Other Programming & Computer Science Answers

Evaluate the expression: a=(b +c)* d – e in 3 and 0-Address Machines.

“It can be changed. It’s not a finished product, remember,” affirms Sandy Beach, a systems analyst for RainFall, a large manufacturer of fiberglass bathtub and shower enclosures for bathrooms. Beach is anxiously reassuring Will Lather, a production scheduler for RainFall, who is poring over the first hard-copy output produced for him by the prototype of the new information system. “Well, it’s okay,” Lather says quietly. “I wouldn’t want to bother you with anything. Let’s see, . . . yes, here they are,” he says as he finally locates the monthly report summarizing raw materials purchased, raw materials used, and raw materials in inventory. Lather continues paging through the unwieldy computer printout. “This will be fine.” Pausing at a report, he remarks, “I’ll just have Miss Fawcett copy this part for the people in Accounting.” Turning a few more pages, he says, “And the guy in Quality Assurance should really see this column of figures, although the rest of it isn’t of much interest to him. I’ll circle it and

“As you know, we’re an enthusiastic group. We’re not a dynasty yet, but we’re working on it,” Paul LeGon tells you. Paul (introduced in Consulting Opportunity 2.3), at 24 years of age, is the “boy king” of Pyramid, Inc., a small but successful independent bookpublishing firm that specializes in paperback books outside of the publishing mainstream. As a systems analyst, you have been hired by Pyramid, Inc., to help develop a computerized warehouse inventory and distribution information system. “We’re hiring lots of workers,” Paul continues, as if to convince you of the vastness of Pyramid’s undertaking. “And we feel Pyramid is positioned perfectly as far as our markets in the north, south, east, and west are concerned. “My assistant, Ceil Toom, and I have been slaving away, thinking about the new system. And we’ve concluded that what we really need is a prototype. As a matter of fact, we’ve tunneled through a lot of material. Our fascination with the whole idea has really pyramided.” As you formulate a respons

“I don’t want any power here,” demurs Dr. Drew Charles, medical director of the regional blood center where your systems group has just begun a project. “I’m up to my neck in work just keeping the regional physicians informed so they follow good bloodbanking practices,” he says, as he shields his eyes from the bright sunlight streaming into his office. He clicks off the display connected to his PC and turns his attention to you and the interview.
Dr. Charles is dressed in a conservative, dark wool suit and is wearing a red-striped silk necktie. He continues, “In fact, I don’t make decisions. I’m here purely in a positive support role.” He pulls out the organizational chart shown in Figure 5.C1 to illustrate his point. “It is as clear as a fracture. The chief administrator is the expert on all administrative matters. I am the medical consultant only.” Dr. Charles’s office is stacked high not only with medical journals such as Transfusion but also with yellowed copies of old BYTE magazines and the latest issues