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put in on the job. For decades, service providers have trained clients to think that the hourly rate is the gold standard of pricing. It is easy to understand and gives clients a simple way to compare rates between competitors. It isn t usually too long after clients see hourly rates, however, before they pressure consultants for discounts. Clients will also quickly see an advantage for them to cap or limit the total hours that providers can charge for projects. With such limitations, clients must preapprove any work that exceeds the hourly ceiling. With hourly caps, project fees are fixed and clients get some price security. But if the project schedule slips because of an unforeseen event or because the client fails to complete a task on time, consultants can find themselves working for free and losing money. How to Use Hourly Rates Hourly pricing limits consultants opportunities to share in the benefits they re helping to produce for clients, so some consultants try to avoid this strategy. However, many clients demand hourly rate agreements, so they are difficult to avoid. The following guidelines are useful when using this approach: Establish an hourly or daily rate that will ensure project profitability. Avoid caps on hours per day or per project. Provide an hourly or daily rate for each consultant level (for example, partner, senior manager, manager, and consultant). Don t quote a composite rate for all consultants on the project because any change in the consultant mix will impact the project s profit. Confirm that rates apply only to this project and that other projects can be billed at different rates. Establish a firm time frame for rates to remain in effect; if a project extends beyond your fiscal year, include any planned rate increases for your practice.

You won t nd hard-core growth managers among my manager picks because I don t like managers who take unnecessary risks with my clients money. Unfortunately, all too many growth managers do. When I allocate funds to t the growth section of my clients portfolios, I want someone who thinks intelligently about risk. Someone like Rick Lane. I like Rick because he takes calculated risks. Rick is something of a freestyler. As you may recall, freestylers are some of my favorite kinds of managers because they don t get stuck in a category. They do their level best for their investors, whatever the market conditions. Freestyle managers can cause some confusion in your research. Exactly where do they t in the portfolio allocation At times it

In the PC, the processor is faster than the memory, which is in turn faster than the hard disk. As depicted in Figure 7-1, caching solves some of the speed issues by providing an intermediary buffer between a faster device (the processor or RAM) and a slower device (RAM or the hard disk).

The bandwidth necessary to provide routing table updates increased. The 16-hop limitation did not meet the needs in LANs that had hops that were legitimately more than 16 hops away. The distance-vector algorithm had difficulty keeping up with changes that occurred regularly in larger LANs. Therefore, the best route was not always chosen.

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You can also modify a cell by changing its formatting. However, formatting a cell affects only a cell s appearance. Formatting does not affect its contents. Later sections in this chapter cover formatting. n

Algebraic Argument The first step toward relating the solution vectors {G, 2 }in (32.2) and (32.8) is to relate G the coefficient matrices {P,P2}in (32.3) and (32.9). To achieve this, we start by observing from (32.9) that

FIGURE 7.20 The only thing that bothers me about this portrait is the sharp background that competes with the main subjects.

How often are data available Is that frequency often enough for us to make an effective course correction What frequency do we need to make effective changes

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