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Although a glance at the total net profit column might suggest the three moving average Ichimoku crossover (Table 3.5) was the superior performer, this conclusion is incorrect. While it is true that our Bollinger band system (Table 3.10) produced only a total net profit of $107,396 versus $153,229 for the three moving average Ichimoku, this does not tell the whole story. Assuming $200,000 equity under management, the three moving average Ichimoku enjoyed an average annualized return on investment of 7.66 percent with a 25.46 percent worst drawdown. By contrast, based on the same assumptions, the Bollinger Band system would have experienced a similar 5.37 percent average annualized rate of return while enduring almost 50 percent less risk (its maximum drawdown was 14.16 percent). In other words, if we examine total net profit in relation to the risks endured to achieve those profits, Bollinger Bands were the better performer. This is illustrated by its superior profit to maximum drawdown (P:MD) ratio of 3.79 percent versus 3.01 percent for the three moving average Ichimoku. This comparison shows the importance of not analyzing total net profit in a vacuum. By itself, this measure is meaningless. It must always be viewed in relation to maximum drawdown to gauge reward in relation to risk. Moreover, although its results were inferior to the three moving average crossover in terms of total net profit, the Bollinger bands system achieved its superior P:MD while tying up investment capital less often.

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No project management standards existed (such as scheduling standards, change control standards, or software standards) Project management training curricula were nonexistent Furthermore, project management was not yet a career track in the company and project management job descriptions often had not been written, so employees were wondering whether they wanted to commit emotional and intellectual energy to jumping on a project management bandwagon that might not be going anywhere This environment led to a situation where companies spontaneously set up a small of ce of one or two people who were designated the project management gurus for the enterprise Their charter was to gure out how to introduce project management good practices into the company.

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Using CQG, the programming code for a simple DMI trading system with an ADX filter is written in this way: Long Entry:

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probability of water molecules. The manipulation of this parameter was equivalent to manipulating the temperature of the water in which the reactions were taking place. For the following experiments, this parameter was set to replicate the temperature of the human body. Along with a parameter to determine the extent to which enzymes reacted with substrate, this completed the set of parameters required to run the CA.

Meanwhile, they were expected to serve as in-house consultants addressing the needs of senior managers desiring pointers on what project management can do, as well as addressing the needs of project teams requiring guidance on how to conduct a kickoff meeting, and the needs of project planners who were clueless about how to plan a project effort from the perspective of schedules, resource allocations, budgets, and speci cations In many organizations, demand for the services of these internal project management consultants outstripped their availability To meet the demand, many enterprises established formal project support of ces that.

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3 In a medium-sized frying pan, heat the oil over medium-high heat. 4 Place the scallops in the frying pan and sear them on one side for 1 to 2 minutes, until

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