...UCCC2063 Analysis Algorithm Assignment Lecturer / Tutor : Mr. Wong Chee Siang Course: CS Name | ID | Cheng Shong Wei | 1103771 | Er Siang Chiang | 1203122 | Ng Yuan Wen | 1201733 | Question 1 : Fibonacci a. Iterative Fibonacci 1. Code: #include <iostream> #include <time.h> using namespace std; int main() { //loop until 80th Fibonacci long long count =10; while (count<=10000000000) { //variables time_t start,end; unsigned long long a = 1, b = 1; //prompt start = clock(); //start timer for(unsigned long long n = 3; n <= count; ++n) //calculated by iterative { unsigned long long fib = a + b; a = b; b = fib; if (n==count) cout<<"Fibonacci Number: "<<fib<<endl; } //end timer show Runtime end=clock(); double diff ((double)(end - start)); double time = diff / CLOCKS_PER_SEC; cout<<"Runtime ("<< count <<"th) : "<< time <<" seconds"<<endl; cout<<"------------------------------------------------------"<<endl; count = count *10; } system ("pause"); return 0; } 2. Analysis: n=3count1=count-3+1 T(n) =count-2 =O(count) =O(n) 3. Table n-th Fibonacci no. | Time 1(sec) | Time 2(sec) | Time 3(sec) | Average(sec) | 10 | 0.001 | 0.001 | 0.001 | 0.001 | 100 | 0.001 | 0.001 | 0.001 | 0.001 | 1’000 | 0.002 | 0.001 | 0.001 | 0.0013 | 10’000 | 0.003 | 0.002 | 0.001 | 0.0020 | 100’000 |...
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...Project management Approaches While estimating a project, the first step is to derive the size of the project so as to guide in estimation of other parameters, such as cost, schedule, and effort. With an accurate estimation of the size of your project done, you can carry out estimation of the required effort. This conversion from project size to total project effort is done after you have defined the project development lifecycle and development process that your team should follow to specify, design, develop and test the software. Estimation of the effort required in a project requires a project manager to identify and derive, and them put together all the activities that will build up the project as per the estimated size. There are various ways to derive effort from size: Use the organization’s historical data: An ideal path is to utilize your organization's documented information to decide the amount of exertion past projects of the same size has taken. This data obviously does not guarantee the performance of equal measure, but it sure provide a baseline of the possibilities. Review available records and determine the effort applied to achieve similar activities. You can interview the people who were there in case of lack of some records. This, of course, assumes a few things (a) your association has been archiving real records on recent activities and that you will follow a comparatively similar development lifecycle, utilize a comparable advancement strategy, utilize...
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...Alexander Mertens 23/10/2014 EMM - Groupe 3 Alexander Mertens 23/10/2014 EMM - Groupe 3 STRATEGIE: BITTER COMPETITION 1. Qui sont les principaux "acteurs", (leurs objectifs, intérêts, ambitions) dans l'industrie de l'aspartame? Industry Competitors L'industrie est partagée par 2 acteurs principaux, NutraSweet & HSC. NutraSweet: Société Américaine, Leader incontesté dans le secteur, domine le marché et est "protégé" par des brevets en Europe ('87), aux USA ('92), en Australie ('93) et offre une exclusivité au Japon à un de leurs fournisseurs Ajinomoto. Mais au moment de ce case, les brevets vont tomber en Europe et ceci ouvre les portes pour de potentiels concurrents. Par contre, NutraSweet va profiter de son expérience, de sa taille (7000 tonnes de production), de sa relation avec les clients principaux et de leur grande marge commerciale (aux US) pour pouvoir "combler" de potentielles pertes en vue de l'arrivée de nouveaux concurrents en Europe & au Canada. HSC: Société Néerlandaise, (joint venture de DSM et Tosho) établie en '86 pour pouvoir attaquer le marché de l'aspartame en Europe & au Canada, dès que les brevets de NutraSweet allait tomber ('87). Ils se basent sur une capacité de production de 500 tonnes (=12% capacité de NutraSweet) pour attaquer le marché Européen & Canadien. Leur expérience & connaissance sur le marché Européen, ainsi qu'un nouveau processus de production d'aspartame leur donne une potentielle Buyers Le marché...
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...1 Faculty of Economic Sciences, Communication and IT Department of Business Administration Garment Industry Analysis in China Case Study on YiChang Richart Factory Limited Degree Thesis of 30 credit points Service Science LIU XIANG & XING ZHENZHEN Karlstads universitet 651 88 Karlstad Tfn 054-700 10 00 Fax 054-700 14 60 Information@kau.se www.kau.se Supervisor: Lars Haglund 1. ABSTRACT Purpose - In manufacturing industry, China is the most powerful all over the world. The garment industry is one of the most important parts in the market for manufacturing goods. And for the garment industry, China is the largest export country in the world. When we go shopping, we can see a lot of tags about ―made in China‖. Referring to China’s exporting capability in the garment industry, we want to find out why most of international clothing companies choose China as their manufacture market for their production basement. And whether the ―made in China‖ tagged in clothes is influencing consumer behavior or not. Moreover, the authors would like to provide some feasible suggestions on the management for the Chinese garment manufacturers, especially in the labor force problem. Methodology - This paper mainly takes the methodologies of literature review, both qualitative and quantitative analysis in case study, and questionnaire survey. The literatures reviewed here include company articles, academic papers, books, and website information. And in consumer...
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...MANAGEMENT SCIENCE informs Vol. 55, No. 9, September 2009, pp. 1527–1546 issn 0025-1909 eissn 1526-5501 09 5509 1527 ® doi 10.1287/mnsc.1090.1028 © 2009 INFORMS INFORMS holds copyright to this article and distributed this copy as a courtesy to the author(s). Additional information, including rights and permission policies, is available at http://journals.informs.org/. Labor Market Institutions and Global Strategic Adaptation: Evidence from Lincoln Electric Jordan I. Siegel, Barbara Zepp Larson Harvard Business School, Harvard University, Boston, Massachusetts 02163 {jsiegel@hbs.edu, blarson@hbs.edu} A lthough one of the central questions in the global strategy field is how multinational firms successfully navigate multiple and often conflicting institutional environments, we know relatively little about the effect of conflicting labor market institutions on multinational firms’ strategic choice and operating performance. With its decision to invest in manufacturing operations in nearly every one of the world’s largest welding markets, Lincoln Electric offers us a quasi-experiment. We leverage a unique data set covering 1996–2006 that combines data on each host country’s labor market institutions with data on each subsidiary’s strategic choices and historical operating performance. We find that Lincoln Electric performed significantly better in countries with labor laws and regulations supporting manufacturers’ interests and in countries that allowed...
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