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4. External risks: General risks such as natural disasters arising from being in business but not associated with a specific client, project, or internal operation. These risks can be placed on a rough continuum of controllability, as depicted in Exhibit 14.3. Internal risks tend to be the easiest to manage because they are related to the firm s own operations and staff. Moving from left to right, delivery, client, and, finally, external risks become less and less easily controlled. In general, controllable risks can be addressed via the usual methods to mitigate these problems, senior management can simply dictate process, policies, and terms geared to providing the appropriate amount of f lexibility and risk reduction. As the risk areas move down the controllability continuum, the less effective process and policy become, and the more important insurance, contingency planning, and avoidance become. The best written processes and policies have little effect on an earthquake in progress. The following section details some sample risks that we have identified in each category, followed by a model for assessing risk and probability and evaluating options for mitigating risks.

have absolutely nothing to do with any of the above and was about a problem the owner/investor had. People get excited about purchasing property that has been foreclosed on, because the property is sold at a great price and well under market as compared to other similar properties sold that in that area. Banks aren t interested in losing money, however. The bank usually works with an appraiser to have the property value determined. They don t have plans to lose money or give away the property. You need to conduct all of your inspections and have an appraisal done to be certain the purchase is a good one. Fixing up properties is expensive. You need to know what work is needed, the cost involved to get the work done, and the current rental-market value for that property. In most cases, you have to purchase the property in as is condition. Be certain you know what costs are involved all the way around, as well as the true rental income that you can expect for the property when it is in better condition. If buying a foreclosure interests you, check with the local community colleges and/or community centers. Quite often, a local real estate counselor gives night or adult classes on how to purchase foreclosures. It is quite complex and you have to be sure to follow all the rules, but many investors have watched for these properties and enjoy buying, fixing up, renting, and exchanging.

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At most firms, progression occurs along an established continuum from entry-level (associate) to stakeholder (partner); some models also support a nonpartner track. As in other aspects of firm organization, the expectations and responsibilities for progression within the firm need to be clear, explicit, and well defined. As an individual ascends the firm hierarchy, responsibilities shift from a tight focus on delivery toward business development and other institutionbuilding activities. A recent study3 found the division of labor at typical consulting firms is as follows: Division of Labor between Partners and Project Managers at Consulting Firms Percentage of Time Spent on Responsibility Partners Client engagements Business development and marketing Administration Thought leadership Recruiting/training 45 25 8 7 4 Project Managers 64 12 7 4 4

In this appendix we give a few examples of how to compile and run UPC programs on a sample of the compilers available. These examples are intended to give the reader an idea of how to do so in general. Readers are encouraged to examine the programming manual of their target machines to become familiar with how to optimize the compilation and execution of their code through compiler switches and shell variables. Many of these manuals also provide extensive coverage of the performance tuning and debugging tools available on their target platform.

The remainder of this chapter covers specific campus IP routing protocols Before we get to those sections, however, let's look at a general-purpose list of steps you should take when troubleshooting a problem that appears to be related to routing protocols Troubleshooting efforts should focus on examining router configuration information and routing data that a router has in memory You can also use a protocol analyzer to view routing protocol packets sent by routers, but this may not give you a complete picture of whether routing is working properly: 1 Use the show ip route command to display the routing table Check that the networks you are trying to reach are listed in the table with a next-hop value that makes sense based on your knowledge of the network topology For a summarized view of the routing table, use the show ip route summary command.

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