|
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| SUMMARY: NESTED | FIELD | CONSTR | METHOD | DETAIL: FIELD | CONSTR | METHOD |
The interface used for participants of the two-phase commit protocol.
The methods on this interface are called by the transaction manager.
Any class that wants to have operations wrapped in a transaction
needs to support this interface. In conjunction with the
TransactionManager
interface, this interface allows a
two-phase commit protocol to be used between objects in a distributed
system.
TransactionManager
,
NestableTransactionManager
,
ServerTransaction
| Field Summary |
| Fields inherited from interface net.jini.core.transaction.server.TransactionConstants |
ABORTED, ACTIVE, COMMITTED, NOTCHANGED, PREPARED, VOTING |
| Method Summary | |
void |
abort(TransactionManager mgr,
long id)
Requests that the participant roll back any changes for the specified transaction and unlock any resources locked by the transaction. |
void |
commit(TransactionManager mgr,
long id)
Requests that the participant make all of its PREPARED
changes for the specified transaction visible outside of the
transaction and unlock any resources locked by the transaction.
|
int |
prepare(TransactionManager mgr,
long id)
Requests that the participant prepare itself to commit the transaction, and to vote on the outcome of the transaction. |
int |
prepareAndCommit(TransactionManager mgr,
long id)
A combination of prepare and commit , which
can be used by the manager when there is just one participant left to
prepare and all other participants (if any) have responded with
NOTCHANGED . |
| Method Detail |
public int prepare(TransactionManager mgr, long id) throws UnknownTransactionException, RemoteException
PREPARED
, indicating that it is prepared;
ABORT
, indicating that it will abort, or
NOTCHANGED
, indicating that it did not have any state
changed by the transaction (i.e., it was read-only). If the response
is PREPARED
, the participant must wait until it receives
a commit or abort call from the transaction manager; it may query the
transaction manager if needed as to the state of the transaction. If
the response is ABORT
, the participant should roll its
state back to undo any changes that occurred due to operations
performed under the transaction; it can then discard any information
about the transaction. If the response is NOTCHANGED
, the
participant can immediately discard any knowledge of the transaction.
mgr
- the manager of the transactionid
- the transaction ID
int
representing this participant's state
UnknownTransactionException
- if the transaction
is unknown to the transaction manager, either
because the transaction ID is incorrect or because the
transaction is complete and its state has been
discarded by the manager.
RemoteException
- if there is a communication errorpublic void commit(TransactionManager mgr, long id) throws UnknownTransactionException, RemoteException
PREPARED
changes for the specified transaction visible outside of the
transaction and unlock any resources locked by the transaction.
All state associated with the transaction can then be discarded
by the participant.
mgr
- the manager of the transactionid
- the transaction ID
UnknownTransactionException
- if the transaction
is unknown to the transaction manager, either
because the transaction ID is incorrect or because the
transaction is complete and its state has been
discarded by the manager.
RemoteException
- if there is a communication errorpublic void abort(TransactionManager mgr, long id) throws UnknownTransactionException, RemoteException
mgr
- the manager of the transactionid
- the transaction ID
UnknownTransactionException
- if the transaction
is unknown to the transaction manager, either
because the transaction ID is incorrect or because the
transaction is complete and its state has been
discarded by the manager.
RemoteException
- if there is a communication errorpublic int prepareAndCommit(TransactionManager mgr, long id) throws UnknownTransactionException, RemoteException
prepare
and commit
, which
can be used by the manager when there is just one participant left to
prepare and all other participants (if any) have responded with
NOTCHANGED
. The participant's implementation of this
method must be equivalent to:
public int prepareAndCommit(TransactionManager mgr, long id) throws UnknownTransactionException, RemoteException { int result = prepare(mgr, id); if (result == PREPARED) { commit(mgr, id); result = COMMITTED; } return result; }
mgr
- the manager of the transactionid
- the transaction ID
int
representing its state
UnknownTransactionException
- if the transaction
is unknown to the transaction manager, either
because the transaction ID is incorrect or because the
transaction is complete and its state has been
discarded by the manager.
RemoteException
- if there is a communication errorprepare(net.jini.core.transaction.server.TransactionManager, long)
,
commit(net.jini.core.transaction.server.TransactionManager, long)
|
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| SUMMARY: NESTED | FIELD | CONSTR | METHOD | DETAIL: FIELD | CONSTR | METHOD |


|
Motion Control System Framework (ENPM808X Spring 2017 MJenkins)
1
ENPM808X Midterm project
|
A trajectory point is a point with added velocity and duration. More...
#include <TrajectoryPoint.hpp>
Public Member Functions | |
| TrajectoryPoint () | |
| virtual | ~TrajectoryPoint () |
| void | setPosition (const MotorPosition &pos) |
| Set the position for this trajectory point. More... | |
| MotorPosition | getPosition () |
| Get the position for this trajectory point. More... | |
| void | setVelocity (const MotorVelocity &vel) |
| Set the velocity for this trajectory point. More... | |
| MotorVelocity | getVelocity () |
| Get the velocity for this trajectory point. More... | |
| void | setAcceleration (const MotorAcceleration &accel) |
| Set the acceleration for this trajectory point. More... | |
| MotorAcceleration | getAcceleration () |
| Get the acceleration for this trajectory point. More... | |
| void | setDurationMS (const unsigned int duration) |
| Set the duration for this trajectory point in milliseconds. More... | |
| unsigned int | getDurationMS () |
| Get the duration for this trajectory point in milliseconds. More... | |
| void | setStep (const unsigned int stepCount) |
| Set the step count for this trajectory point. More... | |
| unsigned int | getStep () |
| Get the step count for this trajectory point. More... | |
| void | setTimeS (const double time) |
| Set the relative time for this trajectory point in seconds. More... | |
| double | getTimeS () |
| Get the relative time for this trajectory point in seconds. More... | |
| void | setFilter1Sum (const double sum) |
| Set the Filter 1 sum for this trajectory point. More... | |
| double | getFilter1Sum () |
| Get the Filter 1 sum for this trajectory point. More... | |
| void | setFilter2Sum (const double sum) |
| Set the Filter 2 sum for this trajectory point. More... | |
| double | getFilter2Sum () |
| Get the Filter 2 sum for this trajectory point. More... | |
| void | show () |
| Show the trajectory point on standard output. More... | |
| void | outputCSV (std::ofstream &fileCSV) |
| Output the trajectory point to a comma-separated value file. More... | |
| void | outputCSVheader (std::ofstream &fileCSV) |
| Output the trajectory point header to a comma-separated value file. More... | |
| Public Member Functions inherited from Point | |
| Point () | |
| virtual | ~Point () |
| void | setPosition (const MotorPosition &pos) |
| Set the position of a generic Point object. More... | |
| MotorPosition | getPosition () |
| Get the previously set position of a generic Point object. More... | |
| void | show () |
| Show the point's position (in motor rotations) More... | |
Private Attributes | |
| MotorPosition | position |
| MotorVelocity | velocity |
| MotorAcceleration | acceleration |
| unsigned int | durationMS |
| unsigned int | step |
| double | timeS |
| double | filter1Sum |
| double | filter2Sum |
Additional Inherited Members | |
| Protected Attributes inherited from Point | |
| MotorPosition | position |
A trajectory point is a point with added velocity and duration.
| TrajectoryPoint::TrajectoryPoint | ( | ) |
|
virtual |
| MotorAcceleration TrajectoryPoint::getAcceleration | ( | ) |
Get the acceleration for this trajectory point.
| unsigned int TrajectoryPoint::getDurationMS | ( | ) |
Get the duration for this trajectory point in milliseconds.
| double TrajectoryPoint::getFilter1Sum | ( | ) |
Get the Filter 1 sum for this trajectory point.
| double TrajectoryPoint::getFilter2Sum | ( | ) |
Get the Filter 2 sum for this trajectory point.
| MotorPosition TrajectoryPoint::getPosition | ( | ) |
Get the position for this trajectory point.
| unsigned int TrajectoryPoint::getStep | ( | ) |
Get the step count for this trajectory point.
| double TrajectoryPoint::getTimeS | ( | ) |
Get the relative time for this trajectory point in seconds.
| MotorVelocity TrajectoryPoint::getVelocity | ( | ) |
Get the velocity for this trajectory point.
| void TrajectoryPoint::outputCSV | ( | std::ofstream & | fileCSV | ) |
Output the trajectory point to a comma-separated value file.
| void TrajectoryPoint::outputCSVheader | ( | std::ofstream & | fileCSV | ) |
Output the trajectory point header to a comma-separated value file.
| void TrajectoryPoint::setAcceleration | ( | const MotorAcceleration & | accel | ) |
Set the acceleration for this trajectory point.
| [in] | a | MotorAcceleration acceleration setting |
| void TrajectoryPoint::setDurationMS | ( | const unsigned int | duration | ) |
Set the duration for this trajectory point in milliseconds.
| [in] | int | duration in milliseconds |
| void TrajectoryPoint::setFilter1Sum | ( | const double | sum | ) |
Set the Filter 1 sum for this trajectory point.
| [in] | double | sum value for the Filter 1 sum |
| void TrajectoryPoint::setFilter2Sum | ( | const double | sum | ) |
Set the Filter 2 sum for this trajectory point.
| [in] | double | sum value for the Filter 2 sum |
| void TrajectoryPoint::setPosition | ( | const MotorPosition & | pos | ) |
Set the position for this trajectory point.
| [in] | a | MotorPosition position setting |
| void TrajectoryPoint::setStep | ( | const unsigned int | stepCount | ) |
Set the step count for this trajectory point.
| [in] | unsigned | int step count |
| void TrajectoryPoint::setTimeS | ( | const double | time | ) |
Set the relative time for this trajectory point in seconds.
| [in] | double | relative in seconds |
| void TrajectoryPoint::setVelocity | ( | const MotorVelocity & | vel | ) |
Set the velocity for this trajectory point.
| [in] | a | MotorVelocity velocity setting |
| void TrajectoryPoint::show | ( | ) |
Show the trajectory point on standard output.
|
private |
|
private |
|
private |
|
private |
|
private |
|
private |
|
private |
|
private |


Plug v1.4.3 Plug.Session.ETS View Source
Stores the session in an in-memory ETS table.
This store does not create the ETS table; it expects that an existing named table with public properties is passed as an argument.
We don’t recommend using this store in production as every session will be stored in ETS and never cleaned until you create a task responsible for cleaning up old entries.
Also, since the store is in-memory, it means sessions are not shared between servers. If you deploy to more than one machine, using this store is again not recommended.
This store, however, can be used as an example for creating custom storages, based on Redis, Memcached, or a database itself.
Options
:table
- ETS table name (required)
For more information on ETS tables, visit the Erlang documentation at http://www.erlang.org/doc/man/ets.html.
Storage
The data is stored in ETS in the following format:
{sid :: String.t, data :: map, timestamp :: :erlang.timestamp}
The timestamp is updated whenever there is a read or write to the table and it may be used to detect if a session is still active.
Examples
# Create an ETS table when the application starts
:ets.new(:session, [:named_table, :public, read_concurrency: true])
# Use the session plug with the table name
plug Plug.Session, store: :ets, key: "sid", table: :session
Link to this section Summary
Functions
Removes the session associated with given session id from the store
Parses the given cookie
Initializes the store
Stores the session associated with given session id
Link to this section Functions
Removes the session associated with given session id from the store.
Callback implementation for Plug.Session.Store.delete/3
.
Parses the given cookie.
Returns a session id and the session contents. The session id is any value that can be used to identify the session by the store.
The session id may be nil in case the cookie does not identify any value in the store. The session contents must be a map.
Callback implementation for Plug.Session.Store.get/3
.
Initializes the store.
The options returned from this function will be given
to get/3
, put/4
and delete/3
.
Callback implementation for Plug.Session.Store.init/1
.
Stores the session associated with given session id.
If nil
is given as id, a new session id should be
generated and returned.
Callback implementation for Plug.Session.Store.put/4
.


Raw Speed != Feeling Fast
Historically, focused on raw speed to make engine more powerful
- Found slow things
- Making them faster
- It worked for a time!
But more deeply understanding use cases and tuning for them more directly
RAIL became a thing in early 2015!
RAIL?
- Repond in under 100ms
- Render frame every 16ms
- Maximize idle time - Main thread JS work chunked no larger than 50ms to be available enough to handle the next user input
- Deliver content under 1000ms
How we measure and optimize for RAIL in V8's GC
Ideally: No GC ever
Prioritize
V8 GC Update focusing on A
Orinoco
V8 implements a generational garbage collector
where objects may move within the young generation,
from the young to the old generation,
and within the old generation
The problem is
Moving objects is expensive
since underlying memory of objects needs to be copied to new locations and the pointers to those objects are also subject to updating
Sequential moving of objects and updating pointers
Parallel moving of objects and updating pointers
Assumption:
Objects allocated during marking will survive the following GC
Objects are allocated as live (already marked)
Results: Facebook during A


Add a new category item by filling this form
Name:
Description:
A Picture url goes here:
Back to Items


@* * Copyright 2022 HM Revenue & Customs * * Licensed under the Apache License, Version 2.0 (the "License"); * you may not use this file except in compliance with the License. * You may obtain a copy of the License at * * http://www.apache.org/licenses/LICENSE-2.0 * * Unless required by applicable law or agreed to in writing, software * distributed under the License is distributed on an "AS IS" BASIS, * WITHOUT WARRANTIES OR CONDITIONS OF ANY KIND, either express or implied. * See the License for the specific language governing permissions and * limitations under the License. *@ @this(details: components.details) @(cylb: Boolean = false)(implicit messages: Messages) @details( summaryText = Messages("whatToInclude.summary"), id = Some("what-to-include") ) {
@Messages("whatToInclude.include")
@Messages("whatToInclude.doNotInclude")


GODZILLA (1998)
Starring: Matthew Broderick (Dr. Niko "Nick" Tatopoulos), Maria Pitillo (Audrey Timmonds), Jean Reno (Philippe Roache), Hank Azaria (Victor "Animal" Palotti), Harry Shearer (Charles Caiman), Kevin Dunn (Colonel Hicks), Arabella Field (Lucy Palotti), Doug Savant (Sergeant O'Neal), Vicki Lewis (Dr. Elsie Chapman), Michael Lerner (Mayor Ebert), Lorry Goldman (Gene), and Godzilla as himself
Directed by: Roland Emmerich, Written by: Dean Devlin & Roland Emmerich
Rated PG-13 for violence, mild profanity, and mild sexual innuendo
Reviewed by Doug Skiles
He is bigger... than a breadbox.
Plus he's mad, he's bad, and he's either green or grey/black depending on your point of view. He's Godzilla, and he's been a long time in coming to Hollywood. Back in the summer of 1992 I got a small poster advertising the coming of this Tri-Star film, to be released in the summer of 1993. He didn't come. JURASSIC PARK (1993) dinosaurs came, but no Godzilla. Well, now it's the summer of 1998.
Still, now that he's arrived, he certainly did it in style. $120 million dollars were spent on the big guy. Not bad for someone who's essentially a reptile with a nasty growth spurt.
Godzilla's story, in this new film, is that he was a simple lizard who got nuked. Yes, while merely a young egg at a nuclear testing site, a bomb was dropped in the area and the resulting radiation has caused our little green friend... well, he looks green to me... to grow to enormous proportions.
This incident isn't without precedent - turns out that Dr. Niko Tatopoulos - you can call him Nick - has been studying the effects of radiation on the earthworms in Chernobyl in the Ukraine. It turns out that they've grown 17% in size since the incident there on April 26, 1986. With his experience in the effects of radiation on biological specimens, the U.S. military is soon calling on the good doctor to help investigate a new creature who's managed to take out a sub and go traveling across Panama. The only survivor of the sub attack is a Japanese man who seems only able to say one word - "Gojira."
Turns out that this "Gojira" is heading to New York. He gets there, causes trouble, and pretty soon a local reporter has gotten ahold of a video of the previous sightings of this beast, leading to the network's anchor, Charles Caiman, misinterpreting the Japanese man on the tape and calling this gargantuan beast "Godzilla."
GODZILLA is yet another example of a movie that's dumb... but fun. Often very fun. Of course, it's from Dean Devlin and Roland Emmerich, the creators of INDEPENDENCE DAY (1996), which was a prime example of "dumb fun," although it glorified we Americans a bit too much. I imagine it didn't play too well outside of this country. Well, I'd say that GODZILA is a better film, if only because I prefer the green guy to anonymous aliens.
Fans of the classic Godzilla will be pleased to note a few things. Godzilla's roar still sounds pretty much the same, a scientist is still the hero, and Godzilla is once again bugged momentarily by electricity in one scene, as he was in KING KONG VS. GODZILLA (1962), even though electricity didn't bug the big G at all back in the original GODZILLA, KING OF THE MONSTERS (1954). There's a few other touches from the past, too, that I won't reveal here.
The characters are paper-thin, but at least everyone does their job well. There's really not a person in the bunch that doesn't perform satisfactorily - it's just a shame that their parts weren't written better. Of course, compare these characters to those in all of the old Godzilla films, and they're look like they've got a full psychological profile by contrast. Hank Azaria is a particular standout, and Jean Reno is the epitome of cool, as he always is. Matthew Broderick is surprisingly strong as well. Maria Pitillo plays her role quite nicely, but the fact is, she has the most underwritten role of the group. She seems to be there primarily to take up screen time and act as a love interest for Broderick. Still, I doubt anyone else could've played the role much better, and I'm sure she's happy to be in such a major release film.
Oh, I should mention the Siskel and Ebert mayor and sidekick. Yes, the mayor is named Ebert, and his assistant is named Gene. They also use "thumbs up" and "thumbs down" symbols for campaigning, yelling at each other, etc, throughout the movie. I'm not sure if it was a homage or an insult, but either way, it's just a weird little joke that doesn't detract from the movie at all - it's just there.
The direction by Emmerich is nicely handled, and the score by David Arnold, who also worked on INDEPENDENCE DAY as well as the recent eighteenth James Bond film, TOMORROW NEVER DIES (1997), is his usual expert work.
But, of course, the real star of the show is Godzilla himself. And boy, does he look fantastic. The new design of the beast isn't the way you remember Godzilla, but it still FEELS like Godzilla, and that's what counts. Plus it's huge, threatening, and quite cool. The effects on the monster? Flawless. All of the movie's effects are perfect, with nice little touches throughout, such as the damage Godzilla does by scraping his tail along the side of a building.  After all, we've seen large scaly beasts before. Of course, not THIS large...
And when the action sequences get going, they're the best part of the movie. Thrilling, and sometimes adding genuine tension to the mix, especially in the last 40 minutes of film, these alone are worth the price of admission. Some people have complained that they resemble elements of JURASSIC PARK too heavily. Well, I promise you, only ONE scene resembles anything from JURASSIC PARK, and that is a face-off in the latter half of the movie that's somewhat similar to the "raptors in the kitchen" scene from the first Spielberg dinosaur film. However, I'm happy to report that it more than holds its own with that great sequence, and in fact, in a number of ways it surpasses it. Absolutely nothing else in GODZILLA resembles anything from JURASSIC PARK or its sequel in any way, shape, or form.
It's interesting to note that most of the movie's action takes place at night, and pretty much all of the entire show occurs in the rain. It's a very nice atmospheric touch, almost making this a monster noir film. Interesting.
GODZILLA is another typical American summer film. It's dumb, but it's a lot of fun. Will something better come along this summer? I guess we'll have to wait and see. Some people will find that GODZILLA doesn't live up to the hype, but then again, what COULD live up to this much advance promotion? It's still a good time. Dumb writing and thin characters hurt it, but this movie isn't supposed to be art, it's only supposed to be fun. And on that level, it delivers just fine.
Rating: ***
"Wrong floor." - Dr. "Nick" Tatopoulos
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.
Please direct comments/criticisms of the review to relevant newsgroups.
Broken URLs inthe reviews are the responsibility of the author.
The formatting of the review is likely to differ from the original due
to ASCII to HTML conversion.
Related links: index of all rec.arts.movies.reviews reviews


---
layout: default
title: Honours, awards and fellowships
---
{{ page.title }}
Selected for Gurukul Cohort, 100X.VC
Dare to Dream 3.0, DRDO
Upscale 2021, IEEE
Qualified for MBZIRC
Shortlist for eRFP
OpenCV Spatial AI Contest
USTAR, UST
Winner, Kaizen Robotics competion
Cleared IIT-Jee with percentile of 99.3 amongst a total of 1.2 million students
In news, class X
Best student of year, 2013-14
Other awards, Class X
Army merit scholarship
Ranked 6th in Inter-IIT Tech meet 2017-18
KVPY Fellowship by DST, Govt. of India, in 2016
Ranked First, Science quiz, Science and Technology Department, Rajasthan
Letter of appreciation
Ranked 2nd in district, State Science talent search examination(SSTSE), Rajasthan


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Evolution Maximizer
This application is here to help you optimize the amount of Pokemon you evolve
in Pokemon Go before you start mass evolving them. This is useful for getting rid of those
pesky Pidgies without squandering any exp and for making sure you get the most out of your Lucky Eggs!
Evolution Maximizer uses three things to calulate how many Pokemon you can transfer and evolve.
- Pokemon That Can Evolve: How many of one species of Pokemon you currently have
- Total Pokemon Candies: The total number of candies you have for that specific pokemon species
- Cost to Evolve a Pokemon: How much it costs to evolve one Pokemon of that species
Once you've inserted the three fields for the maximizer you'll get two results.
- Pokemon to Transfer: The optimal amount of Pokemon to transfer
- Pokemon to Evolve: How many Pokemon you can evolve after you transfer them


Inside means every project has a dependency to a documentation project (which has always a dependency to code2doc-api). Inside the documentation project.


List
Grid
Type:
Duration:
Programmer's Idea List
-
Visual Novel
Type: Game, App
Duration: Short, Medium, Long
Addition(s): RPG
-
Calculator
Type: Web, Mobile
Duration: Short
Addition(s): Scientific
-
Tribute Page
Type: Web, Mobile
Duration: Short
-
Random Quote Generator
Type: Web
Duration: Short
Addition(s): Use APIs
-
Timetable
Type: Web, Mobile
Duration: Short
-
Book List
Type: Web, Mobile
Duration: Short
Addition(s): Recommender
-
Quiz Bank
Type: Game, Web, Mobile
Duration: Short, Medium
Addition(s): Data Visualized results
-
Alarm Clock
Type: Mobile
Duration: Short
Addition(s): Annoying sounds
-
Random Plot Generator
Type: Web
Duration: Short
Addition(s): Generate based on genres
-
Clicker Game
Type: Game, Web, Mobile
Duration: Short
-
Tic Tac Toe
Type: Game, Web, Mobile
Duration: Short
Addition(s): Always losing AI
-
Battle Royale Simulator
Type: Game, Web, Mobile
Duration: Medium, Long
Addition(s): Allow custom characters
-
Picture Gallery
Type: Web, Mobile
Duration: Short
-
Information Page
Type: Web
Duration: Short
Addition(s): Use Data Visualization


Scrum, by Jeff Sutherland, Part 2: The Most Useful Lessons
This is what I really wanted to post about when I first created this
series, however, coming out bluntly with this content, without
context, seemed strange, so that's why I created
Now I will be writing about some of the most pragmatic topics of the management discussion in the book. The 6 most important and impactful ones are, in my opinion — their brief titles will hopefully be more clear later on —:
- Teams Outpacing the (huge) Disparity between Individuals (p. 41)
- Communication Channels inside Teams (p. 59)
- The Multitasking Loss Table (p. 90)
- Fixing Mistakes Now vs Fixing Mistakes Later (p. 98)
- The Productivity/Burnout Graph (p. 102)
- How We (should) Will All Work One Day (p. 222)
Before you start, I would like to add that \( Production = Productivity \times Hours \ of \ Work \). Most people will force themselves and their colleagues to increase the last term, but only to later find out that productivity dropped due to burnout; and that the production output is either less or equal to before. What we should actually focus on is productivity, efficiency. It will grant us a more enjoyable experience, more time and, as research shows repeatedly, more production.
Note: I've also included in the sections' titles the pages (e.g. "p. 41") where you will find the respective discussion inside the book. I've read it in the Kindle version, but the pages there are indexed in the same order as they appear in the physical version.
This is something closely related to my experience as a team athlete more than 10 years ago. People who have never had experience with teams, where the goal necessarily demands that everyone help each other, tend to display very selfish behavior; and I've seen some report that they would rather do the work by themselves because their colleagues are not as good or present a waste of time for them. This is not only selfish but irrational and wrong, because the point is to compete against other teams, not against your own.
In this light, it was then appalling to me when I saw Go players having poor reactions while playing in pairs: they had developed such an individualistic point of view of the game that they couldn't positively interact with someone who wasn't at the level of their standards.
Needless to say that working in teams is basically mandatory in the real world. Individually, it would take us forever to complete the same projects teams can tackle. And yet, we tend to not teach people how to properly play on teams, we tend to put an erroneously enormous value on individuals.
When hiring, we would like to simplify our choices by simply looking for the best professionals, the best individuals. However, some studies indicate that prioritizing individuals might be a crucial mistake, we should actually put more importance on how the individual can work with the team.
In a Yale study trying to figure out what separated top from normal (computer science) students, it was found that the fastest students outpaced their slow counterparts by a ratio of 10:1. Impressive, huh?
In another study that looked at some 3,800 different projects, ranging from work done at accounting firms to software development for battleships to tech projects at IBM, the researchers discovered that the fastest teams outpaced the slowest by a whopping 1000:1 ratio.
The borderline here is: who cares about 10:1 ratios when you can gain 1000:1 if you invest elsewhere?
What, then, separates a mediocre from a lightning fast team? The biggest challenge to getting into the 1000:1 select club is actually the mindset. It takes convincing, it takes a lot of arguments, it takes talking to people and being (wrongfully) rejected multiple times. But, once the change is made, the span of improvement is jaw-dropping high. As Sutherland puts it later in the book:
I can double a team’s productivity in a month, but an individual? That could take a year.
In the end, what usually seems as an overinvestment on teams is probably not the case, because the rewards are actually astronomical. Committing yourself to improving teamwork is probably more valuable to everyone than improving yourself.
Scrum has this team focus implicit in its foundations. For example, Daily Stand-Ups were created as a way to share information and enhance team synergy. In a study that tried to find out how people can code faster, one of the subjects was the legendary team at Borland, in which each coder was writing a 1,000 lines each week. Their key to this was that their communication saturation had the highest rating ever: 90% (most companies hover around 20%). What was the source of this very impressive rating? One hour Daily Meetings — Sutherland mentions that he thinks that's a bit too long; that's why Scrum's Daily Stand-Ups last 15 minutes at most.
It's a common saying, at least in software development, that large teams only make projects take longer. That mostly comes from experience, but it also has a scientific background.
In teams, people have to communicate to each other. Information has to flow, to be shared. In this way, the group will develop communication channels between every couple of individuals. By connecting everyone, the total amount of communication channels in the team grows very fast. If you wish to prove it to yourself, draw polygons of increasing number of sides and connect all of the vertices to each other. In the end, you might realize that the number of Communication Channels (CC) follows the following quadratic formula:
\[ CC = \frac{n^2}{2} - \frac{n}{2} = \frac{n (n - 1)} {2} \]
Research has shown that we can only keep 4 (sometimes up to 7 at
best) pieces of information at the same time, in our
working memory. A more or less classic team formulation is of 7 +- 2 people,
because the number of communication channels can range from CC(5) = 10
to CC(9) = 36, which we can kind of manage optimally, but is already
frightening in comparison to what our working memory can handle. Now,
imagine when you put a seemingly not that many 12 people on the same
team. While we would have 15 communication channels in a team of 6
people, this number grows to 66 for 12 people, basically 4x
Having too many people on the same team will not only be a catastrophe
because it will be difficult to achieve good communication, but
because
information will spread very slowly and, since there
will also be more steps (people) before it stabilizes,
it will more easily become corrupted, leading to a
scenario where misinformation happens more frequently, causing people
to invest a lot of time into fixing what they do because it was
probably wrongly specified. So, what managers should do is to actually
keep their teams small. If you have a department — please, try
to eliminate departments...
It is common to witness "highly productive" executives bragging about how they can multitask and juggle multiple projects at the same time. But that actually should not be a source of pride. Research has shown time and again that multitasking is a highly inefficient way of spending one's time.
Every time you switch from a context to another, your brain takes time to readjust itself and, more often than not, you will also have to recreate a specific hardware or software setup in order to properly manage the task, which adds to the inefficiency.
In one of the classic works on how to develop computer software, Quality Software Management, by Gerald Weinberg, the Context Switching Table is presented — which was mostly built from experience with a reasonably large amount of projects —:
| Number of Simultaneous Projects | Time Available per Project (%) | Loss to Context Switching (%) |
|---|---|---|
| 1 | 100 | 0 |
| 2 | 40 | 20 |
| 3 | 20 | 40 |
| 4 | 10 | 60 |
| 5 | 5 | 75 |
For example, if you have only 2 projects to be managed, already your inherent loss to context switching goes to 20%, which is unexpectedly high. But, if you go to the extremes of where most executives live (5+), you will find that each project will have effectively only at best 5% of the available time.
Besides the loss to context switching and the intuitive fact that juggling tasks is very exhausting, there's also the fact that keeping more than one project in your brain makes you think slower:A scientist named Harold Pashler demonstrated this in the early 1990s. He called it “Dual Task Interference.” He conducted a few simple experiments. He would have one group do one really simple thing, say press a button if a light went on. And then he’d give another group that task plus another simple one, like pressing a different button depending on the color of the flashing light. As soon as another task was added, no matter how simple, the time involved doubled. Pashler theorized that there was some sort of processing bottleneck — that people can really only think about one thing at a time. He reckoned that a certain amount of effort is involved in “packing up” one process, reaching into your memory and pulling out another, and then running that job. And each time you switch tasks, that process takes time.
It is true that sometimes it is inevitable to multitask, but that should be avoided and the exception, and definitely not in the bragging standards.
Regarding production efficiency, it seems logical to think that it would be much easier to systematically take notes of what is not correct across the production line and then, at the end, have a team fix all the issues all at once. But things are not that simple...
If you do it that way, there will most likely be an informational loss between the person diagnosing the error at first glance and what the fixer will see. Not only is it an interpretational problem, but there is also the fact that other components will be built on top of the mistake, which might change the behavior the fixer later sees, possibly leading to a very different diagnosis.
Building on top of mistakes seems to be argument enough for people to discard fixing issues at the end of the production line. But, unexpectedly, it is in use in many companies, including some that pride themselves in their service or product quality.
Mercedes-Benz, Audi and BMW are some of the examples — at least at the time of the writing of the book. For BMW, it would take 57 hours to make a car, and they would have 78.7 defects for every 100 vehicles. Of the 57 hours, 15 to 20 would be spent trying to fix all of the issues.
In contrast, Toyota, Honda and Nissan would take 16.8 hours to manufacture their high-end cars, with only 34 defects per 100 vehicles. The German manufacturers were taking more time to fix their cars than the Japanese were taking to manufacture a totally new one from zero to finish.
The mistake here is assuming that fixing mistakes should be in the same category of any other production task. But it absolutely is not. It is much easier and quicker to fix mistakes right away rather than later because, as previously mentioned, nothing will have corrupted the source of the problem, it will be easier to find the root cause and you won't have to undo anything. For these reasons, the Japanese manufacturers will have all of their line workers capable of fixing a problem and, in order to not have the production line stop, whenever an issue arises, all of the nearby workers swarm it and fix it as quickly as possible.
When it comes to computer software, the problem is similar, but maybe even more drastic. A company called Palm, which developed some of the very first PDAs (Personal Digital Assistants), managed to track automatically everything they were coding, including bugs and testing. Later, in an internal study, they analyzed how much time it took to fix a bug — i.e., how much time it took a software developer to fix a problem he'd introduced into the system. More specifically, they analyzed the difference between fixing the bug now and fixing the bug later (3 weeks) — much like Toyota's and BMW's productions lines —, with data coming from hundreds of developers. What do you think was the difference?
It took 24x longer to do it later — if you had not given the proper value to Test-Driven Development (TDD) yet, now is your chance. Procrastinate and a 1-hour bug will turn into a whole 24-hour ordeal. In short, do things right the first time.
In the book, Sutherland mentions the story of Scott Maxwell. Scott worked at McKinsey & Company in the early 1990s and had to endure the firm's culture of inhuman overworking. The bare minimum was to basically work 7 days a week. For religious reasons, Maxwell was only able to work 6 times a week. However he soon realized that, somehow, he was able to deliver more than his more hard-working colleagues that came in all day everyday. How?
When working too many hours, we inevitably get tired, and, therefore, it becomes very easy to involuntarily and unconsciously make mistakes. In the end, very often, his colleagues would be using their working hours to create and fix their own mistakes without even noticing the pattern. Slowly, he managed retract into only working 5 days a week, later finding out that he was still delivering more than his colleagues. He thought about trying to work for only 4 days a week, but was afraid of the repercussions.
Later, when Maxwell got his own venture capital firm, he crossed paths
with Jeff Sutherland, who inspired him into studying and investing on
the topic again. This time, after collecting some data, he came up
with his Maxwell Curve, i.e.,
Amount of Work Produced vs Hours of Work per Week
It turns out that the peak in production is actually less than 40h/week. After noticing it, Maxwell started to send people home early, which resulted in more output for the company, better product quality and happier workers.
With the results given by Scrum and other new methods of management, it is clear that it is time to break away from the traditional, old methods. But how? How would you organize your structure to boost production and free the employees in order to guarantee innovation while still controlling the company?
The answer might be to, counter-intuitively, literally free the company. Enter Valve — the legendary game developers —:Formed in the 1990s as a videogame company making revolutionary hits such as Half-Life and Portal, Valve is completely self-funded and owns all its intellectual property. Almost all of its 300-plus employees are located in a single office tower in Bellevue, Washington. The company has over fifty million customers, and it makes hundreds of millions of dollars a year. And no one is really in charge.
What do they mean by no one is completely in charge? Here is an
excerpt of
Valve's New Employee Handbook, entitled "Welcome to Flatland"
It’s our shorthand way of saying that we don’t have any management, and nobody “reports to” anybody else. We do have a founder/president, but even he isn’t your manager. This company is yours to steer — toward opportunities and away from risks. You have the power to green-light projects. You have the power to ship products.
A flat structure removes every organizational barrier between your work and the customer enjoying that work. Every company will tell you that “the customer is boss,” but here that statement has weight. There’s no red tape stopping you from figuring out for yourself what our customers want, and then giving it to them.
If you’re thinking to yourself, “Wow, that sounds like a lot of responsibility,” you’re right.
Every Valve desk has wheels. Once people have agreed on a product or project, they move their tables to a more fitting area in order to better work together. It's a living organism!
The traditional structure, as it stands, actually doubts the
employee will deliver a product.
Micromanagement and infinite reports become common practice. While
that is the only way of making some people work,
many, if not most, actually do want to work and
create
Of course, Valve has to be very careful when hiring people, and, in their manual, they emphasize that hiring is the single most important task in the whole company. Without people with the correct mindset and capabilities, the whole environment might work against the company's values and objectives.
Continuing Valve's justified rant about the typical organizational structure:
Valve is not averse to all organizational structure — it crops up in many forms all the time, temporarily. But problems show up when hierarchy or codified divisions of labor either haven’t been created by the group’s members or when those structures persist for long periods of time. We believe those structures inevitably begin to serve their own needs rather than those of Valve’s customers. The hierarchy will begin to reinforce its own structure by hiring people who fit its shape, adding people to fill subordinate support roles. Its members are also incented to engage in rent-seeking behaviors that take advantage of the power structure rather than focusing on simply delivering value to customers.
Evidently, unfortunately, not all departments can work like that. Support and IT departments, for example, even at Valve, still do have more or less traditional structures. Nevertheless, we shouldn't stick so fiercely to old models, to the comfortable status quo that has repeatedly been proven to instill bad habits, low quality of life and low productivity. The traditional structure is not the only way, there are in fact other, better structures.


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We learn information about you when:
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{% extends theme("_base.html") %} {% block title %}License -- {{ super() }}{% endblock %} {% block body %}
Copyright (c) 2013, Juan M Martínez Permission to use, copy, modify, and/or distribute this software for any purpose with or without fee is hereby granted, provided that the above copyright notice and this permission notice appear in all copies.  IN NO EVENT SHALL THE AUTHOR BE LIABLE FOR ANY SPECIAL, DIRECT, INDIRECT, OR CONSEQUENTIAL DAMAGES OR ANY DAMAGES WHATSOEVER RESULTING FROM LOSS OF USE, DATA OR PROFITS, WHETHER IN AN ACTION OF CONTRACT, NEGLIGENCE OR OTHER TORTIOUS ACTION, ARISING OUT OF OR IN CONNECTION WITH THE USE OR PERFORMANCE OF THIS SOFTWARE.{% endblock %}


Ginni Rometty began her career with IBM in 1981 in Detroit. Since then she has held a series of leadership positions, most recently as senior vice president and group executive, IBM sales, marketing, and strategy. Earlier she served as senior vice president, IBM Global Business Services, where she led the successful integration of PricewaterhouseCoopers Consulting. This acquisition was the largest in professional services history, creating a global team of more than 100,000 business consultants and services experts. Mrs. Rometty serves on the Council on Foreign Relations, the board of trustees of Northwestern University, and the board of overseers and board of managers of Memorial Sloan-Kettering Cancer Center. She holds a Bachelor of Science degree, with high honors, in computer science and electrical engineering from Northwestern University. IBM is a cognitive solutions and cloud platform company that leverages the power of innovation, data and expertise to improve business and society.


{% include 'header.html' %}
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The canonical sequence for this protein is a fragment. The protein is not considered when comparing signatures.
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The connection to the server has been lost. Make sure you are connected to the internet, and that the nodejs script is running on the Raspberry PI
You can start the script with the following command in the script's folder:
node server.js
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fun X509Certificate.signedBy(ca: X509Certificate): Boolean
Returns true if the certificate is signed by the given ca cert., false otherwise.
ca - X509Certificate CA cert.
ca


Classes in DGCCA.py file -
Class DNN : Creates a new Deep Neural Network
dgcca_pckg.DCGGA.DNN
Parameters :
- layer_size - It is the list of size of each layer in the DNN staring from the input layer
- activation - The type of activation function to be used. Choose from 'relu' , 'tanh' , 'sigmoid' . By default, sigmoid.
Methods :
Class : DGCCA_architecture - Defines the architecture for three DNNs
dgcca_pckg.DCGGA.DGCCA_architecture
Parameters :
- layer_size1 , layer_size2 , layer_size3 : list of sizes of each layer of first, second and third DNN(view) respectively.
Methods :
- forward(self, x1, x2, x3) : forward propogates x1 into the first DNN,x2 into the second DNN and x3 into the third DNN and returns the outputs.
Class DGCCA : Implements the DGCCA Algorithm
dgcca_pckg.DCGGA.DGCCA
Parameters :
- architecture : object of DGCCA_architecture class.
- gcca_wrraper: from cca-zoo package to implement gcca
- learning_rate: learning_rate of the network
- epoch_num :How long to train the model.
- batch_size : Number of example per minibatch.
- reg_param : the regularization parameter of the network
- out_size : the size of the new space learned by the model (number of the new features)
Methods :
- (self, train_x1, train_x2, train_x3, test_x1, test_x2, test_x3) - trains and tests the networks batch-wise. Also, back propogates the ggca loss. First three parameters are the training set for each view respectively. The last three parameters are the testing set for each view respectively.
- _get_outputs(self, x1, x2, x3) - returns gcca loss and output as both lists for given inputs x1, x2, x3 for view first, second, third respectively.
- test(self, x1, x2, x3) - returns gcca loss mean and output as list for given inputs x1, x2, x3 for view first, second, third respectively.
- train_gcca(self, x1, x2, x3) - uses the gcca.fit() from cca zoo on given inputs x1,x2,x3


Fill in the fields below to estimate the tax on a robot; this calculates the tax level required to ensure government income tax does not decline with the automation of manufacturing.


--- layout: home ---
I am currently working as a JavaScript Developer in Newcastle-Upon-Tyne. At work, I am using node server side and marionette.js (backbone.js) along side some html game development using pixi.js. At home, I love to try all the latest tools and technologies. I am using react for my web development, react native for my mobile development and phaser for my game development.
I would like to share my experiences and let you know what I am working on. As I have gained more experience, I find fun in picking up new technologies and believe I can help other people learn whilst creating a reminder for myself :).
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Want to Go to STEEMFEST? Are you a MINNOW? The Minnow Support Project can help you go!
Contest Rules
This is going to be done in 2 steps. First step is judged solely by me and is meant to narrow down to 10 finalists.
Second round includes many judges scoring from 1-10 and will be announced on Monday, June 26.
First round please write a post and then submit it as a comment in this post.
- At least a 1 paragraph bio
- Describe what you bring to STEEMFEST (not an object list, but what skills and talents you have that will improve it for everyone)
- A budget
Judging
Initial plan is judge solo for the first round. I reserve the right to include others if I’m swamped here.
Judging is first based on who filled the requirements.
2nd Judging is based on who seems most likely to provide high quality representation of the minnow community.
3rd judging includes consideration of a thoughtful budget with favoritism towards those who cost less.
Votes and dollar value of the comment will be considered and weighed as part of the contest, but it won’t determine who gets through. If you think you have a good application be sure to campaign for it.
Requirements
You must be a Minnow
You must have 500 or less followers as of Today.
You must have earned less than 5,000 SP from posting as of Today.
You must speak English and write your entry in English, but you can be from anywhere.
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Alternate ways to get there
@theprophet0 started a rolling admission contest where he covers plane fare.
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After STEEMFEST MINNOW I’ll be working with them on those.
Any additional funds raised will go towards the Minnow Support Project community account.
Round 2
A second post must be written by the finalists and submitted as a comment to the followup announcement. You must include
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I am here in Guru Shishya parampara established by Swami Sivananda Saraswati to Satyanaanda Saraswati to Niranjanananda Saraswati who established Bihar Yoga Bharati in Munger from where I received the institutional knowledge of Satyananda Yoga (Bihar Yoga) by the divine grace and bessings of my Gurus in the form of M.Sc. Applied Yogic Science in session 2001 - 2003.


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Proof that she can infact, muddle though CS 564
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ASAB Command-line interface¶
ASAB-based application provides the command-line interface by default. Here is an overview of the common command-line arguments.
- -h, --help¶
Show a help.
Configuration¶
- -c <CONFIG>,--config <CONFIG>¶
Load configuration file from a file CONFIG.
Logging¶
- -v, --verbose¶
Increase the logging level to DEBUG aka be more verbose about what is happening.
- -l <LOG_FILE>,--log-file <LOG_FILE>¶
Log to a file LOG_FILE.
- -s, --syslog¶
Log to a syslog.
Daemon¶
Python module python-daemon
has to be installed in order to support daemonosation functions.
$ pip3 install asab python-daemon
- -d, --daemonize¶
Launch the application in the background aka daemonized.
Daemon-related section of Config
file:
[daemon]
pidfile=/var/run/myapp.pid
uid=nobody
gid=nobody
working_dir=/tmp
Configuration options pidfile
, uid
, gid
and working_dir
are supported.
- -k, --kill¶
Shutdown the application running in the background (started previously with -d
argument).


A river cuts through rock, not because of its power, but because of its persistence.
start learningWe are firm believers that anyone can learn anything, it just takes time and determination. Putting that belief into practice we are building a community of mentors, learners, and creators in developing countries. We organize bootcamps for schools, weekend events open to the public, and collaborate with other community organizations on the ground to maximize our impact.
It doesn't take much to keep the trains running, and we do our best to stretch every donation for maximum impact. If you would like to collaborate or donate, please use the links below to get in touch.


All standard HTML heading tags from

through

are available. In addition the class .h2
through .h6
classes are available, for when you want to match the font styling of a heading but don't want to adjust the tag.

 h1 Heading Text

 h2 Heading Text

 h3 Heading Text

 h4 Heading Text

 h5 Heading Text

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{% extends "index.html" %} {% block mainTitle %}
KoronaTeam consists of four PWSZ students:
Radosław Kłos,
Julian Filip,
Dominik Kuzaka
and Maciej Rawwo.


1 PETER
1
Greeting
1 Peter, an apostle of Jesus Christ,
To those who are elect exiles of the dispersion in Pontus, Galatia, Cappadocia, Asia, and Bithynia,
2 according to the foreknowledge of God the Father, in the sanctification of the Spirit, for obedience to Jesus Christ and for sprinkling with his blood:
May grace and peace be multiplied to you.
Born Again to a Living Hope
3 Blessed be the God and Father of our Lord Jesus Christ! According to his great mercy, he has caused us to be born again to a living hope through the resurrection of Jesus Christ from the dead,
4 to an inheritance that is imperishable, undefiled, and unfading, kept in heaven for you,
5 who by God's power are being guarded through faith for a salvation ready to be revealed in the last time.
6 In this you rejoice, though now for a little while, if necessary, you have been grieved by various trials,
7 so that the tested genuineness of your faith—more precious than gold that perishes though it is tested by fire—may be found to result in praise and glory and honor at the revelation of Jesus Christ.
8 Though you have not seen him, you love him. Though you do not now see him, you believe in him and rejoice with joy that is inexpressible and filled with glory,
9 obtaining the outcome of your faith, the salvation of your souls.
10 Concerning this salvation, the prophets who prophesied about the grace that was to be yours searched and inquired carefully,
11 inquiring what person or time the Spirit of Christ in them was indicating when he predicted the sufferings of Christ and the subsequent glories.
12 It was revealed to them that they were serving not themselves but you, in the things that have now been announced to you through those who preached the good news to you by the Holy Spirit sent from heaven, things into which angels long to look.
Called to Be Holy
13 Therefore, preparing your minds for action, and being sober-minded, set your hope fully on the grace that will be brought to you at the revelation of Jesus Christ.
14 As obedient children, do not be conformed to the passions of your former ignorance,
15 but as he who called you is holy, you also be holy in all your conduct,
16 since it is written, “You shall be holy, for I am holy.”
17 And if you call on him as Father who judges impartially according to each one's deeds, conduct yourselves with fear throughout the time of your exile,
18 knowing that you were ransomed from the futile ways inherited from your forefathers, not with perishable things such as silver or gold,
19 but with the precious blood of Christ, like that of a lamb without blemish or spot.
20 He was foreknown before the foundation of the world but was made manifest in the last times for your sake,
21 who through him are believers in God, who raised him from the dead and gave him glory, so that your faith and hope are in God.
22 Having purified your souls by your obedience to the truth for a sincere brotherly love, love one another earnestly from a pure heart,
23 since you have been born again, not of perishable seed but of imperishable, through the living and abiding word of God;
24 for
“All flesh is like grass
and all its glory like the flower of grass.
The grass withers,
and the flower falls,
25 but the word of the Lord remains forever.”
And this word is the good news that was preached to you.


Google Will Offer Consumers Checking Accounts
by Charlotte HenryGoogle is going to partner with banks to start offering checking accounts. Techcrunch reported that the consumer service will begin next year.
The initial financial partners that Google is working with include Citigroup and Stanford Federal Credit Union, and their motivation per the WSJ piece appears to be seeking out and attracting younger and more digital-savvy customers who are increasingly looking to handle more of their lives through online tools. Per Sengupta’s comments, they’ll also benefit from Google’s ability to work with large sets of data and turn those into value-add products, but the Google exec also said the tech company doesn’t use Google Pay data for advertising, nor does it share that data with advertisers.
Check It Out: Google Will Offer Consumers Checking Accounts


See also #{A( 'your account page', :href => R( MainController, :account ) )} for better ways to add URIs: Ubiquity, or the bookmarklet.


[gecode-users] How do you debug your progam?
Roberto Pinto
librarama at gmail.com
Thu Jul 27 18:38:57 CEST 2006
Dear all,
I'm not referring to the C++ code, but to the set of constraint that
describe your problem:
I don't know if my question will be relevant for most of you, anyway,
I would ask how do you debug your constraint program?
Of course, from a theoretical point of view, thinking before doing is
a best-practice, but a bug could always occur and maybe you are not
able to find it even after a deep analysis.
In my case, I have e (theoretically) really simple involving two
cumulatives constraints (just a bunch of code hereafter):
[...]
for(int i = 0; i < NUM_JOB; i++)
{
post(this, e_1[i] <= s_2[i], opt.icl); //second stage starts after
the end of the first
post(this, e_2[i] <= duedates[i], opt.icl); //meet the due-date
}
cumulatives(this, m_1, s_1, duration, e_1, requirements, limit, true);
//cumulative constraint on the first stage machines
cumulatives(this, m_2, s_2, duration, e_2, requirements, limit, true);
//cumulative constraint on the first stage machines
[...]
I think it is clear enough: it is just a job-shop scheduling problem
with assigned due-date.
If I fix the routing (that is, if I assign the machine variables m_1
and m_2 to each job) the solution is immediate.
With flexible routing (that is, the machines are not assigned a
priori), even in little cases (5 job, 2 machines in each stage) the
solver goes around without converging to any solution.
Any idea where to look?
I would also ask if it is somewhat possible to "follow" the variable
assignment procedure step-by-step (of course, on very simple example
with few variables) in order to "visualize" the propagation of
constraints and the backtracking points.
In other words, I would like to print out all the variable assignment,
one by one, along with a message saying "Hey, I'm backtracking now!"
or something like that.
Why that? because this is the only way I know to understand where my
simple programs stuck into.
Maybe, I mistakenly posted a constraint and I'm not aware of that, but
following the evolution of the assignment could be possible to
highlight the problem.
Do you think it would be possible (easily) with Gecode?
Or better, you could give me more clever hints in ordet to debug my programs.
TIA
Roberto
More information about the gecode-users
mailing list


{% load staticfiles %}
To facilitate broad, low-cost adoption, Kolibri is carefully designed to run on as many devices and operating systems (including Windows, Linux and OSX) as possible, leveraging existing legacy hardware or low-cost off-the-shelf devices. The cost of Android tablets is plummeting, so we're also building Kolibri to run standalone as an Android app.
The cost of Android tablets is plummeting, so we're also building Kolibri to be able to run standalone as an Android app. Content can be loaded onto a tablet from a nearby server or peer-to-peer from another tablet, and then taken elsewhere and used by itself.
Our web-based standalone tool KOLIBRI STUDIO gives users full control over the organization of their educational materials. Using this content curation system, anyone can explore pre-organized libraries of open educational resources, and bundle, tag, differentiate, re-order, and distribute their content into custom channels. Kolibri Studio takes open educational resource use to the next level by enabling alignment to local curricular standards, allowing educators to easily browse and select from libraries, and letting users compare materials from a variety of sources.
★ Build, re-order, and redesign your own library of digital resources. Using the Studio interface, an instructor could create a channel for students’ use from the existing library, for example: combining math content from Khan Academy, interactive physics simulations from PhET, and a story from African Storybook, easily integrate a variety of learning materials into their curriculum.
★ Upload new materials Whether they’re student-created products, quality sample lesson plans, or digitized local books, any local materials can easily be uploaded onto Kolibri Studio to be combined and supplemented with content from around the world.
★ Align to curriculum: With Studio’s channel structure, clipboard utility, search tools, and browsable topic trees, users have the tools to map open educational resources to their own curricular and learning objectives. Working personally with our partners, Learning Equality is also working to provide libraries pre-aligned to high-use standards, such as those of Mexico’s SEP and India’s NCERT.
Available in dozens of languages, the Kolibri libraries are designed to support a well-rounded curriculum:
Some of our content sources include:
Devices running Kolibri will be able to find and directly connect with each other over a local Wi-Fi network, allowing for easy content sharing and data updates.
We developed special processes to package online learning materials to be taken offline. One of our innovations is a video compression technique that convert the pen strokes and objects in a blackboard-style video into scalable vector objects.
In our tests, a 250MB video can now be compressed into just a single megabyte, while retaining most of the original quality. This reduces the time and cost needed to download a large set of videos, and allows a large amount of content to be stored on a small, low-cost device.
Track educational growth for individuals and groups of learners accurately and easily, even in informal educational contexts.
Kolibri comes with tools such as a coach dashboard, customized quizzes, exercises, and a recommendation tool that displays useful and relevant content that is based on a learner's history, progress, and goals.
★ Coach Reports: These detailed progress reports measure factors such as time taken to complete exercises, records on which questions have been answered correctly or incorrectly, and provide a picture of overall progress through a specific set of exercises and lessons.
★ Customized Quizzes and Exercises: Question sets and exercises can be created in Kolibri in multiple choice and free response format. This customized evaluation tool helps learners practice what they've learned and show what they know, while staying aligned with the goals and standards of their local curriculum.
★ Content Recommendation: Kolibri will recommend educational content to a learner based on the content and exercises they have previously engaged with.


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The log pane displays the conversation between JFTP and the FTP site you are connected to. The log pane displays messages in various colors for various types of messages. The table below explains the meanings of these colors:
| Message Color | Message Type | Message Description |
|---|---|---|
| Blue | FTP commands | FTP commands sent by JFTP requesting the FTP server to take
the specified action. Please note that all commands are prefixed
with "<COMMAND> "
|
| Green | FTP replies | All replies received from the FTP server. Please note that
all positive replies are prefixed with "<REPLY> ".
|
| Red | Errors | All negative replies and other errors, such as, network failures, occurred during the FTP process. |
| Orange | Status messages | Status messages. All status messages will be prefixed with
"<STATUS> ".
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CS-Script is capable of resolving referenced in code namespaces (with
using
statements) into assembly file names and loading these assemblies
automatically. However in some cases such resolving needs to be
suppressed. The typical example of such scenario is a case when two
versions of the assembly implementing the same namespace are present on
PC in such case there is no warranty which one the script engine will
find first. For such situations you may consider disabling resolving of
a particular namespace and loading it's assembly explicitly.
This is the directive to ignore namespace during namespace-to-assembly resolving:
//css_ignore_namespace <namespace>;
namespace - name of the namespace to be ignored
The shorter alias directive //css_ignore_ns can be used in
place of the //css_ignore_namespace.
The following is the example which demonstrates how to prevent CS-Script from using default
CSScriptLibrary.dll assembly and load different version of it
CSScriptLibrary.v3.5.dll.
//css_reference CSScriptLibrary.v3.5.dll;
//css_ignore_ns CSScriptLibrary;
using System;
using CSScriptLibrary;
public class Host
{
.... |
It
//css_ignore_ns was not present in the code the script engine would resolve
using CSScriptLibrary into
CSScriptLibrary.dll. //css_ignore_ns directive simply excludes
CSScriptLibrary namespace from resolving and allows developer to load desired assembly explicitly (
//css_reference CSScriptLibrary.v3.5.dll;).
Note: a single '
//css_ignore_ns *' directive completle disables any resolving of name spaces.
See Also
Using .NET assemblies


Sugar Sketcher Beta: draws SNFG-compliant glycan structures
Add Node
Repeat Unit
Change Mono
Hexose
HexNAc
Hexosamine
Hexuronate
Deoxyhexose
DeoxyhexNAc
Dideoxyhexose
Pentose
Nonulosonate
Unknown
Assigned
<<
X
Help
Hover blocks and select a value in each one to continue
Anomericity
Isomer
Ring Type
<<
X
Help
Hover blocks and select a value in each one to continue
Acceptor Position
Donor Position
<<
X
Sulfate
Phosphate
NAcetyl
Acetyl
Methyl
See All
<<
X
Anomericity
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<<
Delete
- Subs
Repeat
- Rep.
Copy
Paste
Add Structure
Quick Mode
GlycoCT


When run, the main content of the page will be hidden, and the images will be loaded one by one. As the images are loaded, an optional callback function is triggered (e.g. to a progress bar). Once complete, another optional function can be run, or by default any 'loading' elements will fade out, and the main content will fade in.
<script src='scripts/jquery.preload-1.00.js'></script>
Elements to preload should all be assigned a particular class, e.g. 'preloadMe'.
Elements to show once preload is complete should all be assigned a particular class, e.g. 'mainContent'.
(Optional) Elements to display until preload completes (if any) should all be assigned a particular class, e.g. 'loadingElements'
At the end of your HTML body,
$(".preloadMe").preload(
{
loadingClass: 'loadingElements', // Show while loading
loadedClass: 'mainContent' // Show once loaded
});
$(".preloadMe").preload(
{
loadingClass: 'loadingElements', // Show while loading
loadedClass: 'mainContent', // Show once loaded
progressFunction: progressFn, // Function to call for each img load
onComplete: completeFn, // Function to call on completion
waitFirst: 500, // Wait (ms) before showing 'loading'
});
Progress Function: If provided, this will call a given function with 2 parameters. The first is the index of the image that has completed loaded (incrementally). The second parameter is the total count of images to be loaded. So the receiving function could for example build a progress bar, or a message of "pictures X out of Y completed", etc.
On Complete Function: If provided, this function is called after all the images are preloaded completely. PLEASE NOTE: this replaced the default fade out of the loading-elements and fade in of the loaded-elements, in case you want to do something fancier.
Wait First: This is defaulted to 100ms (as of v 1.00) - this delays showing the 'loading' elements in case the preload takes a sufficiently short time to make it unnecessary. For example if the user has already viewed the page and everything is cached, then there is no need to flash up a loading bar for a split second.
| Files required for installation: | 1 (jquery.preload-x.yy.js) |
| Total Size: | 673 bytes minified, ~2kb raw |
| Notable Requirements: | jQuery |


{% extends 'layout.html' %} {% block body %}
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Local teen doing everything she can to end vape crisis, starting in her own school
by Natalie RubinoNEWBURYPORT, Mass. - A local high school is leading the way in educating teens on the dangers of vaping, and it's all thanks to a student's Girl Scout project.
Annemarie Noe launched the anti-vaping campaign in the school's bathroom where she noticed dozens of students vaping several times a day.
Related Headlines
"Every day I'd come to school and I'd see my friends vape, and everyone vaping," said Noe.
Three years ago, Noe was a freshman, new to Newburyport High School and curious about a new trend called vaping.
"Once I realized how bad vaping was, I was like I need to tell people," she told us.
Noe decided to take on vaping as her Girl Scout project, she spent hours making signs, developing a website and creating a new vaping curriculum for her peers with the help of the school's wellness teacher.
"It is very new and there's not a lot of information out there," said wellness teacher Amy Heath.
The pair spent hours researching the dangers of vaping and passed on the lifesaving information to students.
"Instead of just doing a weeklong unit it's now become weeks and kids doing projects on it and doing some of their own research as well," said Heath.
Now, three years later, bathrooms in the high school are filled with signs warning students of the dangers of vaping.
"I walked into the bathroom at school and saw a lot less people vaping, which made me really happy," said Noe.
But now, Noe is going beyond walls, working with Newburyport's mayor on an anti-vaping social media campaign.
"At the end of the day, I can't control your actions but I can make sure you have a solid foundation on what you're putting into your body," she said.
Noe says the next step is creating informational pamphlets to put in local doctor offices.


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{% extends "base.html" %} {% load jsonify %} {% block title %}Availability{% endblock %} {% block script %} {% endblock %} {% block content %}
This page shows available rides near a given lat/long. Learn more about finding nearby drivers via our nearby drivers documentation.


--- layout: post title: Map Browser (experimental) categories: [] tags: experimental status: publish type: post published: true meta: {} ---
It was fun to take a few days recently (along with some colleagues) to do some experimental work on browsing Records on a map. The app below is strictly experimental, if you have any interest in this sort of thing lodge an enhancement request and tell me what your support request number is so that I can follow it up.


We have opened the website of deleuzetokyo 2019. Only contact information was listed.
We have started accepting applications for the conference. At the same time, we started accepting applications for panel discussion.
We have finished accepting applications for the conference.
We started accepting applications for CAMP. On the same day, We sent an email to everyone who applied for the conference. If you have not received it, please contact us at<EMAIL_ADDRESS>as soon as possible.
We notified the conference applicants of the results of the peer review. If you have applied but have not received an email, please contact us immediately.
We have sent you an email notification of Registration Starting. I also sent the official acceptance letter of the conference.


[by David Lovejoy]
| ASHTRAY.FME | Ashtray | |
| BARREL.WAX | Barrel | |
| BEERPIP.FME | Beer Pipe | |
| BOBABALL.WAX | Yellow Boba Fett Ball | Boba Fett Shots |
| BOBAFETT.WAX | Boba Fett | |
| BOSSK.WAX | Bossk | |
| BULLET.FME | Blue Bullet | Autogun Shooting |
| BULLEXP.WAX | Small Yellow Explosion | Bullet Explosion |
| CARDS.FME | Cards | |
| CFLAME.WAX | Yellow Flame | |
| CHAIN.FME | Hanging Chain | |
| CHAIR.WAX | Chair | |
| COMMANDO.WAX | Commando | |
| CONCEXP.WAX | Big Blue Explosion | Concussion Explosion |
| CRIX.WAX | Crix Madine | |
| CUP1.FME | Green Cup | |
| CUP2.FME | Blue Cup | |
| DEDBODY1.FME | Dead Body | |
| DEDBODY2.FME | Dead Body | |
| DEDBODY3.FME | Dead Body | |
| DEDMOUSE.FME | Dead Mouse | Called By Exe In Voc Section |
| DEFAULT.WAX | Cone Head Small | |
| DET_CODE.FME | Blank Det Code | |
| DETEXP.WAX | Big Red Td Explosion | Detonator Explosion |
| DFLAME.WAX | Small Yellow Flame | |
| EMISEXP.WAX | Fusion Explosion | Fusion Cutter Explosion |
| EMSCULP.WAX | Emperor's Sculpture | |
| EWOK86.WAX | Ewok | |
| EXPTINY.WAX | Yellow Tiny Explosion | |
| FROGBOWL.WAX | Bowl | |
| FROGBWL2.FME | Bowl | |
| GAMGUARD.WAX | Gamorrean Guard | |
| GENEXP.WAX | White Explosion | |
| GFPIPES1.FME | Pipes | |
| GFVENTDN.FME | Vent Pipe Floor Model | |
| GFVENTUP.FME | Vent Pipe Ceiling Model | |
| HANGLIT.WAX | Hanging Lamp | |
| IARMOR.WAX | Shield | |
| IAUTOGUN.FME | Autogun (Repeater) | |
| IBATTERY.FME | Battery | |
| ICANNON.FME | Plasma Cannon | |
| ICEILIT2.WAX | Ceiling Lamp | |
| ICHARGE.FME | Supercharge | |
| ICLEATS.FME | Ice Cleats | |
| ICONCUS.FME | Concussion Rifle | Bossk Weapon Drop |
| IDATA.FME | Data Card | |
| IDET.FME | Detonator | |
| IDETS.FME | Thermal Detonators | Reeyees Weapon Drop |
| IDPLANS.WAX | Death Star Plans | |
| IDTGUN.FME | Broken DT Weapon | |
| IDTGUN.WAX | Same As Default .Wax | |
| IENERGY.FME | Energy Cell | Officin Weapon Drop |
| IFLRLIT.WAX | Floor Lamp | |
| IFUSION.FME | Fusion Cutter | |
| IGOGGLES.FME | Goggles | |
| IINVINC.WAX | Invincible | |
| IKEYB.FME | Blue Key | |
| IKEYR.FME | Red Key | |
| IKEYY.FME | Yellow Key | |
| ILIFE.WAX | Life | |
| IMASK.FME | Gas Mask | |
| IMEDKIT.FME | Med Kit | |
| IMINE.FME | Mine | |
| IMINES.FME | Land Mines | |
| IMORTAR.FME | Mortar | |
| IMSL.FME | DT Missile | |
| IMSLS.FME | DT Missiles | DT2 Weapon Drop |
| INAVA.WAX | Nava Card | |
| INTDROID.WAX | Interrogation Droid | |
| IOBCAP6.FME | Round Cap Pipe | |
| IOBPIP4.FME | Round Pipe | |
| IOBVALV1.FME | Round Vent | |
| IPHRIK.FME | Phrik Metal | |
| IPHRIK.WAX | Phrik Metal | |
| IPILE.FME | Kyle's Kit | |
| IPLAZMA.FME | Plasma Cell | DT2 Weapon Drop |
| IPOWER.FME | Power Cell | Concussion/Repeater |
| IREVIVE.WAX | Revive | |
| ISHELL.FME | Mortar Shell | |
| ISHELLS.FME | Mortar Shells | |
| IST-GUNI.FME | Laser Rifle Horiz | Wpn Dropped By Troop &Commando |
| IST-GUNU.FME | Laser Rifle Vertical | |
| JAN.FME | Jan Ors | |
| KELL.WAX | Kell Dragon | |
| LANDMINE.FME | Landmine | |
| LIT1.WAX | Short Standing Lamp | |
| LIT2.WAX | Short Standing Lamp | |
| LIT3.WAX | White Round Lamp Floor | |
| LIT4.FME | Short White Light | |
| MINEEXP.WAX | Huge White Explosion | Mine Explosion |
| MISSEXP.WAX | Yellow And Green Dot | Missile Explosion |
| MOFREBUS.FME | Moff Rebus Guy | |
| MORTEXP.WAX | Huge White Explosion | Mortar Explosion |
| OFFCFIN.WAX | Officer | |
| PHASE1.WAX | Phase 1 DT | |
| PHASE2.WAX | Phase 2 DT | |
| PHASE3X.WAX | Phase 3 DT | |
| PLASEXP.WAX | Blue Plasma Explosion | Assault Cannon Explosion |
| PROBE.WAX | Probe Droid | |
| REDLIT.WAX | Hanging Red Lamp | |
| REEYEES.WAX | Reeyees | |
| REMOTE.WAX | Remote Ball | |
| ROCK.WAX | Rock | |
| SEWERBUG.WAX | Sewer Bug (Creature) | |
| SMALITE1.FME | Top Lighted Dome Lamp | |
| SMALITE2.FME | Short Blue Light Floor | |
| SPARK.WAX | Electrical Spark | |
| SPLASH.WAX | Water Splash | Swim-In.Voc |
| STORMFIN.WAX | Stormtrooper | |
| TABLE.WAX | Table | |
| TALLIT1.WAX | Tall Standing Lamp | |
| TALLIT2.WAX | Tall Standing Lamp | |
| TBLELIT.WAX | Small Yellow Globe | |
| TRIPLT.WAX | Tall Multicolor Lamp | |
| WDET.FME | Thermal Detonator | Throwing TD |
| WDT3MSL.WAX | Phase 3 DT Yellow Balls | |
| WEMISS.WAX | Fusion Ball | Shot From Fusion Cutter |
| WIDBALL.WAX | Green Ball | |
| WLMINE.FME | Mine On Floor | On Floor |
| WMINE.FME | Mine On Floor With Light | On Floor |
| WMSL.WAX | Assault Cannon Missile Fly | Shot From Missile Launcher |
| WPLASMA.WAX | Assault Cannon Blue Ball | Shot From Assault Cannon |
| WSHELL.WAX | Mortar Shell Flying | Shot From Mortar Gun |


The new MacPro is customisable and will start selling in December starting from RM20778!
Apple continues to surprise its fans after unveiling the new 16-inch and 13-inch MacBook Pro today. According to Bloomberg, the company announced the redesigned Mac Pro that is Made in-the-USA will start selling next month!
The MacPro can be customized according to its users’ preference which it can support up to 8TB of SSD storage space and also handle up to six 8K streams in Final Cut Pro with a higher price tag. But if you’re in a tight budget and needed a Mac Pro for your workflow, it does come with a basic model which sports an 8-core 3.5GHz Intel Xeon Processor, Radeon Pro 580 GPU, 32GB RAM and a 256GB of SSD storage capacity.
Also, the Pro Display XDR will also be released alongside the Mac Pro in December at the priced of $4,999(~RM20778) onwards for the ‘nano-texture” matte coating version. If you need a stand and a VESA mount, it will cost you an additional $999(~RM4152) and $199(~RM827) respectively.
With that said, will you be upgrading your desktop into the all-new MacPro? Let us know at our Facebook page and stay tuned for more updates on TechNave.com!


Weight: 125kg (Obese)
Gender: Female
Drug experience:
- Regular recreational use of codeine (~85-100mg each evening)
- Used cannabis a couple of times, with little/no effect.
- Tried DOI recently, with no effect (probably due to being on SSRI)
- Non-smoker
- Alcohol maybe one-two drinks per week, binge maybe once or twice a year
- Never tried MDMA, Cocaine, or Speed, so won't be able to compare experience :(
Health history:
- Depression, no current symptoms, currently tapering paroxetine (have been on 10mg for 2 weeks coming down from max of 20mg)
- Psychosis, no current symptoms or antipsychotic medication.
- Schizoid, personality disorder
- Mild Asthma, occasional ventolin use
- Obesity, no medication
- Polycystic Ovarian Syndrome (PCOS), amenorrhea, no medication.
- Chronic sciatic pain (prolapsed lumbar discs), analgesia(usually codeine) as necessary.
- Ear/Throat infection 6+weeks, on antibiotics (Cephalexin 500mg/TDS).
Expectations: Some nice feelings (probably dimished 'euphoric' and entactogenic effects due to SSRI use). Hopefully improved attention, reduced apetite, and lowered inhibitions. I'm hoping drug will be suitable for regular use in small doses to counteract constant feelings of lethargy, apathy, and social discomfort.
Set: Had a nice day, and am excited to try the 4-FA. Feeling quite tired, but keen to stay up very late because I'm working night shift tomorrow night. No particular stresses, but feeling unwell due to ear/throat infection.
Seting: In my bed at night with my laptop. Am watching YouTube videos of Minecraft (video game). Am hoping to feel motivated to get some Uni work done. I'm confined to my room as there are people sleeping in the house.
T= Five past midnight (Friday morning)
T-16:00 10mg Paroxetine (regular SSRI antidepressant medication)
T-06:00 Cephalexin 500mg
T-04:30 Moderate serving of pasta and white sauce
T-04:00 Ibuprofec 600mg/Codeine 38.4mg (Due to tolerance, this is not enough for recreational feelings, just genuine pain relief)
T+00:00 125mg in Gel capsule taken with lemonade. 375mL of same drunk over next 1/2 hour. My research indicates this is a large-ish dose to take first time, but dose ranges seem to vary a great deal, and I'm expecting to have to take more due to SSRI interaction and high body weight.
T+00:35 Slight feeling of warmth and nausea, I eat a cookie.
T+00:55 Nausea has subsided. Pulse slightly elevated. I have finished measuring the rest of my gram of 4-FA powder into capsules. No special feelings yet
T+01:20 Have been watching YouTube videos and writing trip report. Still not noticing any different feelings
T+01:30 Take final dose of antibiotic for day (Cephalexin 500mg). Take some painkillers for v. sore ear/throat: Ibuprofen 600mg/Codeine 68.4mg/Paracetamol 1g (only small recreational dose for my tolerance level). Am worried that painkillers will dull the 4-FA effects. I was hoping not to take any, but my ear is REALLY sore. Perhaps the pain is enhanced because of the 4-FA?? (EDIT: looking back the next day, I don't think the pain was enhanced, as it feels just as bad now)
T+01:40 Take another 62.5mg 4-FA orally (in gel capsule). Eat another cookie.
T+01:50 The cookie I'm slowly eating seems to somehow taste more delicious than usual. Much sweeter and more 'tasteful'.
T+02:10 I've just realised I'm kind of obsessed with perfecting this trip report. I've been working on it for about an hour, and am now worrying that I'm making it too long/detailed. Perhaps this is increased concentration effect of 4-FA?
T+02:30 The pain in my ear and throad has receeded tolerably, but I am feeling none of the relaxing warm glow I usually get from this dose of codeine. The 4-FA is definitely cancelling out some of that effect. So does it also follow that the codeine is cancelling out some of the stimulating and/or euphoric effect of the 4-FA?
T+02:45 I'm starting to notice I feel a little tingly or buzzy. Not in my body, just in my head. I also notice that although I was tired when I started (woke early, had a busy day), I now don't feel particularly tired at all. I'm contemplating taking another 62.5mg. Maybe I'll see how I go studying for a while first.
T+03:40 Not doing schoolwork, but am happily browsing the web. Don't feel especially energized or stimulated. Infact, I'm feeling quite tired again. I'm hesitant to take more 4-FA because I think it will be wasted after taking so much codeine, as I feel that's having an effect on my experience.
T+04:10 Dry mouth. I've noticed that I have no hunger, which is unusual this long after tea (especially after codeine which usually makes me ravenous)
T+06:15 I think it's over. Not that there was much 'IT' to get over. Feeling tired.
T+07:45 Go to sleep
T+12:10 Wake up after a bad few hours of sleep. I didn't sleep well, woke up many times, and only slept for about 4 hours.
Conclusion:
I took a total of 250mg, which is 2-3 times as much as is usually required for effects to be felt, according to my research.
Total wash out. I basically got nothing :( The only thing I can say is that it did keep me awake all night, which is what I wanted, and my appetite was decreased. But had none of the euphoria, energy, focus, or social feelings.
I think the effects of the 4-FA were completely taken away by either the SSRI or the codeine, or both.
I will try this drug again in a few months when I have been off SSRIs for a while, and I don't have a sore throat. But for now, I find it useless.
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Some of the activities described are dangerous and/or illegal and none are recommended by Erowid.