IEEE International Engineering Management ConferenceIEEE, 1998 |
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Pagina 248
... Table 1 - All Repondents PERCEPTIONS QUESTIONNAIRE PAS MKT MNG 52 % 34 % 14 % 44 % 35 % 21 % Table 2 - Top - Level Management / Senior PERCEPTIONS PAS MKT MNG 60 % 24 % 16 % QUESTIONNAIRE 51 % 29 % 20 % Table 3 - Mid - Level Management ...
... Table 1 - All Repondents PERCEPTIONS QUESTIONNAIRE PAS MKT MNG 52 % 34 % 14 % 44 % 35 % 21 % Table 2 - Top - Level Management / Senior PERCEPTIONS PAS MKT MNG 60 % 24 % 16 % QUESTIONNAIRE 51 % 29 % 20 % Table 3 - Mid - Level Management ...
Pagina 437
... tables . The fact table will be a transaction history of the key business activity being modeled . Each row in the fact table contains some combination of keys that make it unique . These keys are called dimensions . The fact table also ...
... tables . The fact table will be a transaction history of the key business activity being modeled . Each row in the fact table contains some combination of keys that make it unique . These keys are called dimensions . The fact table also ...
Pagina 438
... table takes the form of containing together a sales fact table and three dimension tables such as customer , time , and corner dimension table in a star schema . It is highly de- normalized and consists of contiguous sets of values in ...
... table takes the form of containing together a sales fact table and three dimension tables such as customer , time , and corner dimension table in a star schema . It is highly de- normalized and consists of contiguous sets of values in ...
Inhoudsopgave
STRATEGIC MANAGEMENT OF TECHNOLOGY | 1 |
Multisensor Optoelectronics System | 15 |
Animation of a Job Shop Scheduling Process | 28 |
Copyright | |
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activities analysis application approach areas automation Balanced Scorecard benefits capabilities Cellular Manufacturing client communication companies competitive complex cost cycle cyclical software development data mart database decision defined development process economic effective employees Engineering enterprise environment evaluation example expected Expert Systems factors Fat Clients firms focus function Geographic Information Systems global goals identified impact implementation important improve increase industry information system integration interaction internal issues kenaf knowledge manufacturing methodology Object OOBIS operations organization organizational output paper parameters performance phase planning problems product development Project Management psychological contract radical innovation Re-Design Rensselaer Polytechnic Institute requirements role schedule sharing specific stage strategy structure success system supplier task TCAD team members technical Thin Clients value network variables Waterfall Model