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When you install the Web Services (IIS), the WAS, and its Process Model and Con guration APIs, subcomponents are required because IIS is dependent on these due to the separation of the IIS process from HTTP This dependency is shown in Figure 24-8 and is enabled by clicking the Add Required Features button No more on guration is required Adding and removing IIS features is the same as other Windows Server 2008 role services and features With IIS 70, you do have an alternative to Server Manager to install Role Services. Barcode Printer In .NET Using Barcode drawer for Visual Studio .NET Control to generate, create barcode .Related:

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Using Barcode printer for .NET framework Control to enerate, create bar code image in VS .NET applications. Using Barcode drawer for .NET framework Control to enerate, create bar code image in .NET framework applications. These service professionals usually limit their work to roviding advice and counsel to plan sponsors, and do not have any discretion to make decisions. Notice that I wrote doing one of the following things to introduce the criteria for a fiduciary. This is critical. The Employee Retirement Income Security Act (ERISA) addresses the actual facts of the situation to determine if that action was a fiduciary act. Then, whoever made that decision is a de facto fiduciary. For example, a third-party administrator is not typically considered a fiduciary since he is only following the plan rules. However, if in the course of administering the plan the third-party administrator interpreted a particular section of the plan document, then this interpretation would be considered a fiduciary decision; hence, the third-party administrator would be considered a fiduciary for this act. As you can imagine, thirdparty administrators work very hard to have this not happen. That is why they will contact plan sponsors to sign off on any plan document interpretations that they make in taking care of the plan.Related: Word Intelligent Mail Generator , Generate EAN-8 Excel , .NET EAN-13 Generator

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The de nition of prospective nancial statements does not specify the length of the future period For a presentation to be prospective, however, some of the period covered must be in the future even though a part of the period may have expired Thus, a calendar 20X1 presentation done on December 30, 20X1, would still, in theory, be a prospective presentation since there would still be an unexpired day in the period Determining the period to be covered by prospective nancial statements is discussed in more detail in Subsection 403(c)(ii) There are two kinds of prospective nancial statements: nancial forecasts and nancial projections In practice, though, prospective nancial statements are often given other names, such as budgets, business plans, and studies Although the terms forecast and projections are sometimes used interchangeably in popular usage, in the technical accounting literature, forecasts and projections differ in what they purport to represent Forecasts represent expectations, whereas projections are hypothetical analyses (i) Financial Forecasts Financial forecasts are de ned as prospective nancial statements that present, to the best of management s knowledge and belief, an entity s expected nancial position, results of operations, and cash ows based on management s assumptions re ecting conditions it expects to exist and the course of action it expects to take In some cases forecasts can be prepared by persons other than current management, such as a potential acquirer of the entity, but usually the person (or persons) who take responsibility for the assumptions is someone who expects to be in a position to in uence the entity s operations during the forecast period The AICPA Guide refers to he person who takes responsibility for the assumptions as the responsible party Despite the inherent uncertainty of future events and the softness of prospective data, a forecast cannot be prepared without a reasonably objective basis That is, suf ciently objective assumptions must be capable of being developed to present a forecast Without a reasonably objective basis, management has no grounds for any expectations; all it would have is guesses The determination of whether a reasonably objective basis for a forecast exists is primarily an exercise in judgment The key question is whether assumptions, based on the entity s plans, made by persons who are informed about the industry in which the entity operates would generally fall within a relatively narrow range If so, there may be a reasonably objective basis for the forecast On the other hand, if there is so much uncertainty regarding signi cant assumptions that consensus would be unlikely to be reached, there may not be a reasonably objective basis, precluding preparation of a forecast (although a projection could be developed) For example, there would be no reasonably objective basis to forecast the winnings of a thoroughbred being reared to race If prospective nancial data are necessary, but no reasonably objective basis exists to present a forecast, management might hypothesize the assumption that is not subject to reasonable estimation and call the presentation a projection or quantify only those assumptions that have a reasonably objective basis and prepare a partial presentation However, both of these alternatives are limited in their usefulness [see Subsections 402(a) (d) for a further discussion] Exhibit 401 presents factors to consider in determining whether there is a reasonably objective basis to present a forecast Occasionally, an entity may need to present a forecast but cannot do so because of an uncertainty about the actions the users of the forecast may take For example, an assumption may relate to passage of a referendum when the forecast is to be used by voters deciding on the referendum In those cases, despite the high level of uncertainty, management may select one of the four alternatives as its assumption and then call the presentation a forecast if: 1 2 3 4 The assumption is subject to only two possible outcomes (an either/or situation) The outcome of that assumption is dependent on the actions of the users of the presentation The alternative selected is not unreasonable on its face The presentation discloses that the forecast represents management s expectations only if the prospective action of users takes place.

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in managing project knowledge effectively were uncovered Capturing knowledge through post project reviews was found less successful mainly due to the time constraints for conducting it upon the completion of a project and the knowledge loss due to time lapse in capturing the knowledge gained Reassignment of people from one project to another was undermined by the high staff turnover in the industry and the weakness of human memory in memorising facts which it depends on for knowledge transfer The attempt to facilitate the sharing of knowledge through contractual and organisational arrangements also suffered from the fact that organisations collaborating on one project might be in competition in another project which makes them reluctant to share critical knowledge This was further aggravated by corporate restrictions on the transmission of knowledge and information Further review of existing literature suggested the need for a methodology that facilitates the capture and reuse of important knowledge from ongoing projects once it is created or identi ed (ie live ) across geographical boundaries It was established that the methodology could address the aforementioned knowledge loss problem which is due to time lapse in capturing knowledge from projects and staff turnover Furthermore, it would enable the knowledge captured from the initial stages of a project to be reused at the later stages of the project, and help to seize every knowledge reuse opportunity which would, in turn, help to maximise the value of reusing the knowledge captured The novelty of the aforementioned methodology was con rmed in subsequent literature reviews A number of research projects conducted to address the various issues of managing knowledge in construction were identi ed from existing literature However, these research projects were focused at strategic and business perspectives, speci c types of knowledge, speci c project phases or speci c types of construction organisation The need for an approach which is capable of capturing project knowledge, irrespective of the type of project, the type of construction organisation and project phases and particularly capturing the knowledge live , has not been adequately addressed Research at Stanford (Reiner and Fruchter, 2000) was considered as being closest to the goal of live capture and reuse of project knowledge Nonetheless, the research did not cover the entire project but focused only on the design evolution stage Hence, a case for developing the methodology was made Various concepts were explored, in particular learning histories (Kleiner and Roth, 1997) and Collaborative Learning (Digenti, 1999), in terms of the capability to facilitate the live capture and reuse of project knowledge The study of Collaborative Learning had indirectly led to the design of the methodology to capture knowledge through project meetings or eviews This was because Collaborative Learning showed that the interactions among the members of a team can help to reveal and share their tacit knowledge An insight was also gained from learning.

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