ENEMY AT THE GATES A film review by Steve Rhodes Copyright 2001 Steve Rhodes RATING (0 TO ****): ***
In ENEMY AT THE GATES, by director Jean-Jacques Annaud (SEVEN YEARS IN TIBET), the battle for Stalingrad in the Autumn of 1942 is hell on earth for the Russian soldiers fighting the onslaught of the Nazi hordes. The Russian officers carefully provide a rearguard for their troops -- not to support them but to shoot them when they retreat.
In a time of rifle shortages, the Russian officers have a perfect solution -- skip giving a rifle to every other man. Vassily Zaitsev (Jude Law, Oscar nominee for THE TALENTED MR. RIPLEY), a young, sharpshooting shepherd boy from the Urals, is one such weaponless other man. It is his job to pick up the rifle when the rifleman he is shadowing is killed. Trained since he was a young lad by his grandfather in the ways of stealth shooting -- "I am a stone. I do not move." -- Vassily becomes so famous that he single-handedly inspires the whole Russian army to turn from cynicism to optimism. His actions become the turning point for the entire world war, or so the movie would have us believe. Joseph Fiennes plays political officer Danilov, Vassily's friend, mentor, and personal PR machine, who convinces the troops of Vassily's near immortal powers.
Like the famous flying aces of World War I, Vassily is challenged by Germany's best marksman, an aristocrat named Major Koenig, played by Ed Harris in a pensive, reserved performance. Major Koenig, who lives and breathes strategy, is sent by Berlin solely to take out the Russian people's hero. An almost salivating Danilov sees it "as the essence of class struggle."
What's the missing ingredient in most war movies? Why sex, of course. Rachel Weisz shows up to play Vassily's love interest, Tania. Will they or won't they? What do you think?
The actor having the most fun is pudgy-faced Bob Hoskins, who gets to chew up the scenery as Khrushchev. Sent there by Stalin to save his town, Khrushchev turns out to be a bloodthirsty but effective leader. Khrushchev helps the Russian commander in Stalingrad "cut through the red tape" by supplying him with a gun to kill himself rather than having the report of his failure transmitted to Moscow.
In contrast to the battle sequences, which approach the intensity of SAVING PRIVATE RYAN, the action behind the lines is a mixture of realism and hokum. The worst of these is the claim that the Russian fighters, rather than being exhausted at the end of a hard day of battle, came back to their bombed-out camps to sing, dance and party the night away, since they were thankful to have survived another day.
After a brilliant beginning, the movie begins to bog down like the battle itself. The director falls too much in love with his picture and includes many superfluous scenes that would have better been left on the cutting room floor. A trimmed up script would start with the entire elimination of Tania, an unneeded diversion. But, regardless of the film's flaws, it's still a fascinating piece of history and an intriguing picture.
ENEMY AT THE GATES runs too long at 2:08. It is rated R for strong graphic war violence and some sexuality and would be acceptable for older teenagers.
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The review above was posted to the
rec.arts.movies.reviews newsgroup (de.rec.film.kritiken for German reviews).
The Internet Movie Database accepts no responsibility for the contents of the
review and has no editorial control. Unless stated otherwise, the copyright
belongs to the author.
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Related links: index of all rec.arts.movies.reviews reviews


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Tona Carapia Valle
30MFF
Topic: 30 Minute Film
Visit the site
Documentation
MUNGTOON
Topic: Comic
Visit the site
Documentation
Elevator buzz
Topic: Sound
Visit the site
Documentation
Food @ NYUAD
Topic: Video
Visit the site
Documentation


---
layout: main
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Hello, I'm an venezuelan Open Web Developer & Open Source Advocate / Freethinker & PragmaticJose Luis Rivas
I've been crafting stuff for a while, mostly for the open web with JavaScript (even written in CoffeeScript) and/or Node.js (JavaScript server-side), Socket.IO, Angular.js, MongoDB, Redis and Ruby (Jekyll and Rails).
Most of my work was under the umbrella of my little agency Eserre. Now most of my time is spent at Geeklist where I'm full-stack software engineer and the bunch of open-source code I'm doing while at it.
In my spare time I've helped out on The Debian Project since 2006 and contributed small bits to the open-source/free-software community.
Since very young I have been a firm believer of freedom and the open culture, as such, my commitment is not only writing open source code but participating actively in groups like EFF and Acceso Libre which defend our digital rights.
Some times I need to get things out of my head, and some of those things are politics-related. Since I know that topic is not of interest for everybody I have separated everything I do or write from politics and yet write/do them to get them out of my head. I write my opinion on politics in my country and around the world, how I think some public policies should be taken and how I see things in general.
As a fair warning: I'm normally politically incorrect. So please, if you're going to read anything I wrote, give it five minutes before hitting back.
I used to participate actively on politics, but now I'm just another spectator of that show. Good thing is I only write in Spanish!


A leucine-to-phenylalanine substitution in the acetylcholine receptor ion channel in a family with the slow-channel syndrome.
The slow-channel syndrome is one of several congenital myasthenic syndromes that result from inherited abnormalities of the ion channel of the skeletal muscle acetylcholine receptor (AChR). The ion channel is formed by the second transmembrane domains (M2) of the four AChR subunits. We screened the genomic DNA of one family with the slow-channel syndrome for mutations in the coding sequences for the M2 domains of the four AChR subunits and report the identification of a missense mutation that causes a leucine-to-phenylalanine substitution at position 269 of the epsilon subunit in three affected members of a family with the slow-channel syndrome. We propose that this mutation may be responsible for the disease.


The below is a list of cupcakes in our menu;
The butterbeer cupcake is essentially a brown sugar cupcake infused with cream soda and butter flavors.The cupcakes are then filled with a butterscotch ganache,topped with a rich butterscotch butterscream,and drizzled with more butterscotch ganache.The buttercream is sweet,but not teeth-fall-out sweet.
Chocolate covered strawberry cupcakes are moist chocolate cupcakes topped with fluffy strawberry cream cheese frosting and a drizzle of chocolate ganache.

The Sangria Cupcakes are made with fruit in the batter and a red wine buttercream, these are the perfect party cupcakes!!They can be a great start to a relaxing weekend.


Arduino Learning #2: digitalWrite, analogWrite, and which pins are which.
Without knowing how to use the pins on the Arduino board, you basically just have a fancy battery.
Here we can see the pins. There are three sections
- Digital Output
- Analog Input
- Power
Try and find all three sections.
Now look closely at the digital pin section. Some pins have a ~
next to them. This means that they are capable
of acting as an analog output or PWM. We can use the
pins in this section for sending out data, to do things such as control motors and LED's, write
things to a screen, or even send us a tweet when our plants need to be watered.
In the section labeled "Analog" we see there isn't a lot of variation in the markings. All these pins do is read data. For example if you wired a circuit with a thermistor connected to you analog input, you could very easily make a thermometer.
Under the power section we can see a few grounds, a 3.5V, a 5V, and a reset. If you know a little bit about basic electronic circuits this should be pretty straightforward.
About analogWrite()
In your code, you can use a function called analogWrite
, which will simply output a given amount of
voltage to the pin you specify. To use analogWrite, you specify an analog output pin, meaning it has a ~
next to it, and a value between 0 and 255 for the amount of output.
analogWrite() Example
Imagine there is an LED attached to pin 3. ``` // Put code inside the loop() function so that our program will keep running. void loop() {
// Turn on the LED
analogWrite(3, 255);
// Wait 1 second (1000) milliseconds
delay(1000);
delay(1000);
analogWrite(3, 0);
} ``` This code will cause the LED to turn on and off every second.
digitalWrite() Example
You probably won't be using digitalWrite unsupervised for quite some time, because it generally
requires knowledge of integrated circuits, but for your reference, you can use digitalWrite()
on
any digital pin be writing
digitalWrite(pin_number, HIGH);
// OR
digitalWrite(pin_number, LOW);
HIGH
and LOW
are what we call constants in Arduino


{% extends "layouts/base.html" %} {% block title %} Welcome to Openclick! {% endblock %} {% block content %}
A simple, open source, extenable replacement to current products such as iClicker or Top Hat Monocle.
Learn more


| 1 | /* =========================================================== | |
| 2 | * JFreeChart : a free chart library for the Java(tm) platform | |
| 3 | * =========================================================== | |
| 4 | * | |
| 5 | * (C) Copyright 2000-2008, by Object Refinery Limited and Contributors. | |
| 6 | * | |
| 7 | * Project Info: http://www.jfree.org/jfreechart/index.html | |
| 8 | * | |
| 9 | * This library is free software; you can redistribute it and/or modify it | |
| 10 | * under the terms of the GNU Lesser General Public License as published by | |
| 11 | * the Free Software Foundation; either version 2.1 of the License, or | |
| 12 | * (at your option) any later version. | |
| 13 | * | |
| 14 | * This library is distributed in the hope that it will be useful, but | |
| 15 | * WITHOUT ANY WARRANTY; without even the implied warranty of MERCHANTABILITY | |
| 16 | * or FITNESS FOR A PARTICULAR PURPOSE. See the GNU Lesser General Public | |
| 17 | * License for more details. | |
| 18 | * | |
| 19 | * You should have received a copy of the GNU Lesser General Public | |
| 20 | * License along with this library; if not, write to the Free Software | |
| 21 | * Foundation, Inc., 51 Franklin Street, Fifth Floor, Boston, MA 02110-1301, | |
| 22 | * USA. | |
| 23 | * | |
| 24 | * [Java is a trademark or registered trademark of Sun Microsystems, Inc. | |
| 25 | * in the United States and other countries.] | |
| 26 | * | |
| 27 | * ------------- | |
| 28 | * OHLCItem.java | |
| 29 | * ------------- | |
| 30 | * (C) Copyright 2006, 2007, by Object Refinery Limited. | |
| 31 | * | |
| 32 | * Original Author: David Gilbert (for Object Refinery Limited); | |
| 33 | * Contributor(s): -; | |
| 34 | * | |
| 35 | * Changes | |
| 36 | * ------- | |
| 37 | * 04-Dec-2006 : Version 1 (DG); | |
| 38 | * | |
| 39 | */ | |
| 40 | ||
| 41 | package org.jfree.data.time.ohlc; | |
| 42 | ||
| 43 | import org.jfree.data.ComparableObjectItem; | |
| 44 | import org.jfree.data.time.RegularTimePeriod; | |
| 45 | ||
| 46 | /** | |
| 47 | * An item representing data in the form (period, open, high, low, close). | |
| 48 | * | |
| 49 | * @since 1.0.4 | |
| 50 | */ | |
| 51 | public class OHLCItem extends ComparableObjectItem { | |
| 52 | ||
| 53 | /** | |
| 54 | * Creates a new instance of OHLCItem. | |
| 55 | * | |
| 56 | * @param period the time period. | |
| 57 | * @param open the open-value. | |
| 58 | * @param high the high-value. | |
| 59 | * @param low the low-value. | |
| 60 | * @param close the close-value. | |
| 61 | */ | |
| 62 | public OHLCItem(RegularTimePeriod period, double open, double high, | |
| 63 | double low, double close) { | |
| 64 | super(period, new OHLC(open, high, low, close)); | |
| 65 | } | |
| 66 | ||
| 67 | /** | |
| 68 | * Returns the period. | |
| 69 | * | |
| 70 | * @return The period (never null). | |
| 71 | */ | |
| 72 | public RegularTimePeriod getPeriod() { | |
| 73 |
1
1. getPeriod : mutated return of Object value for org/jfree/data/time/ohlc/OHLCItem::getPeriod to ( if (x != null) null else throw new RuntimeException ) → KILLED |
return (RegularTimePeriod) getComparable(); |
| 74 | } | |
| 75 | ||
| 76 | /** | |
| 77 | * Returns the y-value. | |
| 78 | * | |
| 79 | * @return The y-value. | |
| 80 | */ | |
| 81 | public double getYValue() { | |
| 82 |
1
1. getYValue : replaced return of double value with -(x + 1) for org/jfree/data/time/ohlc/OHLCItem::getYValue → NO_COVERAGE |
return getCloseValue(); |
| 83 | } | |
| 84 | ||
| 85 | /** | |
| 86 | * Returns the open value. | |
| 87 | * | |
| 88 | * @return The open value. | |
| 89 | */ | |
| 90 | public double getOpenValue() { | |
| 91 | OHLC ohlc = (OHLC) getObject(); | |
| 92 |
1
1. getOpenValue : negated conditional → KILLED |
if (ohlc != null) { |
| 93 |
1
1. getOpenValue : replaced return of double value with -(x + 1) for org/jfree/data/time/ohlc/OHLCItem::getOpenValue → KILLED |
return ohlc.getOpen(); |
| 94 | } | |
| 95 | else { | |
| 96 |
1
1. getOpenValue : replaced return of double value with -(x + 1) for org/jfree/data/time/ohlc/OHLCItem::getOpenValue → NO_COVERAGE |
return Double.NaN; |
| 97 | } | |
| 98 | } | |
| 99 | ||
| 100 | /** | |
| 101 | * Returns the high value. | |
| 102 | * | |
| 103 | * @return The high value. | |
| 104 | */ | |
| 105 | public double getHighValue() { | |
| 106 | OHLC ohlc = (OHLC) getObject(); | |
| 107 |
1
1. getHighValue : negated conditional → KILLED |
if (ohlc != null) { |
| 108 |
1
1. getHighValue : replaced return of double value with -(x + 1) for org/jfree/data/time/ohlc/OHLCItem::getHighValue → KILLED |
return ohlc.getHigh(); |
| 109 | } | |
| 110 | else { | |
| 111 |
1
1. getHighValue : replaced return of double value with -(x + 1) for org/jfree/data/time/ohlc/OHLCItem::getHighValue → NO_COVERAGE |
return Double.NaN; |
| 112 | } | |
| 113 | } | |
| 114 | ||
| 115 | /** | |
| 116 | * Returns the low value. | |
| 117 | * | |
| 118 | * @return The low value. | |
| 119 | */ | |
| 120 | public double getLowValue() { | |
| 121 | OHLC ohlc = (OHLC) getObject(); | |
| 122 |
1
1. getLowValue : negated conditional → KILLED |
if (ohlc != null) { |
| 123 |
1
1. getLowValue : replaced return of double value with -(x + 1) for org/jfree/data/time/ohlc/OHLCItem::getLowValue → KILLED |
return ohlc.getLow(); |
| 124 | } | |
| 125 | else { | |
| 126 |
1
1. getLowValue : replaced return of double value with -(x + 1) for org/jfree/data/time/ohlc/OHLCItem::getLowValue → NO_COVERAGE |
return Double.NaN; |
| 127 | } | |
| 128 | } | |
| 129 | ||
| 130 | /** | |
| 131 | * Returns the close value. | |
| 132 | * | |
| 133 | * @return The close value. | |
| 134 | */ | |
| 135 | public double getCloseValue() { | |
| 136 | OHLC ohlc = (OHLC) getObject(); | |
| 137 |
1
1. getCloseValue : negated conditional → KILLED |
if (ohlc != null) { |
| 138 |
1
1. getCloseValue : replaced return of double value with -(x + 1) for org/jfree/data/time/ohlc/OHLCItem::getCloseValue → KILLED |
return ohlc.getClose(); |
| 139 | } | |
| 140 | else { | |
| 141 |
1
1. getCloseValue : replaced return of double value with -(x + 1) for org/jfree/data/time/ohlc/OHLCItem::getCloseValue → NO_COVERAGE |
return Double.NaN; |
| 142 | } | |
| 143 | } | |
| 144 | ||
| 145 | } | |
Mutations | ||
| 73 |
1.1 |
|
| 82 |
1.1 |
|
| 92 |
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|
| 93 |
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|
| 96 |
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| 107 |
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| 108 |
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| 111 |
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| 122 |
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| 123 |
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| 126 |
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| 137 |
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Dev Space is a project with the purpose of collect I.T tutorials for developers and others that want to start their trip in I.T world. Contents are target to give to our users a base, a start point of principal arguments.
Reach goals, learn new things, ask questions to other users and get answers that solve your doubts. Say your opinion, discuss, become part of our community


Base package for 'Neuroconductor', which includes many helper functions that interact with objects of class 'nifti', implemented by package 'oro.nifti', for reading/writing and also other manipulation functions.
| Version: | 1.27.6 |
| Depends: | oro.nifti (≥ 0.9.0), R (≥ 3.2.0) |
| Imports: | methods, abind, matrixStats, R.utils, graphics, grDevices, stats, RNifti |
| Suggests: | testthat, ggplot2, knitr, rmarkdown, dplyr, reshape2, httr, covr |
| Published: | 2018-11-20 |
| Author: | John Muschelli [aut, cre] |
| Maintainer: | John Muschelli <muschellij2 at gmail.com> |
| BugReports: | https://github.com/muschellij2/neurobase/issues |
| License: | GPL-2 |
| NeedsCompilation: | no |
| Materials: | README NEWS |
| CRAN checks: | neurobase results |
| Reference manual: | neurobase.pdf |
| Vignettes: |
NIfTI Basics Sending Messages With Gmailr |
| Package source: | neurobase_1.27.6.tar.gz |
| Windows binaries: | r-devel: neurobase_1.27.6.zip, r-release: neurobase_1.27.6.zip, r-oldrel: neurobase_1.27.6.zip |
| OS X binaries: | r-release: neurobase_1.27.6.tgz, r-oldrel: neurobase_1.27.6.tgz |
| Old sources: | neurobase archive |
| Reverse depends: | fslr |
| Reverse imports: | freesurfer, oasis, papayar, spm12r |
| Reverse suggests: | spant |
Please use the canonical form https://CRAN.R-project.org/package=neurobase to link to this page.


| EXPERIÊNCIA PROFISSIONAL |
| Stux Capital Management, LLC, New York, NY |
| Estagiário, Investimentos em ações estadunidenses |
Feb. 2008 — Abr. 2008 |
- Consolidated, streamlined, and added error-checking to monthly returns spreadsheets.
- Developed a visual interface that communicates with a real-time database to obtain a fund's returns, increasing productivity and minimizing errors.
|
| Adair Capital, LLC, New York, NY |
| Intern, Hedge Fund of Funds |
Set. 2007 — Jan. 2008 |
- Performed Matlab risk analytics by correlating hedge fund strategies with macroeconomic risk factors to predict risk-adjusted returns for specific hedge funds.
- Developed a Matlab GUI for a Brownian bridge process based on recursive estimates that measures hedge funds' exposure to benchmark indices and detects possible shifts in their investment strategy.
|
| EXPERIÊNCIA ACADÊMICA |
| Dept. of Materials Science & Engineering, Stanford University, Stanford, CA |
| Mechanical Properties Research Assistant, Prof. R. H. Dauskardt Research Group |
Jun. 2005 — Fev. 2007 |
- Constructed fracture simulations to predict the reliability of novel and porous nanomaterials.
- Optimized Matlab scripts into C programs, speeding up computations that took one day to about two hours.
|
| Carnegie Institution for Science, Stanford, CA |
| Genetics Research Assistant, Dr. Susan S. Thayer Research Group |
Mar. 2004 — Jun. 2004 |
- Performed regression analysis in SAS to identify statistically significant correlations between eight data sets.
|


Frequently Asked Questions
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5%


Run Docker Engine in swarm mode
読む時間の目安: 8 分When you first install and start working with Docker Engine, swarm mode is
disabled by default. When you enable swarm mode, you work with the concept of
services managed through the docker service
command.
There are two ways to run the Engine in swarm mode:
- Create a new swarm, covered in this article.
- Join an existing swarm.
When you run the Engine in swarm mode on your local machine, you can create and test services based upon images you’ve created or other available images. In your production environment, swarm mode provides a fault-tolerant platform with cluster management features to keep your services running and available.
These instructions assume you have installed the Docker Engine 1.12 or later on a machine to serve as a manager node in your swarm.
If you haven’t already, read through the swarm mode key concepts and try the swarm mode tutorial.
Create a swarm
When you run the command to create a swarm, the Docker Engine starts running in swarm mode.
Run docker swarm init
to create a single-node swarm on the current node. The Engine sets up the swarm
as follows:
- switches the current node into swarm mode.
- creates a swarm named
default
. - designates the current node as a leader manager node for the swarm.
- names the node with the machine hostname.
- configures the manager to listen on an active network interface on port 2377.
- sets the current node to
Active
availability, meaning it can receive tasks from the scheduler. - starts an internal distributed data store for Engines participating in the swarm to maintain a consistent view of the swarm and all services running on it.
- by default, generates a self-signed root CA for the swarm.
- by default, generates tokens for worker and manager nodes to join the swarm.
- creates an overlay network named
ingress
for publishing service ports external to the swarm. - creates an overlay default IP addresses and subnet mask for your networks
The output for docker swarm init
provides the connection command to use when
you join new worker nodes to the swarm:
$ docker swarm init
Swarm initialized: current node (dxn1zf6l61qsb1josjja83ngz) is now a manager.
To add a worker to this swarm, run the following command:
docker swarm join \
--token SWMTKN-1-49nj1cmql0jkz5s954yi3oex3nedyz0fb0xx14ie39trti4wxv-8vxv8rssmk743ojnwacrr2e7c \
<IP_ADDRESS>:2377
To add a manager to this swarm, run 'docker swarm join-token manager' and follow the instructions.
Configuring default address pools
By default Docker Swarm uses a default address pool <IP_ADDRESS>/8
for global scope (overlay) networks. Every
network that does not have a subnet specified will have a subnet sequentially allocated from this pool. In
some circumstances it may be desirable to use a different default IP address pool for networks.
For example, if the default <IP_ADDRESS>/8
range conflicts with already allocated address space in your network,
then it is desirable to ensure that networks use a different range without requiring Swarm users to specify
each subnet with the --subnet
command.
To configure custom default address pools, you must define pools at Swarm initialization using the
--default-addr-pool
command line option. This command line option uses CIDR notation for defining the subnet mask.
To create the custom address pool for Swarm, you must define at least one default address pool, and an optional default address pool subnet mask. For example, for the <IP_ADDRESS>/27
, use the value 27
.
Docker allocates subnet addresses from the address ranges specified by the --default-addr-pool
option. For example, a command line option --default-addr-pool <IP_ADDRESS>/16
indicates that Docker will allocate subnets from that /16
address range. If --default-addr-pool-mask-len
were unspecified or set explicitly to 24, this would result in 256 /24
networks of the form 10.10.X.0/24
.
The subnet range comes from the --default-addr-pool
, (such as <IP_ADDRESS>/16
). The size of 16 there represents the number of networks one can create within that default-addr-pool
range. The --default-addr-pool
option may occur multiple times with each option providing additional addresses for docker to use for overlay subnets.
The format of the command is:
$ docker swarm init --default-addr-pool <IP range in CIDR> [--default-addr-pool <IP range in CIDR> --default-addr-pool-mask-length <CIDR value>]
To create a default IP address pool with a /16 (class B) for the <IP_ADDRESS> network looks like this:
$ docker swarm init --default-addr-pool <IP_ADDRESS>/16
To create a default IP address pool with a /16
(class B) for the <IP_ADDRESS>
and <IP_ADDRESS>
networks, and to
create a subnet mask of /26
for each network looks like this:
$ docker swarm init --default-addr-pool <IP_ADDRESS>/16 --default-addr-pool <IP_ADDRESS>/16 --default-addr-pool-mask-length 26
In this example, docker network create -d overlay net1
will result in <IP_ADDRESS>/26
as the allocated subnet for net1
,
and docker network create -d overlay net2
will result in <IP_ADDRESS>/26
as the allocated subnet for net2
. This continues until
all the subnets are exhausted.
Refer to the following pages for more information:
- Swarm networking for more information about the default address pool usage
docker swarm init
CLI reference for more detail on the--default-addr-pool
flag.
Configure the advertise address
Manager nodes use an advertise address to allow other nodes in the swarm access to the Swarmkit API and overlay networking. The other nodes on the swarm must be able to access the manager node on its advertise address.
If you don’t specify an advertise address, Docker checks if the system has a
single IP address. If so, Docker uses the IP address with the listening port
2377
by default. If the system has multiple IP addresses, you must specify the
correct --advertise-addr
to enable inter-manager communication and overlay
networking:
$ docker swarm init --advertise-addr <MANAGER-IP>
You must also specify the --advertise-addr
if the address where other nodes
reach the first manager node is not the same address the manager sees as its
own. For instance, in a cloud setup that spans different regions, hosts have
both internal addresses for access within the region and external addresses that
you use for access from outside that region. In this case, specify the external
address with --advertise-addr
so that the node can propagate that information
to other nodes that subsequently connect to it.
Refer to the docker swarm init
CLI reference
for more detail on the advertise address.
View the join command or update a swarm join token
Nodes require a secret token to join the swarm. The token for worker nodes is different from the token for manager nodes. Nodes only use the join-token at the moment they join the swarm. Rotating the join token after a node has already joined a swarm does not affect the node’s swarm membership. Token rotation ensures an old token cannot be used by any new nodes attempting to join the swarm.
To retrieve the join command including the join token for worker nodes, run:
$ docker swarm join-token worker
To add a worker to this swarm, run the following command:
docker swarm join \
--token SWMTKN-1-49nj1cmql0jkz5s954yi3oex3nedyz0fb0xx14ie39trti4wxv-8vxv8rssmk743ojnwacrr2e7c \
<IP_ADDRESS>:2377
This node joined a swarm as a worker.
To view the join command and token for manager nodes, run:
$ docker swarm join-token manager
To add a worker to this swarm, run the following command:
docker swarm join \
--token SWMTKN-1-59egwe8qangbzbqb3ryawxzk3jn97ifahlsrw01yar60pmkr90-bdjfnkcflhooyafetgjod97sz \
<IP_ADDRESS>:2377
Pass the --quiet
flag to print only the token:
$ docker swarm join-token --quiet worker
SWMTKN-1-49nj1cmql0jkz5s954yi3oex3nedyz0fb0xx14ie39trti4wxv-8vxv8rssmk743ojnwacrr2e7c
Be careful with the join tokens because they are the secrets necessary to join the swarm. In particular, checking a secret into version control is a bad practice because it would allow anyone with access to the application source code to add new nodes to the swarm. Manager tokens are especially sensitive because they allow a new manager node to join and gain control over the whole swarm.
We recommend that you rotate the join tokens in the following circumstances:
- If a token was checked-in by accident into a version control system, group chat or accidentally printed to your logs.
- If you suspect a node has been compromised.
- If you wish to guarantee that no new nodes can join the swarm.
Additionally, it is a best practice to implement a regular rotation schedule for any secret including swarm join tokens. We recommend that you rotate your tokens at least every 6 months.
Run swarm join-token --rotate
to invalidate the old token and generate a new
token. Specify whether you want to rotate the token for worker
or manager
nodes:
$ docker swarm join-token --rotate worker
To add a worker to this swarm, run the following command:
docker swarm join \
--token SWMTKN-1-2kscvs0zuymrsc9t0ocyy1rdns9dhaodvpl639j2bqx55uptag-ebmn5u927reawo27s3azntd44 \
<IP_ADDRESS>:2377


Liverpool fans fume as Mohamed Salah ruled out of Egypt matches ahead of Crystal Palace clash
The Liverpool winger aggravated his injury in the win over Man City and will miss the upcoming internationals
by Andy HaMohamed Salah has been ruled out of Egypt's upcoming Africa Cup of Nations qualifiers against Kenya and Comoros with an ankle injury.
The Egyptian forward has been hampered by his ankle since limping off in the win over Leicester, but a tackle from Fernandinho during the 3-1 win over Man City on Sunday appeared to aggravate the problem.
According to ESPN, Liverpool were concerned by the severity of the injury and wanted Salah to remain on Merseyside for tests but the Egpytian national team had insisted that he reports for duty to be assessed.
Egypt have now confirmed that Salah is not fit enough to play and posted pictures of the forward wearing a protective boot on his left ankle.
Jurgen Klopp's side now face a nervous wait to see what the scan shows. The Liverpool boss had provided an update earlier this month, saying: "I think it is more really annoying for him, not me, the fact that it always has a bit of fluid in, and he has to deal with it, we get it out and it comes back, and stuff like that."
After the international break, Liverpool will look to maintain their push for the Premier League title as they travel to Crystal Palace.
Reds fans took to social media to voice their frustration and some blamed City midfielder Fernandinho for causing the injury.


|
CRTS
Version 0.3
Cognitive Radio Test System
|
#include <Filter.hpp>
Public Member Functions | |
| virtual void | start (CRTSControl *c, uint32_t numChannelsIn, uint32_t numChannelsOut) |
| virtual void | stop (CRTSControl *c) |
| virtual void | execute (CRTSControl *c, const void *buffer, size_t len, uint32_t channelNum)=0 |
| bool | printStreamGraphDotPNG64 (int fd) |
Protected Member Functions | |
| template<class C > | |
| C | getControl (const std::string name="", bool addController=true, bool start=false) |
A Controller module base class
Used to monitor and control the filter flow stream by setting and getting CRTSFilter parameters, and directly executing code before inputting data chunks into filters.
|
pure virtual |
execute is called before each CRTSFilter that owns the CRTSControl calls output() for the connected CRTSFilters.
When this is called, we are running in the CRTSFilter that owns the CRTSControl that is passed in. We can't used controls from other CRTSFilter objects, because they may be accessed in other threads.
This is the only method that that is not called from the main thread. All other methods are called in the main thread.
/param c the CRTSControl that is owned by the CRTSFilter that called this.
/param buffer pointer to the next list of bytes that will come into the CRTSFilter that receive this data.
/param len length of data that could be read, but may not necessarily be read after this call.
/param channelNum the CRTSFilters channel number that it uses to refer to the connection in the filter stream.
|
protected |
Returns 0 if the control with name name was not found in the list of all CRTS controls. The particular CRTSController can get pointers to any CRTSControl objects.
You do not need to (or want to) delete the CRTSControl object that this points to. It is managed by the associated CRTSFilter object.
This must be called in the main thread in start() or stop().
The CRTSController implementation must include the particular CRTSFilter interface header file to get access to the control methods that are implemented.
| name | the unique (across the CRTSStream) name of this CRTSControl. If name is an empty string than this will iterate through all controls returning them in std::map iterated order and return 0 at the end. |
| bool CRTSController::printStreamGraphDotPNG64 | ( | int | fd | ) |
print the stream graph image to a file descriptor
For example: we use this to send a base 64 encoded PNG image to a socket.
| fd | is the file descriptor to write the PNG file to. |
|
inlinevirtual |
start is called after all the filters start and before the stream is running.
A module class that inherits CRTSController may opt out of writing a start() method.
/param numChannelsIn is the number of channels that input into this filter with this CRTSControl.
/param numChannelsOut is the number of channels that will output from this filter with this CRTSControl.
/param c the filters CRTS control
|
inlinevirtual |
stop is called just before the filters stop.
A module class that inherits CRTSController may opt out of writing a stop() method.
/param c the filters CRTS control


Company profile - Canadian Company Capabilities
Third-Party Information Liability Disclaimer
Some of the information on this Web page has been provided by external sources. The Government of Canada is not responsible for the accuracy, reliability or currency of the information supplied by external sources. Users wishing to rely upon this information should consult directly with the source of the information. Content provided by external sources is not subject to official languages, privacy and accessibility requirements.
Sher & Associates II Incorporated
Legal Name:
Sher & Associates II Incorporated
Operating Name:
EDLS
Alternate Name:
SHER & ASSOCIATES II INC.
Mailing Address:
6 Swiftdale Pl.NORTH YORK, Ontario
M3B 1M4
Location Address:
6 Swiftdale Pl.NORTH YORK, Ontario
M3B 1M4
Tel.:<PHONE_NUMBER>
Fax:<PHONE_NUMBER>
Company Profile
Interactive Computers & Multimedia is a leading business
performance improvement company offering comprehensive multimedia
solutions to suit our clients' training needs.
IC&M represents over 300 training programs from the training
industries most reputable and respected companies from around the
world. IC&M empowers clients with the most innovative and
effective training solutions available - thereby providing
skills, increasing productivity, reducing training costs and
increasing employee retention.
Most importantly, IC&M works closely with companies to gain an
understanding of their training needs, corporate culture, and the
technology available for content delivery. This consultative
process coupled with IC&M's extensive experience and broad range
of products and services provides for practical recommendations
to solve a client's training needs.
MEDIA: CD-ROM, Inter/Intranet(WBT), CBT, Laserdisc, Video, Books
TOPICS:Management Effectiveness, Customer Service, Computer
Skills, Supervisory Skills, Leadership, Project Management,
Sales, Communication Skills, Team Building, Telephone Skills,
Personal Effectiveness, Career and Life Planning, and more....
COURSEWARE PUBLISHERS: Harvard Business School, Glencoe,
Tarragon,Wilson Learning, Infosource, Intercom, Training Direct,
Xebec, Eduperformance, ITC, CTSC, Gartner Group,and more...
LANGUAGES: Courseware is available in English and French.
OTHER: Menuing and Tracking Software
Registration and Scheduling Software
Surveying Software
Testing Software
Computer Hardware and Laptops.
Full profile
Full profile
Contact information
Company description
Product / Service / Licensing
to manage and make decisions. Original, informative, and
entertaining, the series combines state-of-the-art interactive
multimedia technology with the latest thinking on best business
practice. In its scope and richness, all program content lends
itself to management development across all types of industries
including service, manufacturing, and high tech.
1. High Performance Management: An in-depth interactive
multimedia program designed to help managers enhance their
managerial effectiveness and people skills; become skilled
communicators and decision-makers; and achieve a consistently
higher level of performance.
2. Managing Across Difference: is designed to help
managers learn strategies to change unproductive patterns and
habits by reframing diversity issues and questions for more
effective decisions. The program is based on the idea that
diversity in the business environment is not a problem to be
managed away but rather an opportunity to develop greater
personal and organizational effectiveness.
3. Teams that Work: is designed to help managers
understand and examine the dynamics that operate within teams;
diagnose the problems constraining team functions; plan
appropriate interventions to remedy problematic team dynamics.
4. Realizing Change: is designed to help managers
understand the difference between leadership and the impact of
each on a change initiative; apply Professor John Kotters
8-step process for successful organizational change; overcome
barriers to the change process using proven strategies and
behaviors.
5. Coaching: is designed to help managers understand the
coaching process, its benefits and challenges; acquire and use
the skills required for effective coaching; and apply, as
appropriate, different coaching approaches.
6. Yes! The Interactive Negotiator: This program helps
managers understand and practice the Seven Elements of Principled
Negotiation. It also adheres to a proven negotiation process and
employs a set of analytical tools that enable smooth negotiation
* are Competency based
* include Optional Pre and Post Testing
* include Administration and Tracking System
* include facility to add you logo, text, and sound to introduce
the course
The audience for the CAN I...? series is anyone seeking
professional development to enhance their performance and
contribution in the workplace.
1. Making your time count: In reality, time management
is really self management. This course provides the skills and
strategies to manage yourself to achieve your goals.
2. Exceeding you Customers Expectations: Develops new
and practical skills for anyone in an organization for whom
providing high levels of both internal or external customer
service has been identified as a priority.
3. Negotiating for a Positive Outcome: Good negotiation
skills ensure that we all work cooperatively and therefore more
productively.
4. Taking in Information Effectively: Deals with taking
the information in while getting your message across and is all
about communicating information to others.
5. Getting your Message across: This course deals with
communicating information to others. This course provides skills
and strategies to achieve this aim
6. Participating In Project Teams: The success of a
project is usually due in part to teamwork. This course aims to
ensure that those joining project teams are able to add their
full value from the start.
7. Coaching in the Workplace: Coaching enables skills
and experience to be passed on by one employee to another, in a
way that minimizes the disruption to established routines.
8. Dealing with Conflict: The most desirable method to
handling conflict is the win/win approach. This course provides
the means to help people work as partners not opponents.
9. Turning Problems into Opportunities: To
successfully solve problems you need to have a positive attitude
which enables you to view them as opportunities rather than
barriers to success.
10. Everyone Sells: This course provides an
understanding to assist you to maximize the value of your
products and services to your customer, and hence your value to
your organization.
11. Thinking Creatively: Will enable you to develop
attitudes which will enhance your creative ability and
demonstrates a number of skills and techniques you can apply to
any situation.
12. Listening Effectively: To listen effectively you
need to be both attentive and retentive. This course will show
you how to process and retain more of the information you hear.
into 30 business competencies vital to the developing manager.
Focusing on practical, immediately applicable skills rather than
impractical theories, the Leadership Web provides a structure for
practising and applying these skills in your own organization.
Working with Others
Establishing goals and expectations
Recognizing and Rewarding Behaviour
Involving and Empowering Others
Coaching and Developing Others
Managing Conflict
Managing a Diverse Workforce
Communicating Effectively
Dealing with the Problem Employee
Personal Productivity
Developing Career & Personal Life Skills
Managing Time and Stress
Making Effective Presentations
Writing Effectively
Managing Projects
Thinking Creatively
Continuous Improvement
Building a Framework for Continuous Improvement
Understanding and Reducing Process Variation
Solving Problems
Improving Processes
Using Tools for Continuous Process
Facilitating Groups
Promoting Teamwork and Co-operation
Providing Customer Service
General Management Competencies
Planning and Organizing for Performance
Coordinating and Monitoring for Performance
Using Financial & Quantitative Data
Thinking Strategically
Managing Change
Interviewing for Selection and Promotion
Appraising Employee Performance
Understanding Employment Law
UPGRADE: Through a high quality, easy to use
interactive format, Upgrade enables trainees to learn a variety
of skills---from blueprint reading to industrial safety to
statistical process control. The program also includes a
management software program that allows you to edit lessons and
track trainee performance.
Instrumentation and Control
Introduction
Measurement Devices
Control Devices
Troubleshooting
Blueprint Reading:
General Print Reading
Process and Instrumentation Drawing
Electrical Print Reading
Mechanical Prints
Pneumatics
Introduction
Control Devices
Actuators
Troubleshooting
Programmable Controllers
How PLCs work
Ladder logic
Troubleshooting
Industrial Safety
Hazard Communication
Lockout/Tagout
Confined Space Entry
Respirator Use
Personal Protective Equipment
Applied Ergonomics
HM-126F
Forklift safety
General Skills
TQM
ISO 9000
Hand and Power Tools
Troubleshooting Skills
Measuring and Gauging
Machining
Principles of Machining
Metal cutting Machinery
CNC Machine Systems
Electrical/Electronics
Basic Electricity
DC Circuits
AC Circuits
Motors and Transformers
Intro to Electronics
Solid State Theory
Digital Electronics
Hydraulics
Introduction
Pumps and Accumulators
Flow Control
Pressure Controls
Actuators
Troubleshooting
Statistical Process Control
Basic SPC
Advanced SPC
sound, slide shows, games and simulations. Titles include:
1. Start to Sell: Focus your time and energy on getting in
front of the people who will best help you develop your business.
2. Sell to Needs: People love to buy, they hate to be
sold. If you understand your customers needs, you can identify
and present a solution that bridges the gap between what they
have and what they want.
3. No Trust? No Sale! Trust is the key to building
effective and long-term sales relationships.
4. Connect for Success: If you want to connect with and
influence others, it is important to communicate with them in
ways in which they are comfortable.
5. Keep your Cool: We cant control all of the events in
our lives, but we can choose how we react to them.
6. Create Your Dream Job: Learn to be your own career
counselor by helping three individuals explore answers to
important questions about their talents, interest, and preferred
environment.
7. Repacking Your Bags: Learn how to unpack and repack
your physical, emotional, and intellectual baggage and put
together a plan for personal fulfilment.
8. Relate With Ease: Improve your interactions with others
by reducing misunderstandings, arguments, and tension.
9. Decide for Sure: The ability to make decisions helps
you to avoid future problems as well as to find solutions to
existing problems.
10. You Can Lead: A leaders skill is in communicating
ideals and motivating others to realize their own sense of
purpose.
*Civil Treatment for Managers
*Achieving Service Excellence
TELEPHONE SKILLS
*Determining Caller Needs
*On Incoming Calls
*How to Handle the Irate Caller
*Do's & Don'ts of Customer Service
BUSINESS WRITING
*Effective Writing
*Effective Editing
*Good Grief, Good Grammar
*More Good Grief, Good Grammar
PERSONAL SKILLS
*An Introduction to Assertiveness
*Making Quick Decisions
*Principles of Time Management
*Practising Time Management
*The Art of Negotiating
PEOPLE MANAGEMENT
*Coaching for Success
*Delegation
*Essentials of Interviewing Skills
*Recruitment Interviewing
*Grievance and Disciplinary Interviewing
*Appraisal Interviewing
*Building a Partnership
*Effective Communication
*Getting the Work Done
*Developing People
FINANCE
*How Money Works in Business
*Budgeting
*Controlling Working Capital
*Improving Your Profitability
CUSTOMER CARE
*Power to the Customer
PROJECT MANAGEMENT
*The Process
*Planning: Tools and Technique
*Tracking and Control
QUALITY
*The Quality Programme
*An Introduction to Statistical Process Control
*An Introduction to Total Quality Management
OFFICE SAFETY
*Working with Display Screen Equipment
MS OFFICE 7.0 Introduction, Intermediate
MS OFFICE 97 Introduction, Intermediate and Advance
Word 6.0
Word 7.0 Introduction
Word 7.0 Intermediate
Word 97 Introduction
Word 97 Intermediate
Word 97 Advance
Excel 5.0
Excel 7.0 Introduction
Excel 7.0 Intermediate
Excel 97 Introduction
Excel 97 Intermediate
Excel 97 Advance
PowerPoint 4.0
PowerPoint 7.0 Introduction
PowerPoint 7.0 Intermediate
PowerPoint 97 Introduction
PowerPoint 97 Intermediate
PowerPoint 97 Advance
Access 2.0
Access 7.0
Access 97 Introduction
Access 97 Intermediate
Access 97 Advance
WordPerfect
Lotus
Windows NT 4.0
Windows 95
Windows 3.1
more.....
 They have lead the way in the
development of multimedia as a highly efficient methods of sales
training in today's interactive learning environment.
PERSONAL SKILLS:
1. An Introduction to Assertiveness: This course is for
anyone who wants to be a more effective communicator, whether
they are currently too passive, too aggressive, or somewhere in
between.
2. Making Quick Decisions: This interactive program will
help anyone who needs to practice time management skills in real
life situations.
3. Principles of Time Management: Looks at the general
concepts of time management and analyses how efficiently time is
used. It teaches principles to help you to make more productive
use of your time.
4. Practicing Time Management: Shows you how to deal with
disruption and develop the skills which will enable you to make
the very best use of your working day.
5. The Art of Negotiating: This course uses a series of
dramatic sequences to help you learn and apply the techniques you
need to achieve win-win every time.
PEOPLE MANAGEMENT
1. Coaching for Success: Explains the chemistry of the
coaching partnership and gives practical, step-by-step guidance
on the coaching process itself.
2. Delegation: Will sharpen your delegation skills, and
help you get a picture of your own attitudes. All managers and
supervisors will be more effective as a result of this course.
3. Essential Interviewing Skills: Teaches you basic
interviewing skills which are the bedrock of good communication.
It reinforces the vital basics so often overlooked in a busy
working environment.
4. Recruitment Interviewing: Teaches you the specialist
skills you need, and gives you a chance to practice, so when you
do it for real you get it right every time.
5. Grievance & Disciplinary Interviewing: Knowing the
right techniques to use can ease both parties through these often
stressful interviews. This course gives you all the guidance you
need, and a chance to practice what you have learned.
6. Appraisal Interviewing: Shows you how to conduct
appraisal interviews which will motivate your staff and help them
to spot their weaknesses, and eradicate them.
7. Building a Partnership: Managers will only get their
policies converted into actions if they work well with their
supervisors. This course explains the critical first step in
building such a relationship.
8. Effective Communication: Shows team leaders how to
talk to groups and be sure the message is getting across, and how
to listen to people, and get on with them.
9. Getting the Work Done: Shows supervisors and managers
how to organize themselves and their teams so that the work gets
done on time and correctly.
10.
PROJECT MANAGEMENT
1. The Process: Will take you through four key areas that
will ensure you and your team to know how to avoid problems and
as a results improve resource scheduling and reduce costs.
2. Planning: Tools and Techniques: Takes you step by
step through the appropriate tools and techniques and looks at
ways to reduce costs and improve resource scheduling.
3. Tracking & Control: Will give you and your team the
skills you need to keep your projects on course, and give you the
confidence to take appropriate action if things do start to slip.
FINANCE
1. How Money Works in Business: You are given a business
to run with a profit target to achieve. During this exercise you
are introduced to simple balance sheets and profit and loss
accounts.
2. Budgeting: Will demystify the aspects of finance for
managers who have no financial training, but need to have a good
grasp of budgeting skills so they can manage with an awareness of
the business profitability.
3. Controlling Working Capital: Explains the elements of
working capital and why it must be controlled. You are asked to
review the affairs of a small fashion company with a cash flow
crisis, using a variety of control methods.
4. Improving Your Profitability: Tasked with running your
own market stall, you will look at profitability, trading profit,
fixed assets and working capital, business performance and any
problems which may arise.
CUSTOMER CARE: Power to the Customer: This course will help
you establish excellent customer service by empowering your front
line staff to handle service issues. It will give them the
knowledge and confidence they need to deal with customers
requests responsibly and efficiently.
QUALITY
1. The Quality Program: This course will address the
inherent need in any business for a system that guarantees
quality as the basis for productivity and efficiency.
2. An Introduction to Statistical Process Control: This
course has been developed to introduce production operators,
supervisors and management to the basic concept of SPC, and its
role in controlling quality through improved process performance.
OFFICE SAFETY
1. Working with Display Screen Equipment: This course
covers all the key points regarding office environment,
workstations and the operator, using a tutorial style.
SALES
1. Ready to sell: This program concentrates on
preparation and making sure that you have the knowledge you need;
that you are prepared and make the best possible impression; that
you identify and target the customers with most potential, and
that you succeed in getting face to face with the right person
2. Staring to Sell: This program concentrates on the
crucial early stages of the call -- ensuring that you make an
effective presentation using appropriate language.
3. Sold: This concentrates on the final stages of the
call and after sales service--identifying and handling
objections; negotiation; closing the sale; developing a trusting
relationship and providing after sales service.
desktops. The products strategically combine applied financial
concepts; sound business practice and innovative learning
theories to help businesses rapidly increase their professional
performance.
Corporate Finance Advisor: The product is designed for
financial professionals who develop, influence, evaluate and
implement capital budgeting, financial policy and capital
structure decisions. It is relevant for mid-and-entry-level
professionals.
1) Operating Strategy: Valuing the company
Assess the operating plan
2) Financing Strategy: Designing Capital Structure
Evaluate pro forma effect on shareholder value
3) Ownership Strategy: Maximizing Shareholder Value.
Anticipate a strategic buyers perspective
The Derivatives Workbook: Product helps user understand
derivatives terms and concepts and obtain quick fair value
pricing for products used in real world risk management
applications.
Risk Insights: Product uses commentary, stories and case
studies related by 15 leading experts. Risk Insights begins with
foundational information and proceeds to more sophisticated
levels.
Capital Raising Alternatives: Provides financial
practitioners easy access to comprehensive information on the
full spectrum of capital raising instruments.
beliefs they have about customers, character and relationships.
They are committed to effective learning for the people who use
their courses for self development, and to results for those who
buy them.
COMMUNICATION SKILLS
1. Business Calls: Teaches employees how to build
effective business relationships which leave a lasting, positive,
impression. The emphasis is on doing and exploring using
case studies taken from a wide range of organizations.
2. Business Words: Will improve the efficiency of your
organizations written communications - and help avoid
misunderstandings that decrease productivity and hurt morale.
Checklists help pinpoint goals and assist students to be more
persuasive.
3. Business Communications: Helps employees do a better,
more productive job by listening with understanding, asking the
right questions, interpreting body language and getting their
point across more effectively.
4. Business Meetings: Through real-life scenarios this
course helps employees learn the secrets of contributing to and
running successful meetings.
MANAGEMENT SKILLS
1. Leading Teams: Gives employees opportunities to take
on the role of team leader through interactive simulations.
Students get practice and advice on motivating people, handling
conflict, setting goals and building a team culture.
2. Managing Tasks & Activities: Helps managers master
time management, project planning, delegation and problem
solving.
3. Managing Performance: Offers managers a system to
improve employee performance and motivation through a series of
practical steps that make appraisal a continuous process.
4. Coaching for Results: Shows managers how to help
employees improve performance and motivation. Through case
studies, students are shown how to set up a coaching relationship
and make it work.
FINANCE FOR NON FINANCIAL MANAGERS
1. Money in Business 1: Introduction to Business Finance
makes basic business finance concepts easy to understand for
anyone.
2. Money in Business 2: Managing Cash Flow for Profit
explains what cash flow is and why good management of cash flow
is so crucial.
3. Money in Business 3: Effective Budgeting leads
students through the entire budget process from preparation to
evaluation of options to follow-up.
CUSTOMER SERVICE
1. Customer Service Excellence 1: Getting ready for
Customers helps meet the challenge to assure that excellent
customer service permeates through the organization.
2. Customer Service Excellence 2: Successful Customer
Contact helps employees succeed with every customer interaction -
on the phone, in writing, or in person. The course is designed
to help employees CARE - Contact, Analyze, Respond and Exceed.
3. Customer Service Excellence 3: Excellence in Demanding
Situations explores a range of techniques employees can us to
solve problems and retain customers.
ORGANIZATIONAL COMMUNICATIONS
1. New Employee Orientation: helps provide employees with
basic information key to starting a new job (health and safety,
security, legal, customer service, written and oral
communications).
BUSINESS IN SIGHT
1. Marketing: helps executives and managers identify,
evaluate and satisfy customer needs.
2. Business Strategy: helps managers understand the art
of business strategy. It provides them with techniques to
analyze situations strategically, formulate options, and make
critical decisions. It also show them whats involved in
translating strategy into action.
Market profile
Alliances:
- Financial
- Sales/Marketing
- Technology
Geographic markets:
Export experience:
- New York
Third-Party Information Liability Disclaimer
Some of the information on this Web page has been provided by external sources. The Government of Canada is not responsible for the accuracy, reliability or currency of the information supplied by external sources. Users wishing to rely upon this information should consult directly with the source of the information. Content provided by external sources is not subject to official languages, privacy and accessibility requirements.
Contacts
Contact information
Description
Company description
Products, services and licensing
Product / Service / Licensing
to manage and make decisions. Original, informative, and
entertaining, the series combines state-of-the-art interactive
multimedia technology with the latest thinking on best business
practice. In its scope and richness, all program content lends
itself to management development across all types of industries
including service, manufacturing, and high tech.
1. High Performance Management: An in-depth interactive
multimedia program designed to help managers enhance their
managerial effectiveness and people skills; become skilled
communicators and decision-makers; and achieve a consistently
higher level of performance.
2. Managing Across Difference: is designed to help
managers learn strategies to change unproductive patterns and
habits by reframing diversity issues and questions for more
effective decisions. The program is based on the idea that
diversity in the business environment is not a problem to be
managed away but rather an opportunity to develop greater
personal and organizational effectiveness.
3. Teams that Work: is designed to help managers
understand and examine the dynamics that operate within teams;
diagnose the problems constraining team functions; plan
appropriate interventions to remedy problematic team dynamics.
4. Realizing Change: is designed to help managers
understand the difference between leadership and the impact of
each on a change initiative; apply Professor John Kotters
8-step process for successful organizational change; overcome
barriers to the change process using proven strategies and
behaviors.
5. Coaching: is designed to help managers understand the
coaching process, its benefits and challenges; acquire and use
the skills required for effective coaching; and apply, as
appropriate, different coaching approaches.
6. Yes! The Interactive Negotiator: This program helps
managers understand and practice the Seven Elements of Principled
Negotiation. It also adheres to a proven negotiation process and
employs a set of analytical tools that enable smooth negotiation
* are Competency based
* include Optional Pre and Post Testing
* include Administration and Tracking System
* include facility to add you logo, text, and sound to introduce
the course
The audience for the CAN I...? series is anyone seeking
professional development to enhance their performance and
contribution in the workplace.
1. Making your time count: In reality, time management
is really self management. This course provides the skills and
strategies to manage yourself to achieve your goals.
2. Exceeding you Customers Expectations: Develops new
and practical skills for anyone in an organization for whom
providing high levels of both internal or external customer
service has been identified as a priority.
3. Negotiating for a Positive Outcome: Good negotiation
skills ensure that we all work cooperatively and therefore more
productively.
4. Taking in Information Effectively: Deals with taking
the information in while getting your message across and is all
about communicating information to others.
5. Getting your Message across: This course deals with
communicating information to others. This course provides skills
and strategies to achieve this aim
6. Participating In Project Teams: The success of a
project is usually due in part to teamwork. This course aims to
ensure that those joining project teams are able to add their
full value from the start.
7. Coaching in the Workplace: Coaching enables skills
and experience to be passed on by one employee to another, in a
way that minimizes the disruption to established routines.
8. Dealing with Conflict: The most desirable method to
handling conflict is the win/win approach. This course provides
the means to help people work as partners not opponents.
9. Turning Problems into Opportunities: To
successfully solve problems you need to have a positive attitude
which enables you to view them as opportunities rather than
barriers to success.
10. Everyone Sells: This course provides an
understanding to assist you to maximize the value of your
products and services to your customer, and hence your value to
your organization.
11. Thinking Creatively: Will enable you to develop
attitudes which will enhance your creative ability and
demonstrates a number of skills and techniques you can apply to
any situation.
12. Listening Effectively: To listen effectively you
need to be both attentive and retentive. This course will show
you how to process and retain more of the information you hear.
into 30 business competencies vital to the developing manager.
Focusing on practical, immediately applicable skills rather than
impractical theories, the Leadership Web provides a structure for
practising and applying these skills in your own organization.
Working with Others
Establishing goals and expectations
Recognizing and Rewarding Behaviour
Involving and Empowering Others
Coaching and Developing Others
Managing Conflict
Managing a Diverse Workforce
Communicating Effectively
Dealing with the Problem Employee
Personal Productivity
Developing Career & Personal Life Skills
Managing Time and Stress
Making Effective Presentations
Writing Effectively
Managing Projects
Thinking Creatively
Continuous Improvement
Building a Framework for Continuous Improvement
Understanding and Reducing Process Variation
Solving Problems
Improving Processes
Using Tools for Continuous Process
Facilitating Groups
Promoting Teamwork and Co-operation
Providing Customer Service
General Management Competencies
Planning and Organizing for Performance
Coordinating and Monitoring for Performance
Using Financial & Quantitative Data
Thinking Strategically
Managing Change
Interviewing for Selection and Promotion
Appraising Employee Performance
Understanding Employment Law
UPGRADE: Through a high quality, easy to use
interactive format, Upgrade enables trainees to learn a variety
of skills---from blueprint reading to industrial safety to
statistical process control. The program also includes a
management software program that allows you to edit lessons and
track trainee performance.
Instrumentation and Control
Introduction
Measurement Devices
Control Devices
Troubleshooting
Blueprint Reading:
General Print Reading
Process and Instrumentation Drawing
Electrical Print Reading
Mechanical Prints
Pneumatics
Introduction
Control Devices
Actuators
Troubleshooting
Programmable Controllers
How PLCs work
Ladder logic
Troubleshooting
Industrial Safety
Hazard Communication
Lockout/Tagout
Confined Space Entry
Respirator Use
Personal Protective Equipment
Applied Ergonomics
HM-126F
Forklift safety
General Skills
TQM
ISO 9000
Hand and Power Tools
Troubleshooting Skills
Measuring and Gauging
Machining
Principles of Machining
Metal cutting Machinery
CNC Machine Systems
Electrical/Electronics
Basic Electricity
DC Circuits
AC Circuits
Motors and Transformers
Intro to Electronics
Solid State Theory
Digital Electronics
Hydraulics
Introduction
Pumps and Accumulators
Flow Control
Pressure Controls
Actuators
Troubleshooting
Statistical Process Control
Basic SPC
Advanced SPC
sound, slide shows, games and simulations. Titles include:
1. Start to Sell: Focus your time and energy on getting in
front of the people who will best help you develop your business.
2. Sell to Needs: People love to buy, they hate to be
sold. If you understand your customers needs, you can identify
and present a solution that bridges the gap between what they
have and what they want.
3. No Trust? No Sale! Trust is the key to building
effective and long-term sales relationships.
4. Connect for Success: If you want to connect with and
influence others, it is important to communicate with them in
ways in which they are comfortable.
5. Keep your Cool: We cant control all of the events in
our lives, but we can choose how we react to them.
6. Create Your Dream Job: Learn to be your own career
counselor by helping three individuals explore answers to
important questions about their talents, interest, and preferred
environment.
7. Repacking Your Bags: Learn how to unpack and repack
your physical, emotional, and intellectual baggage and put
together a plan for personal fulfilment.
8. Relate With Ease: Improve your interactions with others
by reducing misunderstandings, arguments, and tension.
9. Decide for Sure: The ability to make decisions helps
you to avoid future problems as well as to find solutions to
existing problems.
10. You Can Lead: A leaders skill is in communicating
ideals and motivating others to realize their own sense of
purpose.
*Civil Treatment for Managers
*Achieving Service Excellence
TELEPHONE SKILLS
*Determining Caller Needs
*On Incoming Calls
*How to Handle the Irate Caller
*Do's & Don'ts of Customer Service
BUSINESS WRITING
*Effective Writing
*Effective Editing
*Good Grief, Good Grammar
*More Good Grief, Good Grammar
PERSONAL SKILLS
*An Introduction to Assertiveness
*Making Quick Decisions
*Principles of Time Management
*Practising Time Management
*The Art of Negotiating
PEOPLE MANAGEMENT
*Coaching for Success
*Delegation
*Essentials of Interviewing Skills
*Recruitment Interviewing
*Grievance and Disciplinary Interviewing
*Appraisal Interviewing
*Building a Partnership
*Effective Communication
*Getting the Work Done
*Developing People
FINANCE
*How Money Works in Business
*Budgeting
*Controlling Working Capital
*Improving Your Profitability
CUSTOMER CARE
*Power to the Customer
PROJECT MANAGEMENT
*The Process
*Planning: Tools and Technique
*Tracking and Control
QUALITY
*The Quality Programme
*An Introduction to Statistical Process Control
*An Introduction to Total Quality Management
OFFICE SAFETY
*Working with Display Screen Equipment
MS OFFICE 7.0 Introduction, Intermediate
MS OFFICE 97 Introduction, Intermediate and Advance
Word 6.0
Word 7.0 Introduction
Word 7.0 Intermediate
Word 97 Introduction
Word 97 Intermediate
Word 97 Advance
Excel 5.0
Excel 7.0 Introduction
Excel 7.0 Intermediate
Excel 97 Introduction
Excel 97 Intermediate
Excel 97 Advance
PowerPoint 4.0
PowerPoint 7.0 Introduction
PowerPoint 7.0 Intermediate
PowerPoint 97 Introduction
PowerPoint 97 Intermediate
PowerPoint 97 Advance
Access 2.0
Access 7.0
Access 97 Introduction
Access 97 Intermediate
Access 97 Advance
WordPerfect
Lotus
Windows NT 4.0
Windows 95
Windows 3.1
more.....
 They have lead the way in the
development of multimedia as a highly efficient methods of sales
training in today's interactive learning environment.
PERSONAL SKILLS:
1. An Introduction to Assertiveness: This course is for
anyone who wants to be a more effective communicator, whether
they are currently too passive, too aggressive, or somewhere in
between.
2. Making Quick Decisions: This interactive program will
help anyone who needs to practice time management skills in real
life situations.
3. Principles of Time Management: Looks at the general
concepts of time management and analyses how efficiently time is
used. It teaches principles to help you to make more productive
use of your time.
4. Practicing Time Management: Shows you how to deal with
disruption and develop the skills which will enable you to make
the very best use of your working day.
5. The Art of Negotiating: This course uses a series of
dramatic sequences to help you learn and apply the techniques you
need to achieve win-win every time.
PEOPLE MANAGEMENT
1. Coaching for Success: Explains the chemistry of the
coaching partnership and gives practical, step-by-step guidance
on the coaching process itself.
2. Delegation: Will sharpen your delegation skills, and
help you get a picture of your own attitudes. All managers and
supervisors will be more effective as a result of this course.
3. Essential Interviewing Skills: Teaches you basic
interviewing skills which are the bedrock of good communication.
It reinforces the vital basics so often overlooked in a busy
working environment.
4. Recruitment Interviewing: Teaches you the specialist
skills you need, and gives you a chance to practice, so when you
do it for real you get it right every time.
5. Grievance & Disciplinary Interviewing: Knowing the
right techniques to use can ease both parties through these often
stressful interviews. This course gives you all the guidance you
need, and a chance to practice what you have learned.
6. Appraisal Interviewing: Shows you how to conduct
appraisal interviews which will motivate your staff and help them
to spot their weaknesses, and eradicate them.
7. Building a Partnership: Managers will only get their
policies converted into actions if they work well with their
supervisors. This course explains the critical first step in
building such a relationship.
8. Effective Communication: Shows team leaders how to
talk to groups and be sure the message is getting across, and how
to listen to people, and get on with them.
9. Getting the Work Done: Shows supervisors and managers
how to organize themselves and their teams so that the work gets
done on time and correctly.
10.
PROJECT MANAGEMENT
1. The Process: Will take you through four key areas that
will ensure you and your team to know how to avoid problems and
as a results improve resource scheduling and reduce costs.
2. Planning: Tools and Techniques: Takes you step by
step through the appropriate tools and techniques and looks at
ways to reduce costs and improve resource scheduling.
3. Tracking & Control: Will give you and your team the
skills you need to keep your projects on course, and give you the
confidence to take appropriate action if things do start to slip.
FINANCE
1. How Money Works in Business: You are given a business
to run with a profit target to achieve. During this exercise you
are introduced to simple balance sheets and profit and loss
accounts.
2. Budgeting: Will demystify the aspects of finance for
managers who have no financial training, but need to have a good
grasp of budgeting skills so they can manage with an awareness of
the business profitability.
3. Controlling Working Capital: Explains the elements of
working capital and why it must be controlled. You are asked to
review the affairs of a small fashion company with a cash flow
crisis, using a variety of control methods.
4. Improving Your Profitability: Tasked with running your
own market stall, you will look at profitability, trading profit,
fixed assets and working capital, business performance and any
problems which may arise.
CUSTOMER CARE: Power to the Customer: This course will help
you establish excellent customer service by empowering your front
line staff to handle service issues. It will give them the
knowledge and confidence they need to deal with customers
requests responsibly and efficiently.
QUALITY
1. The Quality Program: This course will address the
inherent need in any business for a system that guarantees
quality as the basis for productivity and efficiency.
2. An Introduction to Statistical Process Control: This
course has been developed to introduce production operators,
supervisors and management to the basic concept of SPC, and its
role in controlling quality through improved process performance.
OFFICE SAFETY
1. Working with Display Screen Equipment: This course
covers all the key points regarding office environment,
workstations and the operator, using a tutorial style.
SALES
1. Ready to sell: This program concentrates on
preparation and making sure that you have the knowledge you need;
that you are prepared and make the best possible impression; that
you identify and target the customers with most potential, and
that you succeed in getting face to face with the right person
2. Staring to Sell: This program concentrates on the
crucial early stages of the call -- ensuring that you make an
effective presentation using appropriate language.
3. Sold: This concentrates on the final stages of the
call and after sales service--identifying and handling
objections; negotiation; closing the sale; developing a trusting
relationship and providing after sales service.
desktops. The products strategically combine applied financial
concepts; sound business practice and innovative learning
theories to help businesses rapidly increase their professional
performance.
Corporate Finance Advisor: The product is designed for
financial professionals who develop, influence, evaluate and
implement capital budgeting, financial policy and capital
structure decisions. It is relevant for mid-and-entry-level
professionals.
1) Operating Strategy: Valuing the company
Assess the operating plan
2) Financing Strategy: Designing Capital Structure
Evaluate pro forma effect on shareholder value
3) Ownership Strategy: Maximizing Shareholder Value.
Anticipate a strategic buyers perspective
The Derivatives Workbook: Product helps user understand
derivatives terms and concepts and obtain quick fair value
pricing for products used in real world risk management
applications.
Risk Insights: Product uses commentary, stories and case
studies related by 15 leading experts. Risk Insights begins with
foundational information and proceeds to more sophisticated
levels.
Capital Raising Alternatives: Provides financial
practitioners easy access to comprehensive information on the
full spectrum of capital raising instruments.
beliefs they have about customers, character and relationships.
They are committed to effective learning for the people who use
their courses for self development, and to results for those who
buy them.
COMMUNICATION SKILLS
1. Business Calls: Teaches employees how to build
effective business relationships which leave a lasting, positive,
impression. The emphasis is on doing and exploring using
case studies taken from a wide range of organizations.
2. Business Words: Will improve the efficiency of your
organizations written communications - and help avoid
misunderstandings that decrease productivity and hurt morale.
Checklists help pinpoint goals and assist students to be more
persuasive.
3. Business Communications: Helps employees do a better,
more productive job by listening with understanding, asking the
right questions, interpreting body language and getting their
point across more effectively.
4. Business Meetings: Through real-life scenarios this
course helps employees learn the secrets of contributing to and
running successful meetings.
MANAGEMENT SKILLS
1. Leading Teams: Gives employees opportunities to take
on the role of team leader through interactive simulations.
Students get practice and advice on motivating people, handling
conflict, setting goals and building a team culture.
2. Managing Tasks & Activities: Helps managers master
time management, project planning, delegation and problem
solving.
3. Managing Performance: Offers managers a system to
improve employee performance and motivation through a series of
practical steps that make appraisal a continuous process.
4. Coaching for Results: Shows managers how to help
employees improve performance and motivation. Through case
studies, students are shown how to set up a coaching relationship
and make it work.
FINANCE FOR NON FINANCIAL MANAGERS
1. Money in Business 1: Introduction to Business Finance
makes basic business finance concepts easy to understand for
anyone.
2. Money in Business 2: Managing Cash Flow for Profit
explains what cash flow is and why good management of cash flow
is so crucial.
3. Money in Business 3: Effective Budgeting leads
students through the entire budget process from preparation to
evaluation of options to follow-up.
CUSTOMER SERVICE
1. Customer Service Excellence 1: Getting ready for
Customers helps meet the challenge to assure that excellent
customer service permeates through the organization.
2. Customer Service Excellence 2: Successful Customer
Contact helps employees succeed with every customer interaction -
on the phone, in writing, or in person. The course is designed
to help employees CARE - Contact, Analyze, Respond and Exceed.
3. Customer Service Excellence 3: Excellence in Demanding
Situations explores a range of techniques employees can us to
solve problems and retain customers.
ORGANIZATIONAL COMMUNICATIONS
1. New Employee Orientation: helps provide employees with
basic information key to starting a new job (health and safety,
security, legal, customer service, written and oral
communications).
BUSINESS IN SIGHT
1. Marketing: helps executives and managers identify,
evaluate and satisfy customer needs.
2. Business Strategy: helps managers understand the art
of business strategy. It provides them with techniques to
analyze situations strategically, formulate options, and make
critical decisions. It also show them whats involved in
translating strategy into action.
Market
Market profile
Alliances:
- Financial
- Sales/Marketing
- Technology
Geographic markets:
Export experience:
- New York


Starship Hakodate-maru
问题描述 :
There, however, is an inconvenience. The shapes of the fuel containers #1 and #2 are always cubic and regular tetrahedral respectively. Both of the fuel containers should be either empty or filled according to their shapes. Otherwise, the fuel balls become extremely unstable and may explode in the fuel containers. Thus, the number of fuel balls for the container #1 should be a cubic number (n^3 for some n = 0, 1, 2, 3, …) and that for the container #2 should be a tetrahedral number (n(n+1)(n+2)/6 for some n = 0, 1, 2, 3, …).
Hakodate-maru is now at the star base Goryokaku preparing for the next mission to create a precise and detailed chart of stars and interstellar matters. Both of the fuel containers are now empty. Commander Parus of Goryokaku will soon send a message to Captain Future of Hakodate-maru on how many fuel balls Goryokaku can supply. Captain Future should quickly answer to Commander Parus on how many fuel balls she requests before her ship leaves Goryokaku. Of course, Captain Future and her officers want as many fuel balls as possible.
For example, consider the case Commander Parus offers 151200 fuel balls. If only the fuel container #1 were available (i.e. if the fuel container #2 were unavailable), at most 148877 fuel balls could be put into the fuel container since 148877 = 53 * 53 * 53 < 151200 < 54 * 54 * 54. If only the fuel container #2 were available, at most 147440 fuel balls could be put into the fuel container since 147440 = 95 * 96 * 97 / 6 < 151200 < 96 * 97 * 98 / 6. Using both of the fuel containers #1 and #2, 151200 fuel balls can be put into the fuel containers since 151200 = 39 * 39 * 39 + 81 * 82 * 83 / 6. In this case, Captain Future’s answer should be "151200".
Commander Parus’s offer cannot be greater than 151200 because of the capacity of the fuel storages of Goryokaku. Captain Future and her officers know that well.
 Your duty today is to help Captain Future with calculating the number of fuel balls she should request.
输入:
输出:
样例输入:
100 64 50 20 151200 0
样例输出:
99 64 47 20 151200
#include <iostream> using namespace std; int flag,n; int MAX; int judge1(int n) { flag=0; int i; for(i=0;;i++) { if(i*i*i==n) { flag=1; return i; } else if(i*i*i>n) return i; } } int judge2(int n) { flag=0; int i; for(i=0;;i++) { if(i*(i+1)*(i+2)/6==n) { flag=1; return i; } else if(i*(i+1)*(i+2)/6>n) return i; } } void judge(int x,int y) { int i,j; flag=0; MAX=-1; for(i=0;i<x;i++) { for(j=0;j<y;j++) { int x=i*i*i+j*(j+1)*(j+2)/6; if(x==n) { flag=1; return; } else if(x<n) { if(MAX<x) MAX=x; } } } } int main() { int s1,s2; while(scanf("%d",&n),n) { s1=judge1(n); if(flag) { printf("%d/n",n); continue; } s2=judge2(n); if(flag) { printf("%d/n",n); continue; } judge(s1,s2); if(flag) { printf("%d/n",n); continue; } printf("%d/n",MAX); } return 0; }
解题报告转自：http://blog.csdn.net/xiaotaoqibao/article/details/5764591
程序只能输出一个子序列
排版
[…] 如果此题没有要求 相对位置不变，可以参考文章：http://www.acmerblog.com/interview-9-2427/ […]
为什么暴力求解方法循环到sqrt(n) 就可以了呢
int half(int *array,int len,int key)
{
int l=0,r=len;
while(l<r)
{
int m=(l+r)>>1;
if(key>array )l=m+1;
else if(key<array )r=m;
else return m;
}
return -1;
}
这种就能避免一些Bug
l,m,r
左边是l,m;右边就是m+1,r;
#include <stdio.h>
int main(void)
{
int arr[] = {10,20,30,40,50,60};
int *p=arr;
printf("%d,%d,",*p++,*++p);
printf("%d,%d,%d",*p,*p++,*++p);
return 0;
}
为什么是 20,20,50,40,50. 我觉得的应该是 20,20,40,40,50 . 谁能解释下？
已更新
学习了
有一点问题。。后面动态规划的程序中
int dp[n+1][W+1];
会报错 提示表达式必须含有常量值。该怎么修改呢。。
你的理解应该是：即使主持人拿走一个箱子对结果没有影响。这样想，主持人拿走的箱子只是没有影响到你初始选择的那个箱子中有奖品的概率，但是改变了其余两个箱子的概率分布。由 1/3,1/3 变成了 0, 2/3
受益匪浅！！
&这是C语言？
你好，这题给出的代码好像弄错了，这个是pow那道题目的解法
目测会火


It was about sunset that cold January evening in 1883. There was only one customer at the Stone Corner saloon up on the corner of Sixth and Allen. The only people in the room where the bartender, Mr. William Allen, and a customer, Francis Burke, an attorney in Tombstone. The saloon door opened and a stranger stumbled in. He was pale and gaunt, his gray hair was stringy and hung down to his shoulders. His gray mustache and beard appeared that it had not been trimmed in a very long time. His gait was uncertain and both men in the saloon became instantly concerned about the stranger's health. "Evening stranger," said the bartender. "What can I give you to drink?" The stranger replied, "I don't want nothing to drink, I just wanted to warm myself beside your stove." The stranger headed toward the large potbelly stove in the middle of the room and drew up a chair next to that stove across from Mr. Burke. He said, "They call me Klondike Mike and I have a story about a ghost who saved my life a couple of days ago."
Truth be told, Klondike Mike had never lived anywhere north of San Francisco; but if a man came to Tombstone and called himself "Klondike" then what business was that of anybody else?
Klondike Mike continued his tale...
I was prospecting along about sunset a few days ago over in the Dragoon mountains. My mule, Sally, was tied up to a mesquite tree and I was out on a narrow ledge taking a look at a promising outcropping. I lost my footing and fell about 15 feet into a narrow gorge. The fall didn't kill me, but it did break my leg. Because of the pain, I couldn't climb back up out of that canyon; even worse, I couldn't call for help since no one was in the area. I laid there for quite a while trying to figure out what to do and finally fell asleep. When I woke, the sun was gone and the stars was out, and it was powerful cold. That was the night that we got that winter storm and the wind whistled through that gorge like a freight train. A few flakes of snow swirled around me. I drug myself over to the wall of the canyon and tried to huddle up much as possible. I made it through that night, but I really don't know how. When the sun came up the next morning I knew that I was in a bad way and had to figure out s ome way to get some help. There was just nobody around.
I laid there for a couple of hours and then heard a horse stumbling over the rocks in the gorge. I couldn't see no one but I begun to yell for help. After a few minutes I saw one of the most amazing sites I have ever seen. Coming around the edge of a boulder in the lower part of the gorge was a beautiful black horse with a silver bridle and reins. Sitting on that horse was a young woman, no, an angel. She was young and beautiful and was wearing pants, about like a man, along with the greatcoat. The horse stopped next to me and she climbed out of the saddle. As I looked up at her up close it seemed to me that she was almost shimmering with a light that I could not place.
She didn't say a word. She squatted down beside me and touched my broken leg. I felt some sort of heat start at that touch and then spread throughout my body. I soon began to understand that I was in the presence of a very special creature. She stood up and went back to her horse, opened the saddlebag, and pulled out a short piece of silver ribbon. She brought that ribbon back to me and gently tied it around my broken leg. She smiled at me and leaned down to gently kiss me on the forehead. She then returned to her horse and climbed up into the saddle. She turned the horse back down the gorge and slowly left; but I was not worried. I knew that all was well.
Within a couple of hours, the pain in my leg was gone. I pulled myself up on it and then begun to walk out of the canyon. My leg hurt like it had been bruised pretty bad, but I could walk. I walked out of that gorge and back up to where I had left Sally the night before, but she was gone. I guess some other prospector felt like he found a prize.
I began the long walk to Tombstone. It took me the rest of the day, but the weather didn't seem to be as bad as it was the night before, and besides, I was walking to town where I knew I could find help. I got into town just a little while ago and came here to try to warm up. That's my story.
The bartender offered him another drink, this time "on the house." Klondike Mike again refused, saying that he was not thirsty.  Shortly after that, Klondike Mike left the bar, but Mr. Burke watched him and thought that he saw an odd flash of light. It must have been a reflection off of something shiny on Klondike Mike's clothing. Mr. Burke jumped up and crossed to the door to ask Klondike Mike a question, but when he stepped out on the board walk Klondike Mike was gone. Mr. Burke looked in the various stores and bars in the area and never saw Klondike Mike again.
Nobody else in town had seen Klondike Mike or knew anything about him. Nobody else in town had ever heard of a woman like Klondike Mike described. However, a week later a prospector brought in a body draped over a saddle. He said that he found the body lying at the base of a small cliff in a gorge over in the Dragoon Mountains. He thought that a man had fallen and then froze to death. Oddly, he said, there was a silver ribbon tied around that man's leg.


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The combination of Dual Energy capability for material identification and ultra-fast X-ray
imaging at ranges greater than 10,000fps make our detectors perfect for identifying foreign materials
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The sensitivity of our detectors with market leading levels of MTF and DQE, plus our world class research staff make XCounter the perfect partner for X-ray imaging in cutting edge scientific applications.
Realtime X-ray imaging for Quality Control needs both repeatable high resolution images and fast throughput. Our latest generation of detectors can generate images of objects at 2m/s without compromise of detector performance.
Our detectors not only enhance your dual energy X-ray imaging capability, but the speed at which images are generated facilitate your ability to make critical security decisions. Fast.
The robust nature of photon counting detectors with our radical direct CMOS conversion technology take laboratory grade X-ray imaging into the field.


ICMP Echo Test Definition describes the ICMP ping command with parameters to run inside a namespace on NSGateway. This command will be run as per the schedule specified on the Scheduled Test Suite along with the other commands in that suite.
| description |
| donotFragment |
| name |
| packetCount |
| packetInterval |
| packetSize |
| slaMonitoring |
| thresholdAverageRoundTripTime |
| thresholdPacketLoss |
| timeout |
| tos |
This object has no children.
This object has no members.
Description of the ICMP Echo Test Definition instance.
Format: free
Max length: 255
SDK attribute: description
Sets the Don't Fragment flag when enabled. When an IP datagram has its DF flag set, intermediate devices are not allowed to fragment it so if it needs to travel across a network with a MTU smaller that datagram length, the datagram will be dropped.
Default value: false
SDK attribute: donotFragment
A descriptive name for the ICMP Echo Test Definition instance.
Format: free
Min length: 1
Max length: 255
SDK attribute: name
Specifies the number of echo requests to be sent.
Default value: 5
Min value: 5
Max value: 300
SDK attribute: packetCount
Delay in milliseconds between the probes.
Default value: 1000
Min value: 100
Max value: 5000
SDK attribute: packetInterval
Specifies the number of data bytes to be sent.
Default value: 64
Min value: 28
Max value: 1472
SDK attribute: packetSize
Enables or disables the SLA monitoring.
Default value: false
SDK attribute: slaMonitoring
The threshold average round trip time KPI in milliseconds that will be monitored when SLA monitoring is enabled.
Max value: 10000
SDK attribute: thresholdAverageRoundTripTime
The threshold packet loss percentage KPI to be monitored when SLA monitoring is enabled.
Max value: 100
SDK attribute: thresholdPacketLoss
Timeout value, in seconds, for the test until the system considers it as failed.
Default value: 60
Min value: 1
Max value: 1200
SDK attribute: timeout
This field is used to carry information to provide quality of service features. It is normally used to support Differentiated Services.
Max value: 255
SDK attribute: tos


Customized Tracing
Concept Disctiption
A distributed call chain tracking records the service calling sequence, but developers also need information about link invocation inside a microservice to describe a complete call chain. In this way, they can locate error and identify potential performance problems more easily.
Prerequisites
- To use the customized dotting function, you need to configure and set the Java Chassis microservice call chain.
Precautions
- The customized dotting that uses the
@Span
annotation can only be called using the thread that calls Java Chassis. - To add the
@Span
annotation, you must use the Bean method of Spring. Otherwise, you need to configure dotting following the procedure in this section.
Customized Dotting Call Chain
This function integrates Zipkin and provides the @Span
annotation to customize dotting for the method you want to track. Java Chassis automatically tracks all the methods that track the @Span
annotation, associating the local method call information with the call information between services.
Procedure:
Add dependency
For microservices based on ServiceComb Java Chassis, add the following content to pom.xml
<dependency>
<groupId>org.apache.servicecomb</groupId>
<artifactId>tracing-zipkin</artifactId>
</dependency>
Enable customized dotting
Addthe @EnableZipkinTracing
annotation to the application portal or the Spring configuration class:
@SpringBootApplication
@EnableZipkinTracing
public class ZipkinSpanTestApplication {
public static void main(String[] args) {
SpringApplication.run(ZipkinSpanTestApplication.class);
}
}
Customize dotting
Add the @Span
annotation to the method that requires dotting customization:
@Component
public class SlowRepoImpl implements SlowRepo {
private static final Logger logger = LoggerFactory.getLogger(SlowRepoImpl.class);
private final Random random = new Random();
@Span
@Override
public String crawl() throws InterruptedException {
logger.info("in /crawl");
Thread.sleep(random.nextInt(200));
return "crawled";
}
}
In this way, Zipkin-based customized dotting is enabled using the @Span annotation.
Customize reported data
The call chain reported by customized dotting contains the following pieces of data:
- span name which is the full name of the annotated method by default.
-
call.path which is the signature of the annotated method by default.
For example, the data reported in SlowRepoImp is as follows:
| key | value |
|---|---|
| span name | crawl |
| call.path | public abstract java.lang.String org.apache.servicecomb.tests.tracing.SlowRepo.crawl() throws java.lang.InterruptedException |
To customize reported data, you can specify customized parameters:
public static class CustomSpanTask {
@Span(spanName = "transaction1", callPath = "startA")
public String invoke() {
return "invoke the method";
}
}


[gecode-users] compiling for 32bits on snow leopard
Guido Tack
tack at ps.uni-sb.de
Sat Oct 31 15:06:17 CET 2009
Hi Denys,
Denys Duchier wrote:
> A colleague of mine has been having quite a bit of difficulty trying
> to
> install Gecode on her brand new Mac. When compiling from sources for
> 32bits: I added -m32 to CFLAGS and CXXFLAGS, but it turns out that's
> not
> sufficient. I had to tweak the Makefile and add -m32 also to
> DLLFLAGS.
>
> Maybe there's a better way, but I thought I'd pass on the info.
> Perhaps
> you can tweak configure to make this easier. Me, I don't know macs
> from
> a hole in the ground, so I won't try.
I don't think m32 or m64 should be necessary on Mac OS. Did she use
the configure option -with-architectures=i386 in order to select 32-
bit mode? That's the recommended way, and in my experience that's all
that is needed. You can give any architecture there, e.g. for the
binary packages I use -with-architectures=i386,x86_64,ppc in order to
get a "universal binary".
Cheers,
Guido
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Biography:
A curious person, explorer and most important a HUMAN, who's always looking for new challenges
to face.
Graduated from the Hashemite University with a Business administration major. He is a strong believer in his
ability to create an impact and inspire positive change. Throughout his university years, he worked as an
event organizer at the Center for Women’s Studies in the Community at his university and volunteered as a
team coordinator with Hult Prize. In addition, he joined Darb Project and the Hashemite University Career
Centre where he received training in his field of study.
Nihad truly believes in the importance of
self-development and self-learning; thus, he always works to boost his knowledge and skills. He joined the
Lazord fellowship program, and worked as a Project Assistant at War Child Holland, which aims to provide
education, protection, and support to children and youth affected by war.Nihad currently learn Software
Development at LTUC-ASAC because during his past experiences he found him self in this industry where he can
be creative and solve problems but most impotantly to make a positive change no matter how small it is.
Part of Nihad's hobbies and interests are Writing and Sport. He likes to write and explain him
slef through
song writing styles, as this method reflects his journey in life and inspire others, Also he interested in
Kickboxing and keep following up on the main events.
Education:
- Software Development, Code Fellows academy, LTUC-ASAC
- B.A Business Administration, the Hashemite University
Work experience:
- Project Assistant, War Child Holland
- Fellow, Lazord Fellowship program
- Team Coordinator, Hult Prize
- Volunteer, Loyac organization
Goals:
- Looking to have experience in web development (front-end and back-end)
- Have a Data analytics course
- Continue my education (masters' degree)
- Programming skills
- Data analytics skills
- Leadership skills
- Communication skills
- Effictive Listening skills
- Presentation skills
- Public speaking skills
- Research skills
- Analytical thinking skill
- Body language skills
The top ten skills I apprecieate and work to strengthen them are as following:


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