Disability Incarcerated gathers thirteen contributions from an impressive array of fields. Taken together, these essays assert that a complex understanding of disability is crucial to an understanding of incarceration, and that we must expand what has come to be called 'incarceration.' The chapters in this book examine a host of sites, such as prisons, institutions for people with developmental disabilities, psychiatric hospitals, treatment centers, special education, detention centers, and group homes; explore why various sites should be understood as incarceration; and discuss the causes and effects of these sites historically and currently. This volume includes a preface by Professor Angela Y. Davis and an afterword by Professor Robert McRuer.

Disability Incarcerated gathers thirteen contributions from an impressive array of fields. Taken together, these essays assert that a complex understanding of disability is crucial to an understanding of incarceration, and that we must expand what has come to be called 'incarceration.' The chapters in this book examine a host of sites, such as prisons, institutions for people with developmental disabilities, psychiatric hospitals, treatment centers, special education, detention centers, and group homes; explore why various sites should be understood as incarceration; and discuss the causes and effects of these sites historically and currently. This volume includes a preface by Professor Angela Y. Davis and an afterword by Professor Robert McRuer.

Since I wrote the Foreword for the second edition of this book, risk management processes have become much more widely used, but controversy about what should be done and how best to do it has grown. Managing risk is a risky business. Chapman and Ward provide an in-depth explanation of why it is important to understand and manage underlying uncertainty in all its forms, in order to realise opportunities more fully and enhance corporate performance. They show what best practice should look like. The implications go well beyond the conventional wisdom of project risk management, providing an enlightening new perspective.
--"Professor Tony M. Ridley"
Imperial College London, Past President, Institution of Civil Engineers

Chris Chapman and Stephen Ward continue to educate the profession with this masterful exposition of the differences between, and the potentials for combinations of, risk, uncertainty and opportunity. Particularly welcome is the way they integrate this trio into the project lifecycle - the bedrock of project management control and organization.
--"Peter W.G. Morris"
Head of School and Professor of Construction and Project Management University College London

Chris Chapman and Stephen Ward's books on Project Risk Management have been an essential part of my repertoire for twenty years, and they are top of my recommended reading for the courses I do on that subject. In this book they have enhanced their previous work to focus on uncertainty management and emphasise more strongly opportunities for improving project performance, rather then just identifying what can go wrong. A structured process is an essential part of managing project uncertainty, and their process is one of the most powerful. This book will be added to my repertoire.
--"Rodney Turner"
Professor of Project Management, SKEMA Business School Lille

A profoundly important book. With "How to Manage Project Opportunity and Risk," Chris Chapman and Stephen Ward take a good thing and make it better. Members of the project management profession have been influenced for years by their insights into project risk management. With this latest instalment the authors demonstrate that risk and uncertainty needn't be dreaded; in fact, the reverse side of the 'risk coin' has always been opportunity. My sincere appreciation to Chapman and Ward for turning this particular coin over and showing readers, academic and practitioner alike, the opportunity embedded in managing projects.
--"Jeffrey K. Pinto"
Andrew Morrow and Elizabeth Lee Black Chair in Management of Technology Sam and Irene Black School of Business, Penn State Erie

Since Arnold Bender's classic Food processing and nutrition in 1978, there has been no single volume survey of the impact of processing on the nutritional quality of food. With its distinguished editors and international team of contributors, The nutrition handbook for food processors, fills that gap. It summarises the wealth of research in an area as important to the food industry as it is to health-conscious consumers.
Part one provides the foundation for the rest of the book, looking at consumers and nutrition. After a discussion of surveys on what consumers eat, there are two reviews of research on the contribution of vitamins and minerals to health. Three further chapters discuss how nutrient intake is measured and at how nutrition information is presented to and interpreted by consumers. Part two looks at processing and nutritional quality. Two introductory chapters look at raw materials, discussing the nutritional enhancement of plant foods and meat respectively. The remaining chapters review the impact of processing, beginning with a general discussion of the stability of vitamins during processing. There are chapters on processes such as thermal processing, frying, freezing, packaging and irradiation. The book also covers newer processes such as microwave processing, ohmic heating and high pressure processing.
Given the unprecedented attention on the impact of processing on the nutritional quality of food, The nutrition handbook for food processors is a standard work in its field.
Summarises key findings on diet and nutrient intake, the impact of nutrients on health, and how food processing operations affect the nutritional quality of foodsExamines consumers and nutrition, processing and nutritional quality, and nutritional enhancement of plant foods and meat, among other topicsReviews the wealth of recent research in an area as important to the food industry as it is to health-conscious consumers

Rigorously grounded conceptually but developed to meet practical concerns, this book underpins and extends the scope and power of current approaches to the management of risk and uncertainty in projects and related operational and strategic management decision making.

Ten tales, based on real cases, explore a range of project related problems, including: cost estimation, pricing competitive bids, risk allocation and incentive contract design, evaluation of threats and opportunities, buffer management in a supply chain, investment appraisal, portfolio management, and strategy formulation. Each tale provides practical guidance on achieving effective and efficient uncertainty management through simple analysis and discussion of emergent issues.

Using a 'constructively simple' approach to model building and the associated decision support processes, the authors show the reader how to take the guesswork out of managing risk and uncertainty. Keeping formal analysis simple, without being simplistic, and adding complexity only when it facilitates additional insights, they provide a framework for 'constructive simplicity' which can be used to enhance risk and uncertainty management in any area of managerial decision making, whether in a project, operational, or strategic context.

"This is not just another book about risk. Chapman and Ward focus on decision-making in a holistic way, based on the analysis of uncertainty. The concepts are illustrated by "ten tales about uncertainty management". These are short stories based on case studies in which the authors have been involved. They believe in KISS - not the usual definition but 'keep it simple systematically." —Professor Tony M. Ridley, Imperial College, London

"Abundantly illustrated with case studies, this interesting book rightly highlights the need for simple, flexible models to manage risk and uncertainty. The author was associated with development of the PRAM model, which gives a rich variety of practical techniques for risk appraisal. The RAMP model provides a broad strategic framework, giving decision-makers an overall picture of the risks and rewards in a project. This book takes the discussion a stage further and provides many useful insights into the issues that arise in practice." —C G Lewin, Chairman, Risk Management Steering Group, Institute of Actuaries

"This book presents a holistic and comprehensive approach to management decision making. Whilst the concepts are readily understood, they are used to provide a thorough background to the management of uncertainty. This is an invaluable book for anyone facing decision-making and uncertainty in either management or programme and project environments." —Alan R Walker, Cabinet Office, Improving Programme and Project Delivery team

"Chris Chapman and Stephen Ward, through their constructively simple approach, and using Ockham's razor, show how simple models can be constructed that capture the essentials of any business and project scenario. By interpreting the problems as short stories, they are brought to life, showing that the decision is not just based on the quantitative and qualitative analysis of the risk, but also on the human condition, people's motivations, right down to whether they like the cup of tea." —Rodney Turner, Director of Erasmus University, Rotterdam, and Director of EuroProjex

"In this well written book the reader is drawn from simple to advanced concepts of risk management by stories that reflect situations we all recognize. Chapman and Ward continually test the robustness of their conclusions by exercising the assumptions against reality and common sense, and they remind us about the importance of understanding the quality of the data being used. By the end of the book, the reader will have experienced a rather concentrated journey through many sophisticated analytical concepts and have shared in exercises in mature professional judgement. This book will well reward careful study by beginners and practitioners alike." —David T. Hulett Ph.D., Hulett & Associates LLC, Project Management Consultants

"Many organizations, particularly in hi-tech businesses, are organized around a changing portfolio of projects. These can only be managed properly if there is a proper understanding of project risks and uncertainties and, sadly, this is an area in which there is considerable room for improvement. Chapman and Ward's book has a pleasing blend of quantitative and qualitative insights and will help train a generation of managers who are better equipped to manage successful projects." —Mike Pidd, Professor of Management Science, Lancaster University

DDDDDDDDDDDDD Effective management logically follows accurate diagnosis. Such logic often is difficult to apply in practice. Absolute diagnostic accuracy may not be possible, particularly in the field of primary care, when management has to be on analysis of symptoms and on knowledge of the individual patient and family. This series follows that on Problems in Practice which was concerned more with diagnosis in the widest sense and this series deals more definitively with general care and specific treatment of symptoms and diseases. Good management must include knowledge of the nature, course and outcome of the conditions, as well as prominent clinical features and assess is on what to do best for the ment and investigations, but the emphasis patient. Family medical practitioners have particular difficulties and advantages in their work. Because they often work in professional isolation in the com munity and deal with relatively small numbers of near-normal patients their experience with the more serious and more rare conditions is restricted. They find it difficult to remain up-to-date with medical advances and even more difficult to decide on the suitability and application of new and rela tively untried methods compared with those that are 'old' and well proven. Their advantages are that because of long-term continuous care for their patients they have come to know them and their families well and are able to become familiar with the more common and less serious diseases of their communities."