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By simply looking at the diagram, the reader is unable to decipher the sequence in which use cases will be executed Aesthetically good use case diagrams are usually arranged in such a manner that readers can get some idea of the process ow However, drawing such diagrams depends on the dexterity of the modeler rather than on a speci cation provided by UML itself Thus, a use case diagram itself is static (there is no concept of a time sequence, a then ), showing organization of the requirements rather than any dynamic aspect of the system behavior This nature of the use case diagram is a potential source of confusion for people who have data ow diagramming (DFD) experience and who are new to UML The intuitive interpretation of the arrowheads on the use case diagrams as a sequence of use cases is incorrect.

In addition, most state and local laws prohibit discrimination based on a person s age, marital status, sexual orientation, source of income, military status, and so on. On the other hand, landlords are allowed to select tenants based on criteria that are valid business reasons. These include a required minimum income and positive references from previous landlords, as long as these standards are applied equally to all applicants and tenants. The Fair Housing Act covers most housing. In some circumstances, the act exempts owner-occupied buildings with no more than four units, single-family housing sold or rented without the

Bid packages A.3.2. A.3.3. Contract requires subcontractors to develop detailed WBS for their work. A.3.1.4. A.3.3.1. A.3.3.2. A.3.3.3.

As use case diagrams indicate, none of the three allowable relationships between two use cases represent the concept of time or dependency 222 Putting Together a Use Case Diagram.

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lanning, preparing, scheduling, and executing SAP test cycles is a time-consuming and resource-intensive endeavor that requires participation from several project members. SAP projects are prone to have informal, ad-hoc test approaches that decrease the stability of the production environment and tend to increase the cost of ownership for the SAP system. Many SAP project and test managers cannot provide answers for questions such as how many requirements have testing coverage, the exit criteria for a test phase, the audit trails for test results, the dependencies and correct sequence for executing test cases, or the cost figures for a previously executed test cycle. Fortunately, through established testing techniques predicated on guidelines and methodologies (i.e., ASAP SAP Roadmap methodology, IBM s Ascendant methodology, and Deloitte s ThreadManager methodology), enforcement of standards, application of objective testing criteria, test case automation, implementation of a requirements traceability matrix (RTM), and independent testing and formation of centralized test teams, many of the testing risks that plague existing or initial SAP programs can be significantly reduced. This book is written for SAP managers, SAP consultants, SAP testers, and team leaders who are tasked with supporting, managing, implementing, and monitoring testing activities related to test planning, test design, test automation, test tool management, execution of test cases, reporting of test results, test outsourcing, planning a budget for testing activities, enforcing testing standards, and resolving defects. The book revisits testing standards and techniques supported by the software engineering institute, the Institute of Electrical and Electronics Engineers, and Unified Modeling Language (UML), which xiii

explain their findings and recommendations concerning primarily the overall effectiveness of both the internal and external auditing functions and other areas within their original jurisdiction as defined by the board. In addition, the report should be based on their participation in the audit planning process as well as their monitoring activities, discussed in the preceding chapters. Such a report is critically important to the board for these reasons: It communicates to the board financial, accounting, and auditing matters of particular interest that were noted in the audit directors reviews and discussions with the internal and external auditing executives and the senior representatives of management, such as the chief financial officer. Their report not only contains an independent and objective appraisal of the audit functions but also provides assurance to the board that management is fulfilling its stewardship accountability to its outside constituencies, particularly the stockholders. The report reflects the audit committee members responsibility to exercise the legal duty of care in view of the fiduciary principle, discussed in 4. The reader should reread this chapter prior to the preparation of the report. Also, the reader should refer to Appendix H on this book s website. It calls the board s attention to nonfinancial accounting matters of significance, such as conflicts of interest and other general business practices.

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