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Journal articles on the topic 'Life Cycle Model'

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Published: 4 June 2021
Last updated: 23 February 2023

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1

Digance, Justine. "Life cycle model." Annals of Tourism Research 24, no. 2 (January 1997): 452–55. http://dx.doi.org/10.1016/s0160-7383(97)80015-1.

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2

Gordieiev, O. O., and K. P. Leontiev. "Life Cycle Model of Software Defect." Mathematical and computer modelling. Series: Technical sciences, no. 21 (November 2, 2020): 51–60. http://dx.doi.org/10.32626/2308-5916.2020-21.51-60.

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3

Trunova, Helen. "DYNAMIC MODEL OF LIFE CYCLE COMPETENCE." TECHNICAL SCIENCES AND TECHNOLOG IES, no. 1(7) (2017): 147–53. http://dx.doi.org/10.25140/2411-5363-2017-1(7)-147-153.

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4

Martinaitis, V., and A. Rogoža. "TECHNOLOGICAL MODEL OF BUILDING LIFE CYCLE." Statyba 7, no. 1 (January 2001): 73–77. http://dx.doi.org/10.1080/13921525.2001.10531702.

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5

Blagojevic, Bojana, and Luka Jordan. "Human Development Tree Life Cycle Model." Peace Review 24, no. 3 (July 2012): 340–48. http://dx.doi.org/10.1080/10402659.2012.704325.

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6

Hausen, Hans-Ludwig. "An effectively instrumentable life cycle model." Microprocessing and Microprogramming 21, no. 1-5 (August 1987): 361–70. http://dx.doi.org/10.1016/0165-6074(87)90064-0.

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7

Lichtenstein, Gregg A., and Thomas S. Lyons. "Revisiting the Business Life-Cycle." International Journal of Entrepreneurship and Innovation 9, no. 4 (November 2008): 241–50. http://dx.doi.org/10.5367/000000008786208759.

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In this article, the authors offer a critique of 26 different models of the business life-cycle. They find that the models lack clarity in the specification of their stages, blur the distinction between the entrepreneur and the business, suffer from inconsistencies and biases, and suggest that movement through their stages is inevitable. The authors maintain that a new model is needed that unmistakably bounds these stages so that a company's position can clearly be assessed in order to facilitate efficient and effective business development. With this in mind, they propose an actionable six-stage constructivist model and discuss its implications for improved practice and research.
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Ghagare, Sagar D., Prof Abhijeet S. Suryawanshi, and Vishal D. Jadhav. "Life Cycle Cost Methodology for Mixers based on MTTF Life Cycle Cost Model." IARJSET 4, no. 1 (January 6, 2017): 16–19. http://dx.doi.org/10.17148/iarjset/ncdmete.2017.05.

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Jang, Jae-Young, Tae-Hwan Park, and Beom-Soo Kim. "The Life Cycle Model Considering Legal and Technical Characteristics of Personal Data." Journal of Society for e-Business Studies 17, no. 3 (August 31, 2012): 43–60. http://dx.doi.org/10.7838/jsebs.2012.17.3.043.

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10

Sawagvudcharee, Ousanee, Maurice Yolles, Gerhard Fink, Paul Iles, Chanchai Bunchapattanasakda, and Buncha Limpabandhu. "Understanding Corporate Life-Cycles." Journal of Education and Vocational Research 8, no. 4 (April 16, 2018): 15–27. http://dx.doi.org/10.22610/jevr.v8i4.2157.

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This paper considers the nature of the dominant corporate paradigm, its change, failures or successes, and its relationship with the homeostatic organization. There is a popular way of understanding the dynamics of organizational change and that is through the pre-configured sequence of stages in a corporate life-cycle. Through there are a number of competing models for this kind of analysis. In all of them, the sequence of stages is defined by that which configures the life-cycle deterministically. However, there is little discussion given for how these models of organizations shift between stages, and none appear to dominate in the literature. A major criticism of these models is that they do not represent complex organizational processes of change. Therefore, this paper represents an alternative model, called “the paradigm life-cycle”, which is connected to the homeostatic processes that maintain an organization, and which is, in principle, capable of generating corporate life-cycles under conditions of complexity.
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11

Spragg, Jon Edward. "Articulating the fashion product life-cycle." Journal of Fashion Marketing and Management: An International Journal 21, no. 4 (September 11, 2017): 499–511. http://dx.doi.org/10.1108/jfmm-03-2017-0029.

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Purpose The purpose of this paper is to describe a framework for predicting the seasonal demand for fashion based on the Bass Diffusion model of demand and the Newsvendor inventory management model. Sales and inventory management simulations based on these models have been implemented in the Julia programming language to demonstrate how theoretical models can be made operational using open-source software for the benefit of small- to medium-scale enterprises with limited resources. Design/methodology/approach The paper employs simulation models implemented in the Julia programming languages to explore the use of theoretical models of demand on the seasonal management of fashion inventory. Findings The research demonstrates that further exploration of the framework described is worth undertaking. Research limitations/implications The paper employs theoretical models and is therefore conceptual in its outlook. Nonetheless it provides insights that could be explored further if real-world sales data would become available. Practical implications The framework provides simple models for predicting the demand for fashion that allows “what-if” scenarios to be constructed based on the manipulation of a few model parameters. Social implications The framework provides low-cost analytical tools that support small fashion enterprises with regards to market understanding and the operational management requirements necessary to support those markets. Originality/value The analytical use of the Bass model of demand with the Newsvendor model of inventory management within a fashion context.
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12

Babin, Ron, and Adrian Quayle. "ISO 37500 – Comparing outsourcing life-cycle models." Strategic Outsourcing: An International Journal 9, no. 3 (November 21, 2016): 271–86. http://dx.doi.org/10.1108/so-04-2016-0013.

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Purpose This paper aims to illustrate the value of the outsourcing life cycle, as described in several industry models, including ISO 37500. Design/methodology/approach The authors present a comparison of outsourcing life cycles to provide an overview of current practices in the global outsourcing industry. Findings Several outsourcing life cycles have been defined by industry associations such as the International Association of Outsourcing Professionals (IAOP) and the National Outsourcing Association (NOA). Academic research has created several outsourcing life cycles, notably the model from the London School of Economics (Cullen and Willcocks, 2005). Finally, commercial models have been defined, for example the Vendor and Sourcing Management model from IDC (2014). Research limitations/implications Researchers will find the overview of different life cycles useful in assessing maturity of outsourcing organizations. Practical implications Practitioners will find the detailed description of ISO 37500 and the comparative life cycles to be illustrative of different approaches to managing outsourcing transactions. Both buyers and providers will be able to compare their own life cycle to industry standards. Originality/value Little or no research has been conducted on how outsourcing life cycles contribute to effective outsourcing. This paper provides a foundation for such research.
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13

Volkov, Andrey, Vitaliy Chulkov, and Dmitriy Korotkov. "Life Cycle of a Building." Advanced Materials Research 1065-1069 (December 2014): 2577–80. http://dx.doi.org/10.4028/www.scientific.net/amr.1065-1069.2577.

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The article is considering the problem of resource management to support building in a functional condition. It offers the approach of forming infographic model of a building. It examines info graphic model of building’s lifecycle, infographic model of how to evaluate whether building construction process corresponds with project solution as well as infographic model of building lifecycle stages.
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14

Alvarez, Yvette, John Burbidge, Ted Farrell, and Leigh Palmer. "Optimal Taxation in a Life-Cycle Model." Canadian Journal of Economics 25, no. 1 (February 1992): 111. http://dx.doi.org/10.2307/135713.

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15

Nowduri, Srinivas. "The Life Cycle Model of Cyber-economics." Archives of Business Research 8, no. 12 (December 25, 2020): 63–72. http://dx.doi.org/10.14738/abr.812.9507.

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The exponential increase in modern technological advancements within the business world, is impacting every national economy from different directions/perspectives. This research work focuses on main issues behind cyber economics along with cyber-economic values; based on cyber events and their associated financial damages. It also made a comparative study between cyber and financial metrics, based on a professional look at cybersecurity in modern digital firms. Then it emphasizes on the role of applied and behavioral economics, in digital forms. Finally propose a model for cyber economic growth vital for modern digital firms
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16

Blash, Allen, William Butler, Lindy Clark, Kyle Fleming, and LTC Jennifer Kasker. "Engineered Resilient System Life Cycle Costing Model." Industrial and Systems Engineering Review 4, no. 2 (November 12, 2016): 149–55. http://dx.doi.org/10.37266/iser.2016v4i2.pp149-155.

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In order to make the best use of the defense spending budget, it is critical that the Department of Defense (DoD) accurately predict the Research, Development, Test and Evaluation (RDT&E), Procurement, and Operation and Support (O&S) costs down to the third level of the Work Breakdown Structure for Major Defense Acquisition Project (MDAP) wheeled or tracked vehicles. This research utilizes historical data, extracted from government databases, to develop cost estimating relationships (CERs) that predict the life cycle cost of wheeled and tracked vehicles based on attributes. This research can also be leveraged for defense acquisition programs across the DoD portfolio. The model will be integrated into a tradespace analysis tool, ERS & CREATE-GV, which was developed by ERDC to predict the cost of each alternative created in the tradespace.
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17

Suryawanshi, C. S. "Life Cycle Cost Model For Concrete Structures." IABSE Symposium Report 89, no. 1 (January 1, 2005): 111–18. http://dx.doi.org/10.2749/222137805796271927.

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18

Tsaur, Ruey-Chyn. "HYBRID FORECASTING MODEL FOR PRODUCT LIFE CYCLE." Journal of the Chinese Institute of Industrial Engineers 19, no. 5 (January 2002): 1–8. http://dx.doi.org/10.1080/10170660209509352.

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19

Lawrence, Emily C. "Consumer Default and the Life Cycle Model." Journal of Money, Credit and Banking 27, no. 4 (November 1995): 939. http://dx.doi.org/10.2307/2077781.

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20

Abaza, Khaled A. "Optimum Flexible Pavement Life-Cycle Analysis Model." Journal of Transportation Engineering 128, no. 6 (November 2002): 542–49. http://dx.doi.org/10.1061/(asce)0733-947x(2002)128:6(542).

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21

HEGDE, G. G. "LIFE CYCLE COST: A MODEL AND APPLICATIONS." IIE Transactions 26, no. 6 (November 1994): 56–62. http://dx.doi.org/10.1080/07408179408966638.

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22

Steffy, Betty E., and Michael P. Wolfe. "A Life-Cycle Model for Career Teachers." Kappa Delta Pi Record 38, no. 1 (October 2001): 16–19. http://dx.doi.org/10.1080/00228958.2001.10518508.

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23

Sun, Boxue, Xianzheng Gong, Yu Liu, Hongtao Wang, and Zhihong Wang. "Thermodynamics based model of life cycle assessment." Procedia Engineering 27 (2012): 431–39. http://dx.doi.org/10.1016/j.proeng.2011.12.471.

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24

Takata, Shozo, Hiroyuki Hiraoka, Hajime Asama, Nobuyuki Yamaoka, and Daisuke Saito. "Facility Model for Life-Cycle Maintenance System." CIRP Annals 44, no. 1 (1995): 117–21. http://dx.doi.org/10.1016/s0007-8506(07)62288-4.

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25

Wang, John, Ping Liu, Jocelyn Hicks-Garner, Elena Sherman, Souren Soukiazian, Mark Verbrugge, Harshad Tataria, James Musser, and Peter Finamore. "Cycle-life model for graphite-LiFePO4 cells." Journal of Power Sources 196, no. 8 (April 2011): 3942–48. http://dx.doi.org/10.1016/j.jpowsour.2010.11.134.

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26

Douglas, Ngaire. "Applying the life cycle model to Melanesia." Annals of Tourism Research 24, no. 1 (January 1997): 1–22. http://dx.doi.org/10.1016/s0160-7383(96)00011-4.

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27

Golubyatnikov, Leonid L., and Yuri M. Svirezhev. "Life-cycle model of terrestrial carbon exchange." Ecological Modelling 213, no. 2 (May 2008): 202–8. http://dx.doi.org/10.1016/j.ecolmodel.2007.12.001.

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28

Dierx, Adriaan H. "A life-cycle model of repeat migration." Regional Science and Urban Economics 18, no. 3 (August 1988): 383–97. http://dx.doi.org/10.1016/0166-0462(88)90015-4.

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29

Chen, X., D. R. Allanson, and W. B. Rowe. "Life cycle model of the grinding process." Computers in Industry 36, no. 1-2 (April 1998): 5–11. http://dx.doi.org/10.1016/s0166-3615(97)00092-4.

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30

Beloff, Beth, and David Shields. "Environmental financial model—a life cycle approach." Waste Management 14, no. 3-4 (January 1994): 329. http://dx.doi.org/10.1016/0956-053x(94)90079-5.

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31

Salminen, Airi, Eliisa Jauhiainen, and Reija Nurmeksela. "A life cycle model of XML documents." Journal of the Association for Information Science and Technology 65, no. 12 (May 7, 2014): 2564–80. http://dx.doi.org/10.1002/asi.23148.

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32

Chan, Ka Ching, and Terry M. Mills. "Modeling Competition over Product Life Cycles." Asia-Pacific Journal of Operational Research 32, no. 04 (July 23, 2015): 1550021. http://dx.doi.org/10.1142/s0217595915500219.

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This paper presents a mathematical model, linking the classical Markov models for brand switching and models for product life cycles, to forecast competition analysis and market share. This integrated model can be used to forecast market shares of all competitors, and their market shares, including customers retained, customers gained from market growth, and customers gained from competitors over the product life cycle. Such information provides forecasters with valuable insight about their market positions. The model is generic and can be applied to different types of products and services, under different types and patterns of product life cycle curves. A numerical example on a typical mobile telecommunication industry is used to illustrate the application of the proposed approach.
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Yau Huang, Rong, and I. Shiang Mao. "Estimation of Bridge Life Cycle MR&R Costs Using a Reliability-Based Model." International Journal of Engineering and Technology 6, no. 3 (2014): 174–76. http://dx.doi.org/10.7763/ijet.2014.v6.690.

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34

de Almeida Pais, José Edmundo, Hugo D. N. Raposo, José Torres Farinha, Antonio J. Marques Cardoso, and Pedro Alexandre Marques. "Optimizing the Life Cycle of Physical Assets through an Integrated Life Cycle Assessment Method." Energies 14, no. 19 (September 26, 2021): 6128. http://dx.doi.org/10.3390/en14196128.

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The purpose of this study was to apply new methods of econometric models to the Life Cycle Assessment (LCA) of physical assets, by integrating investments such as maintenance, technology, sustainability, and technological upgrades, and to propose a means to evaluate the Life Cycle Investment (LCI), with emphasis on sustainability. Sustainability is a recurrent theme of existing studies and will be a concern in coming decades. As a result, equipment with a smaller environmental footprint is being continually developed. This paper presents a method to evaluate asset depreciation with an emphasis on the maintenance investment, technology depreciation, sustainability depreciation, and technological upgrade investment. To demonstrate the value added of the proposed model, it was compared with existing models that do not take the previously mentioned aspects into consideration. The econometric model is consistent with asset life cycle plans as part of the Strategic Asset Management Plan of the Asset Management System. It is clearly demonstrated that the proposed approach is new and the results are conclusive, as demonstrated by the presented models and their results. This research aims to introduce new methods that integrate the factors of technology upgrades and sustainability for the evaluation of assets’ LCA and replacement time. Despite the increase in investment in technology upgrades and sustainability, the results of the Integrated Life Cycle Assessment First Method (ILCAM1), which represents an improved approach for the analyzed data, show that the asset life is extended, thus increasing sustainability and promoting the circular economy. By comparison, the Integrated Life Cycle Investment Assessment Method (ILCIAM) shows improved results due to the investment in technology upgrades and sustainability. Therefore, this study presents an integrated approach that may offer a valid tool for decision makers.
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35

Selberherr, Julia. "Sustainable life cycle offers through cooperation." Smart and Sustainable Built Environment 4, no. 1 (May 18, 2015): 4–24. http://dx.doi.org/10.1108/sasbe-02-2014-0010.

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Purpose – Sustainable buildings bear enormous potential benefits for clients, service providers, and our society. To release this potential a change in business models is required. The purpose of this paper is to develop a new business model with the objective of proactively contributing to sustainable development on the societal level and thereby improving the economic position of the service providers in the construction sector. Design/methodology/approach – The modeling process comprises two steps, the formal structuring and the contextual configuration. In the formal structuring systems theory is used and two levels are analytically separated. The outside view concerns the business model’s interaction with the environment and its impact on sustainability. The inside view focusses on efficient value creation for securing sustainability. The logically deductively developed business model is subsequently theory-led substantiated with Giddens’ structuration theory. Findings – The relevant mechanisms for the development of a new service offer, which creates a perceivable surplus value to the client and contributes to sustainable development on the societal level, are identified. The requirements for an efficient value creation process with the objective of optimizing the service providers’ competitive position are outlined. Research limitations/implications – The model is developed logically deductively based on literature and embedded in a theoretical framework. It has not yet been empirically tested. Practical implications – Guidelines for the practical implementation of more sustainable business models for the provision of life cycle service offers are developed. Social implications – The construction industry’s impact requires it to contribute proactively to a more sustainable development of the society. Originality/value – This paper analyzes the role for the players in the construction sector in proactively contributing to sustainable development on the societal level. One feasible strategy is proposed with a new business model, which aims at cooperatively optimizing buildings and infrastructures and taking the responsibility for the operating phase via guarantees.
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36

Kendall, Alissa, Gregory A. Keoleian, and Gloria E. Helfand. "Integrated Life-Cycle Assessment and Life-Cycle Cost Analysis Model for Concrete Bridge Deck Applications." Journal of Infrastructure Systems 14, no. 3 (September 2008): 214–22. http://dx.doi.org/10.1061/(asce)1076-0342(2008)14:3(214).

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37

Beverland, Mike. "An Emergent Life-Cycle Model in Small New Zealand Wineries." International Journal of Entrepreneurship and Innovation 2, no. 3 (October 2001): 183–94. http://dx.doi.org/10.5367/000000001101298927.

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A number of authors have noted that few small firms grow into larger firms. As a result they have criticized models that implicitly assume small firms grow. One such model is that of the organizational life-cycle. These models assert that firms go through a series of distinct stages or cycles as they develop over time. This study develops a four-stage model of a life-cycle based on 20 case studies of small growth-oriented New Zealand wineries. Wineries were found to go through pre-birth, start-up, expansion and growth stages in their first eight years. During this time, owners had little choice about the developmental path their organizations took. After this initial eight years, owners had far more influence on the future direction of the firm.
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38

Singh, Amninder. "A SIMULATION MODEL FOR INCREMENTAL SOFTWARE DEVELOPMENT LIFE CYCLE MODEL." International Journal of Advanced Research in Computer Science 8, no. 7 (August 20, 2017): 126–32. http://dx.doi.org/10.26483/ijarcs.v8i7.4136.

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39

Evans, Richard W., and Kerk L. Phillips. "OLG Life Cycle Model Transition Paths: Alternate Model Forecast Method." Computational Economics 43, no. 1 (January 9, 2013): 105–31. http://dx.doi.org/10.1007/s10614-012-9359-2.

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40

Oyemade, D. A., and D. Allenotor. "FAITH Software Life Cycle Model for Forex Expert Advisors." advances in multidisciplinary & scientific research journal publication 9, no. 1 (January 30, 2021): 1–12. http://dx.doi.org/10.22624/aims/maths/v9n1p1.

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The emotional stress and uncertainties associated with foreign exchange (forex) trading due to the high risk of losing the investment capital has left most forex traders in a state of indecision on the best methodology to apply for achieving long term profit. The provision of lot sizes, leverages, take profits and stop losses in forex trading implies that very high profit can be made within a very short time with the same capital, but at the same time, very high losses can be incurred. On one hand, this provision often prompts a set of traders to become greedy by increasing their take profit levels, lot sizes and leverages, which in turn increases their probability of losing out. On the other hand, the provision creates doubts and induces the fear of losses in some other set of traders. Consequently, these set of conservative traders employ the use of relatively small lot sizes, low leverages and low values of take profit and high stop loss levels. This in turn often results in a devastating effect on the investment capital due to lost opportunities and resulting losses. The problem of losses in forex trading effort is compounded by the fact that many programmers and developers of forex expert advisors do not adopt a software life cycle, having learned only how to write codes to program the trading platform. Furthermore, software engineering professionals who understand the import of software development life cycles soon discover that conventional software life cycles are not capable of effectively handling the complexity of the forex market. This paper models the human characteristics of greed, fear and doubt as manifested by traders in forex trading using selected expert advisors’ properties. It proposes Facts, Analysis, Implementation, Testing and Hope (FAITH) software life cycle model for Forex trading profitability to tackle the problem of indecision in the development of forex expert advisors. The proposed model was implemented on a live trading platform for a period of three months and compared with doubt, fear and greed approach to trading. The results showed that while a level of greed can be profitable, FAITH software life cycle produced more profitable results and can be adopted for forex trading. Keywords: Software Development Life Cycle, Expert advisors, Forex Model, Losses, Profit
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41

Kudzh, S. A., V. Ya Tsvetkov, and I. E. Rogov. "Life cycle support software components." Russian Technological Journal 8, no. 5 (October 20, 2020): 19–33. http://dx.doi.org/10.32362/2500-316x-2020-8-5-19-33.

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Modern software development is based on a systems approach, in which a program or software complex is considered as a system of interacting software components. Models of software components are analogs of complex system subsystems. Therefore, a complex program is considered as a system of software components. The organization of the structure of software components affects the quality and result of the program. The organization of interaction between software components affects the efficiency of the program. An important factor in the system of software components is the life cycle, which determines the effectiveness and feasibility of using this program. Software differs from many complex systems and information systems in that it has the ability to increase its life cycle. Moreover, the need to increase the life cycle is characterized by two factors: external and internal. The internal factor arises due to the obsolescence of the program. In this case, it does not meet the new conditions, for example, a new operating system. The external factor arises from external influences in the form of interference or purposeful actions, such as computer viruses. The problem of creating the structure of software components of computing systems and information systems that ensure the duration of the life cycle in the presence of external influences is topical. The study of this problem contributes to the improvement of the technological base of computing systems and information systems that solve applied problems. The article presents a new life cycle model based on two models of growth and degradation. The article recommends a resource-based approach for life cycle assessment. As an analytical solution, it is proposed to use a logistic equation, which describes the mechanisms of the life cycle formation process quite well. The article discusses three types of resource in calculations: physical, technological and communicative. A general redundancy solution is proposed to create a network with the inclusion of a multigraph model.
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Corbey, Michael, Frans de Roon, and Stef Hinfelaar. "Company life cycle models and business valuation." Maandblad Voor Accountancy en Bedrijfseconomie 93, no. 9/10 (October 28, 2019): 285–96. http://dx.doi.org/10.5117/mab.93.37561.

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Future free cash flow is a crucial element of most business valuation tools, such as the Discounted Cash Flow model, with the quality of the valuation depending heavily on its forecast accuracy. This paper explores the theory on business life cycle (and growth) models in an aim to improve that quality. Life cycle and growth models have been studied in the management and organization literature for decades, but the relevant aspects from a business valuation perspective remain unclear. Reviewing the existing literature, we argue that the five-stage Hanks model (Start-up, Growth, Maturity, Diversification, and Decline) is applicable for valuation purposes. We further argue that life cycle thinking provides useful insights for making grounded assumptions in predicting the future free cash flows and residual value of a company. This paper presents practical valuation approaches and insights for each of the five stages of the Hanks model.
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Zhao, Youbao, Jianfeng Lin, Yumeng Fan, and Xiaorong Lin. "Life Cycle ofCryptococcus neoformans." Annual Review of Microbiology 73, no. 1 (September 8, 2019): 17–42. http://dx.doi.org/10.1146/annurev-micro-020518-120210.

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Cryptococcus neoformans is a ubiquitous environmental fungus and an opportunistic pathogen that causes fatal cryptococcal meningitis. Advances in genomics, genetics, and cellular and molecular biology of C. neoformans have dramatically improved our understanding of this important pathogen, rendering it a model organism to study eukaryotic biology and microbial pathogenesis. In light of recent progress, we describe in this review the life cycle of C. neoformans with a special emphasis on the regulation of the yeast-to-hypha transition and different modes of sexual reproduction, in addition to the impacts of the life cycle on cryptococcal populations and pathogenesis.
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Савченко, Яна, and Анна Харланова. "Разработка компонентов корпоративной системы управления проектами с учетом стадии жизненного цикла организации." ИЗВЕСТИЯ ДАЛЬНЕВОСТОЧНОГО ФЕДЕРАЛЬНОГО УНИВЕРСИТЕТА. ЭКОНОМИКА И УПРАВЛЕНИЕ, no. 2 (2020): 81–93. http://dx.doi.org/10.24866/2311-2271/2020-2/81-93.

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В исследовании определены требования к моделям жизненного цикла организации, позволяющим сформировать адекватную корпоративную систему управления проектами и получить максимальный эффект от ее использования. Выявлены наиболее подходящие для поставленных целей модели жизненного цикла. Определен состав и содержание компонентов корпоративной системы управления проектами на разных стадиях жизненного цикла организации. The application of various life cycle models in the company development is becoming more widespread. When a company realizes at what stage of its life cycle it is, it can adjust its behavior, avoid traps and develop the appropriate strategies. Relevant management decisions are to be made and specific management tools are required at each stage of the organization life cycle. Project management is no exception. A specific set of approaches and methods of project management is essential at each stage of the organization life cycle. A certain level of the project management system development is inherent to each stage of the organization life cycle. The organization life cycle theory and project management were the theoretical and methodological background of the investigation. The study presents the analysis of various models of the organization life cycle according to their features in the process of developing the corporate project management system and its individual components. The requirements to the life cycle model, which allows forming an adequate corporate project management system and get the maximum effect from its application, were determined. The life cycle models that are most suitable for the set goals were identified. These were the Adizes life cycle model and the Chernov model. The requirements for the components of the corporate project management system at different stages of the organization's life cycle were specified. The study found that the implementation of project management system components is most effective in the period from the stage of "youth" to the stage of "aristocracy" in accordance with the model of the Adizes life cycle. It is at these stages that it is essential for the company to introduce the methodology and formalize project and program management processes. The necessity for setting up a full-fledged project management system for the company appears at the stage of “stability” and it is at this stage that it has all the resources required for implementing the system.
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Karabarbounis, Marios. "A Life-Cycle Model with Individual Volatility Dynamics." Economic Quarterly 106, no. 04 (December 22, 2020): 159–71. http://dx.doi.org/10.21144/eq1060402.

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Muazu, Rukayya Ibrahim, Aiduan Li Borrion, and Julia A. Stegemann. "Life Cycle Assessment Model for Biomass Fuel Briquetting." Waste and Biomass Valorization 13, no. 4 (October 31, 2021): 2461–76. http://dx.doi.org/10.1007/s12649-021-01596-7.

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Левыкин, Виктор Макарович, and Валерия Викторовна Дэвон. "Model of competitive mini-hotel project life cycle." Eastern-European Journal of Enterprise Technologies 5, no. 2(71) (October 24, 2014): 15. http://dx.doi.org/10.15587/1729-4061.2014.28554.

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Rangazas, Peter. "Redistributive Taxation in a Simple Life-Cycle Model." Economica 56, no. 224 (November 1989): 487. http://dx.doi.org/10.2307/2554325.

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Kalayathankal, S. J., J. T. Abraham, and J. V. Kureethara. "An Intuitionistic Fuzzy Soft Software Life Cycle Model." International Journal of Computer Sciences and Engineering 6, no. 1 (January 31, 2018): 42–48. http://dx.doi.org/10.26438/ijcse/v6i1.4248.

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Han, Bing, Geng Liu, and Hai Wei Wang. "Performance Simulation Model in Product Life-Cycle Management." Applied Mechanics and Materials 201-202 (October 2012): 1046–50. http://dx.doi.org/10.4028/www.scientific.net/amm.201-202.1046.

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Automobile, aerospace, and other industrial sectors have evolved over years on product life-cycle management (PLM) systems. Product design and simulation have been long used to support their enterprise-wide engineering activities. This paper describes, in detail, a case study and solution of a simulation process management project called performance simulation model (PSM) .We focus on several research issues, including integration of design process and simulation process, simulation data management, simulation flow management, and the architecture of PSM. A prototype for PSM that allows a unification of design process and simulation process by PDM’s engineering Bill of Material (EBOM) is presented. The prototype has been used successfully for static analysis of transmission system.
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