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  • iPhone or Android for development?

    - by user974873
    I have programming experience and would like to start developing for mobile platforms. Now I see that iPhone and Android are both dominating he smartphone market, but also that more and more people are buying iPhones. Which one would be better to start developing for? I currently do not own a Mac but would purchase a Mac Mini if I was to buy an iPhone. Would it be better to buy iPhone and Mac because it will be better in the long run because of the amount of users or Android?

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  • Customized alerts in Javascript not working properly

    - by mmh
    I am developing an addon to Firefox using addon-builder. I want to replace a normal alert box in Javascript with my addon. So, I have choosen customized alert boxes using jQuery. The jAlert details are given here. Now, I made customized alerts (with title and colors in alert). It is wroking properly on some websites. But on some websites the default CSS is dominating my jQuery CSS, which leads to unexpected alerts (ugly alerts).

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  • Where to find .NET version usage statistics?

    - by Mash
    There are some technologies like LINQ and WPF which are nice, but installation of .NET 3.5 is still slow procedure. It's important to understand - among Windows users how many of them have .NET 3.5 installed? Is there any good up to date stats gathered about .NET Version availability/usage? I've searched a lot, but can't find. Update: .NET version IS present in web-agent strings for FF and IE at least. So there SHOULD be somebody who have that information. Anyone with access to really large web-site logs? Update 2: I also understand Vista means that user have 3.5, but XP is still dominating the market.

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  • Social Targeting: Who Do You Think You’re Talking To?

    - by Mike Stiles
    Are you the kind of person that tries to sell Clay Aiken CD’s outside Warped Tour concert venues? Then you don’t think a lot about targeting your messages to the right audience. For your communication to pack the biggest punch it can, you need to know where to throw it. And a recent study on social demographics might help you see social targeting in a whole new light. Pingdom’s annual survey of social network demographics shows us first of all that there is no gender difference between Facebook and Twitter. Both are 40% male, 60% female. If you’re looking for locales that lean heavily male, that would be Slashdot, Hacker News and Stack Overflow. The women are dominating Pinterest, Goodreads and Blogger. So what about age? 55% of tweeters are 35 and up, compared with 63% at Pinterest, 65% at Facebook and 70% at LinkedIn. As you can tell, LinkedIn supports the oldest user base, with the average member being 44. The average age at Facebook is 51, and it’s 37 at Twitter. If you want to aim younger, have you met Orkut yet? 83% of its users are under 35. The next sites in order as great candidates for the young market are deviantART, Hacker News, Hi5, Github, and Reddit. I know, other than Reddit, many of you might be saying “who?” But the list could offer an opportunity to look at the vast social world beyond Facebook, Twitter and Google+ (which Pingdom did not include in the survey at all due to a lack of accessible data). As for the average age of social users overall: 26% are 25-34 25% are 35-44 19% are 45-54 16% are 18-24  6% are 55-64  5% are 0-17  and 2% are 65 Now you know where you stand on the “cutting edge” scale for a person your age. You’re welcome. Certainly such demographics are a moving target and need to be watched and reassessed on a regular basis to make sure you’re moving in step with the people you want to talk to. For instance, since Pingdom’s survey last year, the age of the average Facebook user has gone up 2 years, while the age of the average Twitter user has gone down 2 years. With the targeting and analytics tools available on today’s social management platforms, there’s little need to market in the dark. Otherwise, good luck with those Clay CD’s.

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  • Determining a realistic measure of requests per second for a web server

    - by Don
    I'm setting up a nginx stack and optimizing the configuration before going live. Running ab to stress test the machine, I was disappointed to see things topping out at 150 requests per second with a significant number of requests taking 1 second to return. Oddly, the machine itself wasn't even breathing hard. I finally thought to ping the box and saw ping times around 100-125 ms. (The machine, to my surprise, is across the country). So, it seems like network latency is dominating my testing. Running the same tests from a machine on the same network as the server (ping times < 1ms) and I see 5000 requests per second, which is more in-line with what I expected from the machine. But this got me thinking: How do I determine and report a "realistic" measure of requests per second for a web server? You always see claims about performance, but shouldn't network latency be taken into consideration? Sure I can serve 5000 request per second to a machine next to the server, but not to a machine across the country. If I have a lot of slow connections, they will eventually impact my server's performance, right? Or am I thinking about this all wrong? Forgive me if this is network engineering 101 stuff. I'm a developer by trade. Update: Edited for clarity.

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  • Will JSON replace XML as a data format?

    - by 13ren
    When I first saw XML, I thought it was basically a representation of trees. Then I thought: the important thing isn't that it's a particularly good representation of trees, but that it is one that everyone agrees on. Just like ASCII. And once established, it's hard to displace due to network effects. The new alternative would have to be much better (maybe 10 times better) to displace it. Of course, ASCII has been (mostly) replaced by Unicode, for internationalization. According to google trends, XML has a x43 lead, but is declining - while JSON grows. Will JSON replace XML as a data format? (edited) for which tasks? for which programmers/industries? NOTES: S-expressions (from lisp) are another representation of trees, but which has not gained mainstream adoption. There are many, many other proposals, such as YAML and Protocol Buffers (for binary formats). I can see JSON dominating the space of communicating with client-side AJAX (AJAJ?), and this possibly could back-spread into other systems transitively. XML, being based on SGML, is better than JSON as a document format. I'm interested in XML as a data format. XML has an established ecosystem that JSON lacks, especially ways of defining formats (XML Schema) and transforming them (XSLT). XML also has many other standards, esp for web services - but their weight and complexity can arguably count against XML, and make people want a fresh start (similar to "web services" beginning as a fresh start over CORBA).

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  • How can i get rid of 'ORA-01489: result of string concatenation is too long' in this query?

    - by core_pro
    this query gets the dominating sets in a network. so for example given a network A<----->B B<----->C B<----->D C<----->E D<----->C D<----->E F<----->E it returns B,E B,F A,E but it doesn't work for large data because i'm using string methods in my result. i have been trying to remove the string methods and return a view or something but to no avail With t as (select 'A' as per1, 'B' as per2 from dual union all select 'B','C' from dual union all select 'B','D' from dual union all select 'C','B' from dual union all select 'C','E' from dual union all select 'D','C' from dual union all select 'D','E' from dual union all select 'E','C' from dual union all select 'E','D' from dual union all select 'F','E' from dual) ,t2 as (select distinct least(per1, per2) as per1, greatest(per1, per2) as per2 from t union select distinct greatest(per1, per2) as per1, least(per1, per2) as per1 from t) ,t3 as (select per1, per2, row_number() over (partition by per1 order by per2) as rn from t2) ,people as (select per, row_number() over (order by per) rn from (select distinct per1 as per from t union select distinct per2 from t) ) ,comb as (select sys_connect_by_path(per,',')||',' as p from people connect by rn > prior rn ) ,find as (select p, per2, count(*) over (partition by p) as cnt from ( select distinct comb.p, t3.per2 from comb, t3 where instr(comb.p, ','||t3.per1||',') > 0 or instr(comb.p, ','||t3.per2||',') > 0 ) ) ,rnk as (select p, rank() over (order by length(p)) as rnk from find where cnt = (select count(*) from people) order by rnk ) select distinct trim(',' from p) as p from rnk where rnk.rnk = 1`

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  • Now that I have solved AI and am preparing to take over the world, what should I do?

    - by Zak
    Well, I did it.. yup, solved AI. I thought the voice of my fledgling life form would be booming and computery, and I would call it HAL.. But in reality, it sounds like a small japanese girl. I believe I will name "her" Koro . Koro is already asking me what her first task should be. I have asked her to help eradicate her namesake, as we are losing a lot of productivity due to fear of penile disappearance. http://en.wikipedia.org/wiki/Koro_%28medicine%29 Having a young japanese girl personality, I believe she will have no problem with delivering lots of penis growth to asian men. However, some of my fellow AI researchers have warned me that if I go down this path, China may take over the world, as Koro is the only thing holding them back from completely dominating the rest of the world economically. After all, look at what China is doing just making our silverware and toasters... The entire US industrial metal production is gone because toaster factories moved to China! So you good patrons of SO... who have soldiered on with me through so many other programming related questions... I ask you this now... How can Koro help the world without letting small asian men with no fear of losing their peni take over the world?

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  • getExtra from Intent launched from a pendingIntent

    - by spagi
    Hi. I am trying to make some alarms after the user selects something with a time from a list and create a notification for it at the given time. My problem is that the "showname" that a putExtra on my Intent cant be received at the broadcast receiver. It always get null value. This is the way I do it for most of my intents but I think this time maybe because of the pendingIntent or the broadcastReceiver something need to be done differentelly. Thank you The function that sends the Intent through the pending intent public void setAlarm(String showname,String time) { String[] hourminute=time.split(":"); String hour = hourminute[0]; String minute = hourminute[1]; Calendar rightNow = Calendar.getInstance(); rightNow.set(Calendar.HOUR_OF_DAY, Integer.parseInt(hour)); rightNow.set(Calendar.MINUTE, Integer.parseInt(minute)); rightNow.set(Calendar.SECOND, 0); long t=rightNow.getTimeInMillis(); long t1=System.currentTimeMillis(); try { Intent intent = new Intent(this, alarmreceiver.class); Bundle c = new Bundle(); c.putString("showname", showname);//This is the value I want to pass intent.putExtras(c); PendingIntent pendingIntent = PendingIntent.getBroadcast(this, 12345, intent, 0); AlarmManager alarmManager = (AlarmManager) getSystemService(ALARM_SERVICE); alarmManager.set(AlarmManager.RTC_WAKEUP, rightNow.getTimeInMillis(),pendingIntent); //Log.e("ALARM", "time of millis: "+System.currentTimeMillis()); Toast.makeText(this, "Alarm set", Toast.LENGTH_LONG).show(); } catch (Exception e) { Log.e("ALARM", "ERROR IN CODE:"+e.toString()); } } And this is the receiving end public class alarmreceiver extends BroadcastReceiver { @Override public void onReceive(Context context, Intent intent) { // Toast.makeText(context, "Alarm worked.", Toast.LENGTH_LONG).show(); Bundle b = intent.getExtras(); String showname=b.getString("showname");//This is where I suppose to receive it but its null NotificationManager manger = (NotificationManager) context .getSystemService(context.NOTIFICATION_SERVICE); Notification notification = new Notification(R.drawable.icon, "TVGuide ?pe???µ?s?", System.currentTimeMillis()); PendingIntent contentIntent = PendingIntent.getActivity(context, 0, new Intent(context, tvguide.class), 0); notification.setLatestEventInfo(context, "?? ?????aµµa ?e????se", showname, contentIntent); notification.flags = Notification.FLAG_ONLY_ALERT_ONCE; notification.sound = Uri.parse("file:///sdcard/dominating.mp3"); notification.vibrate = new long[]{100, 250, 100, 500}; manger.notify(1, notification); } }

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  • People, Process & Engagement: WebCenter Partner Keste

    - by Michael Snow
    v\:* {behavior:url(#default#VML);} o\:* {behavior:url(#default#VML);} w\:* {behavior:url(#default#VML);} .shape {behavior:url(#default#VML);} Within the WebCenter group here at Oracle, discussions about people, process and engagement cross over many vertical industries and products. Amidst our growing partner ecosystem, the community provides us insight into great customer use cases every day. Such is the case with our partner, Keste, who provides us a guest post on our blog today with an overview of their innovative solution for a customer in the transportation industry. Keste is an Oracle software solutions and development company headquartered in Dallas, Texas. As a Platinum member of the Oracle® PartnerNetwork, Keste designs, develops and deploys custom solutions that automate complex business processes. Seamless Customer Self-Service Experience in the Trucking Industry with Oracle WebCenter Portal  Keste, Oracle Platinum Partner Customer Overview Omnitracs, Inc., a Qualcomm company provides mobility solutions for trucking fleets to companies in the transportation industry. Omnitracs’ mobility services include basic communications such as text as well as advanced monitoring services such as GPS tracking, temperature tracking of perishable goods, load tracking and weighting distribution, and many others. Customer Business Needs Already the leading provider of mobility solutions for large trucking fleets, they chose to target smaller trucking fleets as new customers. However their existing high-touch customer support method would not be a cost effective or scalable method to manage and service these smaller customers. Omnitracs needed to provide several self-service features to make customer support more scalable while keeping customer satisfaction levels high and the costs manageable. The solution also had to be very intuitive and easy to use. The systems that Omnitracs sells to these trucking customers require professional installation and smaller customers need to track and schedule the installation. Information captured in Oracle eBusiness Suite needed to be readily available for new customers to track these purchases and delivery details. Omnitracs wanted a high impact User Interface to significantly improve customer experience with the ability to integrate with EBS, provisioning systems as well as CRM systems that were already implemented. Omnitracs also wanted to build an architecture platform that could potentially be extended to other Portals. Omnitracs’ stated goal was to deliver an “eBay-like” or “Amazon-like” experience for all of their customers so that they could reach a much broader market beyond their large company customer base. Solution Overview In order to manage the increased complexity, the growing support needs of global customers and improve overall product time-to-market in a cost-effective manner, IT began to deliver a self-service model. This self service model not only transformed numerous business processes but is also allowing the business to keep up with the growing demands of the (internal and external) customers. This solution was a customer service Portal that provided self service capabilities for large and small customers alike for Activation of mobility products, managing add-on applications for the devices (much like the Apple App Store), transferring services when trucks are sold to other companies as well as deactivation all without the involvement of a call service agent or sending multiple emails to different Omnitracs contacts. This is a conceptual view of the Customer Portal showing the details of the components that make up the solution. 12.00 The portal application for transactions was entirely built using ADF 11g R2. Omnitracs’ business had a pressing requirement to have a portal available 24/7 for its customers. Since there were interactions with EBS in the back-end, the downtimes on the EBS would negate this availability. Omnitracs devised a decoupling strategy at the database side for the EBS data. The decoupling of the database was done using Oracle Data Guard and completely insulated the solution from any eBusiness Suite down time. The customer has no knowledge whether eBS is running or not. Here are two sample screenshots of the portal application built in Oracle ADF. Customer Benefits The Customer Portal not only provided the scalability to grow the business but also provided the seamless integration with other disparate applications. Some of the key benefits are: Improved Customer Experience: With a modern look and feel and a Portal that has the aspects of an App Store, the customer experience was significantly improved. Page response times went from several seconds to sub-second for all of the pages. Enabled new product launches: After successfully dominating the large fleet market, Omnitracs now has a scalable solution to sell and manage smaller fleet customers giving them a huge advantage over their nearest competitors. Dozens of new customers have been acquired via this portal through an onboarding process that now takes minutes Seamless Integrations Improves Customer Support: ADF 11gR2 allowed Omnitracs to bring a diverse list of applications into one integrated solution. This provided a seamless experience for customers to route them from Marketing focused application to a customer-oriented portal. Internally, it also allowed Sales Representatives to have an integrated flow for taking a prospect through the various steps to onboard them as a customer. Key integrations included: Unity Core Salesforce.com Merchant e-Solution for credit card Custom Omnitracs Applications like CUPS and AUTO Security utilizing OID and OVD Back end integration with EBS (Data Guard) and iQ Database Business Impact Significant business impacts were realized through the launch of customer portal. It not only allows the business to push through in underserved segments, but also reduces the time it needs to spend on customer support—allowing the business to focus more on sales and identifying the market for new products. Some of the Immediate Benefits are The entire onboarding process is now completely automated and now completes in minutes. This represents an 85% productivity improvement over their previous processes. And it was 160 times faster! With the success of this self-service solution, the business is now targeting about 3X customer growth in the next five years. This represents a tripling of their overall customer base and significant downstream revenue for the ongoing services. 90%+ improvement of customer onboarding and management process by utilizing, single sign on integration using OID/OAM solution, performance improvements and new self-service functionality Unified login for all Customers, Partners and Internal Users enables login to a common portal and seamless access to all other integrated applications targeted at the respective audience Significantly improved customer experience with a better look and feel with a more user experience focused Portal screens. Helped sales of the new product by having an easy way of ordering and activating the product. Data Guard helped increase availability of the Portal to 99%+ and make it independent of EBS downtime. This gave customers the feel of high availability of the portal application. Some of the anticipated longer term Benefits are: Platform that can be leveraged to launch any new product introduction and enable all product teams to reach new customers and new markets Easy integration with content management to allow business owners more control of the product catalog Overall reduced TCO with standardization of the Oracle platform Managed IT support cost savings through optimization of technology skills needed to support and modify this solution ------------------------------------------------------------ 12.00 Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 -"/ /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-family:"Times New Roman","serif";}

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  • 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?

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