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There are two things that can enable a product to achieve the necessary quality and freedom from error, if they are done right. One is the testing and the other one is sensible error xing. Testing is intended to nd defects in priority order and sensible xing corrects them in priority order. However, these two priority orders can be different. In a product program, it may not always be wise to x all the defects discovered, but instead handle them as known issues. This, of course, raises the question of why we did the testing to discover defects that we do not plan to x. Sometimes defects in very complex components can be very safe and simple to x. However, understanding what pieces of the functionality are so critical and important to the customer that they should be error free, no matter how big the risk of regression, is as important as recognizing which defects are very safe to x. At a certain stage in a program it can be worth xing all discovered defects and, then, after that analysing which xes are to be integrated and which not. This activity is called gatekeeping and the person responsible for it is called the gatekeeper. Figure 11-1 shows the sorts of issues a gatekeeper should consider for each x.

Buying CDs and DVDs that already contain music or a movie is easy. You just go to the store and buy the album or movie of your choice. Of course, you need a stereo or CD player to listen to commercial CDs. And you need a DVD player and a TV to watch DVD movies. But you don t have to worry about all the different types of disks. When buying blank disks to make your own CDs or DVDs, things are a little more complicated. First, you need to know the capabilities of the CD/DVD drive in your computer. This isn t always easy because most people buy computers without even realizing there s a difference.

Use 2 lb (1 kg) leeks in place of the carrots. Increase the potatoes to 21 2 lb (1.25 kg).

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allows us to abstract away from many internal states of the automaton, which are necessary if each output is triggered by an individual transition. The application of I/O -automata to our description of objects is given in De nition A.1.1. De nition A.1.1 (I/O -STS)

TInt i = 1234; writer.WriteInt16L(i); // writer is RFileWriteStream, initialized // and leave-safe ... TInt j = reader.ReadInt16L(); ... // Cleanup etc

Serving attractive food is largely a matter of being neat and careful and using common sense.This is an aspect of the professionalism we discussed in 1. Professionals take pride in their work and in the food they serve.They don t send a plate to the dining room with sauce accidentally dribbled across the rim and maybe a thumbprint or two for extra effect not because their supervisors told them not to or because a rule in a textbook says so but because pride of workmanship prevents it.

This chapter begins with the context in which motivational interviewing was developed: the often con ict-ridden encounters in alcohol counselling in which poor motivation, denial and resistance were viewed as ingrained qualities of clients themselves. A psychologist trained in client-centred counselling, William R. Miller, developed the hypothesis that the way clients were spoken to could either enhance or minimize motivation to change. The method that emerged provided counsellors with the skills to reduce resistance and explore the uncertainty about change (ambivalence) so common among problem drinkers. It is guided by the notion that motivation to change should not be imposed from without, in the form of counsellor arguments for change, but elicited from within the client. This chapter outlines the practice of motivational interviewing, starting with three central concepts readiness, ambivalence and resistance. It then turns to the principles and three core skill areas empathic listening, eliciting self-motivating statements and responding to resistance. The chapter concludes with a brief review of research evidence and a discussion of the opportunities and limitations of motivational interviewing.

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CAREER DEVELOPMENT PLANS Sometimes you can get where you want to go in business if you re lucky. But, more often, it takes a plan, and effective career development requires well thought out and executed plans. Make no mistake about it: Career development plans take time to develop and they take time to monitor, track, and adjust as needed. But the investment of time required will pay off many times over in employees who perform better and who are happier in their jobs. The best career development plans contain at minimum the following five key elements:

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