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1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 #include <ncurses.h> int main(void) { int rows,cols; initscr(); getmaxyx(stdscr,rows,cols); rows--; cols--; move(0,0); addch( * ); refresh(); napms(500); move(0,cols); addch( * ); refresh(); napms(500); move(rows,0); addch( * ); refresh(); napms(00); move(rows,cols); /* UL corner */

1 2 3 4 5 6 7 8 9 10 MyObject b = new MyObject(40); //create an object void setup(){ size(500,500, P3D); //setup the screen camera(-100,100,-100,0,0,0,0,0,1); //get a viewpoint } void draw(){ background(255); pointLight(255, 255, 255, -200,300,-400); b.draw3(); //draw the object }

/* pause half a sec. */ /* UR corner */

identifying the gap between them, and managing investment decisions through IT governance and portfolio management disciplines to achieve the desired outcomes. From the architecture-centric view, think of the relationship between IT governance, portfolio management, and enterprise architecture as the relationship between the concepts of what (technology) and how (processes). Enterprise architecture represents the what from an information technology standpoint, and it defines what IT and process capabilities the organization needs to realize its goals. (see Exhibit 2.4).

/* LL corner */

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In the previous section, you defined a new class called MyFace to hold information about a closed polygon in a plane. Now you will connect the faces to form a solid object and then organize them into groups of solids. The source code of a face is:

/* LR corner */

4

1 2 3 4 class MyFace { int npoints = 0; MyPoint [] points; //the number of points //array of points

IT governance and portfolio management represent how IT works in terms of the processes that enable architectural goals to actually be achieved. Architecture is the blueprint, IT project portfolio management stewards the collection of IT investments that build the blueprint, IT governance ensures that people make the right decisions to correctly populate the portfolio, and the approval process inherently includes a review of architectural correctness and adherence. Without enterprise architecture, IT governance and portfolio management can result in projects with little or no strategic integration. Enterprise architecture defines the criteria for the IT governance decisions. Additionally, enterprise architecture defines a large part of appropriate content for the IT project portfolio. At the same time, the enterprise cannot realize architectural goals without circular feedback loops that link back through decision making and IT portfolio management. Architecture, IT governance, and portfolio management constitute a cyclic dynamic, not a linear process, one-time event, or static plan. Not one of these practice disciplines can result in achievable designs or informed decision making in isolation. It is precisely the outcome of this process that the CIO must focus upon. The CIO attains a strategically aligned architecture via an effective IT governance process and an IT project portfolio that balances investments in enterprise architecture with other business-specific IT investments.

Listing 4-3 (continued)

9

28 29 30 31 32 33 34 addch( * ); refresh(); getch(); endwin(); return 0; }

The program slaps down an asterisk in every corner of the screen. Line 12 isn t necessary; NCurses initializes the cursor at the home location of 0,0 when the standard screen window is created by initscr(). Even so, I recommend using a move(0,0); statement in your code just in case future editions of NCurses change and because it s never really a good idea to assume anything in your code.

5 6 7 8 9 10 11 12}

The folks who write and maintain NCurses came to a strong realization many years ago that any move() function is usually followed by a command to actually stick text on the screen. I mean, the following code in any program would be rather silly:

Organizational competencies are rapidly becoming increasingly important elements of competitive advantage as Wall Street learns the intangible value of information technology, integrated supply chains, and intellectual capital. The rise to prominence of chief learning officer and chief knowledge officer positions, the incorporation of e-learning and knowledge management into the enterprise, Six Sigma, and a host of other learning, knowledge, and process-focused initiatives and technologies validates and accelerates the importance of this trend (for more on managing intangible IT value, see Part 2 of 8). Technology-driven organizations have a constant need to develop skills

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