Across: 1. Instant replacement by a cow's stomach of an organ with tubes perhaps? (10) 6,13. Just 10 male characters taken in 22 (4 9) 10. Wipe out senior elders - leaders past a certain age (5) 11. Eruptions of sulfur & lava, eh? (9) 12. Record has round label (4) 13. see 6 16. First seven of 2dn hacked IP taken in 22 (4 5) 18,21. Offending one hacked LAN in use after IP taken in 22 (5 9) 20. Back in hairy sort of territory (5) 21. see 18 22. Special award is for mastering unknowns in conflict (3-3 3) 25,26dn. Embracing consumption, we went down, taken by 22 (4 4) 28. Symbol of free man spared (9) 29. Often indicated with: "Live to air" (5) 30. Aerial battle may involve such equipment in the East (4) 31. Breaks slider - tune comes out wrong (10) Down: 1. Political thinker: "wrong side got oil!" (10) 2. Expert of the sky starting game - zeroes, halves, ... (9) 3. ... ones, thirds - about which both sides struggle to be right (4) 4. Play with method and take advantage of role reversal (9) 5. Could he run for PM? (5) 7. Allegro passage - cheap acerbity! (5) 8. Russian agency sat back and snubbed leader (4) 9. His gas ran out, being a nuisance (9) 14. One speaks ill of Kiwis perhaps (9) 15. Erratic USA abandoned Saudis, as tours went badly pear-shaped (10) 17. Beg to be salient (9) 19. How some may feel at sea - nude, rocked (9) 23. Contribution in "Mein Putsch"? (5) 24. Four seasons with new pine (5) 26. see 25ac 27. "Lorax" largely reinvented a style of storytelling (4)


Of course everyone who helped out is honored. And the load of coffee, music and fruits which where consumed during the planing and developing of dotLua shall not be forgotten... So long, the dotLua-Team is:


Associate Dean (International Relations)
<EMAIL_ADDRESS>Co Advisor (International Students)
<EMAIL_ADDRESS>Office International Relations (Jr. Superintendent)
chandan@iitmandi.ac.in


GODZILLA 1998 Reviewed by Pierce Dalton 2 stars (out of 4)
The new motion picture experience about Godzilla is as flat as the city of Tokyo after Godzilla rampaged through it in 1958.
A big budget, under written, overly hyped piece of boredom, Godzilla was written and directed by the same team as 1996's Independence Day.
Now ID4 was not great movie. It wasn't even a good one. But, it did have a sense of awe and wonder, not found in Godzilla.
The story, if I can remember the crucial parts, is about the creation of a giant lizard mutated after years of radiation near a nuclear power plant. The lizard grows, leaves its footprints in the ground at various villages (which is the best scene of the film), and swims its way to New York City.
I really don't have to say what happens next. All I can do is ask questions. (a) Why did Godzilla pick NYC out of all the Atlantc? (b) Can the beast really swim thousands of miles within a couple of days? (c) Will this film sink the careers of Roland Emmerich and Dean Devlin?
That last question isn't that important to the film's view point. But it is important for the film's grounds. ID4 was crap, but made a lot of money.
Oh, I forgot the actors. Matthew Broderick, Jean Reneo, Hank Azaria. They are all wasted.
The reason I give Godzilla two stars is because of its style. The film is much more visually spectacular than ID4 in the cinematography department, yet ID4's special FX were better. That may not make much sense, but, it does to me.
This Godzilla needs to be put to sleep.
1999 (c) Quick Flick Pix<EMAIL_ADDRESS>The review above was posted to the
rec.arts.movies.reviews newsgroup (de.rec.film.kritiken for German reviews).
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belongs to the author.
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Related links: index of all rec.arts.movies.reviews reviews


The search market is really hotting up now. Overture bought Altavista and Fast Search & Transfer. Yahoo bought Inktomi. Now Yahoo bought Overture. Shortly before, FindWhat merged with eSpotting and roughly a month or two ago, the web was starting to light up with MSNBot, a new search bot by MSN, which brought the rumors rising that MSN is going into search on their own. Still, in this article, Danny Sullivan from SearchEngineWatch.com argues that what better way there is for MSN to get even than buying Google. At the same time, Google is possibly trying to go public which would make the price so high, that it starts to become unreasonable for MSN to buy them. Watch out for the search engines. :)
Subventionen in Deutschland
As guessed by the title, this is about the monetary support the german state gives to different people and companies in germany. Very interesting and worth remembering so I will put it here. As always, Babelfish is your Friend: Hier ist der Artikel.
Joke Time Again
A young guy from Texas moves to California and goes to a big "everything under one roof" department store looking for a job. The manager says, "Do you have any sales experience?"
The kid says, "Yeah, I was a salesman back home in Texas." Well, the boss liked the kid so he gave him the job "You start tomorrow. I’ll come down after we close and see how you did."
His first day on the job was rough but he got through it.
After the store was locked up, the boss came down. "How many sales did you make today?"
The kid says, "One."
The boss says, "Just one? Our sales people average 20 or 30 sales a day. How much was the sale for?"
The kid says, "$101,237.64."
The boss says, "$101,237.64? What did you sell?"
The Kid says, "First I sold him a small fish hook. Then I sold him a medium fish hook. Then I sold him a larger fish hook. Then I sold him a new fishing rod. Then I asked him where he was going fishing and he said down at the coast, so I told him he was gonna need a boat, so we went down to the boat department and I sold him that twin engine Chris Craft. Then he said he didn’t think his Honda Civic would pull it, so I took him down to the automotive department and sold him that 4X4 Blazer"
The boss said, "A guy came in here to buy a fish hook and you sold him a boat and truck?"

Mobile Data Coming
Based on the subscriber growth for GPRS (or simply MMS which is going over GPRS), we are starting to move to hypergrowth. At least based on subscribers. Now they need to spend! Check the chart here.
Cost Advantage

(Originally published on OUBS Blog)

In this capter Grant puts the focus on price as the principal source of competitive advantage.

Economies of Experience

In 1968 the Boston Consulting Group published an article called Perspectives in Experience which brought to light the experience curve. This lead ot the "Law of Experience":

The unit cost of value added to a standard product declines by a constant percentage (typically between 20 and 30 percent) each time cumulative output doubles. (unit cost of value added = total cost - cost of bought components and materials)

In logarithmic form, the curve becomes a straight line with the formuly being Cn = C1 * n-a where n is the cumulative volume and a the cost elasticity.

This leads to several implications. For one, your cost relative to your competitors depends on your relative cumulative output and in that sense, market share is a strategic goal. Honda priced its motorcycles to meet market share objectives because of that, which is different than pricing based on current costs. It’s about pricing your products in regard to likely future costs in relation to future market share. There are still questions though if market share is really the right thing to achieve, because:: - association is no the same as causation (does market share or profit come first?) - market share can still be unprofitable - fallacy of competition … if everyone tries to get the market share and there are many everyones, then you get into trouble.

The sources of cost advantage

You need to identify the cost drivers of your specific environment. You also need to understand where a companies unit costs come from and how it could improve them.

Economies of scale arise from: - technical input-output relationship (a 10000 barrel tank does not cost 5 times a 2000 barrel tank) - indivisibility (no small sizes) - specialization (no division of labor to promote learning, avoid time loss,…)

Scale economies are seldom in production but for consumer goods are often found in marketing. It costs the same to market Coca Cola than Pepsi but for Coca Cola, it costs a lot less per bottle. This is also something that is very hard to take away.

(The next chapter starts with a quote here, from Warren Buffet, who through Berkshire Hathaway is Coca-Cola’s biggest shareholder, which I’d like to quote here: If you gave me $100 billion and said, "Take away the soft drink leadership of Coca-Cola in the world," I’d give it back to you and say, "It can’t be done.")

Consolidation in the automotive industry also comes from costs associated with new model development. The same is true for the airline industry and in software especially.

Limits to scale economies comes in places where: - product differentiation leads to small segments highly profitable - flexibility doesn’t work well with scale-efficient production - problems of motivation and coordination come with big units

Economies of learning as such are important because through repetition you cut time used and waste and defects. With active-matrix flat screens, yield rate is key, and hence companies that are already in the market have a considerable lead because they have gained a lot of experience.

Process technology and design can be used to reduce the (monetary total) units of inputs for the same output. Changes in these processes often need supporting changes in a lot of different parts of the organisation. Often, changes with the greatest effect come from process changes in organizations processes rather than in technology.

Business process reengineering was defined by Michael Hammer and James Champy as follows: the fundamental rethinking and redical redesign of business processes to achieve dramatic improvements in ciritical contemporary measures of performance, such as costs, quality, service, and speed.

You ask yourself how you would design a given process in case you were starting from zero. The book lists examples here of things that often happen, which is not the right approach though in my mind as it will limit you in your thinking. This is not about doing more of the same but about doing more totally new things. The important thing is to really understand the process you are trying to reengineer.

Product design can lead to cost savings when you design-to-manufacture for example.

Capacity utilization becomes important in industry where fixed costs are high, like the airline industry.

Input costs can be (made) important when: - locational differences are there - you own low-cost sources - non-union labor - bargaining power is on your side

Residual efficiency is about removing slack in your orgnization. Think gap analysis, just any gap.

Using the value chain to analyze costs

Disaggregate your company’s value chain to find the costs associated with each activity and better analyse each step, linkages and find potentials of outsourcing. Figure 8.6 is very thorough here.

Managing cost cutting

There are dynamic aspects of cost efficiency and companies should focus on the long term through continuous improvements. Radical cost surgery are needed in cases where major changes are needed boost financial performance and/or regain investor confidence. This needs a tough top down hand.

Web Standards Project
I was just reading Six Log (the people behind this blogging software) and registered for the TypePad announce list TypePad is their new hosted blogging solution that will likely come out soon. I am looking forward to seeing it and it might be a good thing, even though I am happy being able to play with MT on my own server. While reading the blog I visited The Web Standards Project which is something that I think I will need to follow. Good move there.
The Nature and Sources of Competitive Advantage

(Originally published on the OUBS Blog)

Competitive Advantage is defined by Grant as follows: When two or more firms compete within the same market, one firm possesses a competitive advantage over its rivals when it earns (or has the potential to earn) a persistently higher rate of profit.

Competitive advantage emerges from internal sources where companies have greater creative or innovative capabilities and from external sources arround changing customer demands, prices and technological change.

Any change in the external environment brings with it an opportunity for profit and entrepreneurship is the ability to identify and respond to that opporunity. With markets becoming increasingly turbulent, this ability to respond can be said to be a competitive advantage in itself, if it is a better ability in relation to other companies that is. It also means that you anticipate future changes and hence you need information (resource) and flexibility to respond (capability). This moves organizational structure, decision-making systems, job design, and culture to the center of an organizations capabilities. The faster you can respond, the less you need to rely on forecasts. The example of Dell fits well here, as they have less than 14 days of inventory and can respond to changes quickly.

Innovation is not only a competitive advantage but also a capability that allows to overturn the competitive advantage of other firms. Gary Hamel argues that business concept innovation is the foundation for value creation in the new economy. These new business concepts will, as of McKinsey and Co., often involve a reconfiguration of the value chain of the industry in question. Dell for example does not deliver Sony monitors bought via their online store. Sony does. They never become inventory for Dell.

Sustaining Competitive Advantage

The greatest threat here is imitation, hence barriers of imitation must be established. To successfully imitate a firm needs to identify the advantage and have an incentive to imitate it. Then it needs to be able to diagnose the advantage and acquire the resources needed.

A company trying to set-up barriers can use limit pricing to have such low prices as to not attract new entrants. Against incentives, deterrence (threat of retaliation) can be used but must be credible (see Microsoft). If your threat is aggressive price cuts you need to have excess capacity or inventories. Preemption is another option, meaning that a company takes up all existing and potential niches, helped with capacity build up in advance of growth or patents for example. Preemption depends on a small number of viable competitors and a first mover advantage in the market.

The more facets or dimension your competitive advantage has, the more difficult the diagnosis will be (casual ambiguity). This leads to uncertain imitability.

Where capabilities are based on organizational routines, acquiring these capabilities will take a lot of time. Resources are best if they are not mobile and take a lot of time to acquire. A first-mover advantage is linked to the adage "success breads success". Here economies of learning, reputation, standard setting and scarce resources are important.

Competitive Advatange in Different Market Settings

In efficient markets, competitive advantage is absent. Here prices reflect all available information and information flows freely. Beating the market consistently is not possible.

In trading markets competitive advantage can come from: - Imperfect availability of information - Transaction costs - Systematic behavioral trends and those that best diagnose them - Overshooting … which often means that acting in the opposite direction to market swings is a potential for more profit

In production markets,the greater the heterogenity in the endowments of resources and capability of differnet firms the greater the potential for a competitive advantage. - if there is a lot of change in your industry, the potential for new competitive advantage is great. - The greater the choice criteria of your customers, the more likely a niche can be found - for sustainability you need: imperfection of information, opportuinities for deterrence and preemption, difficulties of resource acquisition

Types of Competitive Advantage

Here you have cost advantages or differentiation advantages. See Table 7.2 for more information and examples.

Michael Porter has defined three generic strategies: cost leadership, differentiation and focus. In most industires, market leadership is held by a firm that has merged differentiation with low cost. Nokia might be a good example here. Also, sometimes, in the existence of scale economies, market share leaders can improve their relative cost position.

The Wonder of Tivo Times 2
The dream machine is out. Not expensive BUT WHO CARES!!!! Pioneer Electronics (USA) Inc. introduced "the world’s first DVD recorders featuring the TiVo service. These new recorders offer consumers the control provided by the easy-to-use TiVo service integrated with advanced DVD recording for the option of short-term storage on a hard drive or long-term archival of broadcast programming on DVD-R/RW discs."
With 120 or 80 GB harddisk they offer:
 – Schedule and record programs while playing a DVD.
-- Play programs from the hard drive while recording from the hard drive
onto a DVD.
-- Watch a program from the beginning while the recorder simultaneously
finishes the recording.
-- Transfer content at high speeds from the hard drive to a DVD for
long-term storage.

So much more …
Both units are equipped to transfer old videotapes to longer-lasting DVD-R or DVD-RW discs for more permanent storage. By connecting a VCR via analog inputs to the DVD recorder, transferring content becomes a snap.
The DVR-810H and DVR-57H will be available in the fall 2003 with a manufacturer’s suggested retail price of $1,199 and $1,800 respectively.
Ok. Really not cheap. But again, this is a geeks dream and in general where the world will move. Check this to see why this is the future.
How Big eBay Really Is
The biggest day in 2002 saw 626 million page views, 79 million searches, and 7.7 million bids. As Whitman evangelised: "At peak periods, eBay’s technology infrastructure handles 4.5 gigabits a second of dynamic, real-time data - the equivalent of transmitting all the information in the Library of Congress every six hours." No matter what way you look at it, that is impressive.
Now That’s a Fast Car
Looking for a fast car? There you go. 402 km/h tops, 7 something seconds from 0 to … 200 km/h :) And it theoretically can’t be flashed by the police because of the carbon exterior which does not reflect ;)


Participated in Seminar about Youth and social media conducted by Yuva Shakthi Foundation.
Presented the real problems faced by youths and how they get salt and sugar by the social media platforms.
Program Manager - Full stack development
DeserveIn | OCT 2020-PRESENT
Working in Job Recommendation System Project.
Handling 13 members in my team.
Sequentially maintaining all the workflow of our team.


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The bowl was so deep and wide that it could easily hold a cowl fit for a royal family, but instead it was filled to the brim with an array of brightly colored fishbowls. [G|D]
The loud fowl seemed to answer the growl of the wolf with a magnificent howl that echoed throughout the valley and filled the air with its melodic sound. [G|D]
The large jowl of the owl glowed in the moonlight as it silently prowled the night sky, searching for prey to keep its strong wings in flight. [G|D]
His scowling face could not disguise his admiration as he watched the graceful waterfowl and wildfowl soar through the sky, their wings beating swiftly in perfect harmony. [G|D]


--- layout: post title: OpenRasta 2.0 release party! date: '2009-11-19T16:03:00.001Z' tags: [openrasta] modified_time: '2009-11-19T16:03:56.386Z' blogger_id: tag:blogger.com,1999:blog-4015568221071268916.post-5621453072604370866 comments: true blogger_orig_url: http://serialseb.blogspot.com/2009/11/openrasta-20-release-party.html ---
The time is upon us, for a release and for a party to celebrate it.
Come and join all the UK OpenRasta users, it’s on the 12th of December and in Central London.
Go register on the eventbrite site now, quick!


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Affordable, durable and widely available plastics like ABS and PLA
Intricate designs and sculptures with a smooth surface finish
Functional prototypes and end-use parts from laser sintered nylon
Engineering parts as strong as aluminum for the price of plastic
Affordable, durable and widely available plastics like ABS and PLA
Intricate designs and sculptures with a smooth surface finish
Functional prototypes and end-use parts from laser sintered nylon
Engineering parts as strong as aluminum for the price of plastic


Secret Service: 1 person in custody after trying to drive onto White House secure area
by Gray News Staff(Gray News) - A vehicle tried to gain unauthorized access to the White House complex Thursday morning, the Secret Service reported via Twitter. One person is in custody.
The vehicle attempted to follow another vehicle passing through a drop gate into a secured area, the Secret Service said.
Law enforcement officials were searching the Mercedes SUV, parked near Lafayette Park. Roads were temporarily closed while the search was being conducted.


Look mom, I'm blogging again
Photo by Nina PhotoLab.
It's been 7 years since I wrote an article on the web. At that time, I was starting my bachelor, and managed to maintain Z-Graphics, a blog dedicated to help Blogger users enhance their sites. It was all about minor hacks and tutorials on web programming and design. Although I must say, it wasn't just about writing and getting occasional anonymous comments, but the community around it; Blogs with ñ was a community of enthusiasts that shared a common taste for blogging. I met interesting people, and gained 37 readers, of which 3 of them were my own emails 😅.
During the past years I've learnt many things, and it all has come to the point that sharing is a necessity. I'll be writing about software engineering, object-oriented programming, and research.
In case you're interested, the technology behind this blog is:
- Pelican: a static site generator
- Foundation: a responsive front-end framework
- Prism: a lightweight and extensible syntax highlighter
- npm, bower, gulp, sass: tools that make development less complicated
Note: Photobucket cancelled their free 3rd party hosting plan, leaving my old blog full of unexisting pictures. I guess that's what happens with free plans in the long run.


--- title: neos.transforms keywords: fastai sidebar: home_sidebar summary: "Contains transforms to map from $[-\infty,\infty]$ to a bounded space $[a,b]$ and back." description: "Contains transforms to map from $[-\infty,\infty]$ to a bounded space $[a,b]$ and back." nb_path: "nbs/03_transforms.ipynb" ---
This module implements two transforms, taken from the minuit optimizer:
{% raw %} $$P_{\mathrm{inf}}=\arcsin \left(2 \frac{P_{\mathrm{bounded}}-a}{b-a}-1\right):~[a,b] \rightarrow [-\infty,\infty]$$ {% endraw %}
{% raw %} $$P_{\mathrm{bounded}}=a+\frac{b-a}{2}\left(\sin P_{\mathrm{inf}}+1\right):~[-\infty,\infty]\rightarrow [a,b] $$ {% endraw %}
The purpose of these is to add stability to the maximum likelihood fits of the model parameters, which are currently done by gradient descent. This is done by allowing the minimization to occur on the real line, and then mapping the result to a value in a 'sensible' interval $[a,b]$ before evaluating the likelihood. You can imagine if this wasnt the case, it's possible that the likelihood may be evaluated with negative model parameters or very extreme values, potentially causing numeric instability in the likelihood or gradient evaluations.
import numpy as np
p = jnp.asarray([1.0, 1.0]) # points
b = jnp.asarray([[0.0, 10.0], [0.0, 10.0]]) # bounds
# check if 1 is invariant if we transform to bounded space and back
cond = np.allclose(to_inf(to_bounded(p[0], b[0]), b[0]), p[0])
assert cond, f"{to_inf(to_bounded(p[0], b[0]), b[0])} != {p[0]}"
# check if [1,1] is invariant
cond = np.allclose(to_inf_vec(to_bounded_vec(p, b), b), p)
assert cond, f"{to_inf_vec(to_bounded_vec(p, b), b)} != {p}"
bounds = jnp.array([[0, 10], [0, 20]])
# check that we map to inf space (i.e. -pi/2 to pi/2)
w = jnp.linspace(0, 10)
x = to_inf(w, bounds[0])
print(f"min: {w.min()}, max: {w.max()}, to inf:")
print(x.min(), x.max())
# check that we can map very large values to bounded space
w = jnp.linspace(-1e10, 1e10, 1001)
x = to_bounded(w, bounds[0])
print(f"min: {w.min()}, max: {w.max()}, to {bounds[0]}:")
print(x.min(), x.max())
assert np.allclose(
np.asarray([x.min(), x.max()],), bounds[0], atol=1e-5
), "Large numbers are not mapped to the bounds of the bounded transform"
bounds = jnp.array([[0, 10], [0, 20]])
# define NLL functions in both parameter spaces
from neos import models
def make_nll_boundspace(hyperpars):
s, b, db = hyperpars
def nll_boundspace(pars):
truth_pars = [0, 1]
m = models.hepdata_like(jnp.asarray([s]), jnp.asarray([b]), jnp.asarray([db]))
val = m.logpdf(pars, m.expected_data(truth_pars))
return -val[0]
return nll_boundspace
def make_nll_infspace(hyperpars):
s, b, db = hyperpars
def nll_infspace(pars):
truth_pars = [0, 1]
pars = to_bounded_vec(pars, bounds)
m = models.hepdata_like(jnp.asarray([s]), jnp.asarray([b]), jnp.asarray([db]))
val = m.logpdf(pars, m.expected_data(truth_pars))
return -val[0]
return nll_infspace
nll_boundspace = make_nll_boundspace([1, 50, 7])
nll_infspace = make_nll_infspace([1, 50, 7])
# define a point and compute it in both spaces
apoint_bnd = jnp.array([0.5, 0.5])
apoint_inf = to_inf_vec(apoint_bnd, bounds)
# check consistency in both spaces
print("check consistency in both spaces:")
point_bound = nll_boundspace(apoint_bnd)
point_inf = nll_infspace(apoint_inf)
assert np.allclose(
point_bound, point_inf
), f"{point_bound} (bounded) should be close to {point_inf} (inf)"
print("..good!")
# check gradients in bounded
print("gradients in bounded space:")
dlb_dpb = jax.grad(nll_boundspace)(apoint_bnd)
print(dlb_dpb)
# check gradients in inf
print("gradients in inf space:")
dli_dinf = jax.grad(nll_infspace)(apoint_inf)
print(dli_dinf)
# check consistency of gradients
print("consistency? check with chain rule:")
dli_dpi = dli_dinf * jnp.array(
[
jax.grad(lambda x, b: to_inf_vec(x, b)[i])(apoint_bnd, bounds)[i]
for i in range(2)
]
)
print(dli_dpi)
# li maps pi to bounded, then becomes lb, so grad should be the same
cond = np.allclose(dli_dpi, dlb_dpb)
assert cond, "Chain rule... doesnt work? :o"
print("all good here chief")


Opening Show
Comedians and circus artists will warm your heard before the musicals.
A global music tour to spread the spirit of peace across the nations, with the universal language of musical art delivered by international and national hit artists, in Addis Ababa, Ethiopia from Oct. 30, 2020.
@Millenium Hall
Comedians and circus artists will warm your heard before the musicals.
Well known international and local ragea artists will be here to share love.
Superstar pop artists with billboard hit songs are ready to entertain you.
Beatiful cultural dance show is in the menu to lighten the concert.
Peace Exhibition will be held at the African Union Hall
American based Pop artist and Grammy winner
Jason Derulo is well known for his hot pop songs. He has sold more than 50 million albums worldwide
Ethiopian Jazz pioneer and international conductor
An Ethiopian Jazz phenomenon who build a huge reputation in the international arena
Ethiopian artist who recieved honrary Doctorate of Berkley University
Aster is known for her distinctive vocal ability. She has been adored by many Ethiopians songs which reflects love and unity
Senegalese ragea singer and song writer
Alfa Blondi has gained a very high acclaim for his ragae music worldwide. He has collected many international accolades.
American super diva, and grammy winner
Beyonce knowels is a highly acclaimed former gospel singer and now pop artist. She has hugely recognized vocal ability and stage performance.
A tanzanian bonga flava recording artists and emerging international star
Nasibu Abdul Juma Issack is famously known by his stage name Diamond Platnumz. He recieved prestigous awards including MTV award.


I remember once my then girlfriend asking me what Objected Oriented was and me utterly failing at coming out with a simple clear answer. It was Albert Einstein who said, "If you can't explain it to a six year old, you don't understand it yourself." Not that I'm remotely suggesting that she shared similarities any way with a six year old because that would not be nice, to the six year old.
Simply put, Ruby Classes and Objects model real-world objects in intuitive ways. Classes group information together by creating a notion of object attributes and methods that are directly associated with specific objects. Classes are the mechanism to "construct" these objects, the blue print if you will, and contain information about said attributes and classes. Classes are one degree abstracted from objects in that they generalize a given object and allow you to repeatedly construct it with different attributes.
As I mentioned, Classes contain information about the attributes (data) and methods (functions that act on said data) of their objects. Let's go through them one-by-one in our Gear example.
First we define the initialize method. This helps you 'create' an object -- you use this method to generate a new Gear object. It is a function that takes four inputs: chainring, cog, rim, and tire. These inputs are then fed into the attributes that each Gear instance has, "@chainring", "@cog", "@rim" and "@tire". The "@" symbol is syntax and part of all 'instance variables', i.e. variables that your object contains once it is initialized.
In addition to the initialize method, there are several others methods that can act on each Gear object. In this case we have ratio and gear_inches. One divides the chainring by the cog size in order to calculate, you guessed right, the ratio. The other method, in turn uses the output from ratio to calculate the gear inches which is what cyclist (at least those in the United States) use compare bicycles that differ in both gearing and wheel size.
We have created a Class--a constructor, essentially--which generates Gear objects with associated data (attributes) and functions that act on said data (methods).


--- layout: page status: publish published: true title: Oil and Gas author: display_name: Jessie Pechmann login: jpechmann email<EMAIL_ADDRESS>url: '' author_login: jpechmann author_email<EMAIL_ADDRESS>wordpress_id: 3532 wordpress_url: http://gis.utah.gov/?page_id=3532 date: '2011-11-18 15:48:42 -0700' date_gmt: '2011-11-18 22:48:42 -0700' categories: [] tags: - sgid - Data - utah - gis - map - mapping - dataset - download - agrc - layer - shapefile - geodatabase - metadata - shp - gdb - kml - lyr - digital - geographic - information - database - state - statewide ---
Data Type: GIS Data Layer
Steward(s): AGRC & DNR-OGM
Abstract:
These datasets depict oil and gas well surface points, units and fields polygons from the Utah Department of Natural Resources, Oil, Gas and Mining Division.
The data can be previewed in an interactive map format.
Note:
On June 1, 2017, the Utah Division of Oil, Gas and Mining retired 5 old databases and went online with a new database. This prompted many changes to the data field names and content previously provided in the AGRC files. This new database was developed by contractors sponsored in part by the U.S. Department of Energy and the Ground Water Protection Council. The structure is much more complex than what was used in the past. The benefit is that it provides for the opportunity for the Division to collect more descriptive down-hole information for each wellbore permitted and drilled. Initially, much of the down-hole information will not be available because there was no place to save it in the previous databases. Eventually, as new wells are drilled and old legacy data is entered, more descriptive data will become available for the wells in Utah.
Data Content:
The following data is available for download:
There are no constraints or warranties with regard to the use of this dataset.
Contact:Other links for this dataset:
Other links for this dataset:
Last Update 5/15/13.
Other links for this dataset:
Last Update 10/16/2013.


Github Source
Heroku Deployed v1.1
Description:
A team oriented app built to help users prepare for their behavior interviews. The app displays general interview
questions, tips, and allows users to answer interview questions. Other users then can give feedback on those answers.
Role:
I worked with the team in many aspects of the app. From idealization to fruition, I advocated for better UI and UX uniqueness. I
also implemented User Authorization with Redux, designed the logo and styled the pages.
Project Hurdle:
One challenge was trying to understand each other strengths and weaknesses. We were all are very passionate
about the project and want to set standards that were beyond our MVP. This resulted in many uncertainties in how
we imagine the end-product will be.
Solution:
Working together as a team has taught me to be calm and understanding. learn to communicate and take the lead on
our goals for the day. I also learn to be flexible with my teammates and also be respectful of their ideals. In
the end, we manage to finish our MVP early.
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Questions Page
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