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Asencio, A., 66 Ashikaga, T., 110, 200, 203 Atkins, D., 86 Atkins, M., 189 AuClaire, P., 192 Audet, A. M., 86 Ayers, W. A., 178, 181 Azocar, F., 6 Azrin, N. H., 17 Bachrach, L. L., 199 Backer, T. E., 56, 68, 70 Baer, J., 161 Baker, J. G., 15 Baker, M. J., 221, 227, 228, 229 Baldessarini, R., 203 Baldwin, L. J., 123 Balon, R., 97 Bamrah, J., 83 Bandura, A., 206 Banks, P. D., 12, 16 Barefoot, L., 2 Barker, P., 194 Barley, D. E., 234 Barlow, D. H., 223, 225, 232, 234 Baron, R. C., 10, 16, 118 Baron-Jeffrey, M., 7, 262, 271 Barr, M., 68, 140 Barreira, P., 115 Barrett, N. M., 110 Barrett, P. M., 181 Barrett, T. J., 122 Barrowclough, C., 60, 61, 66, 83, 161 Barry, D. J., 96 Barry, P., 116 Bartels, S., 155, 164 Bartsch, D. A., 122 Bass, D., 178, 181 Baucom, D., 60, 61, 67, 221, 227, 228, 229 Baumgart, D., 17 Bauml, J., 60 Bayog, R., 97 Beale, V., 200 Beard, J. H., 109, 115 Beaudett, M. S., 165 Bebout, R. R., 10, 11, 15, 114, 202, 205, 210 Beck, A. T., 126

For those of us who have worked with Ethernet for years, the idea of Ethernet providing flow control is strange. Higher layers seem better equipped to handle congestion, and MAC-layer flow control could confuse the operation of flow control at higher layers. Also, flow control may disrupt the normal buffering and queuing in switches, resulting in head-of-the-line blocking. Head-of-the-line blocking occurs when a switch cannot process incoming frames beyond the frame at the head of the line because the output port for that frame is busy or temporarily disabled. Nonetheless, the IEEE's 802.3x standard defines flow control for Fast and Gigabit full-duplex Ethernet devices.

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tremendous chemistry knowledge in order to tap into the much desired nano-properties Most companies cannot be fully integrated on their own, so we have focused on finding partners in each of our target market applications 10 Partnering also provides start-ups with access to large-scale manufacturing operations as well as domestic and international distribution channels and customer bases As one nanotech venture capitalist explains: There is no way start-up companies can be selling a fuel additive in Asia and Europe with a three-person sales force So they are forced to go to Mobile, Exxon or one of the large corporations to give them an area Or you might, for example, break up part of Asia; India, China, Japan and the rest of Asia and there might be four different agreements with local companies in each one 11 In the nanobio arena, partnering can also be critical to navigate the regulatory landscape.

Given limited budgets, resources, and stringent deadlines that accompany most SAP implementations and SAP upgrades, it may prove difficult to establish IV&V activities at an SAP project per established IEEE guidelines. SAP projects may have quasi-independent testers that meet one or two of the independence criteria as established by IEEE for IV&V but not all three criteria factors. For example, a client may pay a third-party agency not affiliated with the SAP system integrator or client to independently verify testable requirements and test results that could meet the criteria of technical and managerial independence per IEEE, but the third-party agency may gets its funding from the project management operations (PMO) office or project

advancement. The promotion and appraisal process (discussed later in this chapter) should also establish what levels in the firm are responsible for determining when promotions are handed out (e.g., principals are responsible for determining consultants promoted to senior consultant). COMPENSATION. A range of compensation (base salary, bonus, other perquisites, and benefits) should be established for each level. Inevitably, compensation information is shared within the firm as well as outside. Compensation equity within a role will help minimize any dissatisfaction in the ranks of the professional staff. A set of policies regarding compensation will also reduce the amount of human resources effort that goes into setting compensation for each individual staff member. It is critical for the firm to define the preceding four parameters. Having a well-defined career track will send a message that objective criteria are used to evaluate, promote, and compensate professional staff. The work of defining these elements will be recovered many times over in reduced human resources effort for appraisal, promotion, compensation, and hiring decisions. Firm recruiting efforts will be more competitive. The best professionals are attracted to firms that have clearly established tracks for advancement, and firms with fair, objective promotion and compensation systems retain those professionals. A number of other considerations must be accounted for in designing the professional services firm organization structure and career tracks. These considerations are outlined next.

A dial-up modem that never drops you is much better than a DSL connection that goes belly up every 20 minutes. If you have the luxury of choosing different connection means, pick the one that won t drop you mid-hand. See 2 for a little more on connection basics and 5 for information on detecting, and coping with, disconnection.

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