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  • How to do inclusive range queries when only half-open range is supported (ala SortedMap.subMap)

    - by polygenelubricants
    On SortedMap.subMap This is the API for SortedMap<K,V>.subMap: SortedMap<K,V> subMap(K fromKey, K toKey) : Returns a view of the portion of this map whose keys range from fromKey, inclusive, to toKey, exclusive. This inclusive lower bound, exclusive upper bound combo ("half-open range") is something that is prevalent in Java, and while it does have its benefits, it also has its quirks, as we shall soon see. The following snippet illustrates a simple usage of subMap: static <K,V> SortedMap<K,V> someSortOfSortedMap() { return Collections.synchronizedSortedMap(new TreeMap<K,V>()); } //... SortedMap<Integer,String> map = someSortOfSortedMap(); map.put(1, "One"); map.put(3, "Three"); map.put(5, "Five"); map.put(7, "Seven"); map.put(9, "Nine"); System.out.println(map.subMap(0, 4)); // prints "{1=One, 3=Three}" System.out.println(map.subMap(3, 7)); // prints "{3=Three, 5=Five}" The last line is important: 7=Seven is excluded, due to the exclusive upper bound nature of subMap. Now suppose that we actually need an inclusive upper bound, then we could try to write a utility method like this: static <V> SortedMap<Integer,V> subMapInclusive(SortedMap<Integer,V> map, int from, int to) { return (to == Integer.MAX_VALUE) ? map.tailMap(from) : map.subMap(from, to + 1); } Then, continuing on with the above snippet, we get: System.out.println(subMapInclusive(map, 3, 7)); // prints "{3=Three, 5=Five, 7=Seven}" map.put(Integer.MAX_VALUE, "Infinity"); System.out.println(subMapInclusive(map, 5, Integer.MAX_VALUE)); // {5=Five, 7=Seven, 9=Nine, 2147483647=Infinity} A couple of key observations need to be made: The good news is that we don't care about the type of the values, but... subMapInclusive assumes Integer keys for to + 1 to work. A generic version that also takes e.g. Long keys is not possible (see related questions) Not to mention that for Long, we need to compare against Long.MAX_VALUE instead Overloads for the numeric primitive boxed types Byte, Character, etc, as keys, must all be written individually A special check need to be made for toInclusive == Integer.MAX_VALUE, because +1 would overflow, and subMap would throw IllegalArgumentException: fromKey > toKey This, generally speaking, is an overly ugly and overly specific solution What about String keys? Or some unknown type that may not even be Comparable<?>? So the question is: is it possible to write a general subMapInclusive method that takes a SortedMap<K,V>, and K fromKey, K toKey, and perform an inclusive-range subMap queries? Related questions Are upper bounds of indexed ranges always assumed to be exclusive? Is it possible to write a generic +1 method for numeric box types in Java? On NavigableMap It should be mentioned that there's a NavigableMap.subMap overload that takes two additional boolean variables to signify whether the bounds are inclusive or exclusive. Had this been made available in SortedMap, then none of the above would've even been asked. So working with a NavigableMap<K,V> for inclusive range queries would've been ideal, but while Collections provides utility methods for SortedMap (among other things), we aren't afforded the same luxury with NavigableMap. Related questions Writing a synchronized thread-safety wrapper for NavigableMap On API providing only exclusive upper bound range queries Does this highlight a problem with exclusive upper bound range queries? How were inclusive range queries done in the past when exclusive upper bound is the only available functionality?

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  • #1 O’Reilly eBook for 2010

    - by Jan Goyvaerts
    The year-end issue of O’Reilly’s author newsletter discussed the trends O’Reilly has been seeing the past few years, and their predictions for 2011. The key trend is that digital is now more than ever poised to take over print: Our digitally distributed products have grown from 18.36% of our publishing mix in 2009 to 28.09% of our mix in 2010. What is more impressive is that our digitally distributed products have produced more than double the revenue that has been lost with the decline of print. I think this is important because some say that digital cannibalizes print products. Our data indicates the contrary, as print is declining much more slowly than digital is growing. I think we may be seeing developers purchasing a print book, and then purchasing the electronic editions to search and copying code from, as the incremental cost for digital is more than reasonable. My own book seems to be leading this trend. Thanks to everyone who purchased it! And the five bestselling O’Reilly ebook products for 2010: 1) Regular Expressions Cookbook, 2) jQuery Cookbook, 3) Learning Python, 4) HTML5: Up and Running, and 5) JavaScript Cookbook. I think it’s interesting that the top five ebooks are code-intensive books. They’re great products for search and code reuse. It’s also interesting that none of the top 5 ebooks made the top 5 of print books.

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  • Cost to licence characters or ships for a game

    - by Michael Jasper
    I am producing a game pitch document for a university game design class, and I am looking for examples of licencing cost for using characters or ships from other IP holders in a game. For example: cost of using an X-Wing in a game, licencing from Lucas cost of using the Enterprise in a game, licencing from Paramount cost of using the Space Shuttle (if any), licencing from Nasa EDIT The closest information I can find is from an article about Nights of the Old Republic, but isn't nearly specific enough for my needs: What Kotick means by Lucas being the principal beneficiary of the success of The Old Republic is that there are most likely clauses in the license agreement that give percentages, points, or another denomination of revenue out to Lucas and his people just for the Star Wars name, and that amount is presumed to be a great deal of money. Kotick is saying that because the cost of the license is so prohibitive, as he has personally had experience with in his position as CEO of Activision Blizzard, that EA will not be able to be profitable because of the hemorrhaging of money to the licensor. EDIT 2 Another vague source stating that FOX uses a "five-figure rule" (assuming between $10,000 - $99,000) It seems FOX, like most studios, will not license individuals to create new works based upon their products. They will only commission individuals of their choosing if they elect to branch out into expanded product lines related to those licenses. Alternately, they are open to making the licencing available to large corporations with access to global markets, but only if those corporations agree to what Ms Friedman called a "five-figure guarantee". Presumably this means that the corporation seeking the licensing must agree to pay a 5-figure sum for that license, and be confident that their product will sell enough volume to recoup that fee, and to produce sufficient profits to make the acquisition worth their while. Thank you!

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  • Caching WCF javascript proxy on browser

    - by oazabir
    When you use WCF services from Javascript, you have to generate the Javascript proxies by hitting the Service.svc/js. If you have five WCF services, then it means five javascripts to download. As browsers download javascripts synchronously, one after another, it adds latency to page load and slows down page rendering performance. Moreover, the same WCF service proxy is downloaded from every page, because the generated javascript file is not cached on browser. Here is a solution that will ensure the generated Javascript proxies are cached on browser and when there is a hit on the service, it will respond with HTTP 304 if the Service.svc file has not changed. Here’s a Fiddler trace of a page that uses two WCF services. You can see there are two /js hits and they are sequential. Every visit to the same page, even with the same browser session results in making those two hits to /js. Second time when the same page is browsed: You can see everything else is cached, except the WCF javascript proxies. They are never cached because the WCF javascript proxy generator does not produce the necessary caching headers to cache the files on browser. Here’s an HttpModule for IIS and IIS Express which will intercept calls to WCF service proxy. It first checks if the service is changed since the cached version on the browser. If it has not changed then it will return HTTP 304 and not go through the service proxy generation process. Thus it saves some CPU on server. But if the request is for the first time and there’s no cached copy on browser, it will deliver the proxy and also emit the proper cache headers to cache the response on browser. http://www.codeproject.com/Articles/360437/Caching-WCF-javascript-proxy-on-browser Don’t forget to vote.

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  • Changing the connection factory JNDI dynamically in Ftp Adapter

    - by [email protected]
    Consider a usecase where you need to send the same file over to five different ftp servers. The first thought that might come to mind is to create five FtpAdapter references one for each connection-factory location. However, this is not the most optimal approach and this is exactly where "Dynamic Partner Links" come into play in 11g.    If you're running the adapter in managed mode, it would require you to configure the connection factory JNDI in the appserver console for the FtpAdapter. In the sample below, I have mapped the connection-factory JNDI location "eis/Ftp/FtpAdapter" with the ftp server running on localhost.           After you've configured the connection factory on your appserver, you will need to refer to the connection-factory JNDI in the jca artifact of your SCA process. In the example below, I've instructed the FTPOut reference to use the ftp server corresponding to "eis/Ftp/FtpAdapter".     The good news is that you can change this connection-factory location dynamically using jca header properties in both BPEL as well as Mediator service engines. In order to do so, the business scenario involving BPEL or Mediator would be required to use a reserved jca header property "jca.jndi" as shown below.     Similarly, for mediator, the mplan would look as shown below.       Things to remember while using dynamic partner links: 1) The connection factories must be pre-configured on the SOA server. In our BPEL example above, both "eis/Ftp/FtpAdater1" and "eis/Ftp/FtpAdater2" must be configured in the weblogic deployment descriptor for the FtpAdapter prior to deploying the scenario. 2) Dynamic Partner Links are applicable to outbound invocations only.    

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  • HTG Explains: Just How Bad Are Android Tablet Apps?

    - by Chris Hoffman
    Apple loves to criticize the state of Android tablet apps when pushing its own iPad tablets. But just how bad is the Android tablet app situation? Should you avoid Android tablets like the Nexus 7 because of the apps? It’s clear that Apple’s iPad is way ahead when it comes to the sheer quantity of tablet-optimized apps. It’s also clear that some popular apps — particularly touch-optimized games — only show up on iPad. But that’s not the whole story. The Basics First, let’s get an idea of the basic stuff that will work well for you on Android. An excellent web browser. Chrome has struggled with performance on Android, but hits its stride on the Nexus 7 (2013). Great, tablet-optimized apps for all of Google’s services, from YouTube to Gmail and Google Maps. Everything you need for reading, from Amazon’s Kindle app for eBooks, Flipboard and Feedly for new articles from websites, and other services like the popular Pocket read-it-later service. Apps for most popular media services, from Netflix, Hulu, and YouTube for videos to Pandora, Spotify, and Rdio for music. A few things aren’t available — you won’t find Apple’s iTunes and Amazon still doesn’t offer an Amazon Instant Video app for Android, while they do for iPad and even their own Android-based Kindle Fire devices. Android has very good app coverage when it comes to consuming content, whether you’re reading websites and ebooks or watching videos and listening to music. You can play almost any Android smartphone game, too. For content consumption, Android is better than something like Windows 8, which lacks apps for Google services like YouTube and still doesn’t have apps for popular media services like Spotify and Rdio. How Android Scales Smartphone Apps Let’s look at how Android scales smartphone apps. Now, bear with us here — we know “scaling” is a dirty word considering how poorly Apple’s iPad scales iPhone apps, but it’s not as bad on Android. When an iPad runs an iPhone app, it simply doubles the pixels and effectively zooms in. For example, if you had  Twitter app with five tweets visible at once on an iPhone and ran the same app on an iPad, the iPad would simply “zoom in” and enlarge the same screen — you’d still see five tweets, but each tweet would appear larger. This is why developers create optimized iPad apps with their own interfaces. It’s especially important on Apple’s iOS. Android devices come in all shapes and sizes, so Android apps have a smarter, more intelligent way to adapt to different screen sizes. Let’s say you have a Twitter app designed for smartphones and it only shows five tweets at once when run on a phone. If you ran the same app on a tablet, you wouldn’t see the same five tweets — you’d see ten or more tweets. Rather than simply zooming in, the app can show more content at the same time on a tablet, even if it was never optimized for tablet-size screens. While apps designed for smartphones aren’t generally ideal, they adapt much better on Android than they do on an iPad. This is particularly true when it comes to games. You’re capable of playing almost any Android smartphone game on an Android tablet, and games generally adapt very well to the larger screen. This gives you access to a huge catalog of games. It’s a great option to have, especially when you look at Microsoft’s Window 8 and consider how much better the touch-based app and game selection would be if Microsoft allowed its users to run Windows Phone games on Windows 8. 7-inch vs 10-inch Tablets The Twitter example above wasn’t just an example. The official Twitter app for Android still doesn’t have a tablet-optimized interface, so this is the sort of situation you’d have to deal with on an Android tablet. On the popular Nexus 7, Twitter is an example of a smartphone app that actually works fairly well — in portrait mode, you can see many more tweets on screen at the same time and none of the space really feels all that wasted. This is important to consider — smartphone apps like Twitter often scale quite well to 7-inch screens because a 7-inch screen is much closer in form factor to a smartphone than a 10-inch screen is. When you begin to look at 10-inch Android tablets that are the same size as an iPad, the situation changes. While the Twitter app works well enough on a Nexus 7, it looks horrible on a Nexus 10 or other 10-inch tablet. Running many smartphone-designed apps — possible with the exception of games — on a 10-inch tablet is a frustrating, poor experience. There’s much more white, empty space in the interface. It feels like you’re using a smartphone app on a large screen, and what’s the point of that? A tablet-optimized Twitter app for Android is finally on its way, but this same situation will repeat with many other types of apps. For example, Facebook doesn’t offer a tablet-optimized interface, but it’s okay on a Nexus 7 anyway. On a 10-inch screen, it probably wouldn’t be anywhere near as nice an experience. It goes without saying that Facebook and Twitter both offer iPad apps with interfaces designed for a tablet-size screen. Here’s another problematic app — the official Yelp app for Android. Even just using it on a 7-inch Nexus 7 will be a poor experience, while it would be much worse on a larger 10-inch tablet app. Now, it’s true that many — maybe even most — of the popular apps you might want to run today are optimized for Android tablets. But, when you look at the situation when it comes to popular apps like Twitter, Facebook, and Yelp, it’s clear Android is still behind in a meaningful way. Price Let’s be honest. The thing that really makes Android tablets compelling — and the only reason Android tablets started seeing real traction after years of almost complete dominance by Apple’s iPads — is that Android tablets are available for so much cheaper than iPads. Google’s latest Nexus 7 (2013) is available for only $230. Apple’s non-retina iPad Mini is available at $300, which is already $70 more. In spite of that, the iPad Mini has much older, slower internals and a much lower resolution screen. It’s not as nice to look at when it comes to reading or watching movies, and the iPad Mini reportedly struggles to run Apple’s latest iOS 7. In contrast, the new Nexus 7 has a very high resolution screen, speedy internals, and runs Android very well with little-to-no lag in real use. We haven’t had any problems with it, unlike all the problems we unfortunately encountered with the first Nexus 7. For a really comparable experience to the current Nexus 7, you’d want to get one of Apple’s new retina iPad Minis. That would cost you $400, another $170 over the Nexus 7. In fact, it’s possible to regularly find sales on the Nexus 7, so if you waited you could get it for just $200 — half the price of the iPad mini with a comparable screen and internals. (In fairness, the iPad certainly has better hardware — but you won’t feel if it you’re just using your tablet to browse the web, watch videos, and do other typical tablet things.) This makes a tablet like the popular Nexus 7 a very good option for budget-conscious users who just want a high-quality device they can use to browse the web, watch videos, play games, and generally do light computing. There’s a reason we’re focusing on the Nexus 7 here. The combination of price and size brings it to a very good place. It’s awfully cheap for the high-quality experience you get, and the 7-inch screen means that even the non-tablet-optimized apps you may stumble across will often work fairly well. On the other hand, more expensive 10-inch Android tablets are still a tougher sell. For $400-$500, you’re getting awfully close to Apple’s full-size iPad price range and Android tablets don’t have as good an app ecosystem as an iPad. It’s hard to recommend an expensive, 10-inch Android tablet over a full-size iPad to average users. In summary, the Android app tablet app situation is nowhere near as bad as it was a few years ago. The success of the Nexus 7 proves that Android tablets can be compelling experiences, and there are a wide variety of strong apps. That said, more expensive 10-inch Android tablets that compete directly with the full-size iPad on price still don’t make much sense for most people.  Unless you have a specific reason for preferring an Android tablet, it’s tough not to recommend an iPad if you’re looking at spending $400+ on a 10-inch tablet. Image Credit: Christian Ghanime on Flickr, Christian Ghanime on Flickr     

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  • Project Euler 12: (Iron)Python

    - by Ben Griswold
    In my attempt to learn (Iron)Python out in the open, here’s my solution for Project Euler Problem 12.  As always, any feedback is welcome. # Euler 12 # http://projecteuler.net/index.php?section=problems&id=12 # The sequence of triangle numbers is generated by adding # the natural numbers. So the 7th triangle number would be # 1 + 2 + 3 + 4 + 5 + 6 + 7 = 28. The first ten terms # would be: # 1, 3, 6, 10, 15, 21, 28, 36, 45, 55, ... # Let us list the factors of the first seven triangle # numbers: # 1: 1 # 3: 1,3 # 6: 1,2,3,6 # 10: 1,2,5,10 # 15: 1,3,5,15 # 21: 1,3,7,21 # 28: 1,2,4,7,14,28 # We can see that 28 is the first triangle number to have # over five divisors. What is the value of the first # triangle number to have over five hundred divisors? import time start = time.time() from math import sqrt def divisor_count(x): count = 2 # itself and 1 for i in xrange(2, int(sqrt(x)) + 1): if ((x % i) == 0): if (i != sqrt(x)): count += 2 else: count += 1 return count def triangle_generator(): i = 1 while True: yield int(0.5 * i * (i + 1)) i += 1 triangles = triangle_generator() answer = 0 while True: num = triangles.next() if (divisor_count(num) >= 501): answer = num break; print answer print "Elapsed Time:", (time.time() - start) * 1000, "millisecs" a=raw_input('Press return to continue')

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  • 5 Design Tricks Facebook Uses To Affect Your Privacy Decisions

    - by Jason Fitzpatrick
    If you feel like Facebook increasingly has fewer and fewer options to reject applications and organization access to your private information, you’re not imagining it. Here are five ways Facebook’s design choices in the App Center have minimized your choices over time. Over at TechCrunch they have a guest post by Avi Charkham highlighting five ways recent changes to the Facebook App Center put privacy settings on the back burner. In regard to the comparison seen in the image above, for example, he writes: #1: The Single Button Trick In the old design Facebook used two buttons – “Allow” and “Don’t Allow” – which automatically led you to make a decision. In the new App Center Facebook chose to use a single button. No confirmation, no decisions to make. One click and, boom, your done! Your information was passed on to the app developers and you never even notice it. Hit up the link below to check out the other four redesign choices that minimize the information about privacy and data usage you see and maximize the click-through and acceptance rate for apps. How To Switch Webmail Providers Without Losing All Your Email How To Force Windows Applications to Use a Specific CPU HTG Explains: Is UPnP a Security Risk?

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  • A Year of Upheaval for Procurement Professionals-New Report & Webinar

    - by DanAshton
    2013 will see significant changes in priorities and initiatives among procurement professionals as they balance the needs of their enterprises with efforts to add capabilities for long-term procurement success. In response, procurement managers will expand their organization’s spend influence via supplier relationship management, sourcing, and category management. These findings are part of the new report, “2013 Procurement Key Issues: Going Deeper and Broader to Deliver Borderless Procurement Services,” by the Hackett Group. The authors say that compared to similar studies over the last five years, 2013 is registering the greatest year-over-year changes in priorities for both procurement performance and capability issues. Three Important PrioritiesThe survey found that procurement professionals are focusing their attention in three key areas. Cost reduction. Controlling expenses is always a high priority, but with 90 percent of the respondents now placing this at the top of their performance concerns, the Hackett analysts say this “clearly shows that, for better or worse, cost reduction is king” in 2013. Technology innovation. Innovation has shot up significantly in the priority rankings and is now tied with spend influence for second among procurement professionals. Sixty-five percent of the survey participants said pursuing game-changing innovation and technology is a top procurement initiative. Managing supply risk. This area registered a sharp rise in importance because of its role in protecting profits, Hackett says. Supplier compliance with performance milestones and regulatory requirements is receiving particular attention, with an emphasis on efficient management of cross-functional workflows. “These processes create headaches for suppliers and buyers alike, and can detract from strategic value creation when participants are bogged down in processing paper and spreadsheets,” the report explains.  For more insights into the current state of the procurement industry, download the full report, “2013 Procurement Key Issues: Going Deeper and Broader to Deliver Borderless Procurement Services” and watch a Webcast featuring Global Procurement Advisory Practice Leader for The Hackett Group, Chis Sawchuk, and Managing Supervisor of Supply Chain Processes and Systems for Ameren, Chris Nelms. 

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  • What does "fully supported" mean in context of Radeon Opensource Video Driver?

    - by stevecoh1
    UPDATE: This is not a request for support of my specific issue. Details of that issue are here: How to recover from bad upgrade to 13.04 (Unity very slow) . I have "solved" that issue, for the time being anyway, by loading alternative lighter weight desktops. This question was opened specifically to question the meaning of the documentation at https://help.ubuntu.com/community/RadeonDriver . END OF UPDATE There it is, in Black and White: https://help.ubuntu.com/community/RadeonDriver Fully Supported All these Radeon(HD) cards and derivatives have good 3D acceleration support. This is not an exhaustive list: ... RV610/RV630 Radeon HD 2400/2600/2700/4200/4225/4250 Yet in my case (the HD2400) this proves to be manifestly untrue, at least if "Fully Supported" means sufficient to run Unity in Ubuntu 13.04. It runs all the applications I can launch under Unity, but Unity itself is unbearably slow. It's quite striking really. Click on the "Dash" - go get a cup of coffee. Type a key in the Unity search box, wait five seconds for it to appear. Type Alt-tab and wait five seconds for the screen to finish painting. None of these issues appear outside of Unity components. As you all know, there are complaints about slow performance all over the Internet about Unity. Shouldn't this page somehow address this issue? Especially if "fully supported" doesn't mean sufficiently to run the default modern Ubuntu release. What does "fully supported" mean?

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  • Use jQuery and ASP.NET to Build a News Ticker

    Many websites display a news ticker of one sort or another. A news ticker is a user interface element that displays a subset of a list of items, cycling through them one at a time after a set interval. For example, on Cisco's website there is a news ticker that shows the company's latest news items. Each news item is a one sentence link, such as "Desktop Virtualization Gathers Steam," or "Cisco Reports First Quarter Earnings." Clicking a headline whisks you to a page that shows the full story. Cisco's news ticker shows one headline at a time; every few seconds the currently displayed headline fades out and the next one appears. In total, Cisco has five different headlines - the ticker displays each of the five and then starts back from the beginning. This article is the first in a series that explores how to create your own news ticker widget using jQuery and ASP.NET. jQuery is a free, popular, open-source JavaScript library that simplifies many common client-side tasks, like event handling, DOM manipulation, and Ajax. This article kicks off the series and shows how to build a fairly simple news ticker whose contents can be specified statically in HTML markup or created dynamically from server-side code. Future installments will explore adding bells and whistles, such as: stopping the news ticker rotation when the mouse is hovered over it; adding controls to start, stop and pause the headlines; loading new headlines dynamically using Ajax; and packaging the JavaScript used by the ticker into a jQuery plugin. Read on to learn more! Read More >

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  • How to debug suspend?

    - by mlissner
    I've been using Ubuntu for about five years now, and I still can't make it suspend when I want to. It's quite irritating that I can program up a storm, hack the machine in numerous other ways, and yet, and yet when I try to make it suspend or debug suspend, I fail miserably. I need help. Where do I begin to find the problem? What do I do to fix it? I'm placing a bounty on this, because I've literally lost hours of my life to this problem, and leaving my computer on ALL the time is terrible. The symptoms: Pressing suspend brings my computer to a state where it has a blinking cursor, the fans are running, it seems that the HD has turned off (I think), and I can't do anything to bring it back from this state (short of a hard reboot). Possibly related: My fans stay on even after a shutdown, and even then, I have to press the power button for five seconds before I can start it up again. I don't know what logs to look at to debug the problem, and I imagine they'd get nuked on reboot anyway. Please, please help. This drives me completely nuts, and I've been living with it for over a year.

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  • Are your personal insecurities screwing up your internal communications?

    - by Lucy Boyes
    I do some internal comms as part of my job. Quite a lot of it involves talking to people about stuff. I’m spending the next couple of weeks talking to lots of people about internal comms itself, because we haven’t done a lot of audience/user feedback gathering, and it turns out that if you talk to people about how they feel and what they think, you get some pretty interesting insights (and an idea of what to do next that isn’t just based on guesswork and generalising from self). Three things keep coming up from talking to people about what we suck at  in terms of internal comms. And, as far as I can tell, they’re all examples where personal insecurity on the part of the person doing the communicating makes the experience much worse for the people on the receiving end. 1. Spending time telling people how you’re going to do something, not what you’re doing and why Imagine you’ve got to give an update to a lot of people who don’t work in your area or department but do have an interest in what you’re doing (either because they want to know because they’re curious or because they need to know because it’s going to affect their work too). You don’t want to look bad at your job. You want to make them think you’ve got it covered – ideally because you do*. And you want to reassure them that there’s lots of exciting work going on in your area to make [insert thing of choice] happen to [insert thing of choice] so that [insert group of people] will be happy. That’s great! You’re doing a good job and you want to tell people about it. This is good comms stuff right here. However, you’re slightly afraid you might secretly be stupid or lazy or incompetent. And you’re exponentially more afraid that the people you’re talking to might think you’re stupid or lazy or incompetent. Or pointless. Or not-adding-value. Or whatever the thing that’s the worst possible thing to be in your company is. So you open by mentioning all the stuff you’re going to do, spending five minutes or so making sure that everyone knows that you’re DOING lots of STUFF. And the you talk for the rest of the time about HOW you’re going to do the stuff, because that way everyone will know that you’ve thought about this really hard and done tons of planning and had lots of great ideas about process and that you’ve got this one down. That’s the stuff you’ve got to say, right? To prove you’re not fundamentally worthless as a human being? Well, maybe. But probably not. See, the people who need to know how you’re going to do the stuff are the people doing the stuff. And those are the people in your area who you’ve (hopefully-please-for-the-love-of-everything-holy) already talked to in depth about how you’re going to do the thing (because else how could they help do it?). They are the only people who need to know the how**. It’s the difference between strategy and tactics. The people outside of your bubble of stuff-doing need to know the strategy – what it is that you’re doing, why, where you’re going with it, etc. The people on the ground with you need the strategy and the tactics, because else they won’t know how to do the stuff. But the outside people don’t really need the tactics at all. Don’t bother with the how unless your audience needs it. They probably don’t. It might make you feel better about yourself, but it’s much more likely that Bob and Jane are thinking about how long this meeting has gone on for already than how personally impressive and definitely-not-an-idiot you are for knowing how you’re going to do some work. Feeling marginally better about yourself (but, let’s face it, still insecure as heck) is not worth the cost, which in this case is the alienation of your audience. 2. Talking for too long about stuff This is kinda the same problem as the previous problem, only much less specific, and I’ve more or less covered why it’s bad already. Basic motivation: to make people think you’re not an idiot. What you do: talk for a very long time about what you’re doing so as to make it sound like you know what you’re doing and lots about it. What your audience wants: the shortest meaningful update. Some of this is a kill your darlings problem – the stuff you’re doing that seems really nifty to you seems really nifty to you, and thus you want to share it with everyone to show that you’re a smart person who thinks up nifty things to do. The downside to this is that it’s mostly only interesting to you – if other people don’t need to know, they likely also don’t care. Think about how you feel when someone is talking a lot to you about a lot of stuff that they’re doing which is at best tangentially interesting and/or relevant. You’re probably not thinking that they’re really smart and clearly know what they’re doing (unless they’re talking a lot and being really engaging about it, which is not the same as talking a lot). You’re probably thinking about something totally unrelated to the thing they’re talking about. Or the fact that you’re bored. You might even – and this is the opposite of what they’re hoping to achieve by talking a lot about stuff – be thinking they’re kind of an idiot. There’s another huge advantage to paring down what you’re trying to say to the barest possible points – it clarifies your thinking. The lightning talk format, as well as other formats which limit the time and/or number of slides you have to say a thing, are really good for doing this. It’s incredibly likely that your audience in this case (the people who need to know some things about your thing but not all the things about your thing) will get everything they need to know from five minutes of you talking about it, especially if trying to condense ALL THE THINGS into a five-minute talk has helped you get clear in your own mind what you’re doing, what you’re trying to say about what you’re doing and why you’re doing it. The bonus of this is that by being clear in your thoughts and in what you say, and in not taking up lots of people’s time to tell them stuff they don’t really need to know, you actually come across as much, much smarter than the person who talks for half an hour or more about things that are semi-relevant at best. 3. Waiting until you’ve got every detail sorted before announcing a big change to the people affected by it This is the worst crime on the list. It’s also human nature. Announcing uncertainty – that something important is going to happen (big reorganisation, product getting canned, etc.) but you’re not quite sure what or when or how yet – is scary. There are risks to it. Uncertainty makes people anxious. It might even paralyse them. You can’t run a business while you’re figuring out what to do if you’ve paralysed everyone with fear over what the future might bring. And you’re scared that they might think you’re not the right person to be in charge of [thing] if you don’t even know what you’re doing with it. Best not to say anything until you know exactly what’s going to happen and you can reassure them all, right? Nope. The people who are going to be affected by whatever it is that you don’t quite know all the details of yet aren’t stupid***. You wouldn’t have hired them if they were. They know something’s up because you’ve got your guilty face on and you keep pulling people into meeting rooms and looking vaguely worried. Here’s the deal: it’s a lot less stressful for everyone (including you) if you’re up front from the beginning. We took this approach during a recent company-wide reorganisation and got really positive feedback. People would much, much rather be told that something is going to happen but you’re not entirely sure what it is yet than have you wait until it’s all fixed up and then fait accompli the heck out of them. They will tell you this themselves if you ask them. And here’s why: by waiting until you know exactly what’s going on to communicate, you remove any agency that the people that the thing is going to happen to might otherwise have had. I know you’re scared that they might get scared – and that’s natural and kind of admirable – but it’s also patronising and infantilising. Ask someone whether they’d rather work on a project which has an openly uncertain future from the beginning, or one where everything’s great until it gets shut down with no forewarning, and very few people are going to tell you they’d prefer the latter. Uncertainty is humanising. It’s you admitting that you don’t have all the answers, which is great, because no one does. It allows you to be consultative – you can actually ask other people what they think and how they feel and what they’d like to do and what they think you should do, and they’ll thank you for it and feel listened to and respected as people and colleagues. Which is a really good reason to start talking to them about what’s going on as soon as you know something’s going on yourself. All of the above assumes you actually care about talking to the people who work with you and for you, and that you’d like to do the right thing by them. If that’s not the case, you can cheerfully disregard the advice here, but if it is, you might want to think about the ways above – and the inevitable countless other ways – that making internal communication about you and not about your audience could actually be doing the people you’re trying to communicate with a huge disservice. So take a deep breath and talk. For five minutes or so. About the important things. Not the other things. As soon as you possibly can. And you’ll be fine.   *Of course you do. You’re good at your job. Don’t worry. **This might not always be true, but it is most of the time. Other people who need to know the how will either be people who you’ve already identified as needing-to-know and thus part of the same set as the people in you’re area you’ve already discussed this with, or else they’ll ask you. But don’t bring this stuff up unless someone asks for it, because most of the people in the audience really don’t care and you’re wasting their time. ***I mean, they might be. But let’s give them the benefit of the doubt and assume they’re not.

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  • Multiple Businesses at The Same Physical Address - SEO / Google Places

    - by Howdy_McGee
    I was wondering what kind if there would be any negative effects to have multiple businesses having the exact same physical address on their website. Currently we have five businesses at the exact same address and it shows on their website, so when people google one of the five businesses address their going to get multiple results from multiple website most of which will not be what their looking for. What is a way around this / what can I do about this? Would adding "Suite Numbers" be a solution? A thought occurred that it might be a good idea to create a landing page for users that are looking up a business by it's address via google. The page will bring up multiple businesses since we have a few at the same address but if we have a landing page at the top which then leads to multiple businesses that might solve the multiple address seo problem. Going to keep researching it though. I also know for Google Places (possible bing local and yahoo local) this could also become a problem. I've submitted an inquiry with them but I wanted to know if anybody had a ready-made solution around this so that Google doesn't bunch all these companies together into one. Thanks!

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  • USB mouse pointer only moving horizontally on macbook 6.2 with 12.04

    - by Glyn Normington
    After installing Ubuntu 12.04 on a macbook pro 6.2, the touchpad and external USB mouse worked perfectly. After rebooting I can't get either touchpad or external USB mouse to work. Sometimes no mouse pointer is visible, but more often I can only move the mouse pointer horizontally five sixths of the way across the display (from the top left). I have uninstalled mouseemu. xinput list shows the USB mouse. xinput query-state for the USB mouse shows the following: ButtonClass button[1]=up ... button[16]=up ValuatorClass Mode=Relative Proximity=In valuator[0]=480 valuator[1]=2400 valuator[2]=0 valuator[3]=3 and re-issuing this command with the pointer at its right hand extreme displays the same except for: valuator[0]=1679 So the valuator[0] seems to be the x-coordinate of the pointer and the range of motion 480-1679 is indeed about five sixths of the display width (1440). valuator[1] is suspiciously large given the display height is 900. Perhaps this is a side-effect of having previously been using a dual monitor (although booting with that monitor connected does not help). There are other entries listed under xinput list: Virtual core XTEST pointer which seems stuck at position (840,1050). bcm5974 which seems stuck at position (837,6700). Removing the bcm5974 module using rmmod disables the toucpad as expected but does not fix the USB mouse problem. After adding the module back, it is stuck at position (840,1050) instead of (837,6700). /etc/X11/xorg.conf was generated by nvidia-settings and contains: Section "InputDevice" # generated from default Identifier "Mouse0" Driver "mouse" Option "Protocol" "auto" Option "Device" "/dev/psaux" Option "ZAxisMapping" "4 5" although I don't know how plausible these settings are. Any suggestions?

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  • How Do Computers Work? [closed]

    - by Rob P.
    This is almost embarrassing ask...I have a degree in Computer Science (and a second one in progress). I've worked as a full-time .NET Developer for nearly five years. I generally seem competent at what I do. But I Don't Know How Computers Work! Please, bare with me for a second. A quick Google of 'How a Computer Works' will yield lots and lots of results, but I struggled to find one that really answered what I'm looking for. I realize this is a huge, huge question, so really, if you can just give me some keywords or some direction. I know there are components....the power supply, the motherboard, ram, CPU, etc...and I get the 'general idea' of what they do. But I really don't understand how you go from a line of code like Console.Readline() in .NET (or Java or C++) and have it actually do stuff. Sure, I'm vaguely aware of MSIL (in the case of .NET), and that some magic happens with the JIT compiler and it turns into native code (I think). I'm told Java is similar, and C++ cuts out the middle step. I've done some mainframe assembly, it was a few years back now. I remember there were some instructions and some CPU registers, and I wrote code....and then some magic happened....and my program would work (or crash). From what I understand, an 'Emulator' would simulate what happens when you call an instruction and it would update the CPU registers; but what makes those instructions work the way they do? Does this turn into an Electronics question and not a 'Computer' question? I'm guessing there isn't any practical reason for me to understand this, but I feel like I should be able to. (Yes, this is what happens when you spend a day with a small child. It takes them about 10 minutes and five iterations of asking 'Why?' for you to realize how much you don't know)

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  • SQL SERVER – SQL in Sixty Seconds – 5 Videos from Joes 2 Pros Series – SQL Exam Prep Series 70-433

    - by pinaldave
    Joes 2 Pros SQL Server Learning series is indeed fun. Joes 2 Pros series is written for beginners and who wants to build expertise for SQL Server programming and development from fundamental. In the beginning of the series author Rick Morelan is not shy to explain the simplest concept of how to open SQL Server Management Studio. Honestly the book starts with that much basic but as it progresses further Rick discussing about various advanced concepts from query tuning to Core Architecture. This five part series is written with keeping SQL Server Exam 70-433. Instead of just focusing on what will be there in exam, this series is focusing on learning the important concepts thoroughly. This book no way take short cut to explain any concepts and at times, will go beyond the topic at length. The best part is that all the books has many companion videos explaining the concepts and videos. Every Wednesday I like to post a video which explains something in quick few seconds. Today we will go over five videos which I posted in my earlier posts related to Joes 2 Pros series. Introduction to XML Data Type Methods – SQL in Sixty Seconds #015 The XML data type was first introduced with SQL Server 2005. This data type continues with SQL Server 2008 where expanded XML features are available, most notably is the power of the XQuery language to analyze and query the values contained in your XML instance. There are five XML data type methods available in SQL Server 2008: query() – Used to extract XML fragments from an XML data type. value() – Used to extract a single value from an XML document. exist() – Used to determine if a specified node exists. Returns 1 if yes and 0 if no. modify() – Updates XML data in an XML data type. node() – Shreds XML data into multiple rows (not covered in this blog post). [Detailed Blog Post] | [Quiz with Answer] Introduction to SQL Error Actions – SQL in Sixty Seconds #014 Most people believe that when SQL Server encounters an error severity level 11 or higher the remaining SQL statements will not get executed. In addition, people also believe that if any error severity level of 11 or higher is hit inside an explicit transaction, then the whole statement will fail as a unit. While both of these beliefs are true 99% of the time, they are not true in all cases. It is these outlying cases that frequently cause unexpected results in your SQL code. To understand how to achieve consistent results you need to know the four ways SQL Error Actions can react to error severity levels 11-16: Statement Termination – The statement with the procedure fails but the code keeps on running to the next statement. Transactions are not affected. Scope Abortion – The current procedure, function or batch is aborted and the next calling scope keeps running. That is, if Stored Procedure A calls B and C, and B fails, then nothing in B runs but A continues to call C. @@Error is set but the procedure does not have a return value. Batch Termination – The entire client call is terminated. XACT_ABORT – (ON = The entire client call is terminated.) or (OFF = SQL Server will choose how to handle all errors.) [Detailed Blog Post] | [Quiz with Answer] Introduction to Basics of a Query Hint – SQL in Sixty Seconds #013 Query hints specify that the indicated hints should be used throughout the query. Query hints affect all operators in the statement and are implemented using the OPTION clause. Cautionary Note: Because the SQL Server Query Optimizer typically selects the best execution plan for a query, it is highly recommended that hints be used as a last resort for experienced developers and database administrators to achieve the desired results. [Detailed Blog Post] | [Quiz with Answer] Introduction to Hierarchical Query – SQL in Sixty Seconds #012 A CTE can be thought of as a temporary result set and are similar to a derived table in that it is not stored as an object and lasts only for the duration of the query. A CTE is generally considered to be more readable than a derived table and does not require the extra effort of declaring a Temp Table while providing the same benefits to the user. However; a CTE is more powerful than a derived table as it can also be self-referencing, or even referenced multiple times in the same query. A recursive CTE requires four elements in order to work properly: Anchor query (runs once and the results ‘seed’ the Recursive query) Recursive query (runs multiple times and is the criteria for the remaining results) UNION ALL statement to bind the Anchor and Recursive queries together. INNER JOIN statement to bind the Recursive query to the results of the CTE. [Detailed Blog Post] | [Quiz with Answer] Introduction to SQL Server Security – SQL in Sixty Seconds #011 Let’s get some basic definitions down first. Take the workplace example where “Tom” needs “Read” access to the “Financial Folder”. What are the Securable, Principal, and Permissions from that last sentence? A Securable is a resource that someone might want to access (like the Financial Folder). A Principal is anything that might want to gain access to the securable (like Tom). A Permission is the level of access a principal has to a securable (like Read). [Detailed Blog Post] | [Quiz with Answer] Please leave a comment explain which one was your favorite video as that will help me understand what works and what needs improvement. Reference: Pinal Dave (http://blog.sqlauthority.com) Filed under: PostADay, SQL, SQL Authority, SQL Query, SQL Server, SQL Tips and Tricks, T SQL, Technology, Video

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  • Calling All Agile Customers-Share Your Stories at the Upcoming PLM Summit

    - by Terri Hiskey
    Now that we've closed the door on another Oracle OpenWorld, planning is in full swing for the next PLM Summit, taking place February 4-6, 2013 in San Francisco, in conjunction with the Oracle Value Chain Summit. This event is a must-attend for all Agile PLM customers. We will be holding five tracks with over forty Agile PLM-focused sessions covering a range of topics and industries. If you'd like to be notified once registration is live for this event, be sure to sign up at www.oracle.com/goto/vcs. CALL FOR PRESENTATIONS: We are looking for some fresh, new customer stories to share with attendees. Read below for descriptions of the five tracks, and the suggested topics that we'd like to hear from customers. If you are interested in presenting at the PLM Summit (and getting a FREE pass to attend if your presentation is accepted!) send me an email at terri.hiskey-AT-oracle.com with: Your proposed session title and the track your session fits into 3-5 bullets of takeaways that attendees will get from your presentation Your complete contact information including name, title, company, telephone number and email The deadline for this call for presentations is Thursday, November 15, so get your submission in soon! PLM Track #1:  Product Insights and Best Practices This track will provide executive attendees and line of business managers with an overview of how Agile PLM has been deployed and used at customers to enable and manage critical product-related business processes including enterprise quality and supplier management, compliance, product cost management, portfolio management, commercialization and software lifecycle management. These sessions will also provide details around how to manage the development and rollout of the solutions and how to achieve and track value. Possible session topics: Software Lifecycle Management Enterprise Quality Management New Product Development Integrated Business Planning ECO effectivity planning Rapid Commercialization             Manage the Design to Release Process for Complex Configured Products PLM for Life Sciences Companies I (Compliant Data Set) PLM for Life Sciences Companies II (eMDR, UDI) Discrete CPG – Private Label Mgmt Cost Management and Strategic Sourcing IP Mgmt in the Semiconductor Industry Implementing the Enterprise Training Record using Agile PLM PLM Track #2: Product Deep Dives & Demos This track is aimed at line of business  and IT managers who would like to understand the benefits of expanding their PLM footprint. The sessions in this track will provide attendees with an up-close and in-depth look Agile PLM’s newer and exciting applications, including analytics and innovation management, and will detail features and functionality that are available in the latest version of Agile PLM Possible session topics: Oracle Product Lifecycle Analytics Integrating PLM with Engineering and Supply Chain Systems Streamline PLM Design to Manufacturing Processes with AutoVue Visualization Solutions         Achieve Environmental Compliance (REACH and ROHS) with Agile Product Governance & Compliance PIM Deep Dive Achieving Integrated Change Control with Agile PLM and E-Business Suite Deploying PLM at Small and Midsize Enterprises Enhancing Oracle PQM w/APQP and 8D functionality Advanced Roles and Privileges – Enabling ITAR Model Unit Effectivity Implementing REACH with 9.3.2 Deploying Job Functions, Functional Teams in 9.3.2 to Improve Your Approval Matrix PLM Track #3: Administration & Integrations This track will provide sessions for Agile administrators, managers and daily Agile PLM users who are preparing to upgrade or looking to extend the use of their current PLM implementation through AIA and process extensions. It will include deeper conversation about Agile PLM features and best practices on managing an Agile PLM infrastructure. Possible session topics: Expand the Value of your Agile Investment with Innovative Process Extension Ideas Ensuring Implementation & Upgrade Success Ensure the Integrity and Accuracy of Product Data Across the Enterprise              Maximize the Benefits of an Integrated Architecture with AIA Integrating your PLM Implementation with ERP               Infrastructure Optimization Expanding Your PLM Implementation PLM Administrator Open Forum Q&A/Discussion FDA Validation Best Practices Best Practices for Managing a large Agile Deployment: Clustering, Load Balancing and Firewalls PLM Track #4: Agile PLM for Process This track is aimed at attendees interested in or currently using Agile PLM for Process. The sessions in this track will go over new features and functionality available in the newest version of PLM for Process and will give attendees an overview on how PLM for Process is being used to manage critical business processes such as formulation, recipe and specification management Possible session topics: PLM for Process Strategy, Roadmap and Update New Product Development and Introduction Effective Product Supplier Collaboration             Leverage Agile Formulation and Compliance to Manage Cost, Compliance, Quality, Labeling and Nutrition Menu Management Innovation Data Management Food Safety/ Introduction of P4P Quality Mgmt PLM Track #5: Agile PLM and Innovation Management This track consists of five sessions, and is for attendees interested in learning more about Oracle’s Agile Innovation Management, an exciting new addition to the Agile PLM application family that redefines the industry’s scope of product lifecycle management. Oracle’s innovation solutions enable companies to collaborate in a focused way among various functional groups (marketing, sales, operations, engineering/R&D and sourcing), combining insights of customer needs/requirements, competition, available technologies, alternate design scenarios and portfolio constraints to deliver what customers truly value. The results are better products, higher margins, greater efficiencies, more satisfied customers and the increased ability to continuously innovate. Possible session topics: Product Innovation Management Solution Overview Product Requirements & Ideation Management Concept Design Management Product Lifecycle Portfolio Management Innovation as a Competitive Differentiator

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  • Is your team is a high-performing team?

    As a child I can remember looking out of the car window as my father drove along the Interstate in Florida while seeing prisoners wearing bright orange jump suits and prison guards keeping a watchful eye on them. The prisoners were taking part in a prison road gang. These road gangs were formed to help the state maintain the state highway infrastructure. The prisoner’s primary responsibilities are to pick up trash and debris from the roadway. This is a prime example of a work group or working group used by most prison systems in the United States. Work groups or working groups can be defined as a collection of individuals or entities working together to achieve a specific goal or accomplish a specific set of tasks. Typically these groups are only established for a short period of time and are dissolved once the desired outcome has been achieved. More often than not group members usually feel as though they are expendable to the group and some even dread that they are even in the group. "A team is a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they are mutually accountable." (Katzenbach and Smith, 1993) So how do you determine that a team is a high-performing team?  This can be determined by three base line criteria that include: consistently high quality output, the promotion of personal growth and well being of all team members, and most importantly the ability to learn and grow as a unit. Initially, a team can successfully create high-performing output without meeting all three criteria, however this will erode over time because team members will feel detached from the group or that they are not growing then the quality of the output will decline. High performing teams are similar to work groups because they both utilize a collection of individuals or entities to accomplish tasks. What distinguish a high-performing team from a work group are its characteristics. High-performing teams contain five core characteristics. These characteristics are what separate a group from a team. The five characteristics of a high-performing team include: Purpose, Performance Measures, People with Tasks and Relationship Skills, Process, and Preparation and Practice. A high-performing team is much more than a work group, and typically has a life cycle that can vary from team to team. The standard team lifecycle consists of five states and is comparable to a human life cycle. The five states of a high-performing team lifecycle include: Formulating, Storming, Normalizing, Performing, and Adjourning. The Formulating State of a team is first realized when the team members are first defined and roles are assigned to all members. This initial stage is very important because it can set the tone for the team and can ultimately determine its success or failure. In addition, this stage requires the team to have a strong leader because team members are normally unclear about specific roles, specific obstacles and goals that my lay ahead of them.  Finally, this stage is where most team members initially meet one another prior to working as a team unless the team members already know each other. The Storming State normally arrives directly after the formulation of a new team because there are still a lot of unknowns amongst the newly formed assembly. As a general rule most of the parties involved in the team are still getting used to the workload, pace of work, deadlines and the validity of various tasks that need to be performed by the group.  In this state everything is questioned because there are so many unknowns. Items commonly questioned include the credentials of others on the team, the actual validity of a project, and the leadership abilities of the team leader.  This can be exemplified by looking at the interactions between animals when they first meet.  If we look at a scenario where two people are walking directly toward each other with their dogs. The dogs will automatically enter the Storming State because they do not know the other dog. Typically in this situation, they attempt to define which is more dominating via play or fighting depending on how the dogs interact with each other. Once dominance has been defined and accepted by both dogs then they will either want to play or leave depending on how the dogs interacted and other environmental variables. Once the Storming State has been realized then the Normalizing State takes over. This state is entered by a team once all the questions of the Storming State have been answered and the team has been tested by a few tasks or projects.  Typically, participants in the team are filled with energy, and comradery, and a strong alliance with team goals and objectives.  A high school football team is a perfect example of the Normalizing State when they start their season.  The player positions have been assigned, the depth chart has been filled and everyone is focused on winning each game. All of the players encourage and expect each other to perform at the best of their abilities and are united by competition from other teams. The Performing State is achieved by a team when its history, working habits, and culture solidify the team as one working unit. In this state team members can anticipate specific behaviors, attitudes, reactions, and challenges are seen as opportunities and not problems. Additionally, each team member knows their role in the team’s success, and the roles of others. This is the most productive state of a group and is where all the time invested working together really pays off. If you look at an Olympic figure skating team skate you can easily see how the time spent working together benefits their performance. They skate as one unit even though it is comprised of two skaters. Each skater has their routine completely memorized as well as their partners. This allows them to anticipate each other’s moves on the ice makes their skating look effortless. The final state of a team is the Adjourning State. This state is where accomplishments by the team and each individual team member are recognized. Additionally, this state also allows for reflection of the interactions between team members, work accomplished and challenges that were faced. Finally, the team celebrates the challenges they have faced and overcome as a unit. Currently in the workplace teams are divided into two different types: Co-located and Distributed Teams. Co-located teams defined as the traditional group of people working together in an office, according to Andy Singleton of Assembla. This traditional type of a team has dominated business in the past due to inadequate technology, which forced workers to primarily interact with one another via face to face meetings.  Team meetings are primarily lead by the person with the highest status in the company. Having personally, participated in meetings of this type, usually a select few of the team members dominate the flow of communication which reduces the input of others in group discussions. Since discussions are dominated by a select few individuals the discussions and group discussion are skewed in favor of the individuals who communicate the most in meetings. In addition, Team members might not give their full opinions on a topic of discussion in part not to offend or create controversy amongst the team and can alter decision made in meetings towards those of the opinions of the dominating team members. Distributed teams are by definition spread across an area or subdivided into separate sections. That is exactly what distributed teams when compared to a more traditional team. It is common place for distributed teams to have team members across town, in the next state, across the country and even with the advances in technology over the last 20 year across the world. These teams allow for more diversity compared to the other type of teams because they allow for more flexibility regarding location. A team could consist of a 30 year old male Italian project manager from New York, a 50 year old female Hispanic from California and a collection of programmers from India because technology allows them to communicate as if they were standing next to one another.  In addition, distributed team members consult with more team members prior to making decisions compared to traditional teams, and take longer to come to decisions due to the changes in time zones and cultural events. However, team members feel more empowered to speak out when they do not agree with the team and to notify others of potential issues regarding the work that the team is doing. Virtual teams which are a subset of the distributed team type is changing organizational strategies due to the fact that a team can now in essence be working 24 hrs a day because of utilizing employees in various time zones and locations.  A primary example of this is with customer services departments, a company can have multiple call centers spread across multiple time zones allowing them to appear to be open 24 hours a day while all a employees work from 9AM to 5 PM every day. Virtual teams also allow human resources departments to go after the best talent for the company regardless of where the potential employee works because they will be a part of a virtual team all that is need is the proper technology to be setup to allow everyone to communicate. In addition to allowing employees to work from home, the company can save space and resources by not having to provide a desk for every team member. In fact, those team members that randomly come into the office can actually share one desk amongst multiple people. This is definitely a cost cutting plus given the current state of the economy. One thing that can turn a team into a high-performing team is leadership. High-performing team leaders need to focus on investing in ongoing personal development, provide team members with direction, structure, and resources needed to accomplish their work, make the right interventions at the right time, and help the team manage boundaries between the team and various external parties involved in the teams work. A team leader needs to invest in ongoing personal development in order to effectively manage their team. People have said that attitude is everything; this is very true about leaders and leadership. A team takes on the attitudes and behaviors of its leaders. This can potentially harm the team and the team’s output. Leaders must concentrate on self-awareness, and understanding their team’s group dynamics to fully understand how to lead them. In addition, always learning new leadership techniques from other effective leaders is also very beneficial. Providing team members with direction, structure, and resources that they need to accomplish their work collectively sounds easy, but it is not.  Leaders need to be able to effectively communicate with their team on how their work helps the company reach for its organizational vision. Conversely, the leader needs to allow his team to work autonomously within specific guidelines to turn the company’s vision into a reality.  This being said the team must be appropriately staffed according to the size of the team’s tasks and their complexity. These tasks should be clear, and be meaningful to the company’s objectives and allow for feedback to be exchanged with the leader and the team member and the leader and upper management. Now if the team is properly staffed, and has a clear and full understanding of what is to be done; the company also must supply the workers with the proper tools to achieve the tasks that they are asked to do. No one should be asked to dig a hole without being given a shovel.  Finally, leaders must reward their team members for accomplishments that they achieve. Awards could range from just a simple congratulatory email, a party to close the completion of a large project, or other monetary rewards. Managing boundaries is very important for team leaders because it can alter attitudes of team members and can add undue stress to the team which will force them to loose focus on the tasks at hand for the group. Team leaders should promote communication between team members so that burdens are shared amongst the team and solutions can be derived from hearing the opinions of multiple sources. This also reinforces team camaraderie and working as a unit. Team leaders must manage the type and timing of interventions as to not create an even bigger mess within the team. Poorly timed interventions can really deflate team members and make them question themselves. This could really increase further and undue interventions by the team leader. Typically, the best time for interventions is when the team is just starting to form so that all unproductive behaviors are removed from the team and that it can retain focus on its agenda. If an intervention is effectively executed the team will feel energized about the work that they are doing, promote communication and interaction amongst the group and improve moral overall. High-performing teams are very import to organizations because they consistently produce high quality output and develop a collective purpose for their work. This drive to succeed allows team members to utilize specific talents allowing for growth in these areas.  In addition, these team members usually take on a sense of ownership with their projects and feel that the other team members are irreplaceable. References: http://blog.assembla.com/assemblablog/tabid/12618/bid/3127/Three-ways-to-organize-your-team-co-located-outsourced-or-global.aspx Katzenbach, J.R. & Smith, D.K. (1993). The Wisdom of Teams: Creating the High-performance Organization. Boston: Harvard Business School.

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  • Probability algorithm: Finding probable correct item in a list (e.g John, John, Jon)

    - by Andrew White
    Hi, Take for example the list (L): John, John, John, John, Jon We are to presume one item is to be correct (e.g. John in this case), and give a probability it is correct. First (and good!) attempt: MostFrequentItem(L).Count / L.Count (e.g. 4/5 or 80% likelihood) But consider the cases: John, John, Jon, Jonny John, John, Jon, Jon I want to consider the likelihood of the correct item being John to be higher in the first list! I know I have to count the SecondMostFrequent Item and compare them. Any ideas? This is really busting my brain! Thx, Andrew

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  • View controllers inside tab bar controller not auto-resizing on rotation

    - by Padawan
    (Correction: the view controllers are not auto-resizing instead of not auto-rotating.) In an iPad app, I have five regular view controllers (not navigation controllers or anything like that) inside a tab bar controller. The tab bar controller is just a plain UITabBarController declared in the app delegate. All the view controllers return YES in the shouldAutorotateToInterfaceOrientation method. On both the simulator and device, on rotation, the tab bar and the current view controller rotate but the currently selected view controller (call it A) does not resize properly. It keeps its portrait width and height (but it is rotated). If I switch to another view controller B and then back to A (without rotating the device again), A appears correctly resized. This happens with any of the five view controllers Why doesn't the currently selected view controller resize immediately on rotation and how do I fix it? Thanks.

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  • How do I set an Array in one class with another array in another class in Objective-C

    - by Stef
    Hi Guys, I've populated and array with data like this in one class... PowerClass .h NSMutableArray pickerArray; @property (nonatomic, retain) NSMutableArray pickerArray; - PowerClass .m @synthesize pickerArray; @implementation NSMutableArray *array = [[NSArray alloc] initWithObjects:@"stef", @"steve", @"baddamans", @"jonny", nil]; pickerArray = [NSMutableArray arrayWithArray:array]; And I'm trying to set the Array in another class WeekClass .h PowerClass *powerClass; NSMutableArray *pickerData; @property (nonatomic, retain) NSMutableArray pickerData; @property (nonatomic, retain) PowerClass *powerClass; WeekClass .m @implementation pickerData = [NSMutableArray arrayWithArray:powerClass.pickerArray]; I have no errors or warnings. It just crashes. The NSLog says that the powerClass.PickerArray is Null... I don't know why this is... Please help point me in the right direction... Thanx guys Stef :-)

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  • In TSQL (SQL Server), How do I insert multiple rows WITHOUT repeating the "INSERT INTO dbo.Blah" par

    - by Timothy Khouri
    I know I've done this before years ago, but I can't remember the syntax, and I can't find it anywhere due to pulling up tons of help docs and articles about "bulk imports". Here's what I want to do, but the syntax is not exactly right... please, someone who has done this before, help me out :) INSERT INTO dbo.MyTable (ID, Name) VALUES (123, 'Timmy'), (124, 'Jonny'), (125, 'Sally') I know that this is close to the right syntax. I might need the word "BULK" in there, or something, I can't remember. Any idea?

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  • How do I set an array in one class with another array in another class

    - by Stef
    I've populated and array with data like this in one class... PowerClass.h NSMutableArray pickerArray; @property (nonatomic, retain) NSMutableArray pickerArray; - PowerClass.m @synthesize pickerArray; @implementation NSMutableArray *array = [[NSArray alloc] initWithObjects:@"stef", @"steve", @"baddamans", @"jonny", nil]; pickerArray = [NSMutableArray arrayWithArray:array]; And I'm trying to set the Array in another class WeekClass.h PowerClass *powerClass; NSMutableArray *pickerData; @property (nonatomic, retain) NSMutableArray pickerData; @property (nonatomic, retain) PowerClass *powerClass; WeekClass.m @implementation pickerData = [NSMutableArray arrayWithArray:powerClass.pickerArray]; I have no errors or warnings. It just crashes. The NSLog says that the powerClass.pickerArray is NULL. Please help point me in the right direction.

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  • Algorithm - Numbering for TOC (Table of Contents)

    - by belisarius
    I want to implement a VBA function to number Excel rows based upon the grouping depth of the row. But I think a general algorithm for generating TOCs is more interesting. The problem is: Given a list of "indented" lines such as One Two Three Four Five Six (the "indentation level" may be assumed to be known and part of the input data) To generate the following output: 1. One 1.1 Two 1.1.1 Three 1.1.1.1 Four 1.2 Five 2. Six Of course my code is up and running ... and also hidden under THWoS (The Heavy Weight of Shame)

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