Book name Problem Solving with C++ by Savitch Addison-Wesley, 8.docx

Book name:
Problem Solving with C++ by Savitch Addison-Wesley, 8th ed.
2012
PROJECT 1, 5, 18 ON CHAPTER 3
These are my solutions! But it needs little correction, very little
correction!
PROJECT 1 ON CHAPTER 3:
#include <iostream>
using namespace std;
int main()
{
char input1, input2, repeat;
do {
cout << "Player-1 turn! Enter your move. For rock press
r/R, for paper press p/P, and for scissor press s/S, please! " <<
endl;
cin >> input1;
cout << "Player-2 turn! Enter your move. For rock press
r/R, for paper press p/P, and for scissor press s/S please! " <<
endl;
cin >> input2;
if (input1 != 'r' && input1 != 'R' // if which checks the
both inputs CLOSING
&& input1 != 'p' && input1 != 'P'
&& input1 != 's' && input1 != 'S'
&& input2 != 'r' && input2 != 'R'
&& input2 != 'p' && input2 != 'P'
&& input2 != 's' && input2 != 'S')

{
cout << "You have entered wrong input!! " << endl;
}
else if (input1 == 'r' || input1 == 'R')
{
if (input2 == 'p' || input2 == 'P')
{
cout << "Paper defeat the rock!" << endl;
cout << "Player 2 wins the game!" << endl;
}
else if (input2 == 's' || input2 == 'S')
{
cout << "Scissor defeat the paper!" << endl;
cout << "Player 1 wins the game!" << endl;
}
else // if input2 == 'R' || 'r'
{
cout << "Rock will not defeat other rock!" << endl;
cout << "Tie! Neither Player 1 nor Player 2 won the
game! " << endl;
}
} // CLOSING LOOP for player 1 when he input R
else if (input1 == 'p' || input1 == 'P')
{
if ((input2 == 'r') || (input2 == 'R'))
{
cout << "Paper defeats rock!" << endl;
cout << "Player 1 is the winner!" << endl;
}
else if ((input2 == 'p') || (input2 == 'P'))
{

cout << "Paper will not defeat other paper!" << endl;
game! " << endl;
}
else //if (input2 == 's' || input2 == 'S')
{
cout << "Scissor will defeat paper!" << endl;
}
} // CLOSING LOOP if the 1st player enters p or P
else //if (input1 == 's' || input1 == 'S')
{
if ((input2 == 'r') || (input2 == 'R'))
{
cout << " Rock will defeat scissor" << endl;
}
else if (input2 == 'p' || input2 == 'P')
{
cout << "Scissor will defeat paper" << endl;
}
else //if Player 2 choose 'S'||'s'
{
cout << "Scissor will not defeat other scissor! " <<
endl;
game! " << endl;
}
} //CLOSING LOOP if player 1 choose scissor
cout << "Do You Want to play again?" << endl; //

Ask the player if he want to repeat the game
cout << "Press Y for Yes or any key to quit the game!" <<
endl;
cin >> repeat;
} while ((repeat == 'Y') ||(repeat == 'y')); //do while
CLOSING
return 0;
} // main int CLOSING
END of PROJECT 1 ON CHAPTER 3
PROJECT 5 ON CHAPTER 3:
#include <iostream>
int main()
{
//variable declaration
int hours, minutes, call_duration;
char day1, repeat;
do {
cout << " Enter the day of the Call, please! " << endl;
cout << " Press M for Monday " << endl;
cout << " Press T for Tuesday " << endl;
cout << " Press W for Wednesday " << endl;
cout << " Press H for Thursday " << endl;
cout << " Press F for Friday " << endl;
cout << " Press S for Saturday" << endl;
cout << " Press U for Sunday" << endl;
cin >> day1;
cout << "Enter the time in hours" << endl;

cin >> hours;
cout << "Enter the time in minutes" << endl;
cin >> minutes;
cout << "Enter the time of call duration in minutes" <<
endl;
cin >> call_duration;
// to check if the entry is correct or not...
if ( (day1 != 'm')&& (day1 != 'M')
&& (day1 != 't')&& (day1 != 'T')
&& (day1 != 'w')&& (day1 != 'W')
&& (day1 != 'h')&& (day1 != 'H')
&& (day1 != 'f')&& (day1 != 'F')
&& (day1 != 's')&& (day1 != 'S')
&& (day1 != 'u')&& (day1 != 'U'))
{
cout << "Wrong Entry!" << endl;
}
// if the Entry is correct..
else if ((day1 == 'm')&& (day1 == 'M')
|| (day1 == 't') || (day1 == 'T')
|| (day1 == 'w') || (day1 == 'W')
|| (day1 == 'h') || (day1 == 'H')
|| (day1 == 'f') || (day1 == 'F'))
{
if ((hours >= 8) && (hours < 18))
{
cout << "The cost of your call is $ " << (0.40 *
call_duration) << endl;
}
else
{

call_duration) << endl;
}
} //IF the call was during the midweek LOP CLOSING
else //IF the call was during the weekend LOP OPENING
{
call_duration)<< endl;
} //IF the call was during the weekend LOP CLOSING
cout << " Do you want to repeat this program?" << endl;
cout << " Press Y for YES or press any key to quit the
program!! " << endl;
} while ((repeat == 'Y') || (repeat == 'y')); //do while to let
the program repeated if the user wish (loop CLOOSING)
return 0;
} // main loop CLOSING
End Project 5
Project 18 on Chapter 3:
#include <iostream>
int main()
{
// Variable declaration
int temperature, n, n1 , temp = 0;
bool check = true;
cout << "Enter the temperature value please!" << endl;
cin >> temperature;

n=temperature;
n1=temperature;
while (check)
{
while (n!=0)
{
temp = n % 10;
if (temp == 1 || temp == 4 || temp == 7)
break;
else
n = n/10;
}
if (n==0)
check = false;
else //decrease the n value
n = --n1;
} //while(check) CLOSING LOOP
cout << n1;
check = true;
while (check)
{
while (n!=0)
{
temp = n % 10;
if (temp == 1 || temp == 4 || temp == 7)
break;
else
n = n/10;
} //while (n!=0) CLOSING LOOP
if (n == 0)
check = false;
else //increase the n value
n = ++n1;

} //while (check) CLOSING LOOP
cout << " " << n1 << endl;
return 0;
}
END OF PROJECT 18 ON CHAPTER 3
Balanced Scorecard
Philosophy, Basics, Fundamentals, and Functions
OriginsOne of a number of quality schemes and tools used by
organisations to improve their performanceCreated by Kaplan
and Norton of Harvard Business School in the early
90’sOriginally adopted by organisations to improve their
performance measurement systems
Other quality schemes include EFQM Business Excellence
Model, Charter Mark, Six sigma
Promoted by Scottish Executive for Public Sector organisations
to deliver excellent service
Original results achieved were limited due to narrow focus of
implementation

The Philosophy“As companies around the world transform
themselves for competition that is based on information, their
ability to exploit intangible assets has become far more decisive
than their ability to invest in and manage physical assets.”
Kaplan and Norton Harvard Business Review 1996
Particularly relevant for RGU and where it sits today
– major capital investment completed,
– leadership development programme underway,
– challenging development strategy underway
EG recommends that RGU adopts the Balanced Scorecard to
support delivery of our 2010 strategy
BasicsMoves focus away from purely financial measures of
performanceBalances financial measures with those from three
additional perspectives:CustomersInternal business
processesLearning and growth
Learning and growth replaced in some models with a People
dimension
Some scorecards have more than 4 dimensions if this is
considered critical to the business model
FundamentalsContext of vision and strategyBalances
performance from a number of different perspectivesCentres
around identifying Critical Success Factors (CSF’s) for the
organisation to achieve its objectives

CSF – what do we absolutely need to have achieved in this
perspective which will demonstrate that we have achieved our
vision and our strategy?
Fundamentals (cont)For each CSF, Key Performance Indicators
(KPI’s) are identified to measure progress in achieving the
objectivesFor each KPI, targets and actions can be aligned and
assigned to ensure activity is focused on delivering the
objectivesInitiatives can be identified which will enable the
targets to be achieved
Fundamentals - Chart
Objectives - CSF’s
Measures - KPI’s
Targets
Initiatives
All in the context of the vision and strategy
Creating a Balanced Scorecard (Chart)
Evaluation eg Measure - Student Satisfaction; Method – Student

Satisfaction survey
Balanced Scorecard Example – General (Chart)
Client LoyaltyEmployer of
choiceCSF:KPI:CSF:KPI:Satisfaction of Service1. Client
Satisfaction scoreLoyalty3. Retention4. Number of
referralsPerceived value2. Perceived value
scoreInvolvement/Participation5. Percentage of employees
involved (Involvement = Rotations, promotions, community
involvement, committee involvement, etc)Operational
ExcellenceCost competitiveCSF:KPI:CSF:KPI:Continuous
improvement6 Percentage of gold medal suggestions
implemented (Gold medal = suggestions mutually agreed to by
SSC and clients)Among industry low-cost providers9. Quartile
vs similar organisations7. Number of process related
suggestions per associateProcess delivery8. Percentage of
Service Level Agreement targets metAchieving budget10. SSC
actual costs vs budget

10 to 15 KPI’s are likely to be the optimum number
Balanced Scorecard as Strategic Management systemLinks an
organisation’s long-term strategy with its short-term actions
through four processesTranslating the visionCommunication and
linkingBusiness planningFeedback and learning
(Kaplan and Norton 1996)
Translating the VisionHelps managers build a consensus around
the organisation’s vision and strategyTranslates the vision into
operational terms that provide useful guides to action at the
local levelExpresses vision and strategy statements as an
integrated set of objectives and measures that will support the
delivery of long-term success
Communicating and LinkingRepresents a succinct presentation
of what the organisation is trying to achieve for stakeholders,
customers and staff Facilitates the setting of goals for
individuals and departments which are aligned to the
strategyCan be used to link rewards to performance measures

No prescription on use at lower levels in the organisation but
hope that schools and departments will see benefit in
implementing a similar approach relevant to their specific areas
of operation.
Can also complement OSCR process
Business PlanningEnables organisations to integrate their
business and financial plansCan be used as a basis for allocating
resources and setting prioritiesCreates a framework for
managing an organisation’s various change programs and
initiativesEncourages the establishment of specific milestones
for the measures that mark progress toward achieving the
strategic goals
Feedback and LearningAssists an organisation to monitor
progress from all 4 perspectives and evaluate strategy in light of
performanceRepresents an essential strategic feedback
systemAllows the relationship between performance measures
and objectives to be tested and evaluated
Cause and Effect Relationship for a Profit Seeking
Organisation1. Financial (make a profit)2. Customer (by

satisfying customer needs)3. Internal Processes (through being
able to deliver value)4. Learning and Growth (by having the
necessary knowledge and tools available)
Cause and Effect Relationship for a Public Service
OrganisationCustomer (fulfil your value obligation to the
public)Internal Processes (through being able to
deliver)Learning and Growth (by having the necessary
knowledge and tools available)Financial (by securing and
prioritising the use of financial resources)
Balanced Scorecard – summary of strategic applicationsClarify
and update strategyCommunicate strategy throughout the
organisationAlign team and individual goals with the
strategyLink strategic objectives to long-term targets and annual
budgetsIdentify and align strategic initiativesConduct periodic
performance reviews to learn about and improve strategy

Most Effective Use of Contracting
Approaches to Maximize Efficiency
and Cost Effectiveness
Use of Electronic Commerce:
Data Source: Electronic Small Purchase Systems,
FPDS-NG, IIPS, DOE/C-Webb, local
tracking systems.
Data Generation: Data is tabulated from the listed
tracking systems.
Data Verification: Procurement Directors are
responsible for accurately reporting results and
retention of records in accordance with records
management requirements. Records will be made
available for compliance and/or HQ reviews.
Performance Based Service Contracts:
Data Source: FPDS-NG.
Data Generation: Data is tabulated from the listed
tracking system.
Data Verification: Procurement Directors are
responsible for accuracy of data entered into the
FPDS-NG. HQ will randomly sample pre and
post award actions and compare against the
FAR PBSC standards.
1. Percent of purchase and delivery orders issued
through electronic commerce as a percentage of
total simplified acquisition actions.
2. Percent of all synopses (for which widespread
notice is required) and associated solicitations posted

on FEDBIZOPPS for actions over $25K. This
measure will be tracked at HQ.
3. Percent of all new competitive acquisition
transactions over $100K conducted through
electronic commerce.
Performance Based Service Contracts:
PBSCs awarded as a percentage of total eligible new
service contract awards (applicable to actions
over $100K).
Percent of total eligible service contract dollars
obligated for PBSCs (applicable to all actions
over $25K). This measure will be tracked at HQ.
70%
100%
40%

66%
75%
INTERNAL BUSINESS PERSPECTIVE - Cont.
OBJECTIVE MEASURE
TARGET
5
BALANCED SCORECARD
PERFORMANCE MEASURES, PERFORMANCE TARGETS
AND MANAGEMENT INITIATIVES
INTERNAL BUSINESS PERSPECTIVE
Procurement
6

OBJECTIVEMEASURE
OPERATIONALTARGET
MANAGEMENT INITIATIVES
Project
Action Officer
Due Date
Most Effective Use of Contracting Approaches to Maximize
Efficiency and Cost Effectiveness
Data Source: Electronic Small Purchase Systems; FPDS-NG;
IIPS; DOE/C Web; Local Tracking Systems
1. Percent of purchase and delivery orders issued through
electronic commerce as a percentage of total simplified
acquisition actions. (Contd)
70%
· Support Integrated Acquisition Environment:
· Transition to electronic Subcontracting Reporting System and
retire DOE’s legacy SRS
· Assess Agency use of Federal Technical Document
Solution

ME-65
D Hoexter
4th Qtr
2. Percent of all synopses (for which widespread notice is
required) and associated solicitations posted on FedBizOpps for
actions over $25K. This measure will be tracked at HQ.
( ( (
100%
( Presidential Management Agenda( FY05-09 Planning

Guidance
( FY05 OMBE Congressional Budget( Identified by Mgmt as a
Critical Mgmt Improvement Initiative (DOE N 125.1)
( DOE 5-Yr Workforce Restructuring Plan( GAO/IG
Management Challenge
( FMFIA – Acquisition Workforce Issues( OMBE Management
Commitment Plan - FY05
( SES Performance Plan (RHopf)( OMBE Strategic Workforce
Plan FY05 Interim Update

ACTION PLAN/STATUS REPORT FOR BSC INITIATIVE - FY
2005
Balanced Scorecard Initiative:Title of initiative (in italics and
bold text)
Action Officer:Name of staffer (and office code) with
responsibility for completion.
Objective of the Initiative:No more than one paragraph that
clarifies WHY we are doing this action and the intended
RESULTS. Also, if appropriate, provide a description of the
scope of the initiative in terms of the work to be done (e.g., will
this be a major effort requiring establishment of a large work
group? etc.).
Approach:Briefly describe the plan, processes, and resources
necessary to accomplish the objective.
Due Date:List the FY quarter in which completion will occur.
Planned Milestones:Identify the major processes, milestones,

and list the scheduled start/completion dates. Attach any chart
you may have developed that shows work flow/scheduling, etc.
Current Status:Current status is to be up-dated by each Action
Officer and submitted to the Office Director prior to each of the
quarterly reviews of BSC status (Office Directors and Mr.
Hopf). This information will be important, particularly if the
planned milestones listed above are not on-track, or have not
been met.
Outcome:When the action is completed, provide a brief
statement (one or two sentences) describing the finished product
and its benefits.
(Note: When the initiative is complete, and the Outcome section
is filled-in, send a copy of this Action Plan/Status Report to
Yolonda along with a copy of the “completion document” for
the initiative (i.e., the report, Acquisition Letter, or other
document that evidences completion of the initiative. If there is
no “completion document,” then state this in the Outcome
section). At the end of the year, this Action Plan/Status Report
will then serve as the cover page for the “completion document”
that becomes part of the BSC Initiatives Completion Book that
Yolonda maintains for Mr. Hopf.)
7

OBJECTIVE
MEASURE
OPERATIONAL
TARGET
MANAGEMENT INITIATIVES
Project
Action
Officer
Due
Date
Most Effective Use of
Contracting Approaches to
Maximize Efficiency and
Cost Effectiveness
Use of Electronic Commerce :
Data Source: Electronic
Small Purchase Systems;

FPDS-NG; IIPS; DOE/C
Web; Local Tracking
Systems
1. Percent of purchase and
delivery orders issued
through electronic
commerce as a percentage of
total simplified acquisition
actions. (Contd)
70%
Environment:
o Transition to electronic
Subcontracting Reporting
System and retire DOE’s
legacy SRS
o Assess Agency use of Federal
Technical Document

Book name Problem Solving with C++ by Savitch Addison-Wesley, 8.docx

Book name Problem Solving with C++ by Savitch Addison-Wesley, 8.docx

Recommended

Recommended

More Related Content

Similar to Book name Problem Solving with C++ by Savitch Addison-Wesley, 8.docx

Similar to Book name Problem Solving with C++ by Savitch Addison-Wesley, 8.docx (20)

More from hartrobert670

More from hartrobert670 (20)

Recently uploaded

Recently uploaded (20)

Book name Problem Solving with C++ by Savitch Addison-Wesley, 8.docx