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  • The Benefits of Smart Grid Business Software

    - by Sylvie MacKenzie, PMP
    Smart Grid Background What Are Smart Grids?Smart Grids use computer hardware and software, sensors, controls, and telecommunications equipment and services to: Link customers to information that helps them manage consumption and use electricity wisely. Enable customers to respond to utility notices in ways that help minimize the duration of overloads, bottlenecks, and outages. Provide utilities with information that helps them improve performance and control costs. What Is Driving Smart Grid Development? Environmental ImpactSmart Grid development is picking up speed because of the widespread interest in reducing the negative impact that energy use has on the environment. Smart Grids use technology to drive efficiencies in transmission, distribution, and consumption. As a result, utilities can serve customers’ power needs with fewer generating plants, fewer transmission and distribution assets,and lower overall generation. With the possible exception of wind farm sprawl, landscape preservation is one obvious benefit. And because most generation today results in greenhouse gas emissions, Smart Grids reduce air pollution and the potential for global climate change.Smart Grids also more easily accommodate the technical difficulties of integrating intermittent renewable resources like wind and solar into the grid, providing further greenhouse gas reductions. CostsThe ability to defer the cost of plant and grid expansion is a major benefit to both utilities and customers. Utilities do not need to use as many internal resources for traditional infrastructure project planning and management. Large T&D infrastructure expansion costs are not passed on to customers.Smart Grids will not eliminate capital expansion, of course. Transmission corridors to connect renewable generation with customers will require major near-term expenditures. Additionally, in the future, electricity to satisfy the needs of population growth and additional applications will exceed the capacity reductions available through the Smart Grid. At that point, expansion will resume—but with greater overall T&D efficiency based on demand response, load control, and many other Smart Grid technologies and business processes. Energy efficiency is a second area of Smart Grid cost saving of particular relevance to customers. The timely and detailed information Smart Grids provide encourages customers to limit waste, adopt energy-efficient building codes and standards, and invest in energy efficient appliances. Efficiency may or may not lower customer bills because customer efficiency savings may be offset by higher costs in generation fuels or carbon taxes. It is clear, however, that bills will be lower with efficiency than without it. Utility Operations Smart Grids can serve as the central focus of utility initiatives to improve business processes. Many utilities have long “wish lists” of projects and applications they would like to fund in order to improve customer service or ease staff’s burden of repetitious work, but they have difficulty cost-justifying the changes, especially in the short term. Adding Smart Grid benefits to the cost/benefit analysis frequently tips the scales in favor of the change and can also significantly reduce payback periods.Mobile workforce applications and asset management applications work together to deploy assets and then to maintain, repair, and replace them. Many additional benefits result—for instance, increased productivity and fuel savings from better routing. Similarly, customer portals that provide customers with near-real-time information can also encourage online payments, thus lowering billing costs. Utilities can and should include these cost and service improvements in the list of Smart Grid benefits. What Is Smart Grid Business Software? Smart Grid business software gathers data from a Smart Grid and uses it improve a utility’s business processes. Smart Grid business software also helps utilities provide relevant information to customers who can then use it to reduce their own consumption and improve their environmental profiles. Smart Grid Business Software Minimizes the Impact of Peak Demand Utilities must size their assets to accommodate their highest peak demand. The higher the peak rises above base demand: The more assets a utility must build that are used only for brief periods—an inefficient use of capital. The higher the utility’s risk profile rises given the uncertainties surrounding the time needed for permitting, building, and recouping costs. The higher the costs for utilities to purchase supply, because generators can charge more for contracts and spot supply during high-demand periods. Smart Grids enable a variety of programs that reduce peak demand, including: Time-of-use pricing and critical peak pricing—programs that charge customers more when they consume electricity during peak periods. Pilot projects indicate that these programs are successful in flattening peaks, thus ensuring better use of existing T&D and generation assets. Direct load control, which lets utilities reduce or eliminate electricity flow to customer equipment (such as air conditioners). Contracts govern the terms and conditions of these turn-offs. Indirect load control, which signals customers to reduce the use of on-premises equipment for contractually agreed-on time periods. Smart Grid business software enables utilities to impose penalties on customers who do not comply with their contracts. Smart Grids also help utilities manage peaks with existing assets by enabling: Real-time asset monitoring and control. In this application, advanced sensors safely enable dynamic capacity load limits, ensuring that all grid assets can be used to their maximum capacity during peak demand periods. Real-time asset monitoring and control applications also detect the location of excessive losses and pinpoint need for mitigation and asset replacements. As a result, utilities reduce outage risk and guard against excess capacity or “over-build”. Better peak demand analysis. As a result: Distribution planners can better size equipment (e.g. transformers) to avoid over-building. Operations engineers can identify and resolve bottlenecks and other inefficiencies that may cause or exacerbate peaks. As above, the result is a reduction in the tendency to over-build. Supply managers can more closely match procurement with delivery. As a result, they can fine-tune supply portfolios, reducing the tendency to over-contract for peak supply and reducing the need to resort to spot market purchases during high peaks. Smart Grids can help lower the cost of remaining peaks by: Standardizing interconnections for new distributed resources (such as electricity storage devices). Placing the interconnections where needed to support anticipated grid congestion. Smart Grid Business Software Lowers the Cost of Field Services By processing Smart Grid data through their business software, utilities can reduce such field costs as: Vegetation management. Smart Grids can pinpoint momentary interruptions and tree-caused outages. Spatial mash-up tools leverage GIS models of tree growth for targeted vegetation management. This reduces the cost of unnecessary tree trimming. Service vehicle fuel. Many utility service calls are “false alarms.” Checking meter status before dispatching crews prevents many unnecessary “truck rolls.” Similarly, crews use far less fuel when Smart Grid sensors can pinpoint a problem and mobile workforce applications can then route them directly to it. Smart Grid Business Software Ensures Regulatory Compliance Smart Grids can ensure compliance with private contracts and with regional, national, or international requirements by: Monitoring fulfillment of contract terms. Utilities can use one-hour interval meters to ensure that interruptible (“non-core”) customers actually reduce or eliminate deliveries as required. They can use the information to levy fines against contract violators. Monitoring regulations imposed on customers, such as maximum use during specific time periods. Using accurate time-stamped event history derived from intelligent devices distributed throughout the smart grid to monitor and report reliability statistics and risk compliance. Automating business processes and activities that ensure compliance with security and reliability measures (e.g. NERC-CIP 2-9). Grid Business Software Strengthens Utilities’ Connection to Customers While Reducing Customer Service Costs During outages, Smart Grid business software can: Identify outages more quickly. Software uses sensors to pinpoint outages and nested outage locations. They also permit utilities to ensure outage resolution at every meter location. Size outages more accurately, permitting utilities to dispatch crews that have the skills needed, in appropriate numbers. Provide updates on outage location and expected duration. This information helps call centers inform customers about the timing of service restoration. Smart Grids also facilitates display of outage maps for customer and public-service use. Smart Grids can significantly reduce the cost to: Connect and disconnect customers. Meters capable of remote disconnect can virtually eliminate the costs of field crews and vehicles previously required to change service from the old to the new residents of a metered property or disconnect customers for nonpayment. Resolve reports of voltage fluctuation. Smart Grids gather and report voltage and power quality data from meters and grid sensors, enabling utilities to pinpoint reported problems or resolve them before customers complain. Detect and resolve non-technical losses (e.g. theft). Smart Grids can identify illegal attempts to reconnect meters or to use electricity in supposedly vacant premises. They can also detect theft by comparing flows through delivery assets with billed consumption. Smart Grids also facilitate outreach to customers. By monitoring and analyzing consumption over time, utilities can: Identify customers with unusually high usage and contact them before they receive a bill. They can also suggest conservation techniques that might help to limit consumption. This can head off “high bill” complaints to the contact center. Note that such “high usage” or “additional charges apply because you are out of range” notices—frequently via text messaging—are already common among mobile phone providers. Help customers identify appropriate bill payment alternatives (budget billing, prepayment, etc.). Help customers find and reduce causes of over-consumption. There’s no waiting for bills in the mail before they even understand there is a problem. Utilities benefit not just through improved customer relations but also through limiting the size of bills from customers who might struggle to pay them. Where permitted, Smart Grids can open the doors to such new utility service offerings as: Monitoring properties. Landlords reduce costs of vacant properties when utilities notify them of unexpected energy or water consumption. Utilities can perform similar services for owners of vacation properties or the adult children of aging parents. Monitoring equipment. Power-use patterns can reveal a need for equipment maintenance. Smart Grids permit utilities to alert owners or managers to a need for maintenance or replacement. Facilitating home and small-business networks. Smart Grids can provide a gateway to equipment networks that automate control or let owners access equipment remotely. They also facilitate net metering, offering some utilities a path toward involvement in small-scale solar or wind generation. Prepayment plans that do not need special meters. Smart Grid Business Software Helps Customers Control Energy Costs There is no end to the ways Smart Grids help both small and large customers control energy costs. For instance: Multi-premises customers appreciate having all meters read on the same day so that they can more easily compare consumption at various sites. Customers in competitive regions can match their consumption profile (detailed via Smart Grid data) with specific offerings from competitive suppliers. Customers seeing inexplicable consumption patterns and power quality problems may investigate further. The result can be discovery of electrical problems that can be resolved through rewiring or maintenance—before more serious fires or accidents happen. Smart Grid Business Software Facilitates Use of Renewables Generation from wind and solar resources is a popular alternative to fossil fuel generation, which emits greenhouse gases. Wind and solar generation may also increase energy security in regions that currently import fossil fuel for use in generation. Utilities face many technical issues as they attempt to integrate intermittent resource generation into traditional grids, which traditionally handle only fully dispatchable generation. Smart Grid business software helps solves many of these issues by: Detecting sudden drops in production from renewables-generated electricity (wind and solar) and automatically triggering electricity storage and smart appliance response to compensate as needed. Supporting industry-standard distributed generation interconnection processes to reduce interconnection costs and avoid adding renewable supplies to locations already subject to grid congestion. Facilitating modeling and monitoring of locally generated supply from renewables and thus helping to maximize their use. Increasing the efficiency of “net metering” (through which utilities can use electricity generated by customers) by: Providing data for analysis. Integrating the production and consumption aspects of customer accounts. During non-peak periods, such techniques enable utilities to increase the percent of renewable generation in their supply mix. During peak periods, Smart Grid business software controls circuit reconfiguration to maximize available capacity. Conclusion Utility missions are changing. Yesterday, they focused on delivery of reasonably priced energy and water. Tomorrow, their missions will expand to encompass sustainable use and environmental improvement.Smart Grids are key to helping utilities achieve this expanded mission. But they come at a relatively high price. Utilities will need to invest heavily in new hardware, software, business process development, and staff training. Customer investments in home area networks and smart appliances will be large. Learning to change the energy and water consumption habits of a lifetime could ultimately prove even more formidable tasks.Smart Grid business software can ease the cost and difficulties inherent in a needed transition to a more flexible, reliable, responsive electricity grid. Justifying its implementation, however, requires a full understanding of the benefits it brings—benefits that can ultimately help customers, utilities, communities, and the world address global issues like energy security and climate change while minimizing costs and maximizing customer convenience. This white paper is available for download here. For further information about Oracle's Primavera Solutions for Utilities, please read our Utilities e-book.

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  • Understanding the value of Customer Experience & Loyalty for the Telecommunications Industry

    - by raul.goycoolea
    Worried by economic woes and market forces, especially in mature markets, communications service providers (CSPs) increasingly focus on improving customer experience. In fact, it seems difficult to find a major message by a C-level executive in the developed world that does not include something on "meeting and exceeding customers' needs". Frequently in customer satisfaction studies by prominent firms, CSPs fall short of the leadership demonstrated by other industries that take customer-centric approaches to their bottom-line strategies. Consider the following:Despite the continued impact of global economic crisis, in July 2010, Apple Computer posted record revenue and net quarterly profit. Those who attribute the results primarily to the iPhone 4 launch should note that Apple also shipped around 30% more Macintosh computers than the same period the previous year. Even sales of the iPod line increased by 8% in a highly commoditized, shrinking media player market. Finally, Apple began selling iPads during the quarter, with total sales of more than 3 million units. What does Apple have that the others lack? Well, some great products (and services) to be sure, but it also excels at customer service and support, marketing, and distribution, and has one of the strongest brands globally. Its products are useful, simple to use, easy to acquire and augment, high quality, and considered very cool. They also evoke such an emotional response from many of Apple's customers, which they turn up their noses at competitive products.In other words, Apple appears to have mastered virtually every aspect of customer experience and the resultant loyalty of its customer base - even in difficult financial times. Through that unwavering customer focus, Apple continues to drive its revenues and profits to new heights. Other customer loyalty leaders like Wal-Mart, Google, Toyota and Honda are also doing well by focusing on customer experience as an essential driver of profitability. Service providers should note this performance and ask themselves how they might leverage the same principles to increase their own profitability. After all, that is what customer experience and loyalty are all about: profitability.To successfully manage all the critical touch points of customer experience, CSPs must shun the one-size-fits-all approach. They can no longer afford to view customer service fundamentally as an act of altruism - which mentality dates back to the industry's civil service days, when CSPs were typically government organizations that were critical to economic development and public safety.As regulators and public officials have pushed, and continue to push, service providers to new heights of reliability - using incentives and punishments - most CSPs already have some of the fundamental building blocks of customer service in place. Yet despite that history and experience, service providers still lag other industries in providing what is seen as good customer service.As we observed in the TMF's 2009 Insights Research report, Customer Experience Management: Driving Loyalty & Profitability there has been resurgence in interest by CSPs. More and more of them have stated ambitions to catch up other industries, and they are realizing that good customer service is a powerful strategy for increasing business performance and profitability, not an act of good will.CSPs are recognizing the connection between customer experience and profitability, as demonstrated in many studies. For example, according to research by Bain & Company, a 5 percent improvement in customer retention rates can yield as much as a 75 percent increase in profits for companies across a range of industries.After decades of customer experience strategy formulation, Bain partner and business author, Frederick Reichheld, considers "would you recommend us to a friend?" as the ultimate question for a customer. How many times have you or your friends recommended an iPod, iPhone or a Mac? What do your children recommend to their peers? Their peers to them?There are certain steps service providers have to take to create more personalized relationships with their customers, as well as reduce churn and increase profitability, all while becoming leaner and more agile. First, they have to define customer experience, we define it as the result of the sum of observations, perceptions, thoughts and feelings arising from interactions and relationships between customers and their service provider(s). Virtually every customer touch point - whether directly or indirectly linked to service providers and their partners - contributes to customer perception, satisfaction, loyalty, and ultimately profitability. Gaining leadership in customer experience and satisfaction will not be a simple task, as it is affected by virtually every customer-facing aspect of the service provider, and in turn impacts the service provider deeply - especially on the all-important bottom line. The scope of issues affecting customer experience is complex and dynamic.With new services, devices and applications extending the basis of customer experience to domains beyond the direct control of the service provider, it is likely to increase in complexity and dynamism.Customer loyalty = increased profitsAs stated earlier, customer experience programs are not fundamentally altruistic exercises, but a strategic means of improving competitiveness and profitability in the short and long term. Loyalty is essential to deriving long term profits from customers.Some of the earliest loyalty programs date back to the 1930s, when packaged goods companies offered embedded coupons for rewards to buyers, and eventually retail chains began offering reward programs to frequent shoppers. These programs continued for decades but were leapfrogged in the 1980s by more aggressive programs from the airlines.This movement was led by American Airlines, which launched the first full-scale loyalty marketing program of the modern era with the AAdvantage frequent flyer scheme. It was the first to reward frequent fliers with notional air miles that could be accumulated and later redeemed for free travel. Figure 1: Opportunities example of Customer loyalty driven profitOther airlines and travel providers were quick to grasp the incredible value of providing customers with an incentive to use their company exclusively. Within a few years, dozens of travel industry companies launched similar initiatives and now loyalty programs are achieving near-ubiquity in many service industries, especially those in which it is difficult to differentiate offerings by product attributes.The belief is that increased profitability will result from customer retention efforts because:•    The cost of acquisition occurs only at the beginning of a relationship: the longer the relationship, the lower the amortized cost;•    Account maintenance costs decline as a percentage of total costs, or as a percentage of revenue, over the lifetime of the relationship;•    Long term customers tend to be less inclined to switch and less price sensitive which can result in stable unit sales volume and increases in dollar-sales volume;•    Long term customers may initiate word-of-mouth promotions and referrals, which cost the company nothing and arguably are the most effective form of advertising;•    Long-term customers are more likely to buy ancillary products and higher margin supplemental products;•    Long term customers tend to be satisfied with their relationship with the company and are less likely to switch to competitors, making market entry or competitors gaining market share difficult;•    Regular customers tend to be less expensive to service, as they are familiar with the processes involved, require less 'education', and are consistent in their order placement;•    Increased customer retention and loyalty makes the employees' jobs easier and more satisfying. In turn, happy employees feed back into higher customer satisfaction in a virtuous circle. Figure 2: The virtuous circle of customer loyaltyFigure 2 represents a high-level example of a virtuous cycle driven by customer satisfaction and loyalty, depicting how superiority in product and service offerings, as well as strong customer support by competent employees, lead to higher sales and ultimately profitability. As stated above, this is not a new concept, but succeeding with it is difficult. It has eluded many a company driven to achieve profitability goals. Of course, for this circle to be virtuous, the customer relationship(s) must be profitable.Trying to maintain the loyalty of unprofitable customers is not a viable business strategy. It is, therefore, important that marketers can assess the profitability of each customer (or customer segment), and either improve or terminate relationships that are not profitable. This means each customer's 'relationship costs' must be understood and compared to their 'relationship revenue'. Customer lifetime value (CLV) is the most commonly used metric here, as it is generally accepted as a representation of exactly how much each customer is worth in monetary terms, and therefore a determinant of exactly how much a service provider should be willing to spend to acquire or retain that customer.CLV models make several simplifying assumptions and often involve the following inputs:•    Churn rate represents the percentage of customers who end their relationship with a company in a given period;•    Retention rate is calculated by subtracting the churn rate percentage from 100;•    Period/horizon equates to the units of time into which a customer relationship can be divided for analysis. A year is the most commonly used period for this purpose. Customer lifetime value is a multi-period calculation, often projecting three to seven years into the future. In practice, analysis beyond this point is viewed as too speculative to be reliable. The model horizon is the number of periods used in the calculation;•    Periodic revenue is the amount of revenue collected from a customer in a given period (though this is often extended across multiple periods into the future to understand lifetime value), such as usage revenue, revenues anticipated from cross and upselling, and often some weighting for referrals by a loyal customer to others; •    Retention cost describes the amount of money the service provider must spend, in a given period, to retain an existing customer. Again, this is often forecast across multiple periods. Retention costs include customer support, billing, promotional incentives and so on;•    Discount rate means the cost of capital used to discount future revenue from a customer. Discounting is an advanced method used in more sophisticated CLV calculations;•    Profit margin is the projected profit as a percentage of revenue for the period. This may be reflected as a percentage of gross or net profit. Again, this is generally projected across the model horizon to understand lifetime value.A strong focus on managing these inputs can help service providers realize stronger customer relationships and profits, but there are some obstacles to overcome in achieving accurate calculations of CLV, such as the complexity of allocating costs across the customer base. There are many costs that serve all customers which must be properly allocated across the base, and often a simple proportional allocation across the whole base or a segment may not accurately reflect the true cost of serving that customer;  This is made worse by the fragmentation of customer information, which is likely to be across a variety of product or operations groups, and may be difficult to aggregate due to different representations.In addition, there is the complexity of account relationships and structures to take into consideration. Complex account structures may not be understood or properly represented. For example, a profitable customer may have a separate account for a second home or another family member, which may appear to be unprofitable. If the service provider cannot relate the two accounts, CLV is not properly represented and any resultant cancellation of the apparently unprofitable account may result in the customer churning from the profitable one.In summary, if service providers are to realize strong customer relationships and their attendant profits, there must be a very strong focus on data management. This needs to be coupled with analytics that help business managers and those who work in customer-facing functions offer highly personalized solutions to customers, while maintaining profitability for the service provider. It's clear that acquiring new customers is expensive. Advertising costs, campaign management expenses, promotional service pricing and discounting, and equipment subsidies make a serious dent in a new customer's profitability. That is especially true given the rising subsidies for Smartphone users, which service providers hope will result in greater profits from profits from data services profitability in future.  The situation is made worse by falling prices and greater competition in mature markets.Customer acquisition through industry consolidation isn't cheap either. A North American service provider spent about $2,000 per subscriber in its acquisition of a smaller company earlier this year. While this has allowed it to leapfrog to become the largest mobile service provider in the country, it required a total investment of more than $28 billion (including assumption of the acquiree's debt).While many operating cost synergies clearly made this deal more attractive to the acquiring company, this is certainly an expensive way to acquire customers: the cost per subscriber in this case is not out of line with the prices others have paid for acquisitions.While growth by acquisition certainly increases overall revenues, it often creates tremendous challenges for profitability. Organic growth through increased customer loyalty and retention is a more effective driver of profit, as well as a stronger predictor of future profitability. Service providers, especially those in mature markets, are increasingly recognizing this and taking steps toward a creating a more personalized, flexible and satisfying experience for their customers.In summary, the clearest path to profitability for companies in virtually all industries is through customer retention and maximization of lifetime value. Service providers would do well to recognize this and focus attention on profitable customer relationships.

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  • SharePoint - Unable to complete this operation. Please contact your administrator

    - by Linda
    When I try and save something to my list in SharePoint I get the following error: Unable to complete this operation. Please contact your administrator. at Microsoft.SharePoint.Library.SPRequestInternalClass.PutFile(String bstrUrl, String bstrWebRelativeUrl, Object varFile, PutFileOpt PutFileOpt, String bstrCreatedBy, String bstrModifiedBy, Int32 iCreatedByID, Int32 iModifiedByID, Object varTimeCreated, Object varTimeLastModified, Object varProperties, String bstrCheckinComment, UInt32& pdwVirusCheckStatus, String& pVirusCheckMessage) at Microsoft.SharePoint.Library.SPRequest.PutFile(String bstrUrl, String bstrWebRelativeUrl, Object varFile, PutFileOpt PutFileOpt, String bstrCreatedBy, String bstrModifiedBy, Int32 iCreatedByID, Int32 iModifiedByID, Object varTimeCreated, Object varTimeLastModified, Object varProperties, String bstrCheckinComment, UInt32& pdwVirusCheckStatus, String& pVirusCheckMessage) A quick google says it may be a problem with disk space on the Database. I have checked my server and the smallest amount of space left on any of the drives is ~4GB. The file size is 1MB. I have checked the database and the data file is on unrestricted growth. Any ideas?

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  • Manual testing Vs Automated testing

    - by mgj
    Respected all, As many know testing can be mainly classified into manual and automated testing. With regard to this certain questions come to mind. Hope you can help... They include: What is the basic difference between the two types of testing? What are the elements of challenges involved in both manual and automated testing? What are the different skill sets required by a software tester for manual and automated testing respectively? What are the different job prospects and growth opportunities among software testers who do manual testing automated testing respectively? Is manual testing under rated to automated testing in anyway(s)? If yes, kindly specify the way. How differently are the manual testers treated in comparison to automated testers in the corporate world?( If they truly are differentiated in any terms as such ) I hope you can share your knowledge in answering these questions.. Thank you for your time..:)

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  • R Question: calculating deltas in a timeseries

    - by Jörg Beyer
    I have a timeseries of samples in R: > str(d) 'data.frame': 5 obs. of 3 variables: $ date: POSIXct, format: "2010-03-04 20:47:00" "2010-03-04 21:47:00" ... $ x : num 0 10 11 15.2 20 $ y : num 0 5 7.5 8.4 12.5 > d date x y 1 2010-03-04 20:47:00 0.0 0.0 2 2010-03-04 21:47:00 10.0 5.0 3 2010-03-04 22:47:00 11.0 7.5 4 2010-03-04 23:47:00 15.2 8.4 5 2010-03-05 00:47:00 20.0 12.5 In this example samples for x and y are taken every hour (but the time delta is not fix). The x and y values are always growing (like a milage counter in a car). I need the deltas, how much was the growth in between, something like this: 1 2010-03-04 20:47:00 0.0 0.0 2 2010-03-04 21:47:00 10.0 5.0 3 2010-03-04 22:47:00 1.0 2.5 4 2010-03-04 23:47:00 4.2 0.9 5 2010-03-05 00:47:00 4.8 4.1 And I also need the detlas per time (x and y delta, divided by the time - delta per hour) How would I do this in R?

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  • View Animation (Resizing a Ball)

    - by user270811
    hi, i am trying to do this: 1) user long touches the screen, 2) a circle/ball pops up (centered around the user's finger) and grows in size as long as the user is touching the screen 3) once the user lets go of the finger, the ball (now in its final size) will bounce around. i think i have the bouncing around figure out from the DivideAndConquer example, but i am not sure how to animate the ball's growth. i looked at various view flipper examples such as this: http://www.inter-fuser.com/2009/08/android-animations-3d-flip.html but it seems like view flipper is best for swapping two static pictures. i wasn't able to find a good view animator example other than the flippers. also, i would prefer to use images as opposed to just a circle. can someone point me in the right direction? thanks.

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  • How to scale MongoDB

    - by terence410
    I know that MongoDB can scale vertically. What about if I running out of disk? I am currently using EC2 with EBS. As you know, I have to assign EBS for a fixed size. What if the mongodb growth bigger than the EBS size? Do I have to create a larger EBS and Copy & Paste the files? Or shall we start more MongoDB instance and each connect to different EBS disk? In such case, I could connect to a different instance for different databases.

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  • jQuery using .animate() fails to do ANYTHING in IE8

    - by Cypher
    So, it's official: I hate Internet Explorer. Yes, all bloody versions of it. :-D So, I didn't think I was doing anything complicated here, but apparently I am. I have a bunch of list items in an unordered list styled for a navigation menu, and in Firefox, Chrome, Safari, and Opera, things work fine. What is supposed to happen is when you hover a navigational item, it should animate some growth and animate a background color change. Nothing happens in Internet Explorer 7/8. I think it's just tied to the animate function, since if I swap .animate with .css, it works. http://project-cypher.net/wtf/ Ideas?

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  • NoSQL and meteorological data

    - by christian studer
    So there's this new cool thing, these NoSQL-databases. And so there's my data: Rows of rows of rows of meteorological data: Values, representing certain measurements at a certain station (Identified by a WMO number, not coordinates), at a certain time. Not every station measures every parameter, not every parameter is measured all the time. I store this data (30 years worth of hourly values, resulting in ~1 billion values) currently in MySQL. The continous growth and the forseeable addition of even more data give me a little headache. Reading about the document based NoSQL systems which seem to scale rather easily, I was wondering if NoSQL is a viable data storage concept for meteorological data too. Do you have any experience with this?

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  • RDLC item width is dynamic and causing extra pages to be generated (image included)?

    - by Paul Mendoza
    I'm trying to format an RDLC report file in Visual Studio 2008 and I am having a formatting issue. I have a list at the bottom that contains a matrix that expands horizontally to the right. That pink box is just to visualize the problem I'm having. When the report is rendered the matrix expands and instead of filling the pink box with the matrix is pushes the space in the pink box to the right resulting in an extra page when printing the reports. One solution would be to shrink the pink box to be the size of the matrix which I've done. But then when the matrix grows the fields at the top of the report get pushed to the right by the same amount as the growth of the matrix. Can someone please let me know what they think the solution would be? Thank you!

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  • Complain about jQuery Tag's

    - by jAndy
    Hi Folks, I'm complaining about the growth of jQuery tagged questions at stackoverflow. There are so many people who ask, 'How to implement a specific plugin?' or 'How to use that plugin?' which makes me kinda sick. IMO: If you Tag a question to jQuery, javascript or C, it should be a question about the language itself and not some 'goofy' little plugin. Best case scenario, Tag those questions with jquery-plugins. I know I'm breaking my own rule along with this post, but I just realized that trend and I'm really interested in other opinions about that. Kind Regards --Andy

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  • How to consolidate multiple LOG files into one .LDF file in SQL2000

    - by John Galt
    Here is what sp_helpfile says about my current database (recovery model is Simple) in SQL2000: name fileid filename size maxsize growth usage MasterScratchPad_Data 1 C:\SQLDATA\MasterScratchPad_Data.MDF 6041600 KB Unlimited 5120000 KB data only MasterScratchPad_Log 2 C:\SQLDATA\MasterScratchPad_Log.LDF 2111304 KB Unlimited 10% log only MasterScratchPad_X1_Log 3 E:\SQLDATA\MasterScratchPad_X1_Log.LDF 191944 KB Unlimited 10% log only I'm trying to prepare this for a detach then an attach to a sql2008 instance but I don't want to have the 2nd .LDF file (I'd like to have just one file for the log). I have backed up the database. I have issued: BACKUP LOG MasterScratchPad WITH TRUNCATE_ONLY. I have run multiple DBCC SHRINKFILE commands on both of the LOG files. How can I accomplish this goal of having just one .LDF? I cannot find anything on how to delete the one with fileid of 3 and/or how to consolidate multiple files into one log file.

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  • ASP.Net: Finding the cause of OutOfMemoryExpcetions

    - by Keith Bloom
    I trying to track down the cause of an OutOfMemory for a website. This site has ~12,000 .aspx pages and the last time it crashed I captured a memory dump using adplus. After some investigation I found a lot of heap fragmentation, there are around 100MB of Free blocks which can't be assigned. Digging deeper one of the Large Object Heaps is fragmented and the causes seems to be String interning as described [here][1] Could this be caused by the number of pages in the site? As they are all compiled they sit in memory and by looking at the dump they are interned and PINNED which I think means they stick around for a while. I would find this odd as there are many sites with more pages, but dynamic compilation could account for the growth in memory. What other methods are there for finding the cause of the memory leak? I have tried to capture a dump using adplus in hang mode but this fails and the IIS worker process get recycled. [1]: • http://stackoverflow.com/questions/686950/large-object-heap-fragmentation

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  • Business Object desgin

    - by Dan
    I have a question about how I setup my BO's. I setup the BO's to contain all of my properties of the object as well as the business logic to satisfy the business rules. I decided to make all of the methods static, but I'm not sure if that was the right decision. Someone told me to split my BO's into an Entity Object of just properties and then a BO of just methods that do business rules, and don't make the methods static. Does anyone have some experience with the way i've set this up? Any examples of how it might work better for future growth? Thanks!

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  • Do you think the AI industry will ever come back?

    - by Isaiah
    I just spent some time reading about the collapse of the AI industry and realized a lot of the reason it failed was because technology was slow to catch up with their theories on when it would be available. I also read that it is believed computers that will be able to emulate human synapses may be made round 2015-2025. It's 2010 now and were getting pretty close to that time frame. I was wondering if anyone thinks that the AI industry will return as the technology lands? And if so, will it change the language market? Could Lisp like languages suddenly experience a burst of growth if it does? Idk I just thought it was interesting thinking about it.

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  • How to keep up the interest in job?

    - by stranger
    Hi, I have been working as Software Developer for 6+ yrs. And I have worked from start ups to big companies. I always feel some elements missing in me and those are interest, passion etc. In short, I don't feel motivated while coming to work. This makes me think how my work-life balance will look like once I reach at more responsible positions. I don't want to change my field and I feel blessed as well but I think I am not working passionately for my learning, future growth, improvement, skills etc. Any pointers will be highly appreciated. Thx

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  • Is Embed Resource a good approach for a read only xml database?

    - by Nasser Hajloo
    I have an open source application (here) This application get a character or a sentence and give some unicode information about it. Iuse Unicode Character Database which provided by Unicode.org this is a XML document (130MB) At first I embed this XML to my DLL but I don't know is it a good approach or no. because DLL size growth just because of this XML document. I can use it like any other resources but usercan see it. What Should I do? What is the best pattern for this? and Why ? TIA

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  • Should I Split Tables Relevant to X Module Into Different DB? Mysql

    - by Michael Robinson
    I've inherited a rather large and somewhat messy codebase, and have been tasked with making it faster, less noodly and generally better. Currently we use one big database to hold all data for all aspects of the site. As we need to plan for significant growth in the future, I'm considering splitting tables relevant to specific sections of the site into different databases, so if/when one gets too large for one server I can more easily migrate some user data to different mysql servers while retaining overall integrity. I would still need to use joins on some tables across the new databases. Is this a normal thing to do? Would I incur a performance hit because of this?

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  • Simple Big O with lg(n) proof

    - by halohunter
    I'm attempting to guess and prove the Big O for: f(n) = n^3 - 7n^2 + nlg(n) + 10 I guess that big O is n^3 as it is the term with the largest order of growth However, I'm having trouble proving it. My unsuccesful attempt follows: f(n) <= cg(n) f(n) <= n^3 - 7n^2 + nlg(n) + 10 <= cn^3 f(n) <= n^3 + (n^3)*lg(n) + 10n^3 <= cn^3 f(n) <= N^3(11 + lg(n)) <= cn^3 so 11 + lg(n) = c But this can't be right because c must be constant. What am I doing wrong?

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  • How do I know if my PHP application is using too much memory?

    - by John
    I'm working on a PHP web application that let's users network with each other, book events, message etc... I launched it a few months ago and at the moment, there's only about 100 users. I set up the application on a VPS with ubuntu 9.10, apache 2, mysql 5 and php 5. I had 360 Mb of RAM, but upgraded to 720 MB a few minutes ago. Lately, my web application has been experiencing outages due to excessive memory usage. From what I can tell in error logs, it seems the server automatically kills apache processes that consume too much memory. As a result, I upgraded memory from 360 MB to 720 MB as a stop-gap measure. So my question is, how do I go about resolving these outage issues? How do I know if my website's need for more memory is due to poor code or if it's part of the website's natural growth? What's the most efficient way to determine which PHP scripts consume the most memory?

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  • letting absoltuely positioned area grow

    - by JCHASE11
    Please see this page for reference: test page I am designing a site that has a sidebar that contains an accordion style vertical nav bar. The sidebar which contains this accordion is absolutely positioned, relative to the container that holds it. I did this so the sidebar would stay sticky to the top, bottom, and side. When you click the products button, the accordion expands well past the container, overflowing into the footer. If I floated the sidebar to the left, it would grow to accommodate the entire sidebar, but it wouldn't be sticky to the bottom of the container by default. I need a solution that allows the sidebar to be absolutely positioned, and allow growth if the accordion expands. Any Ideas? Jquery solution perhaps?

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  • Bargain Hunter Round Up – Kicking Off The E-Commerce Holiday Season

    - by Jeri Kelley
    Everyone has a different way to tackle holiday shopping – Black Friday, Small Business Saturday, Cyber Monday, some have it done months in advance, and others wait until the very last minute.   For me, I’m not big into massive crowds so online shopping to the rescue.   Others thrive on the energy of being in the stores on the busiest shopping day of the year.  With last weekend marking the official kick-off to the holiday season, I thought I’d provide a round up of what’s trending:   Online numbers are looking up: According to comScore, for the holiday season-to-date, $16.4 billion has been spent online, marking a 16-percent increase versus the corresponding days last year. Thanksgiving Day – Why wait until Black Friday or Cyber Monday: Online shopping on Thanksgiving Day also increased, totaling $633 million in receipts, a 32 percent increase over Thanksgiving 2011 Black Friday – More than just in-store: Bargain hunters spent $1.042 billion online the day after Thanksgiving, a 26 percent increase of last year's Black Friday, according to new figures released today by market analyst ComScore Cyber Monday Week: Cyber Monday reached $1.465 billion in online spending, up 17 percent versus year ago, representing the heaviest online spending day in history and the second day this season (in addition to Black Friday) to surpass $1 billion in sales                 Cyber Monday is now being dubbed Cyber Week:  “The annual event is increasingly becoming Cyber Week instead of a one-day event as retailers open their arms for Americans who prefer to avoid crowds and compare prices online.” But, Cyber Monday continues its importance, driving a nearly 22% increase in year-over-year (YoY) online sales. Monday sales beat Sunday, the next highest day by a margin of 26.7%. Mobile shopping continues to rise: ChannelAdvisor that said mobile shopping made up 32% of all online spending over the Black Friday weekend Mobile devices were a key part of the online shopping craziness that was November 26th.  Sales from smartphones and tablets doubled this year. I n tablets the growth was 110% and in smartphones - 100% Mobile bar code scans on Black Friday increased 50 percent, according to a report from ScanLife For more on how you can be ready for the holiday season, check out my blog post on commerce strategies for the holidays.

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  • View Maps and Get Directions in Google Chrome

    - by Asian Angel
    Every so often we all need to look at a map for reference purposes or to get directions. If you are looking for a great quick reference app then join us as we look at the Mini Google Maps extension for Google Chrome. Mini Google Maps in Action While this may look like a rather basic map extension there is more to it than meets the eye at first glance. Here is the default view when you open Mini Google Maps for the first time. Things that we really liked about this extension were: Three different aerial views available (Map, Satellite, & Terrain) Three different viewing sizes available (and the extension remembers your chosen size) The ability to get directions in combination with a map We decided to try each of the viewing sizes available…here you can see the “Medium Setting”. Notice that the scale stays the same but you get more territory included to view. Then the “Large Setting”…which we infinitely preferred to the others. Once again look at the amount of territory included by default…very nice. Switching over to the “Satellite View”… Followed by the “Terrain View”. For our first example we decided to peek at Vancouver, British Columbia. After zooming out a little bit we had a very nice looking map. For the next test we asked for directions from Vancouver to Toronto. Both the directions and map turned out very well. And just for fun we looked up Paris, France with the “Satellite View”. Conclusion If you find yourself needing to view a map or get directions often then the Mini Google Maps extension will be a very useful tool for you. Links Download the Mini Google Maps extension (Google Chrome Extensions) Similar Articles Productive Geek Tips Get Maps and Directions to Your Contacts in Outlook 2007Stupid Geek Tricks: Browse the Web from OutlookView the Time & Date in Chrome When Hiding Your TaskbarHow to Make Google Chrome Your Default BrowserAccess Google Chrome’s Special Pages the Easy Way TouchFreeze Alternative in AutoHotkey The Icy Undertow Desktop Windows Home Server – Backup to LAN The Clear & Clean Desktop Use This Bookmarklet to Easily Get Albums Use AutoHotkey to Assign a Hotkey to a Specific Window Latest Software Reviews Tinyhacker Random Tips Revo Uninstaller Pro Registry Mechanic 9 for Windows PC Tools Internet Security Suite 2010 PCmover Professional Make your Joomla & Drupal Sites Mobile with OSMOBI Integrate Twitter and Delicious and Make Life Easier Design Your Web Pages Using the Golden Ratio Worldwide Growth of the Internet How to Find Your Mac Address Use My TextTools to Edit and Organize Text

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  • ADNOC talks about 50x increase in performance

    - by KLaker
    If you are still wondering about how Exadata can revolutionise your business then I would recommend watching this great video which was recorded at this year's OpenWorld. First a little background...The Abu Dhabi National Oil Company for Distribution (ADNOC) is an integrated energy company that was founded in 1973. ADNOC Distribution markets and distributes petroleum products and services within the United Arab Emirates and internationally. As one of the largest and most innovative government-owned petroleum companies in the Arab Gulf, ADNOC Distribution is renowned and respected for the exceptional quality and reliability of its products and services. Its five corporate divisions include more than 200 filling stations (a number that is growing at 8% annually), more than 150 convenience stores, 10 vehicle inspection stations, as well as wholesale and retail sales of bulk fuel, gas, oil, diesel, and lubricants. ADNOC selected Oracle Exadata Database Machine after extensive research because it provided them with a single platform that can run mixed workloads in a single unified machine: "We chose Oracle Exadata Database Machine because it.offered a fully integrated and highly engineered system that was ready to deploy. With our infrastructure running all the same technology, we can operate any type of Oracle Database without restrictions and be prepared for business growth," said Ali Abdul Aziz Al-Ali, IT division manager, ADNOC Distribution. ".....we could consolidate our transaction processing and business intelligence onto one platform. Competing solutions are just not capable of doing that." - Awad Ahmed Ali El-Sidiq, Senior Database Administrator, ADNOC Distribution In this new video Awad Ahmen Ali El Sidddig, Senior DBA at ADNOC, talks about the impact that Exadata has had on his team and the whole business. ADNOC is using our engineered systems to drive and manage all their workloads: from transaction systems to payments system to data warehouse to BI environment. A true Disk-to-Dashboard revolution using Engineered Systems. This engineered approach is delivering 50x improvement in performance with one queries running 100x faster! The IT has even revolutionised some of their data warehouse related processes with the help of Exadata and now jobs that were taking over 4 hours now run in a few minutes.  To watch the video click on the image below which will take you to our Oracle YouTube page: (if the above link does not work, click here: http://www.youtube.com/watch?v=zcRpxc6u5Ic) Now that queries are running 100x faster and jobs are completing in minutes not hours, what is next for the IT team at ADNOC? Like many of our customers ADNOC is now looking to take advantage of big data to help them better align their business operations with customer behaviour and customer insights. To help deliver this next level of insight the IT team is looking at the new features in Oracle Database 12c such as the new in-memory feature to deliver even more performance gains.  The great news is that Awad Ahmen Ali El Sidddig was awarded DBA of the Year - EMEA within our Data Warehouse Global Leaders programme and you can see the badge for this award pop-up at the start of video. Well done to everyone at ADNOC and thanks for spending the time with us at OOW to create this great video.

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  • Learn Cloud Computing – It’s Time

    - by Ben Griswold
    Last week, I gave an in-house presentation on cloud computing.  I walked through an overview of cloud computing – characteristics (on demand, elastic, fully managed by provider), why are we interested (virtualization, distributed computing, increased access to high-speed internet, weak economy), various types (public, private, virtual private cloud) and services models (IaaS, PaaS, SaaS.)  Though numerous providers have emerged in the cloud computing space, the presentation focused on Amazon, Google and Microsoft offerings and provided an overview of their platforms, costs, data tier technologies, management and security.  One of the biggest talking points was why developers should consider the cloud as part of their deployment strategy: You only have to pay for what you consume You will be well-positioned for one time event provisioning You will reap the benefits of automated growth and scalable technologies For the record: having deployed dozens of applications on various platforms over the years, pricing tends to be the biggest customer concern.  Yes, scalability is a customer consideration, too, but it comes in distant second.  Boy do I hope you’re still reading… You may be thinking, “Cloud computing is well and good and it sounds catchy, but should I bother?  After all, it’s just another technology bundle which I’m supposed to ramp up on because it’s the latest thing, right?”  Well, my clients used to be 100% reliant upon me to find adequate hosting for them.  Now I find they are often aware of cloud services and some come to me with the “possibility” that deploying to the cloud is the best solution for them.  It’s like the patient who walks into the doctor’s office with their diagnosis and treatment already in mind thanks to the handful of Internet searches they performed earlier that day.  You know what?  The customer may be correct about the cloud. It may be a perfect fit for their app.  But maybe not…  I don’t think there’s a need to learn about every technical thing under the sun, but if you are responsible for identifying hosting solutions for your customers, it is time to get up to speed on cloud computing and the various offerings (if you haven’t already.)  Here are a few references to get you going: DZone Refcardz #82 Getting Started with Cloud Computing by Daniel Rubio Wikipedia Cloud Computing – What is it? Amazon Machine Images (AMI) Google App Engine SDK Azure SDK EC2 Spot Pricing Google App Engine Team Blog Amazon EC2 Team Blog Microsoft Azure Team Blog Amazon EC2 – Cost Calculator Google App Engine – Cost and Billing Resources Microsoft Azure – Cost Calculator Larry Ellison has stated that cloud computing has been defined as "everything that we currently do" and that it will have no effect except to "change the wording on some of our ads" Oracle launches worldwide cloud-computing tour NoSQL Movement  

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