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The time when pro ts are made is when prices push through support or resistance and break out. The longer a price has been trying to push through a certain price level, the more forceful it will be when it nally does make it through (think back to our Red Rover game, and picture a particularly eager youngster who has tried ten times to get through the line and is more determined than ever to do so). Figure 1.3 is an example of how potent this is. The rst half of the stock chart for ALVR shows prices bouncing between about $2.00 and $2.50. For month after month the stock was completely stagnant, and buyers were accumulating at these levels. There were several attempts to push through resistance (represented by the horizontal line), but they failed . . . until the midpoint of the graph, in April. At that point, three important things happened: (1) buyers overcame sellers, pushing prices above resistance; (2) volume increased as excitement began to build around the stock; and (3) when some pro t-taking took place, prices eased back, but they did not go beneath the former line

6.12 The bene ts of using a polarizing lter are evident in this image of cliffs in the Grand Canyon. The polarizing lter, when rotated properly, yields deep blue skies, reduces re ections from surface glare of foliage, and saturates landscape colors. Taken at ISO 200, f/8, 1/200 second with a 28.3mm lens setting.

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Users should not be able to view data or perform operations for which they have no permissions. Hiding an available and accessible function is inappropriate, because users must be able to see what they can do. The visual appeal and usability of a graphical user interface (GUI) can be degraded by varying layouts depending on the (current) access rights of a user. For example, blank space might appear for some users where others see options they can access, or sequence and number of menu items might differ, depending on the current user s rights, and thus blind operation of the menu by an experienced user is no longer possible. Showing currently unavailable functions can tease users to into upgrading their access rights, for example by paying for the access or buying a license after using a demo version. Trial and error are ineffective means of learning which functions are accessible. Invoking an operation only to learn that it doesn t work with your access rights is confusing.

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This distinguishes patterns from other design or modeling techniques, for example, the Unified Modeling Language [BRJ98]. Artifacts that are created with such techniques are not only intended to be human-usable and human-readable: they can also be input to tools that then execute formal consistency and correctness checks on them, simulate them, and even generate code fragments from them. At first glance such techniques might seem superior to patterns. However, in real-world practice they are only useful for documenting, implementing, and tuning an already-designed system. They do not support us in the creative act of designing a new system and understanding its challenges but patterns do!

FIGURE 1.3 After breaking out of a saucer pattern, ALVR blasted ahead on much bigger volume to a 500% gain in about a year.

Now that we know that software patterns intend to support humans in understanding and building software systems, we can ask what concrete purpose they serve in that context The most obvious and of course correct answer is: software patterns help humans to understand and resolve problems Why else do they contain human-readable descriptions of problems and their solutions The problem areas that software patterns address are the organizational, analysis, architecture, design, and programming aspects of software development However, software patterns do not just specify arbitrary solutions to software development problems As we discussed in earlier sections of this chapter, a pattern represents proven and practiced experience timeless solutions to recurring problems that can be implemented in many different ways presented so that people can understand, and talk about, the problems, the solutions, and their influencing forces and trade-offs.

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