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A ring that does not come back to the server is called a backbone Rings are more reliable, however, since a single break does not isolate a group of users An information example is the Ethernet, a system that nds use in departments and work groups where a number of small computers are together in a few rooms The transmission medium is a coaxial cable, a medium that easily carries all the information with high reliability, provided that it is only a few hundred meters long If the users were widely separated, say, many kilometers apart, a ring with a cable would be a poor design Perhaps Figure 71b, the star topology, would work better Now the server has a direct line running out to each user terminal.

The key to managing a successful services firm is staying focused on two initiatives: delivering superior client services and maintaining a steady new business pipeline. Working in concert with lead generation activities, the proposal development process is a service firm s gateway to new clients and opportunities. As such, it commands a firm s resources in the form of executive commitment, investment, and continuous improvement. Services firms are generally organized in one of two ways: as a partnership or corporation. New business development responsibilities at partnerships fall on the shoulders of the partners; corporate entities operate more traditionally, employing a salesforce. An effective proposal development process f lows as follows: 1. Management and sales evaluate the opportunity to gauge its worthiness. 2. Assign a point person to manage the process once a go is determined.

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5. Explicitly identify and control all the external interfaces the system will have signal, data, power, mechanical, parasitic, and the like. Do the same for all the internal interfaces created by the solution. 6. Negotiate interfaces with affected engineering staff on both sides of each interface and get written agreement by the two parties before the customer approves the interface documentation. 7. Document all requirements interpretations in writing. Don t count on verbal agreements to stand the test of time. 8. Plan for the inevitable need to correct and change requirements as insight into the need and the best solution grows during development. 9. Be careful of new fundamental requirements coming in after the program is underway. They invariably have a larger impact than is obvious. 10. Maintain requirements traceability.

A classic example of a star network is a communication satellite, consisting of a central satellite and many separate users, which can be potentially anywhere visible on Earth from the satellite The links are now electromagnetic radio channels Terminals are much more expensive and the radio links are less reliable than cable, but if service is needed over a wide area, the satellite system is cheaper A third basic topology is the tree in Figure 71c A tree has no loops, and its nodes are now of two.

<xsl:sort <xsl:sort <xsl:sort <xsl:sort select="substring(@time[$sort by = 'date'], 1, 10)" /> select="@type[$sort by = 'type']" /> select="payee[$sort by = 'payee']/name" /> select="amount[$sort by = 'value']" />

After analyzing dozens of financial statements for apartment buildings, you will begin to get a feel for every line item on the income statement. You will know, for example, that on average repairs and maintenance will run between 10 and 15 percent, property taxes will run about 5 percent, insurance will run about 2 percent, and management fees will run about 5 percent. These averages will obviously vary from area to area, but if you are focusing on properties in a particular city or county, you will have a good idea of what costs should be on average. By comparing the expenses as reported on the income statement with your expectations, anything outside of the norm will begin to jump out at you. If repairs and maintenance are reported at 4 percent, for example, you will want to investigate further. Something is out of line, and there is a good chance that not all of the repairs and maintenance items are being reported. Although unlikely, it could be an indication that management is operating the property extremely efficiently and that there is relatively low turnover. Another benchmark you can use to determine relative income and expenses is to break everything down on a per-unit basis. You know, for example, that on average total operating expenses per unit run about $3,200 in your market. If you examine an income statement for a particular property that reports total operating expenses at $3,800 per unit, you will want to know why. This may be an indication of poor management and high turnover. If this proves to be the case, experience has taught you that with the right man125

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