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When you create a macro, you may find that it does not do exactly what you wanted it to do. This is called a bug and the Outlook VBA Editor provides you with some tools for finding and fixing bugs. Generally, bugs are almost always the result of one or both of the following problems: n A program variable takes on the wrong value. n Program execution takes the wrong path through the macro code. The debugging tools let you address both of these problems as follows: n Breakpoints let you temporarily suspend the macro s execution at specified lines of code or when specified conditions are met. n Watches let you examine and change the value of variables during macro execution. n Controlling execution lets you execute a program one line at a time and control the path execution takes.

11

Matrix [D] results from the transformation of the Maxwell Stefan equations (1) to the form of the generalized Fick s law [23]. This matrix is generally a function of the mixture composition and is assumed constant along the diffusion path [23]. The direct expressions for the elements of the diffusion matrix [D] can be found, for example, in Ref. [16]. Matrix [K] follows from the linear approximation suggested by Wei and Prater [75]:

pWi1 (x) PWi2 (x)

7

Then build your application in Visual Studio by pressing Shift+F6, or if you re working in Notepad, save your application in Notepad. Return to Blend by pressing Alt+Tab. Then press F5 to test your project. Alternatively, you could add the using statement below to the list of using statements in the codebehind file:

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; Inputs 8-bit data from PORTA into the 8-bit register AL ;Outputs the contents of the 8-bit register AL into PORTA

1 1 -1

removeAttribute() removeChild() replaceChild() setAttribute() toString()

One basic way to segregate IT investment is to distinguish between investment in infrastructure and investment in speci c applications IT infrastructure, as de ned in 2, provides the foundations for IT applications in the enterprise Examples are a data center, networks, date warehouse, and knowledge base Infrastructure investments are made for a long time, and the infrastructure is shared by many applications throughout the enterprise For the nature and types of IT infrastructure, see Broadbent and Weill (1997) IT applications, as de ned in 2, are speci c systems and programs for achieving certain objective for example, providing a payroll or taking a customer order The number of IT applications is large Applications can be in one functional department, as shown in 7, or they can be shared by several departments, which makes evaluation of their costs and bene ts more complex.

New messages waiting to be processed, received from local users. New messages waiting to be processed, received from remote hosts, as well as processed messages from local users. Messages that are ready to be delivered by Post x. Messages that have failed on an initial delivery attempt and are waiting for another attempt. Messages that are destined for remote hosts that will connect to the mail server to retrieve them. Delivered messages stored for local users to read.

Another way to look at IT investment categories in proposed by Ross and Beath (2002) As shown in Table 131, their categories are based on the purpose of the investment (called drivers in the table) They also suggest a cost justi cation (funding approach) as well as the probable owner Still other investment categories are offered by Devaraj and Kohli (2002), who divide IT investments into operational, managerial, and strategic types, and by Lucas (1999), whose types of investment are shown in Online File W134 The variety of IT investment categories demonstrates the complex nature of IT investment People in organizations use information to help them make decisions that are better than they would have been if they did not have the information.

x = int(10 * rand())

Senior executives make decisions that in uence the pro tability of an organization for years to come; operational employees make decisions that affect production on a day-to-day basis In either case, the value of information is the difference between the net bene ts (bene ts adjusted for costs) of decisions made using information and the net bene ts of decisions made without information The value of the net bene ts with information obviously needs to re ect the additional costs of obtaining the information The value of information can be expressed as follows: Value of information Net bene ts with information Net bene ts without information.

T h e f i t p m of the book ( 2)can be viewed as a background material chapter wfthin data communication. To be able to run a network in the best possible way it is important to know how the system works behind the scenes . This chapter covers data communication in networks.

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