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If you choose a linetype, then choose a color from the Color drop-down list. You can choose from one of the standard color index numbers (from 1 to 255). Use the 2D Hide - Intersection Edges section (Face Intersections in AutoCAD LT) to turn on the display of polylines at the intersections of 3D model faces. Then use the Color drop-down list to choose a color for the polylines. Use the 2D Hide - Miscellaneous section (Halo Gap Percentage in AutoCAD LT) to create a gap that shortens lines at the point that they would be hidden by the HIDE command, in order to set off the lines from the unhidden portion of the model. By default, this percentage is set to 0, which creates no gap. Set the gap as a percentage of an inch. The gap doesn t change as you zoom in or out. You can set the HIDEPRECISION system variable to 1 if you want a more exact calculation of the HIDE command results. The process takes longer but yields better results in a complex drawing with many surfaces and solids. In AutoCAD, enter hideprecision on the command line to set its value. The default is 0. In AutoCAD LT, you can choose the option in the Hidden Line Settings dialog box. Use the HIDETEXT system variable to hide text behind other objects (a value of On, the default). When this system variable is set to Off, text will not hide other objects, or be hidden, unless it has a thickness. In AutoCAD LT, you can choose this option from the Hidden Line Settings dialog box. Figure 21.14 shows a model using a halo gap value of 15; a green, dashed line to display hidden lines; and face intersections displayed in red.
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requirements for benchmarking and marketing across af liates. There are, however, some straightforward embellishments that can be considered and which can add signi cant value for head of ce and af liates: Af liate scorecards can be consolidated up to a single scorecard re ecting global IT performance. The composition of this global IT scorecard is identical to af liate scorecards, with each global value calculated as a weighted average of the values in the respective af liates. The global IT scorecard gives a consolidated view of progress, but also helps individual af liates position their own operations with respect to the average. The generic composition of IT scorecards can dilute the relevance to af liates. Local general management, for example, may not appear interested in the scorecards, citing absence of local priorities. In such cases, head of ce can grant af liates the option of adding their own locally relevant metrics to the mandatory core set used for the purposes of benchmarking. Note that for this option to be viable, the number of metrics in the core must be kept as low as possible, and closer to 16 than 25. For large af liate IT organizations, a single scorecard may be at too high a level to be able to serve as an effective tool within the af liate. Where subordinate IT organizations are large and there is local demand for it, the scorecard can be cascaded down into the organization to give each sub-organization its own scorecard. This is really the second phase in the scorecard methodology to align the entire organization behind an overarching scorecard by giving them their own, adapted scorecards.
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Every matrix A with this property is called strictly diagonally dominant (SDD). We have shown using Theorem A.8 that the Jacobi method applied to any SDD matrix converges to the solution 5 of the linear system As = b for any right-hand side b E RrL.
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