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duction of a qualifying asset, they should be capitalized as part of the cost of the asset. All other borrowing costs should be expensed as incurred. The revised standard is effective for annual periods beginning on or after January 1, 2009. Early application is permitted but retrospective application is not permitted. These revisions to IAS 23 have been made as part of the IASB s efforts to converge with US GAAP. By amending IAS 23 and removing the option to expense borrowing costs relating to qualifying assets, the principal difference between IAS 23 and SFAS 34 (US GAAP) has been eliminated. 7. BORROWINGS ELIGIBLE FOR CAPITALIZATION 7.1 When borrowings are taken specifically to acquire, construct, or produce an asset, the borrowing costs that relate to that particular qualifying asset are readily identifiable. In such circumstances, it is easy to quantify the borrowing costs that would need to be capitalized by using the process of elimination, that is, capitalizing the borrowing costs that would have been avoided had the expenditure on the qualifying asset not been made. 7.2 Difficulties arise, however, if borrowings and funding are organized centrally, say, within a group of companies. In such cases, a weighted-average capitalization rate may be applied to the expenditures on the qualifying asset. 7.3 When funds borrowed specifically to finance a qualifying asset are not utilized immediately, and instead the idle funds are invested temporarily until required, the borrowing costs that are capitalized should be reduced by any investment income resulting from the investment of idle funds. 7.4 Borrowing costs capitalized in a period cannot exceed the amount of borrowing costs incurred by the entity during that period.

A project proposal has been prepared and approved. The project manager has received and understands the proposal. Any future milestones requiring an updated proposal and renewed approval have been identified.

< xml version="1.0" encoding="UTF-8" > <result xmlns="http://www.ietf.org/xml/ns/mrcpv2"> ... </result> All NLSML documents include the root element <result>. The namespace for MRCP s version of NLSML is http://www.ietf.org/xml/ns/mrcpv2 as indicated by the xmlns attribute. The rest of the document structure depends on whether or not NLSML is being used to return speech recognition results, voice enrolment results, or speaker verification/identification results. We discuss each of the three cases in the following sections.

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Each BUDGET must be composed of one or more BUDGET ITEMs, which store the details of exactly what is being budgeted. The amount attribute defines the total amount of funds required for the item within the time period. The purpose attribute identifies why the items are needed, and the justification attribute describes why the budgeted amount of money should be expended. Each BUDGET ITEM is described by a BUDGET ITEM TYPE so that common budget item descriptions can be reused. BUDGET ITEMs may be comprised of other BUDGET ITEMs via the recursive relationship around BUDGET ITEM. Table 8.8 provides two simple examples of budget items within the budgets described in the previous section.

A-11

So you just got a fat raise It s going to be easier now, you gure, to max out your 401(k) and sock away that $12,000 next year Well, think again If you make $85,000 or more this year, you may have a hard time getting to that magic number Take Richard Geist, for example With his 2001 promotion, the Studio City, California-based nance manager for CNA Insurance had his salary bumped to just above $85,000 What else did he get A notice telling him that his pretax 401(k) contribution would be reduced to just 6 percent of his salary or $5,500 It sort of blindsided me, says Geist That s $5,000 less that s hidden from taxes Here s why: Uncle Sam wants to ensure that rank-and- le workers are encouraged to join 401(k) plans.

(iii) links, forms and menus with document scope; (iv) links, forms and menus with document scope in the application root; (v) platform grammars, if any.

Case Study 1 Facts XYZ, Inc. is negotiating with the local government to build a new bridge after demolishing the existing bridge in downtown near the city center. At the initial meeting, it was indicated that the government would not be willing to pay for both components of the contract an amount exceeding $100,000. The government representatives insisted that separate proposals would need to be submitted and negotiated and that the contractor should maintain separate records for each component of the contract and upon re-

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