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Its windows were boarded up, and mattresses lay in the overgrown yard, near a For Sale sign.Van Sickler learned that Kim acquired the house in 2006 with a deed that was witnessed by a convicted drug dealer, then ipped it for the sum of three hundred thousand dollars, with the help of a no-money-down mortgage from a subsidiary of Washington Mutual Bank, which later foreclosed on the house. (Last year, WaMu went into receivership, after becoming the largest bank failure in American history.) According to mortgage-fraud experts, the straw buyer is typically paid a small slice of the ipper s take and then disappears without moving in. When Van Sickler recently asked a real-estate agent about the house, he was told, That s selling for fty-two thousand, but it can be yours for thirty- ve thousand in cash. Sonny Kim may not be the biggest, he may not be the worst, but he really epitomizes the laxness of the banks during the boom years, Van Sickler said as we stood outside the house. It raises the question, Did anyone from the bank do a drive-by to eyeball this place Kim s deals had been nanced by Wachovia, Wells Fargo, Bank of America, Lehman Brothers, Fannie Mae, and Freddie Mac. While Van Sickler, who was having trouble selling his own house in Tampa, was investigating the trail of Sonny Kim in September, the country plunged into the worst economic crisis since the Great Depression, and the banks that had greased Kim s deals were at the center of it. We re not all to blame for this, Van Sickler said. Decisions were made, and people looked the other way. This did go all the way up the ladder. 13

Level of Uncertainty It is often futile to develop elaborate plans and employ sophisticated control techniques on projects with high levels of uncertainty. As we know, the problem with such projects is that we have very little information about what the future holds. Given great uncertainty, it is guaranteed that the plan, however elaborate it is, will undergo continual modi cation, so that detailed planning and stringent controls may not work. In fact, they may actually hurt a project if they enforce rigidity on a project that needs exibility. Projects with low levels of uncertainty can support detailed planning and tight control, because we have substantial knowledge of what is necessary to bring them to fruition. Organizational Requirements Organizations vary widely in their approach to planning and control. The business press is lled with stories of companies that make it a habit to rush into projects without planning adequately for them, as well as tales of companies that go through an elaborate planning exercise before they make any important decisions. We often read of companies tottering on the brink of bankruptcy because of loose corporate control over operations, as well as companies with such tight control systems that management knows precisely how every penny is spent. In general, organizations with a corporate culture that places emphasis on good corporatewide planning and control employ good planning and control practices on their projects. The danger here is that senior management may require project managers to go through the same planning and control procedures with a $3,000 project as with a $10 million project. Organizations in which corporate culture tolerates sloppy planning and control procedures are likely to foster projects that are poorly planned and controlled.

Small computing devices are more likely to have alternate input/output (I/O) methods than desktop computers. For portable devices, the form factor which we discuss in the next section often determines what I/O methods are acceptable. Size constraints make the regular I/O methods of a desktop computer (full-size keyboard, monitor, and mouse) impractical or impossible. In an embedded system, of course, I/O methods are more constrained. There might be no visible user interface, for example, and all input might come from sensors (as opposed to human interaction).

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in 1999. See the Bureau International des Poids et Mesures (BIPM) website (www.bipm.org).