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If you included this XML element within an XML or HTML document, it would be interpreted as an element. If you don't want it to be interpreted as an element, you need to escape the meaningful characters the less than signs with < and the ampersand with & so that the XML parser doesn't interpret them as the start of tags or entities:

EPIQ s stock gained more than 1,264 percent as its earnings soared, on average, 44 percent per year. (See Figure 1.2.) Of course, EPIQ was also more volatile than Microsoft. And the smaller company ought to be much more vulnerable than the mighty Microsoft during an economic downturn. But EPIQ s incredible performance over the past few years would have been a great sweetener to any diversi ed portfolio. Little companies are signi cantly more volatile than big companies meaning there s much more downside risk. And they don t pay dividends as often, a real detriment for investors who want some income. There are other risks as well. When the economy is uncertain, investors looking for safety and stability will often abandon small caps for blue chips. Also, because small companies have fewer shares outstanding, their price movement is necessarily more erratic. When good news hits, investors clamoring to get in will drive the price up quickly. When bad news hits, the opposite is true, and it can sometimes be dif cult to get out. Because fewer Wall Street analysts cover these stocks, there s also less reliable in-

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1. Purchases one house each year for 10 years 2. Holds each property through Year 25 3. Arranges mortgage payments so all units are owned free and clear by Year 25 4. Assumes annual growth rate of 4%

make sense. The same confusion can exist in the relationship between a use case and a corresponding actor representing an interface to an external system. Use case-to-use case relationships are also not precise, leading to confusion. For example, generalization between use cases will be imprecise, as there are no wellde ned attributes and operations in a use case. The other two relationships, include and extend, may also be confusing, as at times it is possible to visually represent the requirements with either of the two relationships. While use cases themselves document business processes, use case diagrams do not exhibit any sequential ow and do not depict any dependency. Thus use case diagrams are not an ideal mechanism to show the ow between different entities within the system. Use cases and use case diagrams do not have a granularity standard. Therefore, sometimes, use cases are written as huge descriptive documents, preventing the modelers from capitalizing on the reusable and organizational aspects of use case modeling. Alternatively, too brief a description results in a large number of minuscule use cases, making them less comprehensible and manageable.

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Fig. 2.23 The speci c loading modality of sports is associated with the estimated bone strength or section modulus (Z) of the femoral neck. The bars represent the percentage bene ts in bone strength among athletes representing different sports relative to non-athletic, but otherwise physically active persons. (Data adapted from the study of Nikander et al. 2005.)

Kelly s original account of what he calls abstracting across and extending the cleavage of a superordinate construct; see Kelly (1963: 57^58).

In 1992 Paul Osterman at Wharton s Center for the Educational Quality of the Workforce (EQW) conducted a national telephone survey of manufacturing establishments with more than 50 employees that received approximately a 65% response rate Osterman (1994) reported that one-third of organizations had an active quality program and 26% had job rotation for core employees Approximately two-thirds of organizations at this time employed some type of contingent pay practices (eg gainsharing or skill-based pay) The survey also found that 40% of establishments had self-directed teams, which indicates a greater degree of employee involvement than earlier studies In 1994 the EQW teamed with the US Census Bureau on a national representative survey of establishments with more than 20 employees, called the National Establishment Survey (NES) This survey asked about the adoption of practices among all employees, rather than core employees, as was done in the original study.

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