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7 Allow the customer to modify requirements and participate in developing the solution based on the trade offs The objectives hierarchy (a directed tree) usually has two to ve levels The objectives in the hierarchy may include stakeholders explicitly and often include context (environmental) variables (eg, weather conditions, peak versus nonpeak loading) from the scenarios in the operational concept If present, these scenarios are usually at the top of the hierarchy, shown as varying conditions for de ning the objectives To make use of the objectives hierarchy for trade studies, additional information must be added; value curves must be added for each objective at the bottom of the objectives hierarchy and value weights for comparing the relative value of swinging from the bottom of each value scale to top Figure 6.

1998). Greater dangerousness, combined with a higher rate of homelessness, leads to more frequent incarceration and involvement with the police and the courts. Finally, dual disorders lead to greater rates of infectious diseases (Rosenberg et al., 2001). Some of these diseases such as AIDS and hepatitis C are directly related to drug use. Others such as pneumonia result from poor nutrition and other diminished lifestyle issues that are commensurate with homelessness. Recuperation after the onset of an illness is typically much slower and more likely to leave residual symptoms.

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In today s larger servers, especially those with a large number of hard drives for internal RAID systems, extra fans within the server chassis help to cool components and circulate hot air out of the chassis. They are usually mounted in strategic places around the server chassis to regulate proper airflow. Within the server cabinet itself, extra fans in the top of the cabinet take the expelled air from the servers and push them out the top of the cabinet. As with other fan systems, you should check all chassis fans regularly for proper motion, and clean them periodically to prevent dust buildup.

9 shows the thresholds and design goals for each objective; each threshold and design goal de nes a swing in performance that is used to establish the swing weights in the value model (see 13) Figure 610 illustrates the value curves for a simpli ed objectives hierarchy for an elevator system See Sailor [1990] for another example As mentioned above, decision analysis uses value curves and weights to support trade-off decisions These value curves and weights need to be obtained from the stakeholders for two important reasons First, the objectives typically span several groups of stakeholders, necessitating an agreement among these groups of stakeholders about the relative importance of one objective with others Second, this objectives hierarchy and its associated value curves and weights represent the value structure needed by the systems engineering team to make many trade-off decisions during the design process.

Agreed-upon Procedures Engagements Amendment to SSAE No. 1 Reporting on an Entity s Internal Control Over Financial Reporting: An Amendment to SSAE No. 2 Establishing an Understanding with the Client Management s Discussion and Analysis Amendments to SSAE Nos. 1, 2, and 3 Attestation Standards: Revision and Recodification Audit Documentation Amendment to SSAE 10

The values are those of the stakeholders, not the systems engineers Far too often the systems engineers must guess at the stakeholders values during design decisions, or even worse, are not even aware that design decisions have impacts on the ultimate satisfaction the stakeholders will experience The objectives hierarchy is typically used throughout the systems engineering design process as the cornerstone of all of the trade studies that compare one design alternative with another In doing trade studies the evaluation should reveal which of several design alternatives is preferred; each design alternative will commonly have one advantage over the others, such as operational cost, reliability, accuracy of outputs, and the like Since there is a system and associated quali cation system for each phase of the life cycle, there should also be an objectives hierarchy for each of these systems.

Some diets and food products use the terms net carbs, effective carbs, and impact carbs. These terms, which we will simply call adjusted carbs, were created by food marketers in an effort to make their foods appeal to people following a low-carb diet. There currently are no recognized legal or scienti c de nitions for adjusted carbs, but most food manufacturers calculate the number by subtracting dietary ber and sugar alcohols (see below) from the total carbohydrates. Because they have been created and are being used extensively to sell foods, the Food and Drug Administration (FDA) is considering their use. The theory behind adjusted carbs has to do with the way carbohydrates are digested and metabolized in the body. Fiber is not absorbed in digestion, so it does not turn into glucose. Sugar alcohols sorbitol, mannitol, maltitol, and other ingredients that end in -ol are food ingredients that are used as sweeteners. They are carbohydrate/alcohol mixes that are metabolized more slowly than starches and sugars. This slower digestion means less impact on the blood sugar level than traditional carbohydrate-rich foods. Sugar alcohols contain calories, which are calories used as an energy source by the body. To date, no single scienti c study has demonstrated that using foods based on their adjusted carbs results in weight loss. Food manufacturers have created thousands of low-carbohydrate alternatives to traditional higher-carbohydrate processed foods. Pasta,

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