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If later on you are asked to cut your budget, you can legitimately respond with something akin to a 5% cut in budget will result in a 5% reduction in my training output since I only budgeted for what I needed to achieve our original goals Your budget is a tool If you re asked to cut your budget by 5% and you can still deliver what you originally promised, then you have over-budgeted and that makes it a game 2 Budgets are never etched in stone A good budget is simply your best estimate and quantification of funding requirements for a period of time None of us has a crystal ball Business will change; needs will change Budgets by their nature must be living, breathing, dynamic estimations Historically, actual spending differs from the budget.

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where f 1 (x), . . . , f M (x) are the basis functions. The central idea behind the method is to fin the fittin coefficient a1 , . . . , aM by minimising the merit function 2 =

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For example, your company expects business to fall off 10% in the next year so your training budget is going to be reduced accordingly Partway through the next year, the business in fact does not contract, it expands by 15% It would be unreasonable to expect you to deliver the same outcome based on the original budget This is a variable out of your control hiring is going up, so you must ramp up to be able to provide appropriate new-hire orientation programs, Steinkohl explains Finance people might not like it, he admits, but they would have to accept it The alternative is that you will need to increase the number of employees per new-hire orientation session to stay within your projected budget The question to pose is, Is this in the best long-term interests of the organization 3 Do variance analyses.

not that you d know it from the rhetoric that politicians throw around They make it sound as if trade deficits are always bad and always lead to calamity To understand why the politicians are wrong (as if you needed any convincing), consider an example of two individuals who want to trade Each person starts with 100, and each produces a product for sale The first person grows and sells apples for 1 each The second person grows and sells oranges, also for 1 each Each of them produces 50 pieces of fruit Next, suppose that the apple grower really likes oranges and wants to buy 30 of them for 30, and that the orange grower wants to buy 20 apples for 20.

The design of fuzzy WCs and the corresponding fuzzy training procedure may be worth further investigation. We have perhaps only seen applications that were solvable ef ciently with standard binary WCs. There are perhaps some more dif cult problems, with ner boundaries between positive and negative examples, where fuzzy WCs would produce better results. Since the change that is involved is quite small, affecting only a few lines of code, it is worth trying this method in future object detection cases. All of the systems that were discussed here were mainly custom made to suit the purpose of detecting one object (or one class of objects). Research should be driven to nd a exible solution with a universal set of features that is capable of solving many detection problems quickly and ef ciently. An interesting open problem is to also investigate constructive learning of good features for object detection. This is different from applying an automatic feature triviality test on existing large set of features, proposed in the works by Stojmenovic [24,25]. The problem is to design a machine that will have the ability to build new features that will have good performance on a new object detection task. This appears to be an interesting ultimate challenge for the machine learning community. REFERENCES

Each person is happy to satisfy the other s desires, so the apple grower spends 30 buying oranges from the orange grower, and the orange grower spends 20 buying apples from the apple grower These trades shouldn t cause any alarm bells to ring When people start looking at the trades using the terms trade surplus and trade deficit, however, they often come to the false conclusion that only one of the growers benefits from the trades when, in reality, they were both quite eager to trade in this way To see where the confusion arises, notice that in the vocabulary of international trade, the apple grower exports only 20 worth of apples but imports 30 worth of oranges At the same time, the orange grower exports 30 worth of oranges but imports only 20 worth of apples.

Performing variance analyses looking at actuals compared to budgeted numbers is a critical tool every business manager must have, says Steinkohl First, it helps you understand what happens versus what you thought would happen: actual versus budget Then and this is the crucial element for any training manager it uncovers why the variance, if any, occurred..

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