for pivotal and lift arrangements suggests that data can step through the model to accomplish tasks that point to outcomes and
their root reason without changing the data pertinent to the overall decision-making process.
Data Dialogue
• There are wide discrepancies in the data
distributed within the infrastructure categories
and that should be expected since there is no
experience in dealing with these categories.
• These become the stop-gap measures even if
at present they make no real sense to the
project scrum, they can be redistributed by
Best Practice considerations in an adroit (joint
tenant) composition.
• The original dates will not slide except by a
conscious effort to change the outcome
10/24/2023 Brij Consulting, LLC Jean Marshall 11
V2 Task Analytics
9.85 c.f.
Highly leveraged load basis
load basis
Stop Gap Engineering
10435.057 x 2 = 20870.114 – 20828.02706 = 42.08694
Momentary
Appendix IV & V
1
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Number: 1 Author: Presenter Notes Subject: Presentation Notes Date: 10/24/2023 11:13:34 AM
While the stop gap engineering is framing another y-value in time and motion, it is necessary to be certain that it does not ultimately deliver any more
burden or margin to it. It has a momentary skew towards the central limit, meaning that its parts will eventually diminish or be eliminated.
Financial Relationship
10/24/2023 Brij Consulting, LLC Jean Marshall 12
507.9
Financial Comparison: Stop Gap
Leveraging Transitional Stage
Second Normative
First Normative
See Stop-Gap
slide 11
V2 Task Analytics
Branch graph slide 13
Difference to Stop Gap
data is normative to the
transitional baseline of
the project
Slide 9
Proven App IV
Difference of .46 /2 = .23
3.77 x 2 = 7.54
Alpha2 plus gate
The Financial Relationship is
better understood because of lifts
and pivots now available
X 2 = 1.0687
531α2
534.35-531=3.35 Gate
Benchmarks, see APP V
1
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Number: 1 Author: Presenter Notes Subject: Presentation Notes Date: 10/24/2023 11:13:35 AM
The Stop Gap data is normative to the transitional baseline, meaning that we have dealt effectively with this transition within the simulation and found
the lifts and pivots necessary to make certain that compliance can occur. The difference to the Financial outcome is nominal to it. And so, our financial
statement remains unchanged by facts added to the simulation.
Delivery Cost
• The overall cost where the supply chain
and the wall meet is (309.4 x 2) = 618.8 is
equivalent to the Best-Case Non-Tuple
data, proving that original data is in line
with normative process and stop gap
requirements. (Seen clearly on Slide 9)
• Branch impact demonstrates asset value
on Final Forward
• The supply chain demonstrates the value-
added relationship with incremental
margin.
10/24/2023 Brij Consulting, LLC Jean Marshall 13
618.8 cost
V2 Task Analytics
In our prior simulations these two labels appear to be
reversed. Whereas Models supply the glass cost
relationship, wall and critical path, the supply chain is
related to the lead time and ROI. (131 is a secant
relationship to the build equation. 131 x 2 )
supply chain
models
135-3.77
App IV
App IV
1
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Number: 1 Author: Presenter Notes Subject: Presentation Notes Date: 10/24/2023 11:13:35 AM
We found a mislabeling of our data and need to go back and correct it. But here we found this out by tracking through the process with metric
relationships that came from the matrix arrangement. The cost is spread within the data and is not included as part of the normative process. Since it is
outside the Tuple arrangement the position taken is from the Supply Chain not the models which are constrained in the relationship. Restudying the data
relationships is clearly an advantage.
When Better
Practices are
Warranted…
• V3 Overcome Agile Constraint: new methods are required
• Time to deliver new rules when minimal observations are not
present. Also, when distinct observations show that they are
playing from the wrong book.
• Suspend Access: give a suspension notice to the institution
• Use a triangulated learning method (institutional oversight)
10/24/2023 Brij Consulting, LLC Jean Marshall 14
SOX TICKET YELLOW BOOK
V3 Overcome Agile Constraint
Best Practices include valuation and management with good
standards and quality services, multi-layered and stratified systems
Compare to Yellow Journalism malignment of human rights to a dis-reputation in public conduct
1
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Number: 1 Author: Presenter Notes Subject: Presentation Notes Date: 10/24/2023 11:13:36 AM
We are concerned that the crossover period in the model of glass may be an at-risk situation for the project since compliance is more difficult, especially if
the wrong characteristics are present in the business. It will be noted from the lifts and criteria in simulation if there is a problem in meeting certain goals.
But if the problem is very basic to human behavior and not to the work method itself like any accredited institution not meeting that criteria will
demonstrate itself in the
Output and in the metrical alignment of the process. But the human problem needs to be corrected to remain part of the program.
When agile is not enough…
• NEW SYSTEMS are necessary and warranted when whole
departments and agencies can be plagiarized or when hiring rules
are infringed upon.
• When EXECUTIVE ROLES are performing contrary to written and
established policies.
• WHEN YOU have to prove your bank statement to them on the
basis of transactions in their own system.
• WHEN YOU are not secure in your person and your papers, when
patents are not legally protected and when the domestic tranquility
is disturbed by radicalization instead of rational and reasonable
process... it's time for a NEW SYSTEM, one that is not subject to re-
engineering and politically motivated by only one premise, the
common good.
• Best Practices and Good Policies need to be written and
implemented for THE COMMON GOOD.
• Best Practices overturn poor performance; Penalties may create a
consequential outcome for unpaid or unattended mitigation efforts
–or--
• Arbitration with a paid executive team
10/24/2023 Brij Consulting, LLC Jean Marshall 15
V3 Overcome Agile Constraint
Executive Policies
are Required
$ Penalty
COVENANT GUIDED
Example of Penalty: 135 x 618.8 x 16 infractions = 1,336,608/qtr.
There is always a
penalty for not
remaining in the
Covenant guided &
guarded approach,
not just worldly
Penalty assessed is Value
Added once compliant is
quickly earned back.
Unfailing Help
1
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Number: 1 Author: Presenter Notes Subject: Presentation Notes Date: 10/24/2023 11:13:36 AM
It is natural that a Covenant not complied with bears a penalty for the use of domain and intelligence distributed. But with help from a mitigation team
can be raised back to the value-added state.
Divine Compass
Brij
Consulting,
LLC
Jean
Marshall
• The hidden and greater knowledge that helps us to navigate in this life is obscured from the ordinary roads of the world and found by
those who Seek God with their hearts and are passionate about their work
• It is a greater work to come to possess the Morning Star than anything else of this life.
• Yet to those simple of heart all things are given learning to navigate the Confluent Cloud. None but the Stewards of the House know
the years it has taken to get people to navigate like the angels, because ‘You have saved the Best for Last.’
• Kyrie Eleison: Lord have Mercy… Christ+ has the View and the Keys to all things. We should not be caught up in our work to the extent
we forget Him or the Sacred Institution and Covenant arrangement we are called to attend.
10/24/2023 16
V3 Overcome Agile Constraint
“God does not inspire us with desires that cannot be realized.” 1888 from the Life of the Little Flower
1
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Number: 1 Author: Presenter Notes Subject: Presentation Notes Date: 10/24/2023 11:13:37 AM
There is unfailing help from the Divine Compass that Christ+ gives to all who will ask for His Merciful Love+
Background
Appendix I
From
Slide 9
From
Slide 3
(309.4/3) = 103.133 – 10305.471 = .078623 x 2 = .157246
We picked up incidental conversion
300+4 by reframing the model; this
should be eliminated
This page contains no comments
Measuring, Comparing and Reporting
Results
• Perform with each
advancing stage
Marketing
Plan
• Perform to forecast each
LIFE cycle
Phase
Budget
• Events preceding the LIFT
requirement
Pre-Evident
• Results Assimilated and
Variegated LIFE certified
Post-
Actuated
Brij Consulting, LLC Jean Marshall
10/24/2023 18
Before, During and After Commutations
(shown “Before Vectors”) see next
MM
m
mM Lens Positions
Task Related
First Glass Car
First Glass House
First Remote Portal
See
Agile
Slides
12 &
13
From “Simulations Part II”
Appendix II
1
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Number: 1 Author: Presenter Notes Subject: Presentation Notes Date: 10/24/2023 11:13:38 AM
The various stages, layers, assimilated properties and scale requirements for Lens delivery on Agile requirements help to look into the events requiring
activity in prior tasking periods to accomplish supply-chain efforts to build and accommodate the infrastructure and system requirements. Working with
Light, properties, forms and objects in Plait Glass formations is requiring a continuous monitoring and defining of the project as to impact on stakeholders
and investors of the timing of the new requirements across the board. LIFT and LIFE certifications and the documents required for these in their
engineering storyboard are the access for progress on these projects.
Brij Consulting, LLC Jean Marshall
10/24/2023 19
Organization Start-ups
assign accountability (and
are Simulation Partners)
Product Media Startups
Glass Product Startups
From “Calendar Cartography”
1
2
3
4
5
6
7
8
9
10
1
2
3 4
5
6
7
8
9
10
7
Pushback on dates available
through agile assimilations
Appendix III
1
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Number: 1 Author: Presenter Notes Subject: Presentation Notes Date: 10/24/2023 11:13:38 AM
Organizational Start-ups are assembled around dates in our product mapping to highlight the need for these Partner groups to start early on the Glass
Path. In order to assign accountability organizations are attributed to the start-up path tasking. Project Startups have immediate buy-in to assemble
around the significance of the model. Green-Energy Trading supplies capital. But the earn-back on projects helps to pay investors back for the
unprovided portion.
10/24/2023 Brij Consulting, LLC Jean Marshall 20
STOP GAP Proof
In reconciliation to
Forward Metrics
See Stop Gap Data Slide 11
Highly leveraged basis @ confidence Level
9.85 c.f.
Our Project carries a 98.5%
confidence level throughout
the project in its compilations
although we often state the
ANOVA data at 95% to
annotate 3.5 as distributed +/-
.1 as ~34 noted below and goes
into the analog cycles ~68
Appendix IV
Slide 13
IM + Gate
Slide 10
Slide 11
Notes
1
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Number: 1 Author: Presenter Notes Subject: Presentation Notes Date: 10/24/2023 11:13:39 AM
The use of P @Q in this paper is more pronounced and so our Appendix is included. (Here the data is walking toward the reconciling principle.)
Simulation
Goals
• Given parameters supply insight into the
scale of any requirement
• Relationship to layers and levels of
change guarded by certification of
standards
• High-level timing gives advanced
warning of game changing outcomes
• Timing to significant reports enables
swift response
Brij Consulting, LLC Jean Marshall
10/24/2023 21
The modulation of scale can not be
superficial since it will become a dynamic
agile arrangement
MULTI-AGENCY REPORTS
Appendix III
Seeing into the
conversion goals
and timely impact
of task changes
with a variegated
lens modulation
Since the Ring
change is
within alpha
parameters,
we may not
wish to report
on it. JAM
Report with the Load changes
that new Lens have arrived and
been installed. Project Manager
Bridged and Gated
Parameters Broad Scale
158.0299-158.5359
=.506 - .50744 = .144
Models
Momentary
Appendix V
We picked up incidental
conversion by reframing the
model; this should be eliminated
From “Simulations Part II”
From Slide 12
From Slide 17
From Slide 11
1
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Number: 1 Author: Presenter Notes Subject: Presentation Notes Date: 10/24/2023 11:13:40 AM
The Work of a Simulations Model depends on whether it is a one lead simulation given a specified ID or a Multi-Agency Model. We are describing the
work of this model as a multi-agency model because there are multiple companies and groups relying on the outcome of such a model. The key
behaviors of this model are described in this paper. Any undue conversion from the stop gap relational composition should be eliminated from the model
as the reframing of it is a new key function.
Brij Consulting, LLC Jean Marshall
10/24/2023 22
1. The Scope of Glass Projects: Benchmarking and IF Factor for the scope
determination of Glass and STRABO serialization for Agile
2. Glass Impact: Streaming the Engineering of Components, Solid State
Assemblage, Table Design Outcomes
3. Cascading in Green: The theories and concepts related to the Green Wall
and the starting compositing of green energy and wall migrations.
4. SSE: The Remote End: How Solid-State Engineering is Performance mined
and delivered remotely
5. Cloud-Star Evolution: Where Cloud and Star Evolve to Fluency
6. Simulations in Diminishing Scale: The use of Ring and Lens
7. Simulations: Synergy Modifications: Mitigation in Risk Analysis
8. Simulations: Marking the Contingent Outcome: Marking Pivots and Lifts
SSE
CASCADE
IMPACT
SCOPE
CLOUD-STAR
Brij Consulting, LLC | SlideShare
Part I: City Scale
Part II: Remote Scale
Part III: Confluent Scale
SIMULATIONS
P a p e rs i n D e s ign Se ri e s
1
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Number: 1 Author: Presenter Notes Subject: Presentation Notes Date: 10/24/2023 11:13:41 AM
Papers in the design series focus on simulations and specifically Part I: City Scale, Part II: Remote Scale and Part III: Confluent Scale. We will begin to
highlight the vector requirements for tasking in our current model and the need for lens facets for scale differentiation. Then in Part II define simulations
reporting. In Part III we begin to move past forms and mix to the confluent modeling of the Ark Science of Glass in the Advancing Age to come.
Brij Consulting, LLC Jean Marshall
10/24/2023 23
P a p e rs i n T e s t Se ri es
1. The Car and Road Test: Simulating Glass Cars and Candlestone Roads
Brij Consulting, LLC | SlideShare
V3 Glass Package
V2 Synergy Modifications
V1 Digital Testing
Strabo
Tying projects back to the Strabo Omega
allows for Simulations Cloud to orchestrate
outcomes
Part I,
From Slide 13
2. Home and Foundation Test: Simulating Glass Instances of Candle stone
and Thread in Componentizations utilizing a legacy form of Glass
3. Glass Big Push: Legacy Glass gives way to Solid State Engineering,
Instancing and Building with remote synchronization Parts I, and II/III
Of Pillars and Pipes, Portals and Plaits
Part I:
1
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Number: 1 Author: Presenter Notes Subject: Presentation Notes Date: 10/24/2023 11:13:41 AM
We look at testing of glass and various forms and methods to begin plan phases (not specific engineering dogma.) We begin with Model O as a sample of
car and road synchronous behavior. Then we will consider testing home and foundation and green energy and candle stone surfaces. We want to look for
the means to tie back into STRABO and Simulations Model for Agile playback. The Third testing paper will close the gap between legacy glass and solid-
state assimilations which develop into remote planning and building tools. In the Second Part of the Third Test Paper, Glass Big Push, we examine the
types of events or changes that impact the Simulation of the Project Performance.
1. Portal Prosperity: An overview of Glass Theory and Ark
Design develops property reconcilement for Conveyance
2. Crossover Conveyance: Beginning with Remote Signature,
threading the advancing fingerprint with a glass path and
integral site management, moving into SIMULATIONS in
Real Time
3. Converge- The Remote Build: Tasks to consider the
process of converging to the Remote Build Site and what
considerations are given to producing a remote service or
build out of a productive requirement, introducing sandbox
theory. Phase I only considers the Kitchen Tech. Phase II
is involved in whole home Media and Tech in Glass.
Phase III develops the land and its attributes. This is three
separate papers.
10/24/2023
Brij Consulting, LLC Jean Marshall
24
1. Studying T&MM: the requirement for certification of mobility
for competent conveyances
2. Portal Projects: the evidence, timing and intelligent use of
portals
3. Calling it Green: Components of Green Energy, short
review: Calling it Green requires new uses of potential and
^studies in wave glass and graphical relationships can raise up
a green energy fluency that will lead to energy self-sufficiency
4. Dimensions in Multivariant Fabrications: Determining Forms
and Contents of Green Energy and Blue Wave Cascade;
relating elements to current science and future requirements
5. Wave and Lens Assimilation: The means to compile and to
build in Glass Systems is described. The use of secant math.
6. Math Solutions for Wave and Lens Assimilations: See also
Commentary for Math Solutions
7. Supply Side Portfolio: Timing and Model of Glass and Green
events to fulfill path… Does the Tan Line help?
8. Partners in T Pluribus Unum: Measuring with Diacritical
Marks
1. Portfolio Wheels: Study of Secants and Wheels in the Dynamic
requirement for Media to write and produce in Ark Science and
Dimensional Systems, Introduction of the Story “Eru finds a Golden
Pen.”
2. Ark Media: The Dialogue of the Story and the Construction of
Storyboards, Mix and Remix specifications, beginning crosswalk and
encryptions
3. Builds and Simulations: Discuss Matrix Trees, Migratory Patterns and
the use of Secants to Build tooling
4. The Corner of Mu Sic: an update of our Digital Paper on Mu Sic to
include Ark encryptions and design considerations
5. The Glass House: Magi and Marcus Engineering plans to invest in a
Plait Glass facility for building and research in remote Ark Science.
Start of Tooling and Secant Design for the Construction Industry
6. The Remote Build: Planning a Theoretical Production for untried
Architecture
7. Glass Mix Z-Form: Production Walk-Thru Glass Mix and Forms, leads
into the Write Process
8. Bridging the Instance: Now operating multiple instances must bridge
the operations, learn about deciduous models and deliberate the
outcome of operations for the 2022 Plan of Magi and Marcus
9. Architectural Builds and Designs: Looking into Delivery Mechanics and
the Products themselves
10. Pipes and Plaits in Ark Mode Design: How the Plait Pipe System
assists with Land Products. See Number Theory
11. Continuous Modeling: Moving away from the Contiguous Model to a
strategy of seamless integration of methods and modes of operation.
See Number Theory.
12. The Glass Warehouse: From Start to Finish the streamlined operations
of the Marcus and Magi Engineering remote architectural process
13. Branch- Sound and Image Construction: Characterizing the branch
capability of new applications, appliances and mode[ls] of operations
1. Ark in Glass: Changing the Schema for Ark Mode crossover, beginning
study of Secants and Wheels for the “cube-ified glass” engineering of
Imaging, sound and motion characteristics.
2. The New Stone: Simulations and Re-instancing to package, confect and
view glass media
3. Dimensional Building: Dimensional Arrays, Z strength, Product Media,
Interdimensional Matrices.
4. The Dynamic Instance: Product Media Discussed
5. The Glass Build: Base Build and Modules Assembled, considering impact of
dimensional systems
6. Glass in the Making: Costing and Loading, Assembly and Assimilation, IP
Defined, Logos
7. Art of the Science: What can be made? Assimilation discussed, look at
basic product ideas
8. Digital Glass Production: Pipe Transit and RIK Declare, Batch Appliance
(Dialogue paper)
9. Imposition of Value Engineering: Establishing and Justifying the Load for
Pipe Transit
10. The Digital Plait Position: Engineering Design of the Load and Thruput
11. ^Mu Sic in the Advancing Age: Use of Fingerprint and Encryption for
Operational Loads
12. Engineering Objects: The Purpose of this Paper is to Consider the means to
raise up a Digital Portal Production System using appliances gained through
Plait Object and Gate driven configurations that work with Digital Mechanics.
Six-Layer Glass and Appliances
13. Instancing at the Gate: Use of Gates and Instances, bridging of the
engineering process
14. Interpolative Scope: Use of a Demand and Production Scope for building
and delivery of product, learning to specify material, looking for union of
Vector
15. Functional Glass: Fitness for Function and Moral Intelligence, Bayesian
Analysis
16. The Glass Wall: This is a very difficult staging of advanced engineering to
depict …Motivated by sound it creates a means by sound to cascade light for
safe and wireless power
17. The Glass Wave: Learning to Plait Gates, Reconcile Metrics to Scorecard,
and load value of Scrum
18. Scrum Costing w/notes (Book It Daniel): establishing scrum standards
(Dialogue paper)
19. Gate Plait Green (Mark It Mark): first scalable plait arrangement overcomes
bottleneck (Dialogue paper)
20. Scorecard Integration (Map It Ralph): A review of mappings to date, marking
old vs. new (Dialogue paper)
Motion Projects-8
Remote Theory-5
Ark Model-13 Digital-20
Go to https://www.slideshare.net/Marshallja/presentations
https://www.slideshare.net/Marshallja/commentary-for-math-solutions-for-
wave-and-lens-assimilationpdf
Roadmap: #47 & #48 & #49
Dimensional Building in Ark Design
Glass Cars and New Product Roadmap
Calendar Cartography
Building with Glass #50
New
Remote Theory
Ark Model
Motion Projects
Building
1
Page: 24
Number: 1 Author: Presenter Notes Subject: Presentation Notes Date: 10/24/2023 11:13:45 AM
The Learning Series
Simulations Project
Glass Systems| Brij Consulting, LLC |
Jean A. Marshall
Marking the Contingent Outcome
10/24/2023
1
Page: 25
Number: 1 Author: Presenter Notes Subject: Presentation Notes Date: 10/24/2023 11:13:45 AM
This paper is highlighted as the agile tasking simulations marking of contingent outcomes, essential to notes of the financial plan and to assessing the
means to report on it..

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Comments on Simulations Analytics.pdf

  • 1. Simulations Project Glass Systems| Brij Consulting, LLC | Jean A. Marshall Mitigation in Risk Analysis 10/24/2023 V3 Overcome Agile Constraint V2 Task Analytics V1 Stakeholder Approach 1
  • 2. Summary of Comments on Simulations Project Page: 1 Number: 1 Author: Presenter Notes Subject: Presentation Notes Date: 10/24/2023 11:13:29 AM This paper is highlighted as the agile tasking simulations mitigation scenario that determines the handling method of various scenarios and the splicing effect of certain developmental requirements primarily in the emulation of Ark Sciences and glass systems concepts. This paper has very good counsel for risk mitigation techniques universally.
  • 3. Brij Consulting, LLC Jean Marshall 10/24/2023 2 Using the Trial Mitigation scenario of Black-Jack Testing create the worst- case scenario where the wall is (0,50) and find the normative state or in- between baseline for normative changes to occur.  Using the ANOVA average of best and worst to make a baseline norm and schedule mitigation tasks to determine compliance requirements Black-Jack Test Using our Simulations Model, we will test various impacts of these conditions and mitigation task routines utilizing normative cases we developed First Norm Second Norm From our last paper… a series of conditions to test in simulation Interior Plots 2 V1 Stakeholder Approach Task Should the Team pray? Yes, a focused and balanced View is needed The soul is geared this way. The first part of mitigation is Data Normalization and devising Stop Gap Measures Probability Testing 1
  • 4. Page: 2 Number: 1 Author: Presenter Notes Subject: Presentation Notes Date: 10/24/2023 11:13:30 AM We will work these conditions into task mitigation routines here. We have created both the worst case and the best-case scenarios using our test devised black-jack probability table. This supplied us with the means to take the worst case to a wall vector of (0,50) from its best case (project plan) position of (14.4,50). Then we applied other metric conditions to create the normative cases, see next slide.
  • 5. Application It is necessary to assign conditions to the proposed errors in the application of the Plan and then define its probable occurrence. Given the skew that results how do we correct it with our integral data Norms? Brij Consulting, LLC Jean Marshall 10/24/2023 3 V1 Stakeholder Approach The Normative Data is Highly Correlated in a Regression The same Data Stratified in its component parts is not as noticeably integrated, but just as reliable The Square Root of 2 is part of Phase III data set X 2 = Load See APP I See APP I Slide 8 309.4/3 = 103.1-103.34 = .24 Slide5 .24 x 2 = .48 Established Practice Maximum Lift 1
  • 6. Page: 3 Number: 1 Author: Presenter Notes Subject: Presentation Notes Date: 10/24/2023 11:13:31 AM The Baseline of the Normative Plots is acquired after subtracting the BEST FIT LINE from the Best-Worst Case. This Baseline is compared throughout the paper along with its associated load.
  • 7. Normative Cases • The Normative Cases developed from data are shown with condition to be mitigated. • We will plot mitigation tasks and probable outcomes 10/24/2023 Brij Consulting, LLC Jean Marshall 4 Tuples Tuples At risk A Tuple is a constraint on an array or table V1 Stakeholder Approach 1
  • 8. Page: 4 Number: 1 Author: Presenter Notes Subject: Presentation Notes Date: 10/24/2023 11:13:31 AM Constraints are added to the Normative Cases, covering the risk area and known as tuples.
  • 9. At Risk Focus • Clearly there is a certain range of activity and primarily in Phase I where the greatest At-Risk exposure is and within the tuple range of the crossover. However, the whole Project spectrum is impacted by any prevailing condition, and so measures must be taken. The At-Risk focus is anchored by proven metric relationships. 10/24/2023 Brij Consulting, LLC Jean Marshall 5 Sum of m1 and m2 Sum of b1 and b2 Sum of sums Add Supply Chain Tan Lines Sum of sums Recurring Tan Line Subtract Supply Chain Tan Lines Build Synergy .481 Critical Path You can see from this relationship that the wall does migrate in the project Supply Chain distributive V1 Stakeholder Approach -507.6 + 507.9^^ = .3 (Conversion) 309.4/3 = 103.1-103.34 = .24 Slide 3 1
  • 10. Page: 5 Number: 1 Author: Presenter Notes Subject: Presentation Notes Date: 10/24/2023 11:13:32 AM We can prevent the simulation model data from sliding in the beginning and crossover area of the project, but if institutional error persists more stringent requirements will be necessary to maintain access to system.
  • 11. Normalizing the Mitigation • Normalization Tasks are an arbiter of returning to the Best Case @Risk Mitigation Conditions • Best Practice Guidelines are likely to be established with simulation partners and engineering writers 10/24/2023 Brij Consulting, LLC Jean Marshall 6 New Tuple Case New Complex Case Establish Practice Guidelines Worst Case Conditions V1 Stakeholder Approach @ Risk Vectors Normative Data Originating Tasks Stop Gap Measures 1
  • 12. Page: 6 Number: 1 Author: Presenter Notes Subject: Presentation Notes Date: 10/24/2023 11:13:32 AM Normative Cases were prepared that are adjusted by the at-risk vectors and new tuple cases for the constrained part of the table help to prepare stop-gap measures.
  • 13. Brij Consulting, LLC Jean Marshall 10/24/2023 7 Mitigation Cases • Mitigation tasks and probable outcomes represent the working model of a Best Practice set of guidelines for ensuring project compliance V1 Stakeholder Approach Best Practice Guidelines II to be developed Best Practice Guidelines I to be developed 507.9 -507.6 + 507.9^^ = .3 (Conversion) ^^ See Slide 5 1
  • 14. Page: 7 Number: 1 Author: Presenter Notes Subject: Presentation Notes Date: 10/24/2023 11:13:32 AM Best Practice Guidelines are to be developed for the mitigation cases that would unduly impede the project.
  • 15. Tying Simulations to the Normative Case Brij Consulting, LLC Jean Marshall 10/24/2023 8 A Marian Feast day in the Sea of Glass Continuous Modeling V2 Task Analytics X 8 = .244191104 1
  • 16. Page: 8 Number: 1 Author: Presenter Notes Subject: Presentation Notes Date: 10/24/2023 11:13:33 AM Our Simulation Model taught us to look for certain metrics indicative of underlying change. The overt cases then help to thwart dis-associative or disruptive trends that go against project norms.
  • 17. Adjusted Normative Process: Agile Compliance Mastery 10/24/2023 Brij Consulting, LLC Jean Marshall 9 V2 Task Analytics Will these dates change? We need to find out Since we are adding scrum to resolve the process it is best that the data set did not include it. The T&M proof of x looks reasonable. Does it Reconcile? T & M A p p. I BC Non-Tuple = Project Cost slide 13 (309.4 x2) 1
  • 18. Page: 9 Number: 1 Author: Presenter Notes Subject: Presentation Notes Date: 10/24/2023 11:13:33 AM Agile compliance mastery is preparation of data that points to the correct normative process to achieve it. So, we test it to make certain the metrics are informative but not conducting any real change in the outcome of the model itself.
  • 19. Pivotal and Lift Arrangements 10/24/2023 Brij Consulting, LLC Jean Marshall 10 Should not impact the outcome of the model App II 191.498 – 191.4199 = .081 191.696 – 191.4199 = .2761 Whse Chg Digi-splice V2 Task Analytics Slide 8 135 See Synergy Slide 5 ^y = Build Equation 5646.054 – 5522 = 123 z + Frame 141.5872– 141.79 = -.2028 Transition Infrastructure App V .81- (.2028 x 4 =.8112) = -.0012 x2 = .0024 Slide 8 1
  • 20. Page: 10 Number: 1 Author: Presenter Notes Subject: Presentation Notes Date: 10/24/2023 11:13:34 AM This line of reasoning for pivotal and lift arrangements suggests that data can step through the model to accomplish tasks that point to outcomes and their root reason without changing the data pertinent to the overall decision-making process.
  • 21. Data Dialogue • There are wide discrepancies in the data distributed within the infrastructure categories and that should be expected since there is no experience in dealing with these categories. • These become the stop-gap measures even if at present they make no real sense to the project scrum, they can be redistributed by Best Practice considerations in an adroit (joint tenant) composition. • The original dates will not slide except by a conscious effort to change the outcome 10/24/2023 Brij Consulting, LLC Jean Marshall 11 V2 Task Analytics 9.85 c.f. Highly leveraged load basis load basis Stop Gap Engineering 10435.057 x 2 = 20870.114 – 20828.02706 = 42.08694 Momentary Appendix IV & V 1
  • 22. Page: 11 Number: 1 Author: Presenter Notes Subject: Presentation Notes Date: 10/24/2023 11:13:34 AM While the stop gap engineering is framing another y-value in time and motion, it is necessary to be certain that it does not ultimately deliver any more burden or margin to it. It has a momentary skew towards the central limit, meaning that its parts will eventually diminish or be eliminated.
  • 23. Financial Relationship 10/24/2023 Brij Consulting, LLC Jean Marshall 12 507.9 Financial Comparison: Stop Gap Leveraging Transitional Stage Second Normative First Normative See Stop-Gap slide 11 V2 Task Analytics Branch graph slide 13 Difference to Stop Gap data is normative to the transitional baseline of the project Slide 9 Proven App IV Difference of .46 /2 = .23 3.77 x 2 = 7.54 Alpha2 plus gate The Financial Relationship is better understood because of lifts and pivots now available X 2 = 1.0687 531α2 534.35-531=3.35 Gate Benchmarks, see APP V 1
  • 24. Page: 12 Number: 1 Author: Presenter Notes Subject: Presentation Notes Date: 10/24/2023 11:13:35 AM The Stop Gap data is normative to the transitional baseline, meaning that we have dealt effectively with this transition within the simulation and found the lifts and pivots necessary to make certain that compliance can occur. The difference to the Financial outcome is nominal to it. And so, our financial statement remains unchanged by facts added to the simulation.
  • 25. Delivery Cost • The overall cost where the supply chain and the wall meet is (309.4 x 2) = 618.8 is equivalent to the Best-Case Non-Tuple data, proving that original data is in line with normative process and stop gap requirements. (Seen clearly on Slide 9) • Branch impact demonstrates asset value on Final Forward • The supply chain demonstrates the value- added relationship with incremental margin. 10/24/2023 Brij Consulting, LLC Jean Marshall 13 618.8 cost V2 Task Analytics In our prior simulations these two labels appear to be reversed. Whereas Models supply the glass cost relationship, wall and critical path, the supply chain is related to the lead time and ROI. (131 is a secant relationship to the build equation. 131 x 2 ) supply chain models 135-3.77 App IV App IV 1
  • 26. Page: 13 Number: 1 Author: Presenter Notes Subject: Presentation Notes Date: 10/24/2023 11:13:35 AM We found a mislabeling of our data and need to go back and correct it. But here we found this out by tracking through the process with metric relationships that came from the matrix arrangement. The cost is spread within the data and is not included as part of the normative process. Since it is outside the Tuple arrangement the position taken is from the Supply Chain not the models which are constrained in the relationship. Restudying the data relationships is clearly an advantage.
  • 27. When Better Practices are Warranted… • V3 Overcome Agile Constraint: new methods are required • Time to deliver new rules when minimal observations are not present. Also, when distinct observations show that they are playing from the wrong book. • Suspend Access: give a suspension notice to the institution • Use a triangulated learning method (institutional oversight) 10/24/2023 Brij Consulting, LLC Jean Marshall 14 SOX TICKET YELLOW BOOK V3 Overcome Agile Constraint Best Practices include valuation and management with good standards and quality services, multi-layered and stratified systems Compare to Yellow Journalism malignment of human rights to a dis-reputation in public conduct 1
  • 28. Page: 14 Number: 1 Author: Presenter Notes Subject: Presentation Notes Date: 10/24/2023 11:13:36 AM We are concerned that the crossover period in the model of glass may be an at-risk situation for the project since compliance is more difficult, especially if the wrong characteristics are present in the business. It will be noted from the lifts and criteria in simulation if there is a problem in meeting certain goals. But if the problem is very basic to human behavior and not to the work method itself like any accredited institution not meeting that criteria will demonstrate itself in the Output and in the metrical alignment of the process. But the human problem needs to be corrected to remain part of the program.
  • 29. When agile is not enough… • NEW SYSTEMS are necessary and warranted when whole departments and agencies can be plagiarized or when hiring rules are infringed upon. • When EXECUTIVE ROLES are performing contrary to written and established policies. • WHEN YOU have to prove your bank statement to them on the basis of transactions in their own system. • WHEN YOU are not secure in your person and your papers, when patents are not legally protected and when the domestic tranquility is disturbed by radicalization instead of rational and reasonable process... it's time for a NEW SYSTEM, one that is not subject to re- engineering and politically motivated by only one premise, the common good. • Best Practices and Good Policies need to be written and implemented for THE COMMON GOOD. • Best Practices overturn poor performance; Penalties may create a consequential outcome for unpaid or unattended mitigation efforts –or-- • Arbitration with a paid executive team 10/24/2023 Brij Consulting, LLC Jean Marshall 15 V3 Overcome Agile Constraint Executive Policies are Required $ Penalty COVENANT GUIDED Example of Penalty: 135 x 618.8 x 16 infractions = 1,336,608/qtr. There is always a penalty for not remaining in the Covenant guided & guarded approach, not just worldly Penalty assessed is Value Added once compliant is quickly earned back. Unfailing Help 1
  • 30. Page: 15 Number: 1 Author: Presenter Notes Subject: Presentation Notes Date: 10/24/2023 11:13:36 AM It is natural that a Covenant not complied with bears a penalty for the use of domain and intelligence distributed. But with help from a mitigation team can be raised back to the value-added state.
  • 31. Divine Compass Brij Consulting, LLC Jean Marshall • The hidden and greater knowledge that helps us to navigate in this life is obscured from the ordinary roads of the world and found by those who Seek God with their hearts and are passionate about their work • It is a greater work to come to possess the Morning Star than anything else of this life. • Yet to those simple of heart all things are given learning to navigate the Confluent Cloud. None but the Stewards of the House know the years it has taken to get people to navigate like the angels, because ‘You have saved the Best for Last.’ • Kyrie Eleison: Lord have Mercy… Christ+ has the View and the Keys to all things. We should not be caught up in our work to the extent we forget Him or the Sacred Institution and Covenant arrangement we are called to attend. 10/24/2023 16 V3 Overcome Agile Constraint “God does not inspire us with desires that cannot be realized.” 1888 from the Life of the Little Flower 1
  • 32. Page: 16 Number: 1 Author: Presenter Notes Subject: Presentation Notes Date: 10/24/2023 11:13:37 AM There is unfailing help from the Divine Compass that Christ+ gives to all who will ask for His Merciful Love+
  • 33. Background Appendix I From Slide 9 From Slide 3 (309.4/3) = 103.133 – 10305.471 = .078623 x 2 = .157246 We picked up incidental conversion 300+4 by reframing the model; this should be eliminated
  • 34. This page contains no comments
  • 35. Measuring, Comparing and Reporting Results • Perform with each advancing stage Marketing Plan • Perform to forecast each LIFE cycle Phase Budget • Events preceding the LIFT requirement Pre-Evident • Results Assimilated and Variegated LIFE certified Post- Actuated Brij Consulting, LLC Jean Marshall 10/24/2023 18 Before, During and After Commutations (shown “Before Vectors”) see next MM m mM Lens Positions Task Related First Glass Car First Glass House First Remote Portal See Agile Slides 12 & 13 From “Simulations Part II” Appendix II 1
  • 36. Page: 18 Number: 1 Author: Presenter Notes Subject: Presentation Notes Date: 10/24/2023 11:13:38 AM The various stages, layers, assimilated properties and scale requirements for Lens delivery on Agile requirements help to look into the events requiring activity in prior tasking periods to accomplish supply-chain efforts to build and accommodate the infrastructure and system requirements. Working with Light, properties, forms and objects in Plait Glass formations is requiring a continuous monitoring and defining of the project as to impact on stakeholders and investors of the timing of the new requirements across the board. LIFT and LIFE certifications and the documents required for these in their engineering storyboard are the access for progress on these projects.
  • 37. Brij Consulting, LLC Jean Marshall 10/24/2023 19 Organization Start-ups assign accountability (and are Simulation Partners) Product Media Startups Glass Product Startups From “Calendar Cartography” 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 7 Pushback on dates available through agile assimilations Appendix III 1
  • 38. Page: 19 Number: 1 Author: Presenter Notes Subject: Presentation Notes Date: 10/24/2023 11:13:38 AM Organizational Start-ups are assembled around dates in our product mapping to highlight the need for these Partner groups to start early on the Glass Path. In order to assign accountability organizations are attributed to the start-up path tasking. Project Startups have immediate buy-in to assemble around the significance of the model. Green-Energy Trading supplies capital. But the earn-back on projects helps to pay investors back for the unprovided portion.
  • 39. 10/24/2023 Brij Consulting, LLC Jean Marshall 20 STOP GAP Proof In reconciliation to Forward Metrics See Stop Gap Data Slide 11 Highly leveraged basis @ confidence Level 9.85 c.f. Our Project carries a 98.5% confidence level throughout the project in its compilations although we often state the ANOVA data at 95% to annotate 3.5 as distributed +/- .1 as ~34 noted below and goes into the analog cycles ~68 Appendix IV Slide 13 IM + Gate Slide 10 Slide 11 Notes 1
  • 40. Page: 20 Number: 1 Author: Presenter Notes Subject: Presentation Notes Date: 10/24/2023 11:13:39 AM The use of P @Q in this paper is more pronounced and so our Appendix is included. (Here the data is walking toward the reconciling principle.)
  • 41. Simulation Goals • Given parameters supply insight into the scale of any requirement • Relationship to layers and levels of change guarded by certification of standards • High-level timing gives advanced warning of game changing outcomes • Timing to significant reports enables swift response Brij Consulting, LLC Jean Marshall 10/24/2023 21 The modulation of scale can not be superficial since it will become a dynamic agile arrangement MULTI-AGENCY REPORTS Appendix III Seeing into the conversion goals and timely impact of task changes with a variegated lens modulation Since the Ring change is within alpha parameters, we may not wish to report on it. JAM Report with the Load changes that new Lens have arrived and been installed. Project Manager Bridged and Gated Parameters Broad Scale 158.0299-158.5359 =.506 - .50744 = .144 Models Momentary Appendix V We picked up incidental conversion by reframing the model; this should be eliminated From “Simulations Part II” From Slide 12 From Slide 17 From Slide 11 1
  • 42. Page: 21 Number: 1 Author: Presenter Notes Subject: Presentation Notes Date: 10/24/2023 11:13:40 AM The Work of a Simulations Model depends on whether it is a one lead simulation given a specified ID or a Multi-Agency Model. We are describing the work of this model as a multi-agency model because there are multiple companies and groups relying on the outcome of such a model. The key behaviors of this model are described in this paper. Any undue conversion from the stop gap relational composition should be eliminated from the model as the reframing of it is a new key function.
  • 43. Brij Consulting, LLC Jean Marshall 10/24/2023 22 1. The Scope of Glass Projects: Benchmarking and IF Factor for the scope determination of Glass and STRABO serialization for Agile 2. Glass Impact: Streaming the Engineering of Components, Solid State Assemblage, Table Design Outcomes 3. Cascading in Green: The theories and concepts related to the Green Wall and the starting compositing of green energy and wall migrations. 4. SSE: The Remote End: How Solid-State Engineering is Performance mined and delivered remotely 5. Cloud-Star Evolution: Where Cloud and Star Evolve to Fluency 6. Simulations in Diminishing Scale: The use of Ring and Lens 7. Simulations: Synergy Modifications: Mitigation in Risk Analysis 8. Simulations: Marking the Contingent Outcome: Marking Pivots and Lifts SSE CASCADE IMPACT SCOPE CLOUD-STAR Brij Consulting, LLC | SlideShare Part I: City Scale Part II: Remote Scale Part III: Confluent Scale SIMULATIONS P a p e rs i n D e s ign Se ri e s 1
  • 44. Page: 22 Number: 1 Author: Presenter Notes Subject: Presentation Notes Date: 10/24/2023 11:13:41 AM Papers in the design series focus on simulations and specifically Part I: City Scale, Part II: Remote Scale and Part III: Confluent Scale. We will begin to highlight the vector requirements for tasking in our current model and the need for lens facets for scale differentiation. Then in Part II define simulations reporting. In Part III we begin to move past forms and mix to the confluent modeling of the Ark Science of Glass in the Advancing Age to come.
  • 45. Brij Consulting, LLC Jean Marshall 10/24/2023 23 P a p e rs i n T e s t Se ri es 1. The Car and Road Test: Simulating Glass Cars and Candlestone Roads Brij Consulting, LLC | SlideShare V3 Glass Package V2 Synergy Modifications V1 Digital Testing Strabo Tying projects back to the Strabo Omega allows for Simulations Cloud to orchestrate outcomes Part I, From Slide 13 2. Home and Foundation Test: Simulating Glass Instances of Candle stone and Thread in Componentizations utilizing a legacy form of Glass 3. Glass Big Push: Legacy Glass gives way to Solid State Engineering, Instancing and Building with remote synchronization Parts I, and II/III Of Pillars and Pipes, Portals and Plaits Part I: 1
  • 46. Page: 23 Number: 1 Author: Presenter Notes Subject: Presentation Notes Date: 10/24/2023 11:13:41 AM We look at testing of glass and various forms and methods to begin plan phases (not specific engineering dogma.) We begin with Model O as a sample of car and road synchronous behavior. Then we will consider testing home and foundation and green energy and candle stone surfaces. We want to look for the means to tie back into STRABO and Simulations Model for Agile playback. The Third testing paper will close the gap between legacy glass and solid- state assimilations which develop into remote planning and building tools. In the Second Part of the Third Test Paper, Glass Big Push, we examine the types of events or changes that impact the Simulation of the Project Performance.
  • 47. 1. Portal Prosperity: An overview of Glass Theory and Ark Design develops property reconcilement for Conveyance 2. Crossover Conveyance: Beginning with Remote Signature, threading the advancing fingerprint with a glass path and integral site management, moving into SIMULATIONS in Real Time 3. Converge- The Remote Build: Tasks to consider the process of converging to the Remote Build Site and what considerations are given to producing a remote service or build out of a productive requirement, introducing sandbox theory. Phase I only considers the Kitchen Tech. Phase II is involved in whole home Media and Tech in Glass. Phase III develops the land and its attributes. This is three separate papers. 10/24/2023 Brij Consulting, LLC Jean Marshall 24 1. Studying T&MM: the requirement for certification of mobility for competent conveyances 2. Portal Projects: the evidence, timing and intelligent use of portals 3. Calling it Green: Components of Green Energy, short review: Calling it Green requires new uses of potential and ^studies in wave glass and graphical relationships can raise up a green energy fluency that will lead to energy self-sufficiency 4. Dimensions in Multivariant Fabrications: Determining Forms and Contents of Green Energy and Blue Wave Cascade; relating elements to current science and future requirements 5. Wave and Lens Assimilation: The means to compile and to build in Glass Systems is described. The use of secant math. 6. Math Solutions for Wave and Lens Assimilations: See also Commentary for Math Solutions 7. Supply Side Portfolio: Timing and Model of Glass and Green events to fulfill path… Does the Tan Line help? 8. Partners in T Pluribus Unum: Measuring with Diacritical Marks 1. Portfolio Wheels: Study of Secants and Wheels in the Dynamic requirement for Media to write and produce in Ark Science and Dimensional Systems, Introduction of the Story “Eru finds a Golden Pen.” 2. Ark Media: The Dialogue of the Story and the Construction of Storyboards, Mix and Remix specifications, beginning crosswalk and encryptions 3. Builds and Simulations: Discuss Matrix Trees, Migratory Patterns and the use of Secants to Build tooling 4. The Corner of Mu Sic: an update of our Digital Paper on Mu Sic to include Ark encryptions and design considerations 5. The Glass House: Magi and Marcus Engineering plans to invest in a Plait Glass facility for building and research in remote Ark Science. Start of Tooling and Secant Design for the Construction Industry 6. The Remote Build: Planning a Theoretical Production for untried Architecture 7. Glass Mix Z-Form: Production Walk-Thru Glass Mix and Forms, leads into the Write Process 8. Bridging the Instance: Now operating multiple instances must bridge the operations, learn about deciduous models and deliberate the outcome of operations for the 2022 Plan of Magi and Marcus 9. Architectural Builds and Designs: Looking into Delivery Mechanics and the Products themselves 10. Pipes and Plaits in Ark Mode Design: How the Plait Pipe System assists with Land Products. See Number Theory 11. Continuous Modeling: Moving away from the Contiguous Model to a strategy of seamless integration of methods and modes of operation. See Number Theory. 12. The Glass Warehouse: From Start to Finish the streamlined operations of the Marcus and Magi Engineering remote architectural process 13. Branch- Sound and Image Construction: Characterizing the branch capability of new applications, appliances and mode[ls] of operations 1. Ark in Glass: Changing the Schema for Ark Mode crossover, beginning study of Secants and Wheels for the “cube-ified glass” engineering of Imaging, sound and motion characteristics. 2. The New Stone: Simulations and Re-instancing to package, confect and view glass media 3. Dimensional Building: Dimensional Arrays, Z strength, Product Media, Interdimensional Matrices. 4. The Dynamic Instance: Product Media Discussed 5. The Glass Build: Base Build and Modules Assembled, considering impact of dimensional systems 6. Glass in the Making: Costing and Loading, Assembly and Assimilation, IP Defined, Logos 7. Art of the Science: What can be made? Assimilation discussed, look at basic product ideas 8. Digital Glass Production: Pipe Transit and RIK Declare, Batch Appliance (Dialogue paper) 9. Imposition of Value Engineering: Establishing and Justifying the Load for Pipe Transit 10. The Digital Plait Position: Engineering Design of the Load and Thruput 11. ^Mu Sic in the Advancing Age: Use of Fingerprint and Encryption for Operational Loads 12. Engineering Objects: The Purpose of this Paper is to Consider the means to raise up a Digital Portal Production System using appliances gained through Plait Object and Gate driven configurations that work with Digital Mechanics. Six-Layer Glass and Appliances 13. Instancing at the Gate: Use of Gates and Instances, bridging of the engineering process 14. Interpolative Scope: Use of a Demand and Production Scope for building and delivery of product, learning to specify material, looking for union of Vector 15. Functional Glass: Fitness for Function and Moral Intelligence, Bayesian Analysis 16. The Glass Wall: This is a very difficult staging of advanced engineering to depict …Motivated by sound it creates a means by sound to cascade light for safe and wireless power 17. The Glass Wave: Learning to Plait Gates, Reconcile Metrics to Scorecard, and load value of Scrum 18. Scrum Costing w/notes (Book It Daniel): establishing scrum standards (Dialogue paper) 19. Gate Plait Green (Mark It Mark): first scalable plait arrangement overcomes bottleneck (Dialogue paper) 20. Scorecard Integration (Map It Ralph): A review of mappings to date, marking old vs. new (Dialogue paper) Motion Projects-8 Remote Theory-5 Ark Model-13 Digital-20 Go to https://www.slideshare.net/Marshallja/presentations https://www.slideshare.net/Marshallja/commentary-for-math-solutions-for- wave-and-lens-assimilationpdf Roadmap: #47 & #48 & #49 Dimensional Building in Ark Design Glass Cars and New Product Roadmap Calendar Cartography Building with Glass #50 New Remote Theory Ark Model Motion Projects Building 1
  • 48. Page: 24 Number: 1 Author: Presenter Notes Subject: Presentation Notes Date: 10/24/2023 11:13:45 AM The Learning Series
  • 49. Simulations Project Glass Systems| Brij Consulting, LLC | Jean A. Marshall Marking the Contingent Outcome 10/24/2023 1
  • 50. Page: 25 Number: 1 Author: Presenter Notes Subject: Presentation Notes Date: 10/24/2023 11:13:45 AM This paper is highlighted as the agile tasking simulations marking of contingent outcomes, essential to notes of the financial plan and to assessing the means to report on it..