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The return statement has two important uses. First, it causes an immediate exit from the function. That is, it causes program execution to return to the calling code. Second, it can be used to return a value. The following section examines how the return statement is applied.
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Adams, and Sasse. Users Are Not the Enemy. Communications of the ACM. 42, no. 12 (December 1999). Anderson, and Kuhn. Tamper Resistance A Cautionary Note. Proceedings of the Second USENIX Workshop on Electronic Commerce. 1996. Berkeley: USENIX Association. Brittain, and Paquet. The Cost of a Nonautomated Help Desk. Research Note DF-14-7228. Gartner, Inc. January 14, 2002. Computer Emergency Response Team. Advisory CA-1994-01: Ongoing Network Monitoring Attacks. February 3, 1994. Denning, Dorothy. 1994. Information Warfare and Security. Boston: Addison-Wesley. Junkel, Richard. 1999. Hand Geometry Based Verification. Biometrics: Personal Identification in Networked Society. Jain, Bolle, and Pankanti, eds. Boston: Kluwer Academic Publishers. Smith, Richard E. The Strong Password Dilemma. CSI Computer Security Journal. Summer 2002. http://www.smat.us/sanity/. Smith, Richard E. 2002. Authentication: From Passwords to Public Keys. Boston: Addison-Wesley. Thalheim, Krissler, and Ziegler. Body Check. c t magazine. 11 (2002): 114. http://www.heise.de/ct/english/02/11/114/.
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Downloaded from Digital Engineering Library @ McGraw-Hill (www.digitalengineeringlibrary.com) Copyright 2004 The McGraw-Hill Companies. All rights reserved. Any use is subject to the Terms of Use as given at the website.
Downloaded from Digital Engineering Library @ McGraw-Hill (www.digitalengineeringlibrary.com) Copyright 2004 The McGraw-Hill Companies. All rights reserved. Any use is subject to the Terms of Use as given at the website.
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The financial perspective KPIs are usually easy to identify, but what is the overall purpose of the business Most businesses exist to make a profit, of course, but a public company generally has the primary goal of increasing shareholder value. From a financial perspective, achieving this might mean increasing profits, which in turn might come from reducing costs, becoming the leader in a particular market segment, and decreasing the debt burden of the company. There are generally only a few, very high-level goals in the financial perspective. Next comes the customer perspective, which might include such goals as consistently meeting or exceeding expectations, being a company that it is easy to work or partner with, providing a wide array of choices, and giving back to the communities in which the company is located. All of these goals deal with better serving customers and meeting their needs, as well as being a good corporate citizen. Most of these goals will directly support such financial goals as increasing profits and becoming a leader in a particular market segment, but they probably do nothing to directly support the goal of reducing costs. Such tasks are left for the next perspective. The internal process perspective lays out more concrete goals. It s well and good to say that the company is going to increase shareholder value, but one way it s going to do that is by being an easier company with which to work, as mentioned in the customer perspective. How it s going to achieve this goal could be one of the goals in the internal process perspective: consistently provide service that impresses customers. Other goals in the internal process perspective might include those for acquiring new customers, such as selling the appropriate products only when needed, and an operational goal might be to streamline the purchase process for new and existing customers, as well as improving workflow tools for internal use. The final perspective is that of learning and growth. Here goals might include such things as industry expertise, effective account management, and hiring, building, and retaining excellent employees. Other goals might include providing the right tools to get the job done and having a clear growth path in the organization. Sometimes companies have goals to empower employees to handle customer issues and to effectively communicate the company goals and values to all employees. Once these goals have been determined, they are documented in a strategy map, and lines are drawn between connected goals. Figure 4-3 shows an example of a strategy map for a Balanced Scorecard. If the goal is to build a scorecard for a business area instead of the entire organization, it is still possible to use the same four perspectives of a balanced scorecard, or to use a simplified version of the strategy map. A strategy map for an Information Technology (IT) department might include the financial perspective goals of increasing IT effectiveness and managing IT expenditures. Customer perspective
// Push characters onto the stack. public void Push(char ch) { if(tos==stck.Length) { Console.WriteLine(" -- Stack is full."); return; } stck[tos] = ch; tos++; } // Pop a character from the stack. public char Pop() { if(tos==0) { Console.WriteLine(" -- Stack is empty."); return (char) 0; } tos--; return stck[tos]; } }
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