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I. Transaction Capture and Playback This refers to the ability for the tool to locate all test references to an application object and automatically update them when an object is removed or renamed. Otherwise, the user has to make all the changes manually. This refers to the ability for the tool to inform the user of all tests that are affected by a change to an application object. Otherwise, the user must search all tests and manually locate all references. This refers to the ability to create an automated test without having the application available to record against. This is a necessary feature for agile development approaches that require tests to be developed before the code. Tool allows automation without the need to write, generate, or maintain programming code.

computer systems and stopped outsourcing their data processing. Recognizing the power and potential of information technology, companies directed the use of their technology toward operations, marketing, and sales; and they created a new executive position, Chief Information Officer (CIO), to oversee this process. In the 1980s, many companies gradually changed from host centric to distributed computing. Instead of processing all of the information on one large, mainframe computer, companies positioned minicomputers to act as processors for departments or special applications. The minicomputers were, in many cases, networked together to share data. Databases became distributed, with data residing in different locations, yet accessible to all the machines in the network. The personal computer had the greatest impact on the organization. It brought true distributed processing. Now everybody had their own computer, capable of performing feats that, until then, were only available on the company s mainframe computer. This created both opportunities and headaches for the company, some of which will be addressed in the section on controls. As companies entered the 1990s, these computers were networked, forging the opportunity to share data and resources, as well as to work in cooperative groups. In the mid-1990s, these networks were further enhanced through connection to larger, wide area networks (WANs) and to the ultimate WAN, the Internet. Companies are doing what was unthinkable just a couple of years ago. They are allowing their customers and their suppliers direct connection into their own computers. New technology is being introduced every day, and new terms are creeping into our language (Internet, intranet, extranet, etc.). It is from this perspective that we start by looking at computer hardware.

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In spite of the wide application of GAAP and diligent efforts of the firm s auditors, many financial statements still are not presented fairly in accordance with GAAP Often, this happens because managers who are paid based on achieving certain revenue or profit levels are motivated to deliver those results, often without a full understanding of GAAP, relying instead on their own understanding of the way it should be Professional firm executives should be aware of the areas in which financial statements have been misstated in the past and keep alert for warnings that their statements may include anomalies that include: Booking revenue based on a verbal agreement: It is not unusual for sales/business development professionals to come to a verbal agreement with a client.

Clearly, the latter is a far cry from the team working Cordery appears to have in mind when he speaks of the employee bene ts it may afford of increased scope to satisfy higher-order needs and to obtain important intrinsic rewards through work, such as task variety and autonomy, increased social interaction, etc Perhaps more recognition of, and research into, situations where low road team working is the norm might be appropriate, at least in the UK, given the nding from the Workplace Employee Relations Survey (WERS), that, of the 65% of workplaces reporting team working, only 5% had teams with features of autonomous team working (Cully et al, 1999) A similar story seems to emerge with respect to lean manufacturing.

y now you should have a solid understanding of service orientation as well as the advantages and disadvantages that come with it. (If you do not have a solid understanding, then you need to read the previous chapters again; but this time, try not to use the book as a replacement for your sleeping pills.) If we have successfully steered you away from service oriented architecture (SOA) adoption, then you can safely put this book down. If you are determined to move forward with adopting SOA, then this chapter is designed to assist you with crafting that plan and getting the service oriented ball rolling. READY . . . FIRE . . . AIM Everyone who has been in the business world for more than six months has been involved in at least one project that was ill-conceived. Rather than taking the time-tested ready-aim- re approach, they take a more haphazard ready- re-aim approach. Ready-Aim-Fire (a solution based on de ned requirements)

A good way of complementing your knowledge of Honey s technique is to read his original paper:

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