Search Results

Search found 2529 results on 102 pages for 'term'.

facebook twitter digg google delicious technorati stumbleupon myspace wordpress linkedin gmail igoogle windows live tumblr viadeo yahoo buzz yahoo mail yahoo bookmarks favorites email print

Page 16/102 | < Previous Page | 12 13 14 15 16 17 18 19 20 21 22 23  | Next Page >

  • Google API to figure how many times a keyword is searched.

    - by Gal
    Is there a Google API tool to get how many times a specific term was searched between a certain interval (month/day/year)? From my understanding, what I'm looking for is similar to Google Keywords Tool, but I prefer not to fill in their captcha everytime, and I want to know only the statistics that suit the entered term. Does Google/others offer an API to do this?

    Read the article

  • Need help with implementation of the jQuery LiveUpdate routine

    - by miCRoSCoPiC_eaRthLinG
    Hey all, Has anyone worked with the LiveUpdate function (may be a bit of a misnomer) found on this page? It's not really a live search/update function, but a quick filtering mechanism for a pre-existing list, based on the pattern you enter in a text field. For easier reference, I'm pasting the entire function in here: jQuery.fn.liveUpdate = function(list){ list = jQuery(list); if ( list.length ) { var rows = list.children('li'), cache = rows.map(function(){ return this.innerHTML.toLowerCase(); }); this .keyup(filter).keyup() .parents('form').submit(function(){ return false; }); } return this; function filter(){ var term = jQuery.trim( jQuery(this).val().toLowerCase() ), scores = []; if ( !term ) { rows.show(); } else { rows.hide(); cache.each(function(i){ var score = this.score(term); if (score > 0) { scores.push([score, i]); } }); jQuery.each(scores.sort(function(a, b){return b[0] - a[0];}), function(){ jQuery(rows[ this[1] ]).show(); }); } } }; I have this list, with members as the ID. And a text field with say, qs as ID. I tried binding the function in the following manner: $( '#qs' ).liveUpdate( '#members' ); But when I do this, the function is called only ONCE when the page is loaded (I put in some console.logs in the function) but never after when text is keyed into the text field. I also tried calling the routine from the keyup() function of qs. $( '#qs' ).keyup( function() { $( this ).liveUpdate( '#members' ); }); This ends up going into infinite loops (almost) and halting with "Too much recursion" errors. So can anyone please shed some light on how I am supposed to actually implement this function? Also while you are at it, can someone kindly explain this line to me: var score = this.score(term); What I want to know is where this member method score() is coming from? I didn't find any such method built into JS or jQuery. Thanks for all the help, m^e

    Read the article

  • What is Lazy Loading?

    - by Brian Boatright
    What is Lazy Loading? [Edit after reading a few answers] Why do people use this term so often? Say you just use a ASP/ADO recordset and load it with data or ADO.NET Datasource for a gridview. I guess I should have asked why people use the term Lazy Loading, what "other" types are their?

    Read the article

  • Zend_Search_Lucene range query error

    - by Maurice
    I have set up each document with a date field. (keyword) Values stored in it are in this format; 20100511 Each time I try to perform a ranged query, I get the following error: date:[10000000 TO 20000000] At least one range query boundary term must be non-empty term Anyone got a clue?

    Read the article

  • What are lightweight events?

    - by Vitali Climenco
    Ran a handful of times into the term lightweight event. The texts were not accompanied by any code snippets to figure out the idea behind the term. I would really appreciate it if anyone could explain what are lightweight events about and throw in an example.

    Read the article

  • Wordpress: Retriving posts of a specific custom category in a custom taxonomy

    - by Extrakun
    I am able to retrieve all the posts from a custom category with this call to WP_Query $q = new WP_Query(array( 'taxonomy' => 'jh-portfolio-category', 'term' => 0, 'post_type' => 'jh-portfolio' )); However, let say within the jh-portfolio-category taxonomy I have defined some sub-categories, how do I specify I wish to have posts from a specific sub-category? Changing the 'term' property to the term_id as presented in wp_term_taxonomy doesn't seem to work.

    Read the article

  • How to match multiple substrings in jQuery combobox autocomplete

    - by John R
    I found more than a couple examples of this with a plain jquery autocomplete but not in a way that will work with the autocomplete included in the combobox code from the demo because the structure of the code is structured so differently. I want to match every item that has all of the search tokens anywhere in any word. I don't need to match the start of any word, any part of it is fine. I don't care if the search strings are highlighted in the autocomplete list if that makes things too complicated. Desired search/result combos: (please excuse the spacing) "fi th" "fi rst second th ird" "rs on" "fi rs t sec on d third" "ec rd" "first s ec ond thi rd" but not limited to any max/min length or number of tokens. EDIT I figured part of it out using the code structure from the other autocorrect I had working. source: function( requestObj, responseFunc ) { var matchArry = $("select > option").map(function(){return this.innerHTML;}).get(); var srchTerms = $.trim(requestObj.term).split(/\s+/); // For each search term, remove non-matches $.each (srchTerms, function (J, term) { var regX = new RegExp (term, "i"); matchArry = $.map (matchArry, function (item) { if( regX.test(item) ){ return{ label: item, value: item, option: HTMLOptionElement } ? item :null; } } ); }); // Return the match results responseFunc (matchArry); }, and select: function( event, ui ) { ui.item.option.selected = true; self._trigger( "selected", event, { item: ui.item.option }); $("destination").val(ui.item.value); // I added this line }, but I can't get both multiple words AND being able to click to select working at the same time. If I remove the } ? item :null; on the return in the map function I can click to select an item. If I leave it I can type multiple words, but I can't click any of the items... Is that the problem or the option: this? I've tried replacing it with HTMLOptionElement and null and I'm stuck. I am able to set the value of another field with ui.item.value within the select label but that doesn't put the value in the search box or close the dropdown menu. Fiddle of current code: http://jsfiddle.net/eY3hM/

    Read the article

  • More then one emacs terminal

    - by Mad Wombat
    I am getting more and more used to doing everything from inside emacs, but it seems that eshell, shell and term will only run one instance each. Is there a way to run multiple terminals (preferably term) inside emacs?

    Read the article

  • More than one emacs terminal

    - by Mad Wombat
    I am getting more and more used to doing everything from inside emacs, but it seems that eshell, shell and term will only run one instance each. Is there a way to run multiple terminals (preferably term) inside emacs?

    Read the article

  • How to implement a list fold in Java

    - by Peter Kofler
    I have a List and want to reduce it to a single value (functional programing term "fold", Ruby term "inject"), like Arrays.asList("a", "b", "c") ... fold ... "a,b,c" As I am infected with functional programing ideas (Scala), I am looking for an easier/shorter way to code it than sb = new StringBuilder for ... { append ... } sb.toString

    Read the article

  • Full-time programmer or software development consultant?

    - by DV
    In your opinion and experience, what's best - working full-time and long-term for one company, or part-time short-term on many smaller projects or parts of projects? What do you think are the pros and cons of both? I heard that being a consultant is more profitable and one would pick up more experience. Does that beat an 8 hours by 5 days (thanks to Jon Limjap for correction :)) job of coding in a cubicle?

    Read the article

  • Do spaces in your URL (%20) have a negative impact on SEO?

    - by Kevin
    All the articles I Googled on this subject are dated back in 2004-2005. Basically I am structuring precanned searches, and it is based off of categories the client will input. Example content/(term name)/index.htm Does it matter if I used the raw term with a space, which is converted to %20 in the URL, or should I convert the link to '-' and remove that before querying for results? I already have it working, but does anyone know if this definitely has a negative impact on SEO and ranking?

    Read the article

  • PASS: Bylaw Changes

    - by Bill Graziano
    While you’re reading this, a post should be going up on the PASS blog on the plans to change our bylaws.  You should be able to find our old bylaws, our proposed bylaws and a red-lined version of the changes.  We plan to listen to feedback until March 31st.  At that point we’ll decide whether to vote on these changes or take other action. The executive summary is that we’re adding a restriction to prevent more than two people from the same company on the Board and eliminating the Board’s Officer Appointment Committee to have Officers directly elected by the Board.  This second change better matches how officer elections have been conducted in the past. The Gritty Details Our scope was to change bylaws to match how PASS actually works and tackle a limited set of issues.  Changing the bylaws is hard.  We’ve been working on these changes since the March board meeting last year.  At that meeting we met and talked through the issues we wanted to address.  In years past the Board has tried to come up with language and then we’ve discussed and negotiated to get to the result.  In March, we gave HQ guidance on what we wanted and asked them to come up with a starting point.  Hannes worked on building us an initial set of changes that we could work our way through.  Discussing changes like this over email is difficult wasn’t very productive.  We do a much better job on this at the in-person Board meetings.  Unfortunately there are only 2 or 3 of those a year. In August we met in Nashville and spent time discussing the changes.  That was also the day after we released the slate for the 2010 election. The discussion around that colored what we talked about in terms of these changes.  We talked very briefly at the Summit and again reviewed and revised the changes at the Board meeting in January.  This is the result of those changes and discussions. We made numerous small changes to clean up language and make wording more clear.  We also made two big changes. Director Employment Restrictions The first is that only two people from the same company can serve on the Board at the same time.  The actual language in section VI.3 reads: A maximum of two (2) Directors who are employed by, or who are joint owners or partners in, the same for-profit venture, company, organization, or other legal entity, may concurrently serve on the PASS Board of Directors at any time. The definition of “employed” is at the sole discretion of the Board. And what a mess this turns out to be in practice.  Our membership is a hodgepodge of interlocking relationships.  Let’s say three Board members get together and start a blog service for SQL Server bloggers.  It’s technically for-profit.  Let’s assume it makes $8 in the first year.  Does that trigger this clause?  (Technically yes.)  We had a horrible time trying to write language that covered everything.  All the sample bylaws that we found were just as vague as this. That led to the third clause in this section.  The first sentence reads: The Board of Directors reserves the right, strictly on a case-by-case basis, to overrule the requirements of Section VI.3 by majority decision for any single Director’s conflict of employment. We needed some way to handle the trivial issues and exercise some judgment.  It seems like a public vote is the best way.  This discloses the relationship and gets each Board member on record on the issue.   In practice I think this clause will rarely be used.  I think this entire section will only be invoked for actual employment issues and not for small side projects.  In either case we have the mechanisms in place to handle it in a public, transparent way. That’s the first and third clauses.  The second clause says that if your situation changes and you fall afoul of this restriction you need to notify the Board.  The clause further states that if this new job means a Board members violates the “two-per-company” rule the Board may request their resignation.  The Board can also  allow the person to continue serving with a majority vote.  I think this will also take some judgment.  Consider a person switching jobs that leads to three people from the same company.  I’m very likely to ask for someone to resign if all three are two weeks into a two year term.  I’m unlikely to ask anyone to resign if one is two weeks away from ending their term.  In either case, the decision will be a public vote that we can be held accountable for. One concern that was raised was whether this would affect someone choosing to accept a job.  I think that’s a choice for them to make.  PASS is clearly stating its intent that only two directors from any one organization should serve at any time.  Once these bylaws are approved, this policy should not come as a surprise to any potential or current Board members considering a job change.  This clause isn’t perfect.  The biggest hole is business relationships that aren’t defined above.  Let’s say that two employees from company “X” serve on the Board.  What happens if I accept a full-time consulting contract with that company?  Let’s assume I’m working directly for one of the two existing Board members.  That doesn’t violate section VI.3.  But I think it’s clearly the kind of relationship we’d like to prevent.  Unfortunately that was even harder to write than what we have now.  I fully expect that in the next revision of the bylaws we’ll address this.  It just didn’t make it into this one. Officer Elections The officer election process received a slightly different rewrite.  Our goal was to codify in the bylaws the actual process we used to elect the officers.  The officers are the President, Executive Vice-President (EVP) and Vice-President of Marketing.  The Immediate Past President (IPP) is also an officer but isn’t elected.  The IPP serves in that role for two years after completing their term as President.  We do that for continuity’s sake.  Some organizations have a President-elect that serves for one or two years.  The group that founded PASS chose to have an IPP. When I started on the Board, the Nominating Committee (NomCom) selected the slate for the at-large directors and the slate for the officers.  There was always one candidate for each officer position.  It wasn’t really an election so much as the NomCom decided who the next person would be for each officer position.  Behind the scenes the Board worked to select the best people for the role. In June 2009 that process was changed to bring it line with what actually happens.  An Officer Appointment Committee was created that was a subset of the Board.  That committee would take time to interview the candidates and present a slate to the Board for approval.  The majority vote of the Board would determine the officers for the next two years.  In practice the Board itself interviewed the candidates and conducted the elections.  That means it was time to change the bylaws again. Section VII.2 and VII.3 spell out the process used to select the officers.  We use the phrase “Officer Appointment” to separate it from the Director election but the end result is that the Board elects the officers.  Section VII.3 starts: Officers shall be appointed bi-annually by a majority of all the voting members of the Board of Directors. Everything else revolves around that sentence.  We use the word appoint but they truly are elected.  There are details in the bylaws for term limits, minimum requirements for President (1 prior term as an officer), tie breakers and filling vacancies. In practice we will have an election for President, then an election for EVP and then an election for VP Marketing.  That means that losing candidates will be able to fall down the ladder and run for the next open position.  Another point to note is that officers aren’t at-large directors.  That means if a current sitting officer loses all three elections they are off the Board.  Having Board member votes public will help with the transparency of this approach. This process has a number of positive and negatives.  The biggest concern I expect to hear is that our members don’t directly choose the officers.  I’m going to try and list all the positives and negatives of this approach. Many non-profits value continuity and are slower to change than a business.  On the plus side this promotes that.  On the negative side this promotes that.  If we change too slowly the members complain that we aren’t responsive.  If we change too quickly we make mistakes and fail at various things.  We’ve been criticized for both of those lately so I’m not entirely sure where to draw the line.  My rough assumption to this point is that we’re going too slow on governance and too quickly on becoming “more than a Summit.”  This approach creates competition in the officer elections.  If you are an at-large director there is no consequence to losing an election.  If you are an officer the only way to stay on the Board is to win an officer election or an at-large election.  If you are an officer and lose an election you can always run for the next office down.  This makes it very easy for multiple people to contest an election. There is value in a person moving through the officer positions up to the Presidency.  Having the Board select the officers promotes this.  The down side is that it takes a LOT of time to get to the Presidency.  We’ve had good people struggle with burnout.  We’ve had lots of discussion around this.  The process as we’ve described it here makes it possible for someone to move quickly through the ranks but doesn’t prevent people from working their way up through each role. We talked long and hard about having the officers elected by the members.  We had a self-imposed deadline to complete these changes prior to elections this summer. The other challenge was that our original goal was to make the bylaws reflect our actual process rather than create a new one.  I believe we accomplished this goal. We ran out of time to consider this option in the detail it needs.  Having member elections for officers needs a number of problems solved.  We would need a way for candidates to fall through the election.  This is what promotes competition.  Without this few people would risk an election and we’ll be back to one candidate per slot.  We need to do this without having multiple elections.  We may be able to copy what other organizations are doing but I was surprised at how little I could find on other organizations.  We also need a way for people that lose an officer election to win an at-large election.  Otherwise we’ll have very little competition for officers. This brings me to an area that I think we as a Board haven’t done a good job.  We haven’t built a strong process to tell you who is doing a good job and who isn’t.  This is a double-edged sword.  I don’t want to highlight Board members that are failing.  That’s not a good way to get people to volunteer and run for the Board.  But I also need a way let the members make an informed choice about who is doing a good job and would make a good officer.  Encouraging Board members to blog, publishing minutes and making votes public helps in that regard but isn’t the final answer.  I don’t know what the final answer is yet.  I do know that the Board members themselves are uniquely positioned to know which other Board members are doing good work.  They know who speaks up in meetings, who works to build consensus, who has good ideas and who works with the members.  What I Could Do Better I’ve learned a lot writing this about how we communicated with our members.  The next time we revise the bylaws I’d do a few things differently.  The biggest change would be to provide better documentation.  The March 2009 minutes provide a very detailed look into what changes we wanted to make to the bylaws.  Looking back, I’m a little surprised at how closely they matched our final changes and covered the various arguments.  If you just read those you’d get 90% of what we eventually changed.  Nearly everything else was just details around implementation.  I’d also consider publishing a scope document defining exactly what we were doing any why.  I think it really helped that we had a limited, defined goal in mind.  I don’t think we did a good job communicating that goal outside the meeting minutes though. That said, I wish I’d blogged more after the August and January meeting.  I think it would have helped more people to know that this change was coming and to be ready for it. Conclusion These changes address two big concerns that the Board had.  First, it prevents a single organization from dominating the Board.  Second, it codifies and clearly spells out how officers are elected.  This is the process that was previously followed but it was somewhat murky.  These changes bring clarity to this and clearly explain the process the Board will follow. We’re going to listen to feedback until March 31st.  At that time we’ll decide whether to approve these changes.  I’m also assuming that we’ll start another round of changes in the next year or two.  Are there other issues in the bylaws that we should tackle in the future?

    Read the article

  • Deferred rendering with VSM - Scaling light depth loses moments

    - by user1423893
    I'm calculating my shadow term using a VSM method. This works correctly when using forward rendered lights but fails with deferred lights. // Shadow term (1 = no shadow) float shadow = 1; // [Light Space -> Shadow Map Space] // Transform the surface into light space and project // NB: Could be done in the vertex shader, but doing it here keeps the // "light shader" abstraction and doesn't limit the number of shadowed lights float4x4 LightViewProjection = mul(LightView, LightProjection); float4 surf_tex = mul(position, LightViewProjection); // Re-homogenize // 'w' component is not used in later calculations so no need to homogenize (it will equal '1' if homogenized) surf_tex.xyz /= surf_tex.w; // Rescale viewport to be [0,1] (texture coordinate system) float2 shadow_tex; shadow_tex.x = surf_tex.x * 0.5f + 0.5f; shadow_tex.y = -surf_tex.y * 0.5f + 0.5f; // Half texel offset //shadow_tex += (0.5 / 512); // Scaled distance to light (instead of 'surf_tex.z') float rescaled_dist_to_light = dist_to_light / LightAttenuation.y; //float rescaled_dist_to_light = surf_tex.z; // [Variance Shadow Map Depth Calculation] // No filtering float2 moments = tex2D(ShadowSampler, shadow_tex).xy; // Flip the moments values to bring them back to their original values moments.x = 1.0 - moments.x; moments.y = 1.0 - moments.y; // Compute variance float E_x2 = moments.y; float Ex_2 = moments.x * moments.x; float variance = E_x2 - Ex_2; variance = max(variance, Bias.y); // Surface is fully lit if the current pixel is before the light occluder (lit_factor == 1) // One-tailed inequality valid if float lit_factor = (rescaled_dist_to_light <= moments.x - Bias.x); // Compute probabilistic upper bound (mean distance) float m_d = moments.x - rescaled_dist_to_light; // Chebychev's inequality float p = variance / (variance + m_d * m_d); p = ReduceLightBleeding(p, Bias.z); // Adjust the light color based on the shadow attenuation shadow *= max(lit_factor, p); This is what I know for certain so far: The lighting is correct if I do not try and calculate the shadow term. (No shadows) The shadow term is correct when calculated using forward rendered lighting. (VSM works with forward rendered lights) With the current rescaled light distance (lightAttenuation.y is the far plane value): float rescaled_dist_to_light = dist_to_light / LightAttenuation.y; The light is correct and the shadow appears to be zoomed in and misses the blurring: When I do not rescale the light and use the homogenized 'surf_tex': float rescaled_dist_to_light = surf_tex.z; the shadows are blurred correctly but the lighting is incorrect and the cube model is no longer lit Why is scaling by the far plane value (LightAttenuation.y) zooming in too far? The only other factor involved is my world pixel position, which is calculated as follows: // [Position] float4 position; // [Screen Position] position.xy = input.PositionClone.xy; // Use 'x' and 'y' components already homogenized for uv coordinates above position.z = tex2D(DepthSampler, texCoord).r; // No need to homogenize 'z' component position.z = 1.0 - position.z; position.w = 1.0; // 1.0 = position.w / position.w // [World Position] position = mul(position, CameraViewProjectionInverse); // Re-homogenize position (xyz AND w, otherwise shadows will bend when camera is close) position.xyz /= position.w; position.w = 1.0; Using the inverse matrix of the camera's view x projection matrix does work for lighting but maybe it is incorrect for shadow calculation? EDIT: Light calculations for shadow including 'dist_to_light' // Work out the light position and direction in world space float3 light_position = float3(LightViewInverse._41, LightViewInverse._42, LightViewInverse._43); // Direction might need to be negated float3 light_direction = float3(-LightViewInverse._31, -LightViewInverse._32, -LightViewInverse._33); // Unnormalized light vector float3 dir_to_light = light_position - position; // Direction from vertex float dist_to_light = length(dir_to_light); // Normalise 'toLight' vector for lighting calculations dir_to_light = normalize(dir_to_light); EDIT2: These are the calculations for the moments (depth) //============================================= //---[Vertex Shaders]-------------------------- //============================================= DepthVSOutput depth_VS( float4 Position : POSITION, uniform float4x4 shadow_view, uniform float4x4 shadow_view_projection) { DepthVSOutput output = (DepthVSOutput)0; // First transform position into world space float4 position_world = mul(Position, World); output.position_screen = mul(position_world, shadow_view_projection); output.light_vec = mul(position_world, shadow_view).xyz; return output; } //============================================= //---[Pixel Shaders]--------------------------- //============================================= DepthPSOutput depth_PS(DepthVSOutput input) { DepthPSOutput output = (DepthPSOutput)0; // Work out the depth of this fragment from the light, normalized to [0, 1] float2 depth; depth.x = length(input.light_vec) / FarPlane; depth.y = depth.x * depth.x; // Flip depth values to avoid floating point inaccuracies depth.x = 1.0f - depth.x; depth.y = 1.0f - depth.y; output.depth = depth.xyxy; return output; } EDIT 3: I have tried the folloiwng: float4 pp; pp.xy = input.PositionClone.xy; // Use 'x' and 'y' components already homogenized for uv coordinates above pp.z = tex2D(DepthSampler, texCoord).r; // No need to homogenize 'z' component pp.z = 1.0 - pp.z; pp.w = 1.0; // 1.0 = position.w / position.w // Determine the depth of the pixel with respect to the light float4x4 LightViewProjection = mul(LightView, LightProjection); float4x4 matViewToLightViewProj = mul(CameraViewProjectionInverse, LightViewProjection); float4 vPositionLightCS = mul(pp, matViewToLightViewProj); float fLightDepth = vPositionLightCS.z / vPositionLightCS.w; // Transform from light space to shadow map texture space. float2 vShadowTexCoord = 0.5 * vPositionLightCS.xy / vPositionLightCS.w + float2(0.5f, 0.5f); vShadowTexCoord.y = 1.0f - vShadowTexCoord.y; // Offset the coordinate by half a texel so we sample it correctly vShadowTexCoord += (0.5f / 512); //g_vShadowMapSize This suffers the same problem as the second picture. I have tried storing the depth based on the view x projection matrix: output.position_screen = mul(position_world, shadow_view_projection); //output.light_vec = mul(position_world, shadow_view); output.light_vec = output.position_screen; depth.x = input.light_vec.z / input.light_vec.w; This gives a shadow that has lots surface acne due to horrible floating point precision errors. Everything is lit correctly though. EDIT 4: Found an OpenGL based tutorial here I have followed it to the letter and it would seem that the uv coordinates for looking up the shadow map are incorrect. The source uses a scaled matrix to get the uv coordinates for the shadow map sampler /// <summary> /// The scale matrix is used to push the projected vertex into the 0.0 - 1.0 region. /// Similar in role to a * 0.5 + 0.5, where -1.0 < a < 1.0. /// <summary> const float4x4 ScaleMatrix = float4x4 ( 0.5, 0.0, 0.0, 0.0, 0.0, -0.5, 0.0, 0.0, 0.0, 0.0, 0.5, 0.0, 0.5, 0.5, 0.5, 1.0 ); I had to negate the 0.5 for the y scaling (M22) in order for it to work but the shadowing is still not correct. Is this really the correct way to scale? float2 shadow_tex; shadow_tex.x = surf_tex.x * 0.5f + 0.5f; shadow_tex.y = surf_tex.y * -0.5f + 0.5f; The depth calculations are exactly the same as the source code yet they still do not work, which makes me believe something about the uv calculation above is incorrect.

    Read the article

  • Polynomial division overloading operator

    - by Vlad
    Ok. here's the operations i successfully code so far thank's to your help: Adittion: polinom operator+(const polinom& P) const { polinom Result; constIter i = poly.begin(), j = P.poly.begin(); while (i != poly.end() && j != P.poly.end()) { //logic while both iterators are valid if (i->pow > j->pow) { //if the current term's degree of the first polynomial is bigger Result.insert(i->coef, i->pow); i++; } else if (j->pow > i->pow) { // if the other polynomial's term degree is bigger Result.insert(j->coef, j->pow); j++; } else { // if both are equal Result.insert(i->coef + j->coef, i->pow); i++; j++; } } //handle the remaining items in each list //note: at least one will be equal to end(), but that loop will simply be skipped while (i != poly.end()) { Result.insert(i->coef, i->pow); ++i; } while (j != P.poly.end()) { Result.insert(j->coef, j->pow); ++j; } return Result; } Subtraction: polinom operator-(const polinom& P) const //fixed prototype re. const-correctness { polinom Result; constIter i = poly.begin(), j = P.poly.begin(); while (i != poly.end() && j != P.poly.end()) { //logic while both iterators are valid if (i->pow > j->pow) { //if the current term's degree of the first polynomial is bigger Result.insert(-(i->coef), i->pow); i++; } else if (j->pow > i->pow) { // if the other polynomial's term degree is bigger Result.insert(-(j->coef), j->pow); j++; } else { // if both are equal Result.insert(i->coef - j->coef, i->pow); i++; j++; } } //handle the remaining items in each list //note: at least one will be equal to end(), but that loop will simply be skipped while (i != poly.end()) { Result.insert(i->coef, i->pow); ++i; } while (j != P.poly.end()) { Result.insert(j->coef, j->pow); ++j; } return Result; } Multiplication: polinom operator*(const polinom& P) const { polinom Result; constIter i, j, lastItem = Result.poly.end(); Iter it1, it2, first, last; int nr_matches; for (i = poly.begin() ; i != poly.end(); i++) { for (j = P.poly.begin(); j != P.poly.end(); j++) Result.insert(i->coef * j->coef, i->pow + j->pow); } Result.poly.sort(SortDescending()); lastItem--; while (true) { nr_matches = 0; for (it1 = Result.poly.begin(); it1 != lastItem; it1++) { first = it1; last = it1; first++; for (it2 = first; it2 != Result.poly.end(); it2++) { if (it2->pow == it1->pow) { it1->coef += it2->coef; nr_matches++; } } nr_matches++; do { last++; nr_matches--; } while (nr_matches != 0); Result.poly.erase(first, last); } if (nr_matches == 0) break; } return Result; } Division(Edited): polinom operator/(const polinom& P) { polinom Result, temp; Iter i = poly.begin(); constIter j = P.poly.begin(); if (poly.size() < 2) { if (i->pow >= j->pow) { Result.insert(i->coef, i->pow - j->pow); *this = *this - Result; } } else { while (true) { if (i->pow >= j->pow) { Result.insert(i->coef, i->pow - j->pow); temp = Result * P; *this = *this - temp; } else break; } } return Result; } The first three are working correctly but division doesn't as it seems the program is in a infinite loop. Update Because no one seems to understand how i thought the algorithm, i'll explain: If the dividend contains only one term, we simply insert the quotient in Result, then we multiply it with the divisor ans subtract it from the first polynomial which stores the remainder. If the polynomial we do this until the second polynomial( P in this case) becomes bigger. I think this algorithm is called long division, isn't it? So based on these, can anyone help me with overloading the / operator correctly for my class? Thanks!

    Read the article

  • Why We Should Learn to Stop Worrying and Love Millennials

    - by HCM-Oracle
    By Christine Mellon Much is said and written about the new generations of employees entering our workforce, as though they are a strange specimen, a mysterious life form to be “figured out,” accommodated and engaged – at a safe distance, of course.  At its worst, this talk takes a critical and disapproving tone, with baby boomer employees adamantly refusing to validate this new breed of worker, let alone determine how to help them succeed and achieve their potential.   The irony of our baby-boomer resentments and suspicions is that they belie the fact that we created the very vision that younger employees are striving to achieve.  From our frustrations with empty careers that did not fulfill us, from our opposition to “the man,” from our sharp memories of our parents’ toiling for 30 years just for the right to retire, from the simple desire not to live our lives in a state of invisibility, came the seeds of hope for something better. One characteristic of Millennial workers that grew from these seeds is the desire to experience as much as possible.  They are the “Experiential Employee”, with a passion for growing in diverse ways and expanding personal and professional horizons.  Rather than rooting themselves in a single company for a career, or even in a single career path, these employees are committed to building a broad portfolio of experiences and capabilities that will enable them to make a difference and to leave a mark of significance in the world.  How much richer is the organization that nurtures and leverages this inclination?  Our curmudgeonly ways must be surrendered and our focus redirected toward building the next generation of talent ecosystems, if we are to optimize what future generations have to offer.   Accelerating Professional Development In spite of our Boomer grumblings about Millennials’ “unrealistic” expectations, the truth is that we have a well-matched set of circumstances.  We have executives-in-waiting who want to learn quickly and a concurrent, urgent need to ramp up their development time, based on anticipated high levels of retirement in the next 10+ years.  Since we need to rapidly skill up these heirs to the corporate kingdom, isn’t it a fortunate coincidence that they are hungry to learn, develop and move fluidly throughout our organizations??  So our challenge now is to efficiently operationalize the wisdom we have acquired about effective learning and development.   We have already evolved from classroom-based models to diverse instructional methods.  The next step is to find the best approaches to help younger employees learn quickly and apply new learnings in an impactful way.   Creating temporary or even permanent functional partnerships among Millennial employees is one way to maximize outcomes.  This might take the form of 2 or more employees owning aspects of what once fell under a single role.  While one might argue this would mean duplication of resources, it could be a short term cost while employees come up to speed.  And the potential benefits would be numerous:  leveraging and validating the inherent sense of community of new generations, creating cross-functional skills with broad applicability, yielding additional perspectives and approaches to traditional work outcomes, and accelerating the performance curve for incumbents through Cooperative Learning (Johnson, D. and Johnson R., 1989, 1999).  This well-researched teaching strategy, where students support each other in the absorption and application of new information, has been shown to deliver faster, more efficient learning, and greater retention. Alternately, perhaps short term contracts with exiting retirees, or former retirees, to help facilitate the development of following generations may have merit.  Again, a short term cost, certainly.  However, the gains realized in shortening the learning curve, and strengthening engagement are substantial and lasting. Ultimately, there needs to be creative thinking applied for each organization on how to accelerate the capabilities of our future leaders in unique ways that mesh with current culture. The manner in which performance is evaluated must finally shift as well.  Employees will need to be assessed on how well they have developed key skills and capabilities vs. end-to-end mastery of functional positions they have no interest in keeping for an entire career. As we become more comfortable in placing greater and greater weight on competencies vs. tasks, we will realize increased organizational agility via this new generation of workers, which will be further enhanced by their natural flexibility and appetite for change. Revisiting Succession  For many years, organizations have failed to deliver desired succession planning outcomes.  According to CEB’s 2013 research, only 28% of current leaders were pre-identified in a succession plan. These disappointing results, along with the entrance of the experiential, Millennial employee into the workforce, may just provide the needed impetus for HR to reinvent succession processes.   We have recognized that the best professional development efforts are not always linear, and the time has come to fully adopt this philosophy in regard to succession as well.  Paths to specific organizational roles will not look the same for newer generations who seek out unique learning opportunities, without consideration of a singular career destination.  Rather than charting particular jobs as precursors for key positions, the experiences and skills behind what makes an incumbent successful must become essential in succession mapping.  And the multitude of ways in which those experiences and skills may be acquired must be factored into the process, along with the individual employee’s level of learning agility. While this may seem daunting, it is necessary and long overdue.  We have talked about the criticality of competency-based succession, however, we have not lived up to our own rhetoric.  Many Boomers have experienced the same frustration in our careers; knowing we are capable of shining in a particular role, but being denied the opportunity due to how our career history lined up, on paper, with documented job requirements.  These requirements usually emphasized past jobs/titles and specific tasks, versus capabilities, drive and willingness (let alone determination) to learn new things.  How satisfying would it be for us to leave a legacy where such narrow thinking no longer applies and potential is amplified? Realizing Diversity Another bloom from the seeds we Boomers have tried to plant over the past decades is a completely evolved view of diversity.  Millennial employees assume a diverse workforce, and are startled by anything less.  Their social tolerance, nurtured by wide and diverse networks, is unprecedented.  College graduates expect a similar landscape in the “real world” to what they experienced throughout their lives.  They appreciate and seek out divergent points of view and experiences without needing any persuasion.  The face of our U.S. workforce will likely see dramatic change as Millennials apply their fresh take on hiring and building strong teams, with an inherent sense of inclusion.  This wonderful aspect of the Millennial wave should be celebrated and strongly encouraged, as it is the fulfillment of our own aspirations. Future Perfect The Experiential Employee is operating more as a free agent than a long term player, and their commitment will essentially last as long as meaningful organizational culture and personal/professional opportunities keep their interest.  As Boomers, we have laid the foundation for this new, spirited employment attitude, and we should take pride in knowing that.  Generations to come will challenge organizations to excel in how they identify, manage and nurture talent. Let’s support and revel in the future that we’ve helped invent, rather than lament what we think has been lost.  After all, the future is always connected to the past.  And as so eloquently phrased by Antoine Lavoisier, French nobleman, chemist and politico:  “Nothing is Lost, Nothing is Created, and Everything is Transformed.” Christine has over 25 years of diverse HR experience.  She has held HR consulting and corporate roles, including CHRO positions for Echostar in Denver, a 6,000+ employee global engineering firm, and Aepona, a startup software firm, successfully acquired by Intel. Christine is a resource to Oracle clients, to assist in Human Capital Management strategy development and implementation, compensation practices, talent development initiatives, employee engagement, global HR management, and integrated HR systems and processes that support the full employee lifecycle. 

    Read the article

  • Searching a set of data with multiple terms using Linq

    - by Cj Anderson
    I'm in the process of moving from ADO.NET to Linq. The application is a directory search program to look people up. The users are allowed to type the search criteria into a single textbox. They can separate each term with a space, or wrap a phrase in quotes such as "park place" to indicate that it is one term. Behind the scenes the data comes from a XML file that has about 90,000 records in it and is about 65 megs. I load the data into a DataTable and then use the .Select method with a SQL query to perform the searches. The query I pass is built from the search terms the user passed. I split the string from the textbox into an array using a regular expression that will split everything into a separate element that has a space in it. However if there are quotes around a phrase, that becomes it's own element in the array. I then end up with a single dimension array with x number of elements, which I iterate over to build a long query. I then build the search expression below: query = query & _ "((userid LIKE '" & tempstr & "%') OR " & _ "(nickname LIKE '" & tempstr & "%') OR " & _ "(lastname LIKE '" & tempstr & "%') OR " & _ "(firstname LIKE '" & tempstr & "%') OR " & _ "(department LIKE '" & tempstr & "%') OR " & _ "(telephoneNumber LIKE '" & tempstr & "%') OR " & _ "(email LIKE '" & tempstr & "%') OR " & _ "(Office LIKE '" & tempstr & "%'))" Each term will have a set of the above query. If there is more than one term, I put an AND in between, and build another query like above with the next term. I'm not sure how to do this in Linq. So far, I've got the XML file loading correctly. I'm able to search it with specific criteria, but I'm not sure how to best implement the search over multiple terms. 'this works but far too simple to get the job done Dim results = From c In m_DataSet...<Users> _ Where c.<userid>.Value = "XXXX" _ Select c The above code also doesn't use the LIKE operator either. So partial matches don't work. It looks like what I'd want to use is the .Startswith but that appears to be only in Linq2SQL. Any guidance would be appreciated. I'm new to Linq, so I might be missing a simple way to do this. The XML file looks like so: <?xml version="1.0" standalone="yes"?> <theusers> <Users> <userid>person1</userid> <nickname></nickname> <lastname></lastname> <firstname></firstname> <department></department> <telephoneNumber></telephoneNumber> <email></email> </Users> <Users> <userid>person2</userid> <nickname></nickname> <lastname></lastname> <firstname></firstname> <department></department> <telephoneNumber></telephoneNumber> <email></email> </Users>

    Read the article

  • Q&A: Oracle's Paul Needham on How to Defend Against Insider Attacks

    - by Troy Kitch
    Source: Database Insider Newsletter: The threat from insider attacks continues to grow. In fact, just since January 1, 2014, insider breaches have been reported by a major consumer bank, a major healthcare organization, and a range of state and local agencies, according to the Privacy Rights Clearinghouse.  We asked Paul Needham, Oracle senior director, product management, to shed light on the nature of these pernicious risks—and how organizations can best defend themselves against the threat from insider risks. Q. First, can you please define the term "insider" in this context? A. According to the CERT Insider Threat Center, a malicious insider is a current or former employee, contractor, or business partner who "has or had authorized access to an organization's network, system, or data and intentionally exceeded or misused that access in a manner that negatively affected the confidentiality, integrity, or availability of the organization's information or information systems."  Q. What has changed with regard to insider risks? A. We are actually seeing the risk of privileged insiders growing. In the latest Independent Oracle Users Group Data Security Survey, the number of organizations that had not taken steps to prevent privileged user access to sensitive information had grown from 37 percent to 42 percent. Additionally, 63 percent of respondents say that insider attacks represent a medium-to-high risk—higher than any other category except human error (by an insider, I might add). Q. What are the dangers of this type of risk? A. Insiders tend to have special insight and access into the kinds of data that are especially sensitive. Breaches can result in long-term legal issues and financial penalties. They can also damage an organization's brand in a way that directly impacts its bottom line. Finally, there is the potential loss of intellectual property, which can have serious long-term consequences because of the loss of market advantage.  Q. How can organizations protect themselves against abuse of privileged access? A. Every organization has privileged users and that will always be the case. The questions are how much access should those users have to application data stored in the database, and how can that default access be controlled? Oracle Database Vault (See image) was designed specifically for this purpose and helps protect application data against unauthorized access.  Oracle Database Vault can be used to block default privileged user access from inside the database, as well as increase security controls on the application itself. Attacks can and do come from inside the organization, and they are just as likely to come from outside as attempts to exploit a privileged account.  Using Oracle Database Vault protection, boundaries can be placed around database schemas, objects, and roles, preventing privileged account access from being exploited by hackers and insiders.  A new Oracle Database Vault capability called privilege analysis identifies privileges and roles used at runtime, which can then be audited or revoked by the security administrators to reduce the attack surface and increase the security of applications overall.  For a more comprehensive look at controlling data access and restricting privileged data in Oracle Database, download Needham's new e-book, Securing Oracle Database 12c: A Technical Primer. 

    Read the article

facebook twitter digg google delicious technorati stumbleupon myspace wordpress linkedin gmail igoogle windows live tumblr viadeo yahoo buzz yahoo mail yahoo bookmarks favorites email print

< Previous Page | 12 13 14 15 16 17 18 19 20 21 22 23  | Next Page >