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with the fancier restaurants on this issue Besides, he does not want any government regulation of what his company does on its own The FDA in 2004, after a big study of the issue, declined to require any listing of information It simply called on restaurants to provide information voluntarily and customers to ask for it Bob Brackett, the head of the Center for Foods, did not dispute the virtues of making ingredients public He simply predicted that market pressures would force the industry to act, if consumers are expecting and want to see this information True, nutritional listing is mandatory on packaged food, but that had required congressional action in 1990, while Kellogg touted the wondrous properties of its All-Bran cereal and other manufacturers publicized similar supposed health benefits in their products And a decade after the 1990 law, loopholes were popping out all over the label.

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Serving size, for instance, had become meaningless, if not misleading, because people were eating bigger portions than they had 10 years earlier Consider the 20ounce plastic Coke or Pepsi bottle ubiquitous in vending machines One person almost always drinks a whole bottle By the FDA s decade-old definition, however, that bottle contained two and a half servings of eight ounces each Therefore, manufacturers could legally claim on the label that a serving of Coke had only 100 calories which most consumers took to mean that the whole bottle had only 100 calories, not the actual 250 Similarly, a standard muffin had ballooned from a nugget two inches in diameter into something the size of a baseball Carbohydrates were another area of confusion in the Wild Wild West of FDA food regulation.

The repetitiveness of building a Web site is often a matter of repeating the same series of commands over and over again. You might, for example, need to add a vertical margin of 10 pixels and a horizontal margin of 5 around most, but not all, of the images on a page. Rather than selecting each image and then entering these values time and again in the Property Inspector, you can now enter the values once and then save that action as a command. The feature that brings this degree of automation to Dreamweaver is found in the History panel. The History panel shows each step taken by a designer as the page is developed. Although this visual display is great for complex, multilevel undos, the capability to save any number of your steps as an instantly available command is truly time-saving.

As carbohydrates replaced fat as the bogeyman of dieters in the early 2000s, manufacturers wanted to jump on the bandwagon by labeling their food low in carbs The Agriculture Department and the Alcohol, Tobacco, Tax, and Trade Bureau in the Treasury Department managed to define low carbohydrates for meat, poultry, and beer But the FDA had no definition of the term There are healthier, high-fiber carbohydrates that are digested more slowly (the kind found in whole grains and fruit) and unhealthy ones that cause blood sugar to spike rapidly (the kind found in potatoes and processed cookies) Even the same types of carbohydrate can increase blood sugar levels more quickly, depending on what foods they are found in or even how they are processed.

Should they all be counted the same To make matters worse, in the original nutrition labels, the FDA had played up fat content, with a special listing for calories from fat, not carbohydrates..

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Requirements-related problems are one of the principal sources of cost and schedule overruns. They may lead to rejection of the deliverable or to major reworking of project tasks. Furthermore, they contribute substantially to what I perceive to be the most serious category of project failure: the production of a deliverable that is never used or is misused. Requirements-related problems result in several ways: the requirements that are speci ed are incorrect, they are imprecise and ambiguous, or they shift as the project is carried out. Regardless of the speci c nature of the requirements-related problem, its consequences unfold with consistent regularity. Here is what happens. During the course of the project, the customers become aware that what the project staff are developing is not what they want. This may re ect the fact that the project staff are working on something completely at variance with what the customers want (incorrect requirements), or they have misinterpreted the customers stated desires (imprecise, ambiguous requirements), or the customers have changed their minds about what the project staff should develop (shifting requirements). Whichever problem it is, the customers and the project staff are out of sync, and the ow of the project is interrupted.

(4.16b)