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When working with fractions, you are usually asked to reduce the fraction to lowest terms or to write the fraction in lowest terms or to reduce the fraction. These phrases mean that the numerator and denominator have no common factors. For example, 2 is reduced to lowest terms but 4 is not. 3 6 Reducing fractions is like fraction multiplication in reverse. We will rst use the most basic approach to reducing fractions. In the next section, we will learn a quicker method. First write the numerator and denominator as a product of prime numbers. Refer to the Appendix if you need to review how to nd the prime factorization of a number. Next collect the primes common to both the numerator and denominator (if any) at beginning of each fraction. Split each fraction into two fractions, the rst with the common primes. Now the fraction is in the form of 1 times another fraction.

Next, you need a web.config file in a separate folder where you will place the necessary files for the registration operation.

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Let x amount deposited in the 5 1 % account 2 0:055x interest earned at 51 % 2 16,000 x amount deposited in the 6 3 % account 4 0:0675 16,000 x interest earned at 63 % 4 Interest earned at 5 1 % Interest earned at 6 3 % ! 960 2 4 0:055x 0:0675 16,000 x ! 960 0:055x 1080 0:0675x ! 960 0:0125x 1080 ! 960 1080 1080 0:0125x ! 120 0:0125 120 x 0:0125 0:0125 x 9600 Mary can invest no more than $9600 in the 51% account in order to 2 receive at least $960 interest at the end of the year. An excavating company can rent a piece of equipment for $45,000 per year. The company could purchase the equipment for monthly costs of $2500 plus $20 for each hour it is used How many hours per year must the equipment be used to justify purchasing it rather than renting it Let x number of hours per year the equipment is used The monthly purchase costs amount to 12(2500) 30,000 dollars annually. The annual purchase cost is 30,000 20x. Purchase cost < Rent cost 30,000 20x < 45,000 30,000 30,000 20x < 15,000 15,000 x< 20 x < 750 The equipment should be used less than 750 hours annually to justify purchasing it rather than renting it. An amusement park sells an unlimited season pass for $240. A daily ticket sells for $36. How many times would a customer need to use the ticket in order for the season ticket to cost less than purchasing daily tickets

follows: Identity management is a solution that decouples user management from enforcement of access policies inside applications. The core challenge of identity management is balancing centralization of management with the decentralization and localization of enforcement. To arrive at the point where we are true to the definition, we need to assess the enterprise s maturity level with respect to security infrastructure. Centralization of identity management requires some basic IT plumbing to be in place or be developed before we can truly centralize user management and automate access provisioning. The existence of these key prerequisites of centralization and automation will drive our architectural and implementation choices, since we must often focus first on setting up the basic plumbing, such as integration and storage facilities, before we architect the identity management infrastructure. As a result, we usually start the architecture process at what architects often refer to as the discovery phase, when we ask questions to assess and qualify the problem s current state and scope.

The demand for a product or service creates an opportunity for prospective entrepreneurs. Understanding that consumers in the 1990s wanted to be educated, be entertained, preserve the environment, be good parents, stay healthy, and do a lot of this over the Internet, clever entrepreneurs started E-businesses to meet these needs. Big business leaves many needs unmet and market niches untapped. Entrepreneurs go against the odds every time they start a new busi-

Figure 22-7. Photograph of the lateral surface of the human brain. (Reproduced by permission from Carpenter MB, Sutin J: Human Neuroanatomy, 8th ed. Baltimore, Williams & Wilkins, 1982.)

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few others like him who couldn t perform at their best when yelled at, my father would get passionately, furiously, mad at people. He would let them know about their mistakes on the spot, in real time. He would break an individual down to rock bottom, with an emotional tongue-lashing that could be absolutely devastating. I witnessed many of these verbal assaults, and I was often deeply embarrassed when it happened. These players were my heroes. And it must be said that I was on the receiving end of many of these verbal dressing-downs. We had a lot in common, those players and I.

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