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the expected cascade performance (or perhaps just hook them together to see how the cascade works). But it is important in the design process to ascertain the range of performance to be expected from the cascade, given its module speci cations. We need this ability so we can write the speci cations. Spreadsheets are used extensively in this book because they can be helpful in improving our understanding, which is our main objective, while also providing tools to aid in the application of that understanding.

Reproduced with permission from the Diagnostic and Statistical Manual of Mental Disorders, Fourth Edition. Copyright 1994 American Psychiatric Association.

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Design and implement an amazing experience that makes your employees want to give you their best and more. How would you know if you got there Look at the ratio of applicants to each job you post. The stronger your employee experiences, the larger the number of applicants per job posting. The word will travel fast and you will be able to attract the type of talent you have been seeking. The basis of an amazing employee experience is not money. It is a mission. It is a commitment to make a difference. If all companies would live up to their marketing slogans, the world would look completely different. The problem is that most of the inspiring slogans, describing inspirational commitments, face a crushing reality internally, so they are quickly destroyed by the well-oiled machine of corporate cynicism. Change these machines. Change the crushing reality and you have the key to success. To achieve this change you will have to make a tough choice that puts people above technology or efficiency. You will have to recognize and design your business to reflect this conviction and utilize your most important assets, your people. The key to success is not declarations. It is operational planning and execution. Your employees will judge you by what you do, not what you say. At the end of the day, the path to profitability, revenues, and effectiveness goes through the customer experience. The path to customer experience excellence goes through the employee experience.

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lower probabilities to extreme values and higher probabilities to central values and allow a degree of asymmetry to be incorporated. Dropping the uniform probability distribution assumption is likely to affect expected value estimates of both cost and duration because such distributions are usually considered asymmetric. Typically cost and duration distributions are perceived to be left-skewed, implying a reduction in expected values compared with an assumption of a uniform distribution over the same range of values. However, employing uniform distributions in a rst pass is useful for a number of reasons that are similar to the reasons for assuming perfect positive correlation: 1. The rst pass is a rst-order approximation that should be inherently conservative. 2. It is useful to build in enough uncertainty and bias in expected values to overcome inherent tendencies to underestimate risk and make successive measurement of uncertainty diminish the perceived uncertainty. 3. Linearity in density and cumulative probability functions has the elegance of simplicity that works. It clari es issues that smooth curves can hide. 4. A uniform distribution clearly proclaims itself as an approximation that can be readily modi ed if later analysis warrants more sophisticated distribution shapes.

row operations need to be performed consecutively on rows 1, 2, . . . , N 1. For each row k, the diagonal element akk is called the pivot element. This element must have a nonzero value in order for the row operations to continue. If its value is zero or very close to this value, then it is a case called ill-conditioned surfaces, which indicates singularity. This problem is normally overcome through a technique of row interchange called partial pivoting, which avoids this ill-conditioned effect. We discuss the Gauss elimination method for solving the problem Ax = b of Equation (2.6), where A = [aij] is the coefficient matrix, x = (x1, x2, . . . , xN)T is the unknown vector, and b = (b1, b2, . . . , bN)T is the right-hand-side vector of the equations. Row operations start in ascending order from k = 1 to k = N 1 by finding the term m = aik/akk at each step. Operations on row k involve updating the values of the elements aij and bi for elements at row i and column j according to the following relationships: aij bi aij m*akj bi m*bk (2.8) (2.9)

accept-reject method, 133 accuracy, 18, 19, 91 data input, 10 data issues, 186 de ned, 15 numeric, see numerical accuracy sources, 18 19 algorithm, 15 17, 28 approximation, 29, 31 32 truncation error, 31 bias, 3 de ned, 15, 19 ef ciency, 16 example, bubble sort, 16 example, nd max, 15 16 example, scanning, 16 heuristic, see heuristic implementation dependence, 46 instance de nition, 15 limitations, 29, 42 option dependence, 46 problem de nition, 15 scaling, 98 wrapper algorithm, 17 aliasing, 173 constraints, 173 extrinsic, 173 intrinsic, 173 alternating conditional sampling, see Gibbs sampler American National Election Studies, 290 American Political Science Review, 189

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