Introduction | |
Getting Your Feet Wet | |
Getting Acquainted with Linux | |
Prepping Your Computer for Linux | |
Installing Fedora | |
Booting and Stopping Fedora | |
Checking Out the Desktops | |
Getting Up to Speed with Linux | |
Working without the GUI | |
Getting to Know the Linux Filesystem | |
Using the Filesystem in GNOME and Nautilus | |
Connecting to the Internet | |
Getting Things Done | |
Using the Internet | |
Putting the X in Text | |
Word Processing and More with OpenOffice.org | |
Messing with Audio | |
Messing with Video and Graphics | |
Windows-Only Media Formats and Programs | |
Junior Administrator Boot Camp | |
Adding Software to Linux | |
Basic System Administration | |
A Secure Linux Box Is a Happy Linux Box | |
The Part of Tens | |
Ten Steps to Making Your Own Wireless Access Point | |
Ten Steps to Setting Up a Samba Print Server | |
Ten Steps to Setting Up a File Server | |
Ten Troubleshooting Tips | |
Appendixes | |
Common Linux Commands | |
About the DVD-ROM | |
Index. d. Standard Values Are Everywhere | |
Final Thoughts | |
Calculate the Value | |
Using Historical Costs | |
Key Issues in Using Records and Reports | |
Case Study: A Metropolitan Transit Authority | |
Linking with Other Measures | |
Classic Relationships | |
Case Example: A European Postal Service | |
Case Example: Sears, Roebuck and Company | |
Concerns When Using Relationships Between Measures to Assign Monetary Values | |
Final Thoughts | |
Find the Value | |
Using Internal and External Experts | |
Working with Internal Experts | |
Working with External Experts | |
Case Example: A Manufacturing Plant | |
Case Example: A Health Care Firm | |
Using External Databases | |
Internet Searches | |
Case Example: A Regional Bank | |
Case Example: A Federal Agency | |
Other Sources of Databases | |
Final Thoughts | |
Estimate the Value | |
Using Estimates from Participants | |
Case Example: A Manufacturing Plant | |
Key Issues in Using Participant Estimates | |
Using Estimates from Supervisors and Managers | |
Using Estimates from Senior Management | |
Using Staff Estimates | |
Final Thoughts | |
Use of Data Conversion Techniques | |
Selecting the Appropriate Technique | |
Ensuring the Accuracy and Credibility of Data | |
Credibility: The Key Issue | |
How the Credibility of Data Is Influenced | |
Rules for Determining Credibility | |
Pager: Please style the following items as a sublist to the previous item | |
Reputation of the Source of the Data | |
Reputation of the Source of the Study | |
Motives of the Evaluators | |
Audience Bias | |
Methodology of the Study | |
Assumptions Made During the Analysis | |
Realism of the Outcome Data | |
Type of Data | |
Scope of Analysis | |
Pager: End of sublist | |
How to Address the Issue of Credibility | |
Pager: Please style the following items as a sublist to the previous item | |
Use the Most Credible and Reliable Sources for Estimates | |
Remain Unbiased and Objective | |
Prepare for Potential Audience Bias | |
Fully Explain Your Methodology at Each Step in the Process | |
Define Assumptions Made During the Analysis | |
Prepare for an Unrealistic Value | |
Use Hard Data Whenever Possible | |
Keep the Scope of Analysis Narrow | |
Pager: End of sublist | |
Making Adjustments | |
Consider the Possibility of Management Adjustment | |
Consider the Issue of Short-Term Versus Long-Term Programs | |
Consider an Adjustment for the Time Value of Money | |
Converting Data ployee's Report of Tips to Employer | |
5 8% tip allocation calculation is illustrated | |
F Microstructure in Pure Aluminum (Toshanda Landes) | |
Multicultural Assessment: Trends and Future Directions | |
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