Search results
Results from the WOW.Com Content Network
The 8.8 cm KwK 36 was derived from the 8.8 cm Flak 36 anti-aircraft gun by adapting/modifying it to the limited space available in tank turrets. Parts of the KwK 36 were built to practically the same design as the 75-millimetre (3.0 in) and 50-millimetre (2.0 in) guns already used in German tanks.
With the increase of aircraft performance, many armies developed dedicated AA guns with a high muzzle velocity – allowing the projectiles to reach greater altitudes. It was this muzzle velocity, combined with a projectile of high weight, that made the 8.8 cm Flak one of the great World War II anti-tank guns . [ 15 ]
At 6.24 m (20.5 ft), the length of the KwK 43's barrel was over 1.3 metres longer than of that of the 8.8 cm KwK 36 used for the Tiger I.The cartridge of the KwK 43's shell was also considerably longer (at 82.2 centimetres (32.4 in)) and wider than that of the KwK 36's, meaning that the KwK 43 allows for more room for a heavier propellant charge in its cartridge case than the KwK 36 could.
Traditional SPE activities support Dev teams to meet non-functional requirements such as response times or scalability. In doing so, performance goals and metrics can be defined and measured through load testing. [1] [3] A method to achieve performance goals at an early stage of development are performance models. They can be created using ...
Quantitatively we find for the AP group about 0.15 more goals per home match than expected and, allowing for the lower than expected goals against in home matches, an excess goal difference (for home matches) of about 0.31 goals per home match. Over a season this yields about 3 more goals for, an improved goal difference of about 6 goals. [9]
S.M.A.R.T. (or SMART) is an acronym used as a mnemonic device to establish criteria for effective goal-setting and objective development. This framework is commonly applied in various fields, including project management, employee performance management, and personal development.
Business performance management (BPM) (also known as corporate performance management (CPM) [2] enterprise performance management (EPM), [3] [4] organizational performance management, or performance management) is a management approach which encompasses a set of processes and analytical tools to ensure that an organization's activities and output are aligned with its goals.
[63]: 68–69 A solution to this limitation is to set learning goals as well as performance goals, so that learning is expected as part of the process of reaching goals. [64] [65] The section on learning goals has more information on this effect and how to counter it. Goal setting also may impair performance in certain situations.