tipalti
Businessmodel of Tipalti
Customer Segments
Tipalti has a niche market business model, with a specialized customer segment. The company targets its offering at firms that make mass global payments to vendors; these include marketplaces, affiliate networks, advertising networks, and eCommerce businesses.
Value Proposition
Tipalti offers three primary value propositions: convenience, performance, and brand/status.
The company offers convenience by simplifying its clients’ operations. Its product is an end-to-end solution that automates the entire accounts payable process (over 26,000 rules). This means it handles every activity ranging from tax compliance to electronic invoice capture to global payment remittance to payment reconciliation and reporting. The solution also provides a self-service portal for clients’ vendors, passing off time-consuming work such as data collection to the providers.
The company has demonstrated strong performance through tangible results. It claims that its solution can eliminate as much as 80% of its customers’ mass payment workload. High-profile examples of positive outcomes for specific clients include the following:
- Touch of Modern used Tipalti’s solution to decrease payment processing time from 48 minutes to 30 seconds, saving 4,000 hours annually and growing sales from $6 million to $90 million
- Infolinks used Tipalti’s solution to achieve full Office of Foreign Asset Control (OFAC) compliance and reduce first-time payment failure to almost zero, increasing publisher satisfaction rates
- Inneractive used Tipalti’s solution to support five payment methods for developers around the world and reduce the amount of time spent on paying them by 50%
- Boost Media used Tipalti’s solution to save 5 – 10 hours per week in payment processing time and expand payment method options for its creative network from two to seven The company has established a strong brand as a result of its success. It serves more than 750,000 payees and processes more than $2 billion in payments annually. Its hundreds of clients include prominent names such as GoPro, Go Daddy, Eventbrite, Disqus, and Twitter, and it has a customer retention rate of 99%. Lastly, it was a finalist for the 2015 Red Herring Top 100 Europe Award.
Channels
Tipalti’s main channels are its direct sales team and its website; it claims that over 50% of its business comes through inbound channels. The company promotes its offering through its social media pages.
Customer Relationships
Tipalti’s customer relationship is primarily of a self-service, automated nature. Customers utilize the service through the main platform while having limited interaction with employees.
The company’s website features a “Downloads” section with self-help resources including white papers, research reports, case studies, and webinars.
The site also provides a cost-per-invoice calculator, a payment error cost calculator, access to an e-mail newsletter, and answers to frequently asked questions. That said, there is a personal assistance component in the form of phone and e-mail support.
Key Activities
Tipalti’s business model entails maintaining and updating its cloud-based platform for customers.
Key Partners
Tipalti integrates its solution into the offerings of various service providers in order to ensure its system works efficiently for customers and streamline the payment reconciliation process. Integration partners fall into the following categories:
- Certified ERP/Accounting Systems –Tipalti can feed payment status data back into these systems and in some situations approve and execute payments from within the systems. Specific providers of the systems include NetSuite, Oracle, and Xero.
- Performance Management Systems – These include firms with systems utilized in digital advertising media to provide and maintain transparent accounting with creators, publishers, and affiliates. Specific partners are Cake, HasOffers, HitPath, and Paladin Software. ### Key Resources
Tipalti’s main resource is its proprietary software platform, which serves over 750,000 payees.
It depends on engineering employees to maintain and update the platform, its sales personnel to promote it, and its customer service staff to provide support.
Lastly, as a relatively new startup it has relied on funding from outside parties, raising $13 million from two investors as of August 2015.
Cost Structure
Tipalti has a cost-driven structure, aiming to minimize expenses through significant automation and low-price value propositions.
Its biggest cost driver is likely marketing expenses, a fixed cost. Other major drivers are in the areas of sales/marketing and customer support/operations, both fixed costs.
Revenue Streams
Tipalti’s has two revenue streams:
- Subscription fees charged for monthly access to its software-as-a-service platform
- Transaction fees such as payment, currency conversion, and invoice processing fees The company’s sales staff must be contacted directly for specific fee amounts.


bugzhub
Points:
- 1: small (=< 1 day of work)
- 2: medium (about a day of work)
- 3: large (1-3 days of work)
Priorities:
- p1: bugs we expect to complete in the current sprint
- p2: bugs we plan to take into the next sprint
- p3: bugs we want to complete in the quarter (medium term horizon)
- p4: bugs on the roadmap (next year or so, longer term horizon)
- p5: ...patches welcome


I guess part of Mindfulness is your own focus and how to control that focus. In terms of Self Awareness, it allows you to have focus and control
because you know yourself. You know why you are there, what you are feeling and if you know these things it becomes easier to control or change face
to how you are feeling in a scenario. Mindfulness provides you with the stability, focus, and clarity to reflect upon yourself and see yourself open-mindedly and evaluate yourself.
whether it's your values or morals you can really set out to understand why sometimes you may act out of line.

However i also understand the possesing the insight of being able to realise that our emotions do not alsways judge our decisions and a qoute from the book says
"one creates the possibility of change within oneself"


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F5 Identity and Access Management Solutions > Class 3: SWG - Securing Outbound Internet Access Source | Edit on
Lab 1: SWG iApp – Explicit Proxy for HTTP and HTTPS¶
In this lab exercise, you will learn how to automate and simplify a deployment of SWG using an iApp template.
Estimated completion time: 30 minutes
Objectives:
- Create an Explicit Proxy configuration by deploying the SWG iApp template
- Test web browsing behavior
Lab Requirements:
- BIG-IP with SWG licensed
- BIG-IP must have access to the public Internet
- BIG-IP must have access to a DNS server that can resolve queries for public Internet web site names
- The latest iApp for SWG can be downloaded from https://downloads.f5.com/ (browse to BIG-IP iApp Templates) Note: The iApp has already been downloaded and imported for you.
Before you can deploy the SWG iApp template, you must have the following objects configured:
- AD AAA server
- SWG-Explicit Access Policy
- Custom URL Filter
- Per-Request Access Policy
Task 1 – Create an “SWG-Explicit” Access Policy for Authentication¶
Create an AD AAA Server¶
Create a Per-Session Access Policy¶
Browse to Access >> Profiles / Policies >> Access Profiles (Per-Session Policies) and click Create…*
Name the profile AP_Explicit_Auth
Change the Profile Type to SWG-Explicit
Add English to the Accepted Languages list
Accept all other default settings and click Finished
Click on the Edit… link for the appropriate Access Policy created above
Select the + between Start and Deny and Add an HTTP 407 Response object
Change the HTTP Auth Level to basic
Click Save
On the Basic branch of the HTTP 407 Object, Add an AD Auth Object
Change the Server to /Common/AD_F5DEMO and change Show Extended Error to Enabled
Click Save
On the Successful branch of the AD Auth Object, click on the Deny Ending and change it to Allow
Click Save
Click on the Apply Access Policy link
Task 2 – Create a custom URL Filter¶
Browse to Access >> Secure Web Gateway >> URL Filters and click Create…
Name your filter LAB_URL_FILTER and click Finished
Click on the first check box to select all categories
Click Allow at the bottom of the page
Click the check box to select Social Web – Facebook and then click Block (for this lab, our URL filter will only block Facebook)
Task 3 – Create a “Per-Request” Access Policy¶
Browse to Access >> Profiles / Policies >> Per-Request Policies and click Create…
Name your policy Lab_Per_Request
Click Finished
Click on the Edit… link for the appropriate Per-Request Policy created above, then go back to the VPE tab in your browser
Click on the + symbol between Start and Allow
Go to the General Purpose tab and add a Protocol Lookup object
Click Add Item
Click Save
On the HTTPS branch, click the + and Add a Category Lookup object (General Purpose tab)
Select Use SNI in Client Hello for Categorization Input
Click Save
After the Category Lookup, Add a URL Filter Assign Object (from the General Purpose tab) and choose URL Filter /Common/LAB_URL_FILTER
Important
Change the Ending of the Allow outcome on the “fallback” branch from “Reject” to Allow
Task 4 – Create Explicit Proxy Configuration using the SWG iApp¶
Import the SWG iApp template into the BIG-IP – Note: This has been done for you.¶
- In the BIG-IP Management UI, browse to iApps >> Templates and click Import…
- Click Choose File or Browse… and select the iApp file (at the time of writing the current version is 1.1.0rc4 (f5.secure_web_gateway.v1.1.0rc4.tmpl).
- Click Open and Upload
Create a SWG proxy configuration¶
Browse to iApps >> Application Services
Click Create…
Change the name to SWG
Change the Template to f5.secure_web_gateway.v1.1.0rc4 (your version may be newer)
Answer the questions as follows:
Question | Answer Do you want to see inline help? | Yes, show inline help Do you want to enable advanced options? No, do not enable advanced options Which type of SWG configuration do you want to deploy Explicit Proxy Do you want to use ICAP to forward requests for inspection by DLP servers? No, do not use ICAP for DLP What IP address and port do you want to use for the virtual server? - IP Address: <IP_ADDRESS>
- Port: 3128
What is the FQDN of this proxy? proxy.f5demo.com. The local hosts file on your Jump Host has already been modified to resolve this FQDN to the correct IP address indicated above. On which ports should the system accept HTTP traffic? 80 On which ports should the system accept HTTPS traffic? 443 Which SWG-Explicit Access Policy do you want to use? AP_Explicit_Auth Which Per-Request Access Policy do you want to use? Lab_Per_Request Do you want the system to forward all name requests? Yes, forward all name requests Which DNS servers do you want to use for forwarding? - IP: <IP_ADDRESS>
- Port: 53
Which SSL profile do you want to use for client-side connections? Create a new Client SSL profile Which Subordinate CA certificate do you want to use? f5agility.crt Which CA key do you want to use? f5agility.key Does the key require a password? If so, type it here F5labs Which SSL profile do you want to use for server-side connections? Create a new Server SSL profile Click Finished – you will see a large number of objects created for you on the Components tab.
Task 5 – Verify that the “F5 Agility CA” certificate is trusted¶
A Windows Domain Group Policy was configured to deploy the CA certificate that SWG uses to forge new certificates (on behalf of the origin server) to domain-joined machines.
Open Internet Explorer on your Jump Host client machine
Click the gear icon or hit
Alt-X
and select Internet optionsGo to the Content tab and click Certificates
Click on the Trusted Root Certification Authorities tab and scroll down. You should see the F5 Agility CA certificate in the list.
Double-click on the certificate to view its properties, then close this window and the Certificates window.
Task 6 – Testing¶
Configure your browser with a “Proxy Server”¶
Test 1:¶
Open a new Internet Explorer “InPrivate” browser window on your Jump Host client machine
Browse to https://www.google.com
The browser should prompt you for authentication. Submit your credentials:
- User:
user1
- Password:
AgilityRocks!
- User:
Verify defined user has an Access Session ID
Browse to Access > Overview > Active Sessions
Test 2:¶
Using an InPrivate browser window from the client test machine, go to https://www.google.com and verify the SSL certificate is signed by the F5 Agility CA you configured in Lab 1
Using an InPrivate browser window from the client test machine, go to https://www.wellsfargo.com and examine the certificate to verify that it is signed by the same F5 Agility CA you configured in Lab 1
Test 3:¶
Using an InPrivate browser window from the client test machine, go to https://www.facebook.com and verify that you are instead delivered a SWG Block Page, in accordance to the URL Filter you configured above.


execute method
- String utf8EncodedCommand,
- InboundConnection fromConnection,
- VerbHandlerManager verbManager
Accepts the command and gets the appropriate verb handler to process the command. @param - utf8EncodedCommand: The command in UTF-8 format. @param - fromConnection: Inbound connection @param - verbManager: Gets the appropriate verb handler for the command. Throws InvalidSyntaxException if handler is not found for the given command. Throws AtConnectException for connection exception. Throws Exception for exception that occurs in processing the command.
Implementation
@override
void execute(String utf8EncodedCommand, InboundConnection fromConnection,
VerbHandlerManager verbManager) async {
var handler = verbManager.getVerbHandler(utf8EncodedCommand);
logger.finer('verb handler found : ' + handler.runtimeType.toString());
if (handler == null) {
logger.severe('No handler found for command: ${utf8EncodedCommand}');
throw InvalidSyntaxException('invalid command');
}
try {
await handler.process(utf8EncodedCommand, fromConnection);
} on AtConnectException {
rethrow;
} on Exception catch (e) {
logger.severe(
'exception in processing command :${utf8EncodedCommand}: ${e.toString()}');
rethrow;
}
}


Poison oak is a beautiful plant that grows throughout the Pacific northwest. It has scalloped leaves that grows in sets of three. The leaves look very similar to oak leaves. If you come in to contact with posion oak, there is a 75% chance that you will develop a rash. The rash will usually develop within 8 hours to 5 days. This guide was made to help indentify poison oak in it's natural habitat.
Know what to look out for throughout the different seasons as well as the different forms posion oak can take.
Learn the symptoms of poison oak and what to do if you come in contact with this plant sneaky plant.


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I enjoy building incredible web experiences. The entire process from idea to deployment. I can manage it all.
This site showcases my most recent and favorite works.
Hi! Thank you for visiting my portfolio. I am a full stack software developer with a background in nursing.
I am a passionate creative person who excels at solving complex problems.
Bringing strong leadership, communication and collaborative management skills into the field of software engineering & web development.
I am available for web & software development contracts and positions, as well as content creation specializing in Women's Health.
I have an entrepreneurial spirit and I am passionate about improving lives through technology. I have a special interest in improving the technical systems involved in the delivery of healthcare.
When I'm not coding you will most likely find me working out in my garden, walking my dogs, or curled up with a good book.
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{% extends "base.html" %}
{% block title %}Sign In — {{ service_name }}{% endblock %}
{# hide user area in navbar #}
{% block navbar_userarea %}
{% if is_for_refresh %}
{{ super() }}
{% endif %}
{% endblock %}
{% block content %}
Sign in to {{ service_name }}
{% if is_for_refresh %}
To ensure the security of your account information, please sign in again.
{% else %}
{% if is_ldap_configured %}
If you have an LDAP account, you can use your LDAP username to sign in. Otherwise, if you do not have a {{ service_name }} account yet, please ask another user for an invitation.
{% else %}
If you do not have a {{ service_name }} account yet, please ask another user for an invitation.
{% endif %}


{% import "bootstrap/wtf.html" as wtf%} {% extends "admin/_base.html" %} {% import "_macros.html" as macros %} {% block content %} {% include "admin/_messages.html" %}


{% extends "base.html" %} {% block title %}Asterank Database API - Asterank{% endblock %} {% block scripts %} {% endblock %} {% block content %}
The Asterank database is a thin layer over the NASA/JPL Small Body Database, merged with JPL delta-v data, published asteroid mass data, and our own calculations. You can learn more about Asterank data sources on the About page.
The database currently runs on mongodb and queries must adhere to mongo's json format for a 'find' operation.
Requests are of the form:
http://asterank.com/api/asterank?query={query}&limit={limit}
Response data formats are largely derived from NASA/JPL's Small Body Database query browser. Exceptions to this are the delta-v field (dv), the mass field (GM), and the normalized spectral type field (spec). Additional Asterank scores are included: closeness, price ($), and overall score.
{% raw %} This request returns an asteroid with a roughly circular orbit, low inclination, and semi-major axis less than 1.5 AU:
/api/asterank?query={"e":{"$lt":0.1},"i":{"$lt":4},"a":{"$lt":1.5}}&limit=1
{% endraw %}Results:
[ { "sigma_tp":4.4133e-05, "diameter":"", "tp":2456656.02501109, "epoch_mjd":56400.0, "ad":1.459936639399153, "producer":"Otto Matic", "rms":0.57773, "H_sigma":0.66439, "closeness":4.659571917281135, "spec":"T", "K2":"", "K1":"", "M1":"", "n_dop_obs_used":"", "full_name":"138911 (2001 AE2)", "M2":"", "prov_des":"2001 AE2", "equinox":"J2000", "DT":"", "diameter_sigma":"", "saved":-8641518801655.289, "albedo":"", "moid_ld":90.96226078, "two_body":"", "neo":"Y", "prefix":"", "sigma_ad":3.3626e-09, "score":3.4508560938390502e-06, "data_arc":10120.0, "profit":2146841.445758379, "sigma_q":5.7701e-08, "sigma_w":0.00015086, "epoch":2456400.5, "per":572.7291693097955, "id":"a0138911", "A1":"", "PC":"", "A3":"", "A2":"", "per_y":1.5680470070083, "n_opp":"", "epoch_cal":20130418.0, "orbit_id":"JPL 82", "sigma_a":3.1086e-09, "sigma_om":0.00014823, "price":17254280.46919525, "sigma_e":4.2218e-08, "condition_code":0.0, "rot_per":"", "G":"", "last_obs":"2012-04-17", "H":19.032, "pha":"N", "IR":"", "inexact":true, "spec_T":"", "tp_cal":20131229.5250111, "n_obs_used":381.0, "moid":0.233734, "extent":"", "dv":4.057, "ma":199.3848106194188, "GM":"", "pdes":138911.0, "class":"AMO", "a":1.349689648496459, "t_jup":4.87, "om":171.4867878184716, "e":0.08168321586040721, "name":"", "i":1.661150372152747, "sigma_per":1.9787e-06, "BV":"", "n":0.6285693470682512, "q":1.239442657593766, "sigma_i":3.6361e-06, "w":43.09771100599832, "sigma_ma":2.7756e-05, "first_obs":"1984-08-02", "n_del_obs_used":"", "sigma_n":2.1716e-09, "spkid":2138911.0, "UB":"" } ]


|
Layered-SQT
Layered assembly to SQT-format BSDF
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Layer (ls) |
|
Rrss (ls) | TriFileData (ls) | ||
| LayeredAssembly (ls) |
|
TriInterpolator (ls) | ||||
| FileData (ls) |
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OrenNayarDiffuseLayer (ls) |
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|||
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Rrss::Sample (ls) | ||||
| Medium (ls) | SggxMedium (ls) | TriInterpolator::Ver (ls) | ||||
| HenyeyGreenstein2Medium (ls) | MicrosurfaceConductiveLayer (ls) | ProgressBar (ls) | FileData::Slice (ls) | |||
| HenyeyGreensteinMedium (ls) | MicrosurfaceDielectricLayer (ls) |
|
TriFileData::Slice (ls) | |||
| Hit (ls) | MicrosurfaceLambertianLayer (ls) |
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||||
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Ray (ls) | ||||
| RayleighMedium (ls) | Tri (ls) | |||||
| LambertianLayer (ls) | NullLayer (ls) | |||||


The goal of {auth0}
is to implement an authentication scheme to Shiny using OAuth Apps through the freemium service Auth0.
You can install {auth0}
from CRAN with:
You can also install the development version from github with:
To create your authenticated shiny app, you need to follow the five steps below.
After logging into Auth0, you will see a page like this:
http://localhost:8080
to the “Allowed Callback URLs”, “Allowed Web Origins” and “Allowed Logout URLs”.
http://localhost:8080
to another port.fooBar
) in “Allowed Web Origins”.Now let’s go to R!
_auth0.yml
fileauth0::use_auth0()
:path=
parameter. See ?auth0::use_auth0
for details._auth0.yml
file should be like this:name: myApp
remote_url: ''
auth0_config:
api_url: !expr paste0('https://', Sys.getenv("AUTH0_USER"), '.auth0.com')
credentials:
key: !expr Sys.getenv("AUTH0_KEY")
secret: !expr Sys.getenv("AUTH0_SECRET")
usethis::edit_r_environ()
and add these three environment variables:AUTH0_USER=johndoe
AUTH0_KEY=5wugt0W...
AUTH0_SECRET=rcaJ0p8...
There’s how you identify each of them (see the image below):
AUTH0_USER
is your username, which can be found on the top corner of the site.AUTH0_KEY
is your Client ID, which can be copied from inside the app page.AUTH0_SECRET
is your Client Secret, which can be copied from the app page.More about environment variables here. You can also fill these information directly in the _auth0.yml
file (see below). If you do so, don’t forget to save the _auth0.yml
file after editing it.
app.R
file, like this:library(shiny)
ui <- fluidPage(
fluidRow(plotOutput("plot"))
)
server <- function(input, output, session) {
output$plot <- renderPlot({
plot(1:10)
})
}
# note that here we're using a different version of shinyApp!
auth0::shinyAppAuth0(ui, server)
Note: If you want to use a different path to the auth0
configuration file, you can either pass it to shinyAppAuth0()
or set the auth0_config_file
option by running options(auth0_config_file = "path/to/file")
.
You can try your app running
If everything is OK, you should be forwarded to a login page and, after logging in or signing up, you’ll be redirected to your app.
If you are running your app in a remote server like shinyapps.io or your own server, and if your app is in a subfolder of the host (like https://johndoe.shinyapps.io/fooBar), you must include your remote URL in the remote_url
parameter.
You can also force {auth0}
to use the local URL setting options(auth0_local = TRUE)
. This can useful if you’re running an app inside a Docker container.
If you are using {auth0}
for just one shiny app or you are running many apps for the same user database, the recommended workflow is using the environment variables AUTH0_KEY
and AUTH0_SECRET
.
However, if you are running many shiny apps and want to use different login settings, you must create many Auth0 apps. Hence, you’ll have many Cliend IDs and Client Secrets to use. n this case, global environment variables will be unproductive because you’ll need to change them every time you change the app you are developing.
There are two options in this case:
usethis::edit_r_environ("project")
.The best option in this case is to simply add the Client ID and Secret directly in the _auth0.yml
file:
name: myApp
remote_url: ''
auth0_config:
api_url: https://<USERNAME>.auth0.com
credentials:
key: <CLIENT_ID>
secret: <CLIENT_SECRET>
Example:
name: myApp
remote_url: ''
auth0_config:
api_url: https://johndoe.auth0.com
credentials:
key: cetQp0e7bdTNGrkrHpuF8gObMVl8vu
secret: C6GHFa22mfliojqPyKP_5K0ml4TituWrOhYvLdTa7veIyEU3Q10R_-If-7Sh6Tc
Although possible, the latter option is less secure and consequently not recommended because it’s easy to forget passwords there and commit them in public repositories, for example.
ui.R
/server.R
To make {auth0}
work using an ui.R
/server.R
framework, you’ll need to wrap your ui
object/function with auth0_ui()
and your server
function with auth0_server()
. Here’s a small working example:
{auth0}
will try to find the _auth0.yml
using the same strategy than the app.R
framework: first from options(auth0_config_file = "path/to/file")
and then fixing "./_auth0.yml"
. Both auth0_ui()
and auth0_server()
have a info=
parameter where you can pass either the path of the _auth0.yml
file or the object returned by auth0_info()
function.
To authorize a client to make API calls against a remote server, the authorization request should include an audience
parameter (Auth0 documentation).
To do this with {auth0}
, add an audience
parameter to the auth0_config
section of your _auth0.yml
file. For example:
name: myApp
remote_url: ''
auth0_config:
api_url: !expr paste0('https://', Sys.getenv("AUTH0_USER"), '.auth0.com')
audience: https://example.com/api
credentials:
key: !expr Sys.getenv("AUTH0_KEY")
secret: !expr Sys.getenv("AUTH0_SECRET")
When an audience
parameter is included in the request, the access token returned by Auth0 will be a JWT access token rather than an opaque access token. The client must include the access token with API requests to authenticate the requests.
Because RStudio is specialized in standard shiny apps, some features do not work as expected when using {auth0}
. The main issues are is that you must run the app in a real browser, like Chrome or Firefox. If you use the RStudio Viewer or run the app in a RStudio window, the app will show a blank page and won’t work.
If you’re using a version lower than 1.2 in RStudio, the “Run App” button may not appear in the right corner of the app.R script. That’s because RStudio searches for the “shinyApp(” term in the code to identify a shiny app.
Since v0.2.0, auth0
supports shiny’s state bookmarking, but because of URL parsing issues, bookmarking only works with server storage. To activate this feature, you must call the app with the following lines in your app.R
file:
Also note that Auth0 adds code
and state
to the URL query parameters.
This solution works normally in the ui.R
/server.R
framework.
You can manage user access from the Users panel in Auth0. To create a user, click on “+ Create users”.
You can also use many different OAuth providers like Google, Facebook, Github etc. To configure them, go to the Connections tab.
In the near future, our plan is to implement Auth0’s API in R so that you can manage your app using R.
After a user logs in, it’s possible to access the current user’s information using the session$userData$auth0_info
reactive object. The Auth0 token can be accessed using session$userData$auth0_credentials
. Here is a small example:
library(shiny)
library(auth0)
# simple UI with user info
ui <- fluidPage(
verbatimTextOutput("user_info")
verbatimTextOutput("credential_info")
)
server <- function(input, output, session) {
# print user info
output$user_info <- renderPrint({
session$userData$auth0_info
})
output$credential_info <- renderPrint({
session$userData$auth0_credentials
})
}
shinyAppAuth0(ui, server)
You should see objects containing the user and credential info.
User info
$sub
[1] "auth0|5c06a3aa119c392e85234f"
$nickname
[1] "jtrecenti"
$name
[1]<EMAIL_ADDRESS>$picture
[1] "https://s.gravatar.com/avatar/1f344274fc21315479d2f2147b9d8614?s=480&r=pg&d=https%3A%2F%2Fcdn.auth0.com%2Favatars%2Fjt.png"
$updated_at
[1] "2019-02-13T10:33:06.141Z"
Note that the sub
field is unique and can be used for many purposes, like creating customized apps for different users.
Credential info (abridged)
$access_token
[1] "y5Yv..."
$id_token
[1] "eyJ0..."
$scope
[1] "openid profile"
$expires_in
[1] 86400
$token_type
[1] "Bearer"
The id_token
may be used with applications that require an Authorization
header with each web request.
If you’re running {auth0}
using ui.R/server.R
framework and you want to access logged information, you’ll need to use the same object returned auth0_info()
function in both auth0_ui()
and auth0_server()
.
This is possible using the global.R
file. For example:
You can add a logout button to your app using logoutButton()
.
library(shiny)
library(auth0)
# simple UI with logout button
ui <- fluidPage(logoutButton())
server <- function(input, output, session) {}
shinyAppAuth0(ui, server)
Auth0 is a freemium service. The free account lets you have up to 7000 connections in one month and two types of social connections. You can check all the plans here.
This package is not provided nor endorsed by Auth0 Inc. Use it at your own risk.
Also, I am NOT a security expert, and as Bob Rudis pointed out, adding the word “secure” on something has broad implications of efficacy and completeness. So this package may be lying when it tells it’s secure.
If you’re a security expert and liked the idea of this package, please consider testing it. We’ll be really, really grateful for any help.
{auth0}
0.2.0config_file
.shinyAppDirAuth0()
function to work as shiny::shinyAppDir()
(Issue #21).ui.R
/server.R
apps.


{% if link_form %}
Add Tags Here:
{% comment %}
Need to add fields for adding tags to the URL's.
Be sure to set the control containing the pre-selected links
such that you can select multiple links - a multi-select box.
Add two forms: the first form is based on the TagList model,
and the second is based on the URLTags model. If we post from
the TagList form, we add that tag(s) to the TagList table, and
attach it to the URL. If we post from the URLTags form, we
simply attach the selected tag(s) to that particular URL.
Tags are comma separated strings that can be up to 64 characters
each.
{% endcomment %}


Aquarium Puzzlehunt
Teams
·
Solves
·
Texts
·
Cost
·
Last update
s
Teams
·
Solves
·
Texts
·
Cost
·
Rankings
Team
Solved
Total
Elapsed
(MM.SS)
Puzzles
ID
# solves
submissions


Last Updated: April 5th, 2021
Student Government is a representative body of the student population at Burnaby North. We are a hardworking team of individuals from grades nine through twelve that aims to foster a sense of community at North. We listen to the students to bring interesting and engaging initiatives. We host a multitude of spirit weeks, dances, and sales throughout the year. As a part of Student Government, you will be part of a bigger initiative involved in brainstorming, planning, and executing these events.
The Government election process is something for which Student Government is committed to ensuring validity, accuracy, and efficiency. Students wishing to apply must complete the election package, and those whose applications are approved will become candidates. After completing supplementary materials, candidates will then be allowed to campaign over the period of a week or participate in an interview. After counting the ballots and completing the interview process, the new Student Government members will be announced on April 20th.
Applicants can attend an information meeting on March 1st, 2021 at 5:00 PM on Zoom. Election Packages will be emailed to students with extra handouts available on the website and outside of Room 116. Applicants are given until Wednesday, March 10th to complete their packages and must return it to Room 114 by 3:00 PM or email it to Student Government. An oversight team will work with Admin to review each application and release a short-list of candidates by Friday, March 12th. View apply for more information.
The best way to get involved is to participate in Student Government events, activities, and council meetings. Being actively involved with Burnaby North campus life is one of the many ways that you can give back and help staff and students recognize who you are and your presence within the community. You can either directly run for Student Government through Grade Representative or Executive positions during election week or join your respective grade councils.
Students can view the available positions for this year here. The elected positions are the President, the Vice-President, the Secretary, the Treasurer, the PR coordinators, and the Grade reps. All other positions are appointed and require an interview process.
No. After you submit your application, you are expected to commit to your role and you can only campaign for the position you applied for.
Student Government holds a wide array of events, all of which have the same goal: to engage the student population and improve the school community. Our spotlight events include Viking Valhalla, a spirit week with cross-grade competition; Food Truck Fridays, a weekly food sale with a variety of food trucks in the courtyard; and various school dances throughout the year. These are just a few examples of the countless amazing initiatives in which Student Government is involved.
The easiest way to voice your thoughts is by suggesting your ideas to your grade council or by visiting our contact page. Feel free to reach out directly to any Student Government member as well! Students can even contact their respective vice-principals if they believe the matter is urgent.
Yes! International students at Burnaby North can be appointed for the role of International Representative. Their main responsibilities are presenting Student Government events at International students’ meetings and organizing all International student events.
Short-listed candidates will be contacted by the end of the day on Friday, March 12th.
Election week starts on April 12th and is finished April 16th. Results of the election will be announced the morning of April 20th.
Election results will be announced on the morning of Tuesday, April 20th. Candidates will be informed of the results before the rest of the school.
No. Campaigning online is absolutely not allowed. Public and private posts, stories, or other mediums of sharing are not to be used under any circumstance. Brainstorming and organizing campaigns online is permitted. The Student Government website will provide a platform for profiles and speeches to be displayed to the student body.
Yes, it is allowed to campaign with a partner. This will allow you to share resources and banner/poster space. Remember to follow the newly instated COVID-19 protocols around social distancing, mask wearing, and cohorts before proceeding with your partnership. Please note that voters are not obligated to vote for both candidates of a pairing.
Candidates running for Grade Representative are allowed to spend up to $25. Candidates for Executive positions are allowed up to $50.
Please refer to the Election Rules and Guidelines document for more details.
More information about the individual candidates here. Students can find information about the candidate profiles, as well as view a campaign video that each candidate has prepared.
On the ballots, a list of candidates fall underneath the position they are running for. Simple boxes beside each of the candidates names can be filled with a number according to your preference. If a single candidate receives more than 50% of the first place votes, they automatically win; however, if no candidate breaks that 50% threshold, the lowest ranked candidate is eliminated from contention. The votes who were casted with the lowest candidate ranked first are then distributed to their second place choices. This process is repeated until a candidate surpasses the 50% threshold.
Voting day is on Friday, April 16th. Ballots will be handed out to each morning class, and teachers will distribute them for every student to cast their vote.
If a student is unavailable on voting day or does not have a morning class, they are able to come to the Student Government room after lunch or after school on Thursday, April 15th, to cast an early vote. Their schedule and go-card is required to ensure that the student does not vote twice.
To learn more about the Presidential candidates, you can visit the candidates page to view their profiles. In addition, all students are invited to attend the presidential Q&A on Wednesday, April 14th after school. The link will be provided closer to the date.
Anyone in grades 8-11 are welcome and encouraged to apply. Grade 8-10 applicants may only apply for the role of Grade Representative. Grade 11s may apply for an Executive position, an appointed position, or a Grade Representative. You can see the eligibility of each position on the apply page.
If you are campaigning with a partner, you are allowed to share materials and have both candidates on the same poster. However, the banners should only be promoting one candidate.
You are allowed to digitally design and print your posters. Please ensure to stay within the campaign budget.
Candidates can come to school at 7:00 AM on Monday, April 12th, to put up posters around the school. Please be mindful of existing posters, and to not cover any of the school artwork (more information in the rules document). All posters must be taken down by the end of the day on April 16th.
If your question has not been answered by this FAQ page, please go to our contact page for more information on who you can contact.


Close view
Unfortunately the developer is still busy building this chart...
How much would it cost to pay off your state debt?
Almost every country in Europa has a debt in some way, the value of the debt scales from little debt to a very high debt.
In this project I am trying to give a better insight in european debt and how much this would cost to each person that lives in the selected country.
How to use!
( if you have a touchpad )
Europe debt display
Center map
Europe debt overview
Close view
Filter:
Countries:
{{data.country}}
Total population: {{formatNumbersByDots(data.population)}}
Total debt: €{{formatNumbersByDots(data.debt[0])}}
Total debt per citizen: €{{formatNumbersByDots(data.pastDebtPerCitizen)}}
The most famous dishes for this country are:
- {{item.name}}
Hover the bars for more information!


Ventspils is an important port in northwestern Latvia, at the mouth of the Venta River.
There are two approach channels to the Port.
The NW approach channel leads SE from Lighted Buoy 'B' (57*28.52'N, 21*25.91'E) to the Outer Harbour of Ventspils protected by two, N and S, breakwaters, and then into the Fishing Harbour and marina located in the S side of the River Venta estuary.
Another option is available by choosing the Lighted Buoy 'A' (57*26.3'N, 21*24.7'E) which marks the seaward entrance of the W approach channel.
Both approach channels are indicated by lighted ranges. The rear
range light of the NW channel is shown from a prominent framework tower, 35m high, standing 1.5 miles SE of the harbour entrance. The port of Ventspils can be identied from a considerable distance by a conspicuous church, with a tall spire, standing in the centre of the town on the S side of the river. A
conspicuous pilot watch tower, 20m high, stands close E of the root of the S breakwater. A prominent group of storage tanks is situated near the root of the N breakwater.
The length of the entrance channel is 5.5 km, with an approximate depth of slightly over 17m. The port becomes shallower all the time and the Ventspils marina (see photo) has a depth of 3.6m.
The tides are negligible, but the water level fluctuates with wind conditions and may differ by 0.3m above or below the mean level. Currents in the river set at an average rate of 1 knot, increasing to
2 knots near the entrance. The current sets N or S along the coast in the approaches to the port depending on the wind. It may attain rates of 3 to 4 knots.
Last updated April 2015.


I am new in Arduino Prograaming and I am trying to upload sensor data onto Emoncms website . I uploading data using GSM shield , EmonTx V2 Shield and Arduino duemilanove. Im trying to send sensor readings from my CT sensor to the Emoncms web application in order to visualise my energy usage, ive got the correct readings appearing on my serial monitor but for some reason the live feed isnt appearing in the Emoncms application. Please if somebody could help in GSM shield Syntax for data uploading
#include "EmonLib.h" // Include Emon Library
#include <SPI.h>
#include <GSM.h>
#define GPRS_APN "data.lycamobile.co.uk" // replace your GPRS APN
#define GPRS_LOGIN "lmuk" // replace with your GPRS login
#define GPRS_PASSWORD "plus" // replace with your GPRS password
#define PINNUMBER ""
GSMClient client;
GPRS gprs;
GSM gsmAccess;
char server[] = "http://emoncms.org/"; //emoncms URL
boolean lastConnected = false; // state of the connection last time through the main loop
String apikey = "b340460c31xxxxxxxxxxfb0297"; //api key
int node = 0; //if 0, not used
const unsigned long postingInterval = 3*1000; // delay between updates, in milliseconds
EnergyMonitor ct1;
const int LEDpin = 9;// Create an instance
void setup()
{
Serial.begin(9600);
// give the ethernet module time to boot up:
delay(1000);
// Display a welcome message
Serial.println("HTTP emoncms client v0.1 starting...");
ct1.voltage(0, 300.26, 1.7); // Voltage: input pin, calibration, phase_shift
ct1.current(1, 60.606);
pinMode(LEDpin, OUTPUT);
digitalWrite(LEDpin, HIGH);
boolean notConnected = true;
// After starting the modem with GSM.begin()
// attach the shield to the GPRS network with the APN, login and password
while(notConnected)
{
if((gsmAccess.begin(PINNUMBER)==GSM_READY) &
(gprs.attachGPRS(GPRS_APN, GPRS_LOGIN, GPRS_PASSWORD)==GPRS_READY))
notConnected = false;
else
{
Serial.println("Not connected");
delay(1000);
}
}
Serial.println("Connected to GPRS network"); // Current: input pin, calibration.
}
void loop()
{
ct1.calcVI(20,2000); // Calculate all. No.of half wavelengths (crossings), time-out
ct1.serialprint(); // Print out all variables (realpower, apparent power, Vrms, Irms, power factor)
float realPower = ct1.realPower; //extract Real Power into variable
Serial.print("ct1.realpower ");
Serial.print(" ");
}
// this method makes a HTTP connection to the server:
void sendData(float realPower) {
// if there's a successful connection:
if (client.connect(server, 80)) {
Serial.println("Connecting...");
// send the HTTP PUT request:
//client.print(" /emoncms/input/post.json?apikey=MYAPIKEY&json={power");
client.print("GET /emoncms.org/input/post.json?json={power:200}&apikey=b340460c4175317xxxxxxxx0297");
client.print(realPower);
client.println("} HTTP/1.1");
client.println("Host: emoncms.org");
client.println("User-Agent: GSM shield");
client.println("Connection: close");
client.println();
}
else {
// if you couldn't make a connection:
Serial.println("Connection failed");
Serial.println("Disconnecting...");
client.stop();
}
}
Re: Data uploading onto Emoncms website using GSM Shield
Hello shreyas32177, can you tell us a bit more about the error's that you see? Why it isnt working for you.
Could it be that
client.print("GET /emoncms.org/input/post.json?json={power:200}&apikey=b340460c4175317xxxxxxxx0297");
needs to be:
client.print("GET http://emoncms.org/input/post.json?json={power:200}&apikey=b340460c4175317xxxxxxxx0297");
or
client.print("GET /input/post.json?json={power:200}&apikey=b340460c4175317xxxxxxxx0297");


Enriched with two dimensional representations of information about this piece of the earth. Information about roads, rivers, shapes of the earth, building blocks, etc. To scale or not.


Well, Flash Mobs seems to be just the thing in this day and age. In recent weeks, New Yorkers have been using forwarded e-mails to coordinate "flash mobs," or not-so-random crowds that appear and dissipate within a matter of minutes. An example would be a group of people meeting at a specific store at 1900 to eat a banana. Or a group of people meeting at one place to ask for Udo for 3 minutes. Then its over again. Not sure if Rheingold’s Smart Mobs were first or if he just observed the system and extended the thinking arround it, which seems much more likely. I might really have to look further into this :)
Yamato - the Drummers of Japan
I have just been to Yamato - The drummers of Japan and I can only suggest to everyone to go there if you have the chance. I have played the drums so I am destined to like a group of quasi drummers, but this is amazing no matter what. When have you sat listening to drums for twice 45 minutes and totally forgetting the time. They have a great quote on their web site:
“If you’r looking for inspiring drumming and infectious dance rhythms, you’ll be disappointed. This is much, much more.” - The Guardian, London.
Here you actually see them in Cologne, where I went to see them. Great theatre really and we’ll have to watch out to catch some more interesting stuff there.  :) We are by now 10 people and I would not have thought that so many people in my vincinity want to go to a Living Colour concert. This will be a great amount of fun. Another month and I should hold the CD in my hand.
Book 7: Organisational Capabilities: Structures and Systems

(Originally published on OUBS Blog)

In this book structure refers to the boundaries of the organisation and the ways the activities inside are co-ordinated. Systems are about information types and flows. Burns and Stalker (1961) describe two possibly systems: mechanistic and organismic.

structural components, contingencies and configurations

This is based on Henry Mintzberg’s article "The structuring of organisations".

Mintzberg’s six ideal structural types:

  	 Simple Structure	 Machine bureaucracy	 Professional bureaucracy	 Divisionalised form	 Adhocracy	 Missionary

 Key part	 Strategic apex	 Technostructure	 Operating core	 Middle line	 Support staff	 Ideology

 Co-ordinating mechanism	 Direct supervision	 Standardisation of work processes	 Standardisation of skills	 Standardisation of outputs	 Mutual adjustment	 Standardisation of norms

 Dominant pull to:	 Centralise	 Standardise	 Professionalise	 Balkanise	 Collaborate	 Evangelise

 Decentralisation	 None (centralised)	 Limited horizontal	 Horizontal	 Limited vertical	 Selective horizontal and vertical	 Full decentralisation

 Planning and control	 Little	 Action planning	 Little	 Much performance control	 Limited action planning	 Little

 Liason deviced	 Few	 Few	 In administration	 Few	 Many throughout	 Few

 Typical examples	 Small owner-manager firms undertaking simple activities	 Fast food chains, airlines, telephone banking	 Hospitals, colleges, law firms	 Large conglomerates	 Creative advertising agencies, bespoke software boutiques	 Kibbutz, Revolutionary movements

Mintzberg argues that "organisations can select their situations in accordance with their structural designs just as much as they can select their designs in accordance with their situations."

Strategy and Systems

When Daft and Macintosh (1984) studied 86 firms, the same six sub-systems apeared most often for the formulation of strategy: - strategic plans - long rang plans (5 years +) - annual operating budgets - periodic statistical reports - performance appraisal - policies and procedures

Band and Sanlan (1995) identified some more: - structural devices like audits - MIS - budget and profit planning processes - HR management arrangements - R&D programmes - work practices and norms - explicit organisational values - use of external instruments (e.g. benchmarks)

Remember that the information requirements are different from a hierarchical company to an adhocracy and telecommunications often made location less important.

As a control system for middle management, feedback is the most simply, comparing things to a standard and triggering action at variances. Problems are that there is a log between strategy formulation and feedback, feedback is vulnerable to poor specifications, misunderstanding and the feedback mechanism is sometimes designed too simple, e.g. only based on profitability.

Band and Scanlan (1995) suggest "feedforward" control: - premise control (are our premises correct?) - implementation control (are things happening as thought?) - strategic surveillance (monitor threatening events) - special alert control (scan for low-probability events)

A more comprehensive approach comes from Simons (1995), using both feedback and feedforward integrating corporate culture. - Belief systems provide core values that are guiding for business strategy - Boundary systems show risks to be avoided - Diagnostic control systems (e.g. budgets) show critical performance variables - Interactive control systems (stimulate search and learning) show strategic uncertainties and allow for challenging assumptions

Strategy, Structure and Systems

You should try to put structure and systems together to form a competitive advantage, a long term one. This will be a changing progression of different strategies, structures and systems, put together by Greiner in 1972.

(Phase, evolution stages - revolution stages, check Table 4.1) Phase 1. Growth through creativity leads to crisis of leadership Phase 2. Growth through direction leads to crisis of autonomy Phase 3. Growth through delegation leads to crisis of control Phase 4. Growth through co-ordination leads to crisis of red tape Phase 5. Growth through collaboration leaders to Crisis of ?

Miller (1986) tried to show the close fit between strategy and structure: The theme we wish to pursue here is that there are ties that unite strategy and structure; that given a particular strategy there are only a limited number of suitable structures and vice versa.

Structural change brings a process of organisational innovation, which can as of Chandler (1977) either be an adaptive response or a creative innovation going beyond the existing practices. A Competitive advantage also comes from being different though and hence, after the multidivisional structure had become the norm by the 1970s, firms having adopted it stopped to have superior performance by the 1970s.

Innovation in structures are always emerging. Some reasons are: - erosion of advantage through immitation of old ones - impact of new IT - competitive pressure for flexibility and low prices - rapid race for competitive innovation - competitive focus on time as a source of competitive advantage - growing importance of knowledge based assets

Galbraith and Lawler (1993) identified some new functional structures in organizations: - modified function unit with fewer levels and less functions for faster response - lateral unit with cross function teams - superfunctions unit grouped arround core processes e.g. product generation at HP includes R&D, manufacturing and purchasing - front-end/back-end hybrid (front around customer, end around products with lateral integration) - network organization (seperate companies integrated through a network) - function specialist (single function within informal network)

A closer look at those follow.

Transaction cost economics (TCE, Book 4) are used to identify whether to make or buy. An entire organization can be viewed as a system of exchange transactions. Information asymmetry (somebody has different info than somebody else) leads to transaction costs related to incomplete or missing information. This can be: - search costs - contracting or negotiation costs - transaction control, regulation and audit costs - maintenance costs to develp the contract or transaction

Based on this belief, the hierarchy was established to overcome imperfections in otherwise efficient markets. Changes in information technology has led to more efficient markets enabling: - modified function unit uses IT to speed up information flow - the superfunction unit re-aligns structures with key processes (based on customer needs) - perfect markets can come from better access to information

These are just examples where information technology led to different flows of information enabling radical rethinking of structures

Network technologies also enable new ways of working with transactions now being conducted through markets, hierarchies and teams.

A lateral unit is a cross-functionl team-based organization like a team of specialists interacting through e-mail, groupware and open databases. The front-end/back-end hybrid requires effective integration of two different structurs with different integration needs to bring a good product or service.

Network organizations require a lead partner to integrate the network and function specialists simply rely on their specialist skills which are needed for a number of different informal networks.

Organization Structure and MAnagement Systems by Grant

(Originally published on OUBS Blog)

Ultimately, there may be no long-term sustainable advantage other than tha ability to organize and manage. - Jay Galbraith and Ed Lawler

The evolution of the corporation

At the end of the 19th century there were only big corporations in plantations, all the rest was personal business with lots of interation between different people. The emergence of factories made the contractor system with market relationships among workers, machine owners and merchants, inefficient.

The markets - firms difference is central here. In markets you have price mechanisms which direct the organization and in firms you have managerial direction. Which version you choose depends on efficiency. The idea is that when the administrative costs would be less than the transaction costs in a market, then firms a the more wise choice.

Railroads and the telegraph system allowed for multiple locations to be managed from one central office. Next came the devisionalised structure, the result of margers that started to happen in the 1920s. These started to not be devided by function but also by product. Here the strategic part of centralised while the operational was localised at a devision level.

Organizational Design

In general an organized human activity, as of Mintzberg, needs division of labor into tasks as well as coordinations of these task to the activity. In terms of division of labor, specialization will lead to immense productivity gains, as long as the coordination need as well as detatchment from the product of the individual does not become too big. Things that can be used for coordination are price (e.g. transfer prices between departments), rules and directives, mutual adjustment and routines.

In general, for individuals to work together, they need to see a reason to do so, something that can be called incentives. Different individuals have different goals though, which leads to the so called agency problem. Here the Principal contracts with the agent to act on in the principal’s interest. An example here would be the use of stock options for managers to allign their interest with that of the shareholders.

In the chapter, Bruce Henderson, founder of the Boston Consulting Group is quoted as saying: "Every production man’s dream is a factory that always runs at full capacity making a single product that requires no change… every salesman would like to give every customer whatever he wants immediately."

Alignement can be achieved by: - control mechanisms - reward incentrives - shared values

Hierarchy in organizational design

Coordination: Modularity will lead to hierarchy, is one belief. If looked at this broadly, hierarchy is adaptable, evolving and decomposable. You can even use loose coupling which enables things to change swiftly with the general architecture staying the same. Hierarchy will also allow coordination with less interaction (5 people either need 10 interactions between each other or one person with 4 interactions with the others).

Control: Bureaucracy, administrative hierarchies, have some principles: - rational-legal authority - specialization - hierarchical structure - coordination and control through rules and standards - standardized employment rules and norms - separation of jobs and people - formalization Therefor these are often called machine bureaucracies

There are mechanistic and organic forms, in which the organismic form is less formalized, more flexible and multidirectional.

Today we are rethinking hierarchy as the world arround us is changing ever faster which means that it is less predictable and stable, needing less bureaucratic systems.

designing organizations

You need to reconcile specialization with coordination and cooperation, which a solution being the hierarchy. How shall this be designed?

First, units need to be defined based on: - common tasks (maintenance department, finance office, quality control) - products (department story) - geography (Wal-Mart) - process

A basis can be the intensity of interaction. Whereever the most interaction is needed, there should be a unit grouping. Other factors of influence are: - economies of scale - economies of utilization - learning - standardization of control systems

alternative structural forms

The functional structure is often used with single-business firms, where centralization of functions can lead to scale economics, learning and capability building. With growth in size, the groups build their own values, norms and vocabularies and integration and establishment of semi-autonomous profit centers becomes difficult.

The multidivisional structure started with diversification within companies, as they offer the possibility of decentralized decision making. Matrix structure came about with the realisation that coordination needs to happen across functions, products and geographical areas in the end. The matrix structure was adopted a lot during the 1960s and 1970s and there’s a figure of the Shell Matrix pre-1996 on page 210 of the book. Looks interesting ;)

Nonhierarchical coordination structures are another thing, something that many companies have experimented with. Here are some: - project-based organizations (e.g. oil exploration with highly differentiated project for limited time) - adhocracies (innovation-oriented and organic, no standardization) - shamrock organizations (as of Charles Handy, downsized, first-leaf is the tightly integrated professional core, second-leaf outsourced things from manufacturing to payrole, third-leaf temporary or part-time lowly integrated core support) - Honeycomb organizations (self-organizing groups, like ants’ nests, complexity theory, example: AES Honeycomb)

Common features of nonhierarchical structures are: - focus on coordination rather than control - reliance on mutual adjustment - individuals have multiple organizational roles

Management System for Coordination and Control

Four are of primary importance: - information systems: the ability to supervise depends on the flow of information upwards - strategic planning systems: whether formal or informal, systematic or ad hoc, it is a strong means of coordination. A strategic plan often includes: a statement of goals, a set of assumptions or forecasts, a qualitative statement, specific action steps, a set of financial projections - financial planning and control system - capital expenditure budget - the operating budget - human resource system - corporate culture as a control mechanism - integrating different control mechanisms

The Structuring of Organizations by Henry Mintzberg

(Originally published on OUBS Blog) In this article, Mintzberg argues that "parameters of organizational design should logically configure into internally consistent groupings."

There are six basic parts of an organization:

operating core: here production happens

strategic apex: tom management

middle line: middle management

technostructure: e.g. analysts that design systems, processes, etc…

support staff: support outside of operating workflow

ideology: halo of beliefs and traditions.

There are also 6 basic co-ordination mechansims - mutual adjustment (among the core, people coordinate among themselves, only means under extremely difficult circumstances) - direct supervision (from the top to the core) - standardization of work processes (by technostructure to core) - standardization of outputs (not what is done but what the result will be) - standardization of skills (the worker is standardized) - standardization of norms (common set of beliefs)

There are some design parameters that can be changed. These fall into different categories: (individual positions) - job specialisation - behaviour formalisation - training - indoctrination (superstructure to knit it together) - unit grouping - unit size (lateral linkages) - planning (ahead of time) and control (afterwards) systems - liaison devices (decision-making systems) - vertical decentralisation - horizontal decentralisation

Next we have the situational factors, which influence the choice of the design parameters and vice versa: 1. Age and size: - the older, the more formalized the behaviour - the larger, the more formalized the behaviour - the larger, the more elaborate the structure - the larger, the larger the average unit - the structure reflects the age of founding of the industry

Technical systems:

the more regulating, the more formalized and bureaucratic the work

the more complex the more elaborate the administrative structure

the automation of the operating core moved a bureaucratic administrative structure into an organic one

Environment : The more dynamic the more organic the structure

the more complex, the more decentralized the structure

the more diversified the markets, the more propensity to split into market-based units

extreme hostility drives centralized structure temporarily

disparity in environment call for differentiated work constellations

Power

the greater external control the more centralized and formalized the structure

power needs of individuals foster centralized structures

fashion favors the structure of the day

This leads us to six basic configurations (Table 12.1 has a great summary here) - the simple structure: just some operating core and top management - the machine bureaucracy: more elaborate administration with technostructure and support. - professional bureaucracy: standardization of skill rather than processes and hence a bigger support than technostructure - divisionalized form: several sup-structures - adhocracy: this is for companies that need project structures, creative teams dominated by a pull to collaborate. - the missionary: pull to evangelize, loose divisions of labour, little specialization, often very young company

Symbian Taking Off
It seems that Symbian is taking off! I mean Q2 2002 had 90.000 Symbian based mobile phones sold and Q2 2003 had 1.490.000 phones based on Symbian sold! Now that’s growth. Royalties moved from 230k in H1 2002 to 2.68m in H1 2003. That’s over 1000%! Goodie.
The Leader’s New York by Peter M. Senge
(Originally published on OUBS Blog)
The leader’s new york: building learning organizations, by Peter M. Senge is part of Book 8 and about the organization of the future, "a consummately adaptive enterprise" as of Fortune magazine. The impulse to learn is an impulse to expand our capability.
Leaders are often believed to be heroes but in learning organizations they are not the charismatic decision maker but rather designers, teachers and stewards. Their role is to build a shared vision, bring out and challenge mental models and to bring about more systemic patterns of thinking. Leaders are responsible for learning.
You start with creative tension, meaning the natural tension due to the gap between a vision and the ‘current reality’. Here an accurate picture of the current reality as well as a compelling picture of the desired future is important. The energy for change needs to come from the vision though, as it makes motivation intrinsic. In change coming from current reality youare likely to be problem solving which is more extrinsic and short lived.
New Roles
You will need a few new roles, or new role definitions:
-> The leader as designer On an ocean liner, the leadership role can be said to be the designer. What this means is that without good design, being an organizational leader is fruitless. To design an organization you need to first design what Senge calles the governing ideas (purpose, vision, core values). You then move on to policies, strategies and structures to guide busiiness decisions. Behind those though, you need effective learning processes to ensure that everything is continuously improved.
-> The leader as teacher Here it is important to help to gain a better grasp of current reality which needs real attention to people’s mental models as we all only carry assumptions in our heads, not realities as such. Leaders can influence people in three ways: - Systemic structure (generative): addresses causes of behaviour where patterns of behaviour can be changed - Patterns of behaviour (responsive): Assess long term trends and their implications - Events (reactive): who did what to whom
They largely teach by example.
-> The leader as steward This is more a matter of attitude. You serve first and that makes you lead. People will be inclined to learn when they do something they consider worthy of their fullest commitment. (Stewardship: the careful and responsible management of something entrusted to one’s care)
New Skill
These new leadership roles require new skills.
- You need to build a shared vision, which means you need to:
- encourage personal vision as people’s capacity for caring is personal
- communicate and ask for support (‘Is this vision worthy of your commitment?’)
- see visioning as an ongoing process, not as a fixed wording on a web page, but rather as a the continuous question of what you want to achieve
- blend extrinsic (beat competitor a) and intrinsic (build the best product) vision
distinguish positive (aspiration) and negative (fear) visions
You need to bring to surface and test mental models by:
- seeing leaps of abstration, meaning confusion of generalization with observable data
- balancing inquiry and advocacy
- distinguishing espoused theory from theory in use (e.g. you proclaim people trustworthy but lend no money to friends)
recognising and defusing defensive routines, which often needs a high degree of self disclosure of your own defensiveness
Finally you need systems thinking, focussing less on the day-to-day events but on the underlying trends and forces of change. You need to:
- see interrelations , not things, and processes, not snapshots
- move beyond blame
- distinguish detail complexity and dynamic complexity
- focus on areas of high leverage
- avoid symtomatic solutions
New Tools To do all this you need new tools. One option might be to be aware of system archetypes that exist and happen again and again. - you might need to balance a process that has delays and might overshoot - growth is limited - shifting the burden and using short-term solutions - eroding goals (when all else fails, lower your standards) - escalation - tragedy of the commons - growth is stopped with underinvestment
Another thing to do might be to look at strategic dilemmas in a different way. An example here would be to stop looking at low costs - high quality as a choice of either or. To do this, Chargles Hampden-Turner suggested several steps: - Identify the opposing values - Map them at opposing axes - Get rid of nouns to describe them (local control becomes growing local initiatives) - frame and contextualise by making each side the frame or context of the other - sequence all the steps without thinking about time - take into account that there might be high and low cycles - synergise
Senge ends this one with a quote:
The wicked leader is he who the people despise. The good leader is he who the people revere. The great leader is he who the people say, ‘We did it outselves.’
Nutch Search
With search being so important, some are afraid that the big companies get too much power into their hands with their search engines. In essence they could control what a surfer sees, which can get a little scary. So some people started Nutch, which is supposed to become an open source search engine. I wonder if it will work, partly because of the high costs associated with a popular search engine (thousands of servers, huge amounts of bandwidth, …) and party because I am still not convinced that open source really works. Yes it worked in some systems but that doesn’t mean it will work in others.
Living Colour Tickets Ordered
So that’s that. I just ordered Living Colour tickets (9 to be exact) for the 6th of October here in Cologne. The new album will only come out on the 22nd/23rd of September so I will have a bit of time to get accustomed to the new songs :)


§373C-42 Organization. The development of occupational employment planning information shall be carried out through the responsibilities defined in section 373C-23. [L 1983, c 193, pt of §1; am L 2001, c 171, §7]


SF9's Zuho drops special MV for self-produced track 'Attic' featuring Sogumm
by danisurstSF9's Zuho and singer-songwriter Sogumm made a video for their collaboration track!
On November 10 KST, SF9's agency FNC Entertainment revealed the video for "Attic" (lit. trans). The song was released through Zuho's personal Soundcloud account, where he shares his self-produced tracks with his fans.
Sogumm not only lent her vocals to the song, but also helped compose the track and write lyrics. In the video, the two artists can be seen hard at work in the recording studio, singing their respective parts as the lyrics follow in sync.
Check out the music video above!


Page 1 of 1
Sunday, April 9, 2006
Posted:
Sat Apr 01, 2006 3:30 pm
by Karl G.
This meeting will be at 5 PM at Matt's house. I hope everyone can be there--we should be setting up the server by this meeting!
Posted:
Mon Apr 03, 2006 8:02 pm
by Joe M.
I'm there! How'd this week go?
Matt--could you leave me directions? I kinda got lost last time I tried to find your place, but I've got a general idea where it is now...
Posted:
Sun Apr 09, 2006 11:42 am
by Karl G.
Matt's Address: 2302 Wilkes Ct. Colleyville Tx
If you need help, call him:<PHONE_NUMBER>
Posted:
Sun Apr 09, 2006 3:47 pm
by Karl G.
Update: Basically, this meeting was canceled because nobody communicated about attendance.
Address: <IP_ADDRESS>
Posted:
Sun Apr 09, 2006 7:09 pm
by Joe M.
hmmm....Address, as in--there's a working game-thing? 'cause that would be great. How goes it? (Karl--glad to see you're still alive
)
Posted:
Sun Apr 09, 2006 9:25 pm
by Matt W.
I love playing with textures...wooot
Posted:
Mon Apr 10, 2006 6:39 am
by Karl G.
Haha that rocks!!!!
That gives me an idea, too. I should make a texture like that so I can see where the weird stuff is happening between regions and try to make the texture line up right.
Posted:
Mon Apr 10, 2006 9:43 pm
by Joe M.
huh what?
Posted:
Tue Apr 11, 2006 6:23 am
by Karl G.
That's what I mean. The texture doesn't match up at the seams.


LAKE PLACID Reviewed by Jamie Peck
Rating: **1/2 (out of ****) 20th Century Fox / 1:23 / 1999 / R (language, violence/gore) Cast: Bridget Fonda; Bill Pullman; Oliver Platt; Brendan Gleeson; Betty White; Meredith Salinger Director: Steve Miner Screenplay: David E. Kelley
The biggest mystery in "Lake Placid" doesn't concern how a 30-foot Asian crocodile migrated from its native continent to a seaside New England community, but rather if the David E. Kelley credited with the screenplay is the same David E. Kelley behind current TV lawyer hits like "Ally McBeal" and "The Practice." The answer: a surprising yes. If Kelley's trying to broaden his range and/or media success with this sassy monster mish-mash, then mission partially accomplished.
While "McBeal"'s skinny Calista Flockhart fends off charges of anorexia and bulimia, Kelley's Lake lead visibly noshes just fine - on anything and everything in mouth's reach, in fact.  All of the diver goes into the water, but only half comes up. This casualty happens in the opening sequence, which makes obvious the movie's sly agenda.
Enter "Lake Placid"'s human cast, an attractive crew of underdeveloped but engaging personalities. Chief among them are Bridget Fonda, a recently-dumped paleontologist with some amusing neurotic tics, and Bill Pullman, a fish and game warden not given much in the way of interesting traits. They team up with the local sheriff ("The General"'s Brendan Gleeson) and an eccentric mythology expert (the wonderful Oliver Platt) to investigate their surroundings, and this latter pair's ongoing rivalry constitutes a great deal of "Lake Placid"'s offbeat enjoyment factor.
Also present for potential animal nourishment is none other than Betty White, and the ex-Golden Girl cusses a blue streak as a batty town resident who isn't afraid to let loose some hilariously profane barbs when provoked. The mere inclusion of this character further proves that "Lake Placid" shouldn't be taken at horror-flick face value, but instead relished as Kelley's mostly successful attempt to invest his trademark wit and sarcasm in a genre typically associated with only unintentional humor.
Unfortunately, Kelley doesn't seem to want to script the whole show with a wink, as evidenced by a throwaway budding romance between Fonda and Pullman and several other serious sidetracks. "Lake Placid" runs a tight 83 minutes, hardly allowing time for any genuine lulls, but there are some jarringly uncomfortable tone shifts. Good thing the movie moves at a clip under the direction of Steve Miner, who, as evidenced in his "Halloween: H20" last summer, still knows how to both keep tongue firmly in cheek and stage an effective decapitation.
Of course, the audiences that will turn out for "Lake Placid" could probably care less about the levels of irony found in this "Jaws"-with-jokes. They'll want their fill of the film's cold-blooded main attraction, of which they'll get a satisfying dose: This Stan Winston-masterminded special effect - all imposing girth, teeth and stare - is such a nifty sight that many will exit heralding, "What a croc!" Those unenamored of "Lake Placid" might utter the same - only with a K on the end of the last word.
© 1999 Jamie Peck E-mail<EMAIL_ADDRESS>Visit The Reel Deal Online: http://www.gl.umbc.edu/~jpeck1/ "'20 Dates' tells the story of Myles Berkowitz, a man who wants to make a film, and to fall in love. These areas are his ‘two greatest failures, professional and personal,' so he decides to make a film about going out on 20 dates. By the film's end, he has won the love of the lovely Elisabeth - maybe - but his professional life is obviously still a failure." -Roger Ebert on "20 Dates"
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[ package ] [ object ] [ method ] [ explanation ]
The following document contains the results of a JavaNCSS metric analysis, using JavaNCSS version 32.53.[ package ] [ object ] [ method ] [ explanation ]
Packages sorted by NCSS.
| Package | Classes | Methods | NCSS | Javadocs | Javadoc lines | Single lines comment | Multi lines comment |
|---|---|---|---|---|---|---|---|
| com.github.davidmoten.geo | 10 | 63 | 460 | 55 | 484 | 25 | 59 |
| com.github.davidmoten.geo.mem | 3 | 18 | 89 | 9 | 127 | 1 | 7 |
| com.github.davidmoten.geo.util | 1 | 3 | 10 | 4 | 33 | 1 | 0 |
| Classes total | Methods total | NCSS total | Javadocs | Javadoc lines | Single lines comment | Multi lines comment |
|---|---|---|---|---|---|---|
| 14 | 84 | 559 | 68 | 644 | 27 | 66 |
[ package ] [ object ] [ method ] [ explanation ]
TOP 30 classes containing the most NCSS.
| Object | NCSS | Methods | Classes | Javadocs |
|---|---|---|---|---|
| com.github.davidmoten.geo.GeoHash | 307 | 36 | 3 | 33 |
| com.github.davidmoten.geo.Base32 | 53 | 6 | 0 | 7 |
| com.github.davidmoten.geo.mem.Geomem | 49 | 10 | 1 | 9 |
| com.github.davidmoten.geo.CoverageLongs | 24 | 6 | 0 | 5 |
| com.github.davidmoten.geo.mem.Info | 24 | 7 | 0 | 0 |
| com.github.davidmoten.geo.Coverage | 23 | 6 | 0 | 5 |
| com.github.davidmoten.geo.LatLong | 20 | 5 | 0 | 5 |
| com.github.davidmoten.geo.GeoHash.LongSet | 13 | 1 | 0 | 0 |
| com.github.davidmoten.geo.Direction | 12 | 1 | 0 | 0 |
| com.github.davidmoten.geo.util.Preconditions | 9 | 3 | 0 | 4 |
| com.github.davidmoten.geo.GeoHash.HashHeights | 7 | 1 | 0 | 0 |
| com.github.davidmoten.geo.GeoHash.HashWidths | 7 | 1 | 0 | 0 |
| com.github.davidmoten.geo.mem.Geomem.Predicate | 2 | 1 | 0 | 0 |
| com.github.davidmoten.geo.Parity | 1 | 0 | 0 | 0 |
TOP 30 classes containing the most methods.
| Object | NCSS | Methods | Classes | Javadocs |
|---|---|---|---|---|
| com.github.davidmoten.geo.GeoHash | 307 | 36 | 3 | 33 |
| com.github.davidmoten.geo.mem.Geomem | 49 | 10 | 1 | 9 |
| com.github.davidmoten.geo.mem.Info | 24 | 7 | 0 | 0 |
| com.github.davidmoten.geo.Coverage | 23 | 6 | 0 | 5 |
| com.github.davidmoten.geo.Base32 | 53 | 6 | 0 | 7 |
| com.github.davidmoten.geo.CoverageLongs | 24 | 6 | 0 | 5 |
| com.github.davidmoten.geo.LatLong | 20 | 5 | 0 | 5 |
| com.github.davidmoten.geo.util.Preconditions | 9 | 3 | 0 | 4 |
| com.github.davidmoten.geo.GeoHash.HashHeights | 7 | 1 | 0 | 0 |
| com.github.davidmoten.geo.GeoHash.HashWidths | 7 | 1 | 0 | 0 |
| com.github.davidmoten.geo.GeoHash.LongSet | 13 | 1 | 0 | 0 |
| com.github.davidmoten.geo.Direction | 12 | 1 | 0 | 0 |
| com.github.davidmoten.geo.mem.Geomem.Predicate | 2 | 1 | 0 | 0 |
| com.github.davidmoten.geo.Parity | 1 | 0 | 0 | 0 |
Averages.
| NCSS average | Program NCSS | Classes average | Methods average | Javadocs average |
|---|---|---|---|---|
| 39.36 | 559.00 | 0.29 | 6.00 | 4.86 |
[ package ] [ object ] [ method ] [ explanation ]
TOP 30 Methods containing the most NCSS.
Averages.
| Program NCSS | NCSS average | CCN average | Javadocs average |
|---|---|---|---|
| 559.00 | 5.70 | 2.25 | 0.73 |
[ package ] [ object ] [ method ] [ explanation ]
Non Commenting Source Statements (NCSS)
Statements for JavaNCSS are not statements as specified in the Java Language Specification but include all kinds of declarations too. Roughly spoken, NCSS is approximately equivalent to counting ';' and '{' characters in Java source files.
Not counted are empty statements, empty blocks or semicolons after closing brackets. Of course, comments don't get counted too. Closing brackets also never get counted, the same applies to blocks in general.
| Examples | |
|---|---|
| Package declaration | package java.lang; |
| Import declaration | import java.awt.*; |
| Class declaration |
|
| Interface declaration | public interface Able ; { |
| Field declaration |
|
| Method declaration |
|
| Constructor declaration | public Foo() { |
| Constructor invocation |
|
| Statement declaration |
|
| Label declaration | fine : |
In some cases consecutive semicolons are illegal according to the JLS but JavaNCSS still tolerates them (thought JavaNCSS is still more strict as 'javac'). Nevertheless they are never counted as two statements.
Cyclomatic Complexity Number (CCN)
CCN is also know as McCabe Metric. There exists a much hyped theory behind it based on graph theory, but it all comes down to simply counting 'if', 'for', 'while' statements etc. in a method. Whenever the control flow of a method splits, the "CCN counter" gets incremented by one.
Each method has a minimum value of 1 per default. For each of the following Java keywords/statements this value gets incremented by one:
Also if the control flow of a method returns abortively the CCNvalue will be incremented by one:
An ordinary return at the end of method will not be counted.
Note that 'else', 'default', and 'finally' don't increment the CCN value any further. On the other hand, a simple method with a 'switch' statement and a huge block of 'case' statements can have a surprisingly high CCN value (still it has the same value when converting a 'switch' block to an equivalent sequence of 'if' statements).


{% extends "master.html" %} {% load markup %} {% block content %}
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{% endif %}Please note: Dikutal has recently migrated to a new website. The old job offers have not been migrated along, but they can still be found at http://old2.dikutal.dk/jobs/current.


--- title: 'Graph 1 Subreddit Scatter' date: 2018-06-10T15:50:12-07:00 categories: ["R"] tags: [tags"] ---
All the graphs of this series are generated from data concerning frequency with which words from assorted dictionaries appear in original reddit posts from various subreddits.
The first dataset, called allsubs
includes 5 columns :
subreddit
the name of one of ~120k subredditsposts
a count of (qualifying) posts in each subredditwordcount
a sum of the total number of words in all posts in that subredditabscount
a sum of the total number of ‘absolutist’ words in postsfreq
the frequency of absolutist words in qualifying posts, calculated as \[\frac{number\ of\ absolutist\ words}{number\ of\ total\ words}\]allsubs <- read_tsv(here('static','data','redditProject','output.tsv'))
The end user intended audience is rather general, but can be divided into a few likely subgroups:
However, with this graph in particular, the most important thing is a quick glance at the data, and one should probably use actual statistics before deciding to subset the data as I’m about to suggest. Really, this graph is just part of an exploratory data analysis to call attention to the need to throw out some of our data points, and the primary audience is the graph maker.
Scatter plots are very simple. They include one variable on each axis and usually have one point for every data entry. When used for EDA, it can show correlation or other relationships between the two variables or highlight relevant outliers.
Audiences are generally comfortable with scatter plots. To help show the density where points overlap, it can be useful to set alpha
to a value less tahn 1, which will make points semi transparent so overlapping points can be seen and darker areas can be highlihgted as areas with high density.
If comparison to a specific value, is important it can be helpful to add a reference line at that value, but otherwise I prefer to leave gridlines out, as the shape of the data and relationships between values are generally be more important than their exact values.
Color or shape can represent additional dimesions of the data. Scatterplots specifically to show correlation are common and should be square to reflect normalization of variables. Histograms and density plots are good EDA alternatives for investigating only one variable at a time.
In the plot below, I show absolutist frequency v. wordcount. The result illustrates a quirk of the data that I should have anticipated: ie, when word count is low, it is much more common to see high frequency values, because the denominator of \[\frac{number\ of\ absolutist\ words}{number\ of\ total\ words}\] is low. As such it makes sense to remove this irregular chunk of data from our investigation of absolutist frequency across subreddits.
Below is a bonus version with labels, which again is not necessarily useful for publishing, but does highlight the subreddits the data was collected to study as well as a few other interesting groups.
To plot the large intial plot, one simply adds a geom_point
layer to a ggplot, with appropriately specified x, y, and alpha values.
absvword <- allsubs %>%
ggplot(aes(x=wordcount, y=freq))+
geom_point(alpha=.2)
The second plot filters the data to only subreddits containing more than 1000 posts before passing the set to the same ggplot call, and adding labels and title to explain these changes.
ofinterest<- c('SuicideWatch', 'Anxiety','depression', 'raisedbynarcissists')
absvwordsmall <- allsubs %>%
filter(posts>1000) %>%
ggplot(aes(x=wordcount, y=freq))+
geom_point(alpha=.2)+
labs(title='Absolutist frequency v. Wordcount for forums with 1k or more posts', x='Wordcount (minimum = 1 mil )')
For my final version of this plot, I’ve created a list of a subreddits of interest, and added two layers of annotation,
absvwordsmalllabs <- allsubs %>%
filter(posts>1000) %>%
ggplot(aes(x=wordcount, y=freq))+
geom_point(alpha=.2)+
labs(title='Absolutist frequency v. Wordcount for forums with 1k or more posts', x='Wordcount (minimum = 1 mil)')+
geom_text(aes(label=subreddit), check_overlap = TRUE, color='blue')+
geom_text(data=subset(allsubs, subreddit %in% ofinterest),aes(label=subreddit), check_overlap = FALSE, color='red')


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MCSE boot camps have its supporters and its detractors. Some people do not understand why you should have to spend money on boot camp when you can get the MCSE study materials yourself at a fraction of the camp price. However, who has the willpower
MCSE boot camps have its supporters and its detractors. Some people do not understand why you should have to spend money on boot camp when you can get the MCSE study materials yourself at a fraction of the camp price. However, who has the willpower to actually sit through a self-imposed MCSE training. who has the willpower to actually
MCSE boot camps have its supporters and its detractors. Some people do not understand why you should have to spend money on boot camp when you can get the MCSE study materials yourself at a fraction of the camp price. However, who has the willpower
MCSE boot camps have its supporters and its detractors. Some people do not understand why you should have to spend money on boot camp when you can get the MCSE study materials yourself at a fraction of the camp price. However, who has the willpower to actually sit through a self-imposed MCSE training. who has the willpower to actually
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the MCSE study materials yourself at a fraction of the camp price. However, who has the willpower to actually sit through a self-imposed MCSE training.
Rishi
the MCSE study materials yourself at a fraction of the camp price. However, who has the willpower to actually sit through a self-imposed MCSE training.
Rishi
the MCSE study materials yourself at a fraction of the camp price. However, who has the willpower to actually sit through a self-imposed MCSE training.
Rishi
the MCSE study materials yourself at a fraction of the camp price. However, who has the willpower to actually sit through a self-imposed MCSE training.
Rishi
the MCSE study materials yourself at a fraction of the camp price. However, who has the willpower to actually sit through a self-imposed MCSE training.
Rishi