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ensure that its probability of default is kept at a sufficiently low level.179 However, the decision to absorb risks internally should be based on competitive advantages that reimburse the bank more than the associated costs, that is, when value is created. A bank should have appropriate instruments to identify uneconomic risk taking, which allows it to decide when risk absorption is not the right choice and to decide when it is better to transfer risk to the market, or to avoid it altogether.180 Again, we can observe that the complete hedging of all risks should almost never be an option, or as Culp and Miller put it, most value-maximizing firms do not hedge. 181 We have seen in this section that there are many other ways to conducting risk management than just hedging.182 Again, the decision as to which approach is most appropriate and which instrument should be chosen should be based on the trade-off between costs and value created. The key, however, is to have a competitive advantage vis- -vis the market in order to be able to create value.183 In order to find this out, the bank needs to monitor both risks and returns.

MSW guides the customer programs in implementing uniform and easy to manage and maintain applications and solutions for speci c markets Coding style can be de ned as the way that the programmer brings clarity, maintainability, testability, reliability and ef ciency to the code of a module This de nition sets the objectives of good programming style, but what it does not do is to de ne whether a piece of software is good or bad style No matter how perfect the software design is, the nal product will be expensive to maintain and test if its implementation, the code, is of poor quality Some of the following principles are very general and therefore applicable to all software projects Equally, they should be considered in a S60 based phone prior in order to get a ne product out as planned Reusability.

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uick breads are the perfect solution for operations that want to offer their patrons fresh, homemade bread products but can t justify the labor cost of making yeast breads. Also, quick breads have the advantage of being easily made in almost unlimited varieties, using such ingredients as whole wheat our, rye our, cornmeal, bran, oatmeal, and many kinds of fruits, nuts, and spices. As their name implies, quick breads are quick to make. Because they are leavened by chemical leaveners and steam, not by yeast, no fermentation time is necessary. And because they are usually tender products with little gluten development, mixing them takes just a few minutes. Although prepared biscuit and muf n mixes are available, the only extra work required to make these products from scratch is the time to scale a few extra ingredients. With a careful and imaginative selection of ingredients and an understanding of basic mixing methods, you can create superior products. You may already have studied two kinds of quick breads in the breakfast chapter: pancakes and waf es. In this chapter, we present two basic mixing methods and apply them to biscuits, muf ns, quick loaf breads and coffee cakes, and corn breads. In addition, we discuss popovers, which are leavened by steam only.

course, such as assembling cars or building walls. But some tasks are merely the making of a decision (after gathering and analyzing all pertinent information, naturally). Achieving the Enterprise Leap in productivity, then, is a matter of regularizing these tasks, automating them wherever possible, and using the freed-up resources to create new opportunities. With SOA and BPM, it becomes possible to recognize and regularize tasks that are simply decision points. You will nd that many of these decision points, once they have been properly modeled in software, no longer require a human agent. You can get the human out of the picture, which will reduce labor costs and increase speed at the same time. Your goal is to nd all decisions that can be made by a machine and turn them over to the machines. Save your human assets for decisions that really require human smarts and creativity. This makes the most of both your physical and human capital. Consider the simple example of processing loan applications. Say you own a bank and your policy is that every loan application below $5,000 is basically accepted. You do not need a person to review each and every application. A computer looks at all the applications and automatically approves any requests below $5,000. Similarly, if the loan amount is above $5,000 but below $50,000, your algorithm now says that if the applicant has

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