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  • Weird behaviour of jquery's hide/show with the 'slide' effect. How to change?

    - by Tommy
    When doing $('.mydiv').show('slide', {direction:up}, 1500); //syntax may be a little off jQuery seems to - just before starting the animation - make room for the soon to be showed div. This creates a non-smooth effect making all elements below the showed div shift away in one big go. I would like to see the elements below the div move away as the div is animated/showed. The jQuery native hide()/show() function works like this, how come the slide effect of hide/show doesn't? Anyone knows how to fix it?

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  • Extracting friends' E-Mail addresses from Facebook (Skype?)

    - by chephy
    I am currently in the process of migrating away from Facebook (privacy concerns, mostly). For obvious reasons, I want to save away the email addresses from my friends' profile pages. However, this turned out to be a rather hard task, because the Facebook API doesn't let you access any mail addresses. However, I just tried the automatic contact import feature of Skype, and it seems to be able to retrieve the email addresses of my friends from Facebook. Does anyone know how it's done so I could replicate it?

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  • PHP] How can I connect to MySQL on wamp server?

    - by user294359
    This might be ridiculously easy for you.. but I've been struggling with this for an hour.. :( <?php $connect = mysql_connect("localhost:8080", "root", "mypassword"); echo($connect);?> This is the code that I'm trying to run - you can see that I'm using 8080 as my port number and, of course, I have html codes as well. However, it gives me the following error msgs whenever I try to open the php file. ==================================================================================== Warning: mysql_connect() [function.mysql-connect]: MySQL server has gone away in C:\wamp\www\php_sandbox\index.php on line 2 Warning: mysql_connect() [function.mysql-connect]: Error while reading greeting packet. PID=4932 in C:\wamp\www\php_sandbox\index.php on line 2 Warning: mysql_connect() [function.mysql-connect]: MySQL server has gone away in C:\wamp\www\php_sandbox\index.php on line 2 ===================================================================================== I don't know... what's wrong with this. Is it because of the port number?

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  • A Bite With No Teeth&ndash;Demystifying Non-Compete Clauses

    - by D'Arcy Lussier
    *DISCLAIMER: I am not a lawyer and this post in no way should be considered legal advice. I’m also in Canada, so references made are to Canadian court cases. I received a signed letter the other day, a reminder from my previous employer about some clauses associated with my employment and entry into an employee stock purchase program. So since this is in effect for the next 12 months, I guess I’m not starting that new job tomorrow. I’m kidding of course. How outrageous, how presumptuous, pompous, and arrogant that a company – any company – would actually place these conditions upon an employee. And yet, this is not uncommon. Especially in the IT industry, we see time and again similar wording in our employment agreements. But…are these legal? Is there any teeth behind the threat of the bite? Luckily, the answer seems to be ‘No’. I want to highlight two cases that support this. The first is Lyons v. Multari. In a nutshell, Dentist hires younger Dentist to be an associate. In their short, handwritten agreement, a non-compete clause was written stating “Protective Covenant. 3 yrs. – 5mi” (meaning you can’t set up shop within 5 miles for 3 years). Well, the young dentist left and did start an oral surgery office within 5 miles and within 3 years. Off to court they go! The initial judge sided with the older dentist, but on appeal it was overturned. Feel free to read the transcript of the decision here, but let me highlight one portion from section [19]: The general rule in most common law jurisdictions is that non-competition clauses in employment contracts are void. The sections following [19] explain further, and discuss Elsley v. J.G. Collins Insurance Agency Ltd. and its impact on Canadian law in this regard. The second case is Winnipeg Livestock Sales Ltd. v. Plewman. Desmond Plewman is an auctioneer, and worked at Winnipeg Livestock Sales. Part of his employment agreement was that he could not work for a competitor for 18 months if he left the company. Well, he left, and took up an important role in a competing company. The case went to court and as with Lyons v. Multari, the initial judge found in favour of the plaintiffs. Also as in the first case, that was overturned on appeal. Again, read through the transcript of the decision, but consider section [28]: In other words, even though Plewman has a great deal of skill as an auctioneer, Winnipeg Livestock has no proprietary interest in his professional skill and experience, even if they were acquired during his time working for Winnipeg Livestock.  Thus, Winnipeg Livestock has the burden of establishing that it has a legitimate proprietary interest requiring protection.  On this key question there is little evidence before the Court.  The record discloses that part of Plewman’s job was to “mingle with the … crowd” and to telephone customers and prospective customers about future prospects for the sale of livestock.  It may seem reasonable to assume that Winnipeg Livestock has a legitimate proprietary interest in its customer connections; but there is no evidence to indicate that there is any significant degree of “customer loyalty” in the business, as opposed to customers making choices based on other considerations such as cost, availability and the like. So are there any incidents where a non-compete can actually be valid? Yes, and these are considered “exceptional” cases, meaning that the situation meets certain circumstances. Michael Carabash has a great blog series discussing the above mentioned cases as well as the difference between a non-compete and non-solicit agreement. He talks about the exceptional criteria: In summary, the authorities reveal that the following circumstances will generally be relevant in determining whether a case is an “exceptional” one so that a general non-competition clause will be found to be reasonable: - The length of service with the employer. - The amount of personal service to clients. - Whether the employee dealt with clients exclusively, or on a sustained or     recurring basis. - Whether the knowledge about the client which the employee gained was of a   confidential nature, or involved an intimate knowledge of the client’s   particular needs, preferences or idiosyncrasies. - Whether the nature of the employee’s work meant that the employee had   influence over clients in the sense that the clients relied upon the employee’s   advice, or trusted the employee. - If competition by the employee has already occurred, whether there is   evidence that clients have switched their custom to him, especially without   direct solicitation. - The nature of the business with respect to whether personal knowledge of   the clients’ confidential matters is required. - The nature of the business with respect to the strength of customer loyalty,   how clients are “won” and kept, and whether the clientele is a recurring one. - The community involved and whether there were clientele yet to be exploited   by anyone. I close this blog post with a final quote, one from Zvulony & Co’s blog post on this subject. Again, all of this is not official legal advice, but I think we can see what all these sources are pointing towards. To answer my earlier question, there’s no teeth behind the threat of the bite. In light of this list, and the decisions in Lyons and Orlan, it is reasonably certain that in most employment situations a non-competition clause will be ineffective in protecting an employer from a departing employee who wishes to compete in the same business. The Courts have been relatively consistent in their position that if a non-solicitation clause can protect an employer’s interests, then a non-competition clause is probably unreasonable. Employers (or their solicitors) should avoid the inclination to draft restrictive covenants in broad, catch-all language. Or in other words, when drafting a restrictive covenant – take only what you need! D

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  • The Complete List of iPad Tips, Tricks, and Tutorials

    - by Ross
    The Apple iPad is the latest new toy, and we’ve put together a comprehensive list of every tip, trick, and tutorial that we could find to help you get the most out of it—and we’re even giving one away to one lucky reader. So read on! Note: We’ll be keeping this page updated as we find more great articles, so you should bookmark this page for future reference. Want Your Own iPad? How-To Geek is Giving One Away! All you have to do to enter is become a fan of our Facebook page, and we’ll pick a random fan to win the prize. Win an iPad on the How-To Geek Facebook Fan Page Disable the “clicking sound” on the iPad Keyboard Does the clicking sound when you tap the iPad keyboard bother you? Thankfully it’s easy to disable with a couple of taps. How to disable the “clicking sound” on your iPad’s keyboard Enable and add bookmarks to the Safari Bookmarks Bar on your iPad By default, Safari doesn’t display the Bookmarks Bar. This tip shows you how to change that. How to enable and add bookmarks to the Safari Bookmarks Bar on your iPad Clear the Cache, History and Cookies in Safari for the iPad You’re probably used to clearing this kind of data right from within the browser. Not so with Safari on the iPad – but here’s how you can. How to clear the cache, history and cookies in Safari for iPad How to add more Apps to your iPad Dock The iPad has four icons in its ‘dock’. Did you know it can hold 6? How to add more Apps to your iPad Dock Convert PDF files to ePub files to read on your iPad with iBooks ePub is the format that iBooks are in. So for those of you with large eBook collections in PDF, here’s how you convert them to read in iBooks. How to convert PDF files to ePub files to read on your iPad with iBooks How to force your iPad to restart Has an app caused your iPad to freeze up, and you can’t escape? This tip shows you how to force your iPad to restart. How to force your iPad to restart How to export Keynote for iPad presentations to your Mac or PC Exporting Keynote presentations from your iPad to your Mac or PC isn’t as straight forward as you might have expected. This tutorial shows you how. How to export Keynote for iPad presentations to your Mac or PC How to import presentations to Keynote on your iPad Having trouble getting your presentations onto your iPad? How to import presentations to Keynote on your iPad How to import documents to Pages on your iPad This guide shows you how to transfer documents (MS Word or Pages) from your Mac/PC to your iPad. How to import documents to Pages on your iPad How to insert photos in a Pages document using iPad and share it as a PDF Want to spice up that doc with a picture you just took? This tutorial will show you how – and how to export that document as a PDF. How to insert photos in a Pages document using iPad and share it as a PDF How to lock your iPad If you have kids or co-workers/friends who think it’s funny to mess with your iPad – lock it. How to lock your iPad How to remove the “Sent from my iPad” signature from outgoing email on your iPad Does everyone need to know you just sent that email from your iPad? Probably not. This guide shows you how to remove the “Sent from my iPad” signature and replace it with your own (or none). How to remove the “Sent from my iPad” signature from outgoing email on your iPad How To Sync Multiple Calendars to the iPad With Google Sync This tutorial will show you a workaround on how to sync multiple calendars on your iPad using Google Sync. How to Sync Multiple Calendars to the iPad With Google Sync How to determine the MAC address of your iPad If your network restricts connections via MAC address – this guide will show you how to determine what yours is. How to determine the MAC address of your iPad How to take a screenshot of your iPad Do you need to take a screenshot of your iPad? This quick tip shows you how to do just that. How to take a screenshot of your iPad How to delete apps from your iPod Touch, iPhone or iPad Anyone who had an iPod Touch or iPhone before they had an iPad won’t need this tutorial. But if you’re new to the experience, this one will help. How to delete apps from your iPod Touch, iPhone or iPad How to determine the iPad ECID on Windows and Mac iPadintosh shows us how to determine the iPad’s ECID code – something you’ll want to have come Jailbreak time. How to grab the iPad ECID in Windows or OS X iPad Apps: Twitter and social networking essentials Enggadget has you covered with reviews of the first slew of iPad specific Twitter and other social networking apps. iPad Apps: Twitter and social networking essentials What does your website look like on an iPad? iPad Peek is a web based tool that allows you to enter any given URL, and it will display that page the same way Safari on the iPad does. Great for web site owners who don’t have access to an iPad. iPadPeek Stream Music and Videos to your iPad Gizmodo reviews the iPad app StreamToMe, which allows you to stream media from your Mac to your iPad across your local network. Their feelings in a nutshell – worth the $3, but not perfect. Review: StreamToMe for the iPad Apple iPad : Change links in Google Reader to point to full HTML webpage How to change links in Safari for iPad so that Google Reader points to a full HTML webpage How to connect an iPad to your existing wireless keyboard This video will show you how to connect your iPad to a wireless keyboard if you’re having any problems – and from the sound of things, quite a few folks are. via TUAW How to get started with the iPad Mashable has a very entry-level guide that will help you set up your iPad for the first time. Mashable’s Guide to Setting up the iPad Essential iPad Apps Downloadsquad gives mini-reviews to 8 iPad apps that you should install as soon as you get your iPad. iPad App Buyers Guide: Essential Apps you should get on day one Videos: The Official iPad Guided Tours From none other than Apple! Great getting started videos for all the included iPad apps. The Official iPad Guided Tours The Official iPad Manual When you buy an iPad, you don’t get a manual. But that’s not to say there isn’t one. Apple provides a 150 guide for your iPad in PDF format. The Official iPad Manual (pdf) How to print from your iPad Sure, it’s actually just an App (PrintCentral – $9.99 USD), but as of right now, it’s the only way. PrintCentral How to make your own iPad Wallpaper A perfectly detailed tutorial on how to make your own wallpaper for your iPad. The author also provides a really nice sample wallpaper, published under the Attribution-Noncommercial 2.0 Generic license. How to make your own iPad Wallpaper Got any more tips? Share them in the comments, and we’ll update the post with the links, or just the tip itself. Similar Articles Productive Geek Tips Want an iPad? How-To Geek is Giving One Away!Why Wait? Amazing New Add-on Turns Your iPhone into an iPad! [Comic]Clear the Auto-Complete Email Address Cache in OutlookAsk the Readers: Share Your Tips for Defeating Viruses and MalwareStupid Geek Tricks: Tile or Cascade Multiple Windows in Windows 7 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 DVDFab 6 Revo Uninstaller Pro Registry Mechanic 9 for Windows PC Tools Internet Security Suite 2010 Are You Blocked On Gtalk? Find out Discover Latest Android Apps On AppBrain The Ultimate Guide For YouTube Lovers Will it Blend? iPad Edition Penolo Lets You Share Sketches On Twitter Visit Woolyss.com for Old School Games, Music and Videos

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  • Agile Development

    - by James Oloo Onyango
    Alot of literature has and is being written about agile developement and its surrounding philosophies. In my quest to find the best way to express the importance of agile methodologies, i have found Robert C. Martin's "A Satire Of Two Companies" to be both the most concise and thorough! Enjoy the read! Rufus Inc Project Kick Off Your name is Bob. The date is January 3, 2001, and your head still aches from the recent millennial revelry. You are sitting in a conference room with several managers and a group of your peers. You are a project team leader. Your boss is there, and he has brought along all of his team leaders. His boss called the meeting. "We have a new project to develop," says your boss's boss. Call him BB. The points in his hair are so long that they scrape the ceiling. Your boss's points are just starting to grow, but he eagerly awaits the day when he can leave Brylcream stains on the acoustic tiles. BB describes the essence of the new market they have identified and the product they want to develop to exploit this market. "We must have this new project up and working by fourth quarter October 1," BB demands. "Nothing is of higher priority, so we are cancelling your current project." The reaction in the room is stunned silence. Months of work are simply going to be thrown away. Slowly, a murmur of objection begins to circulate around the conference table.   His points give off an evil green glow as BB meets the eyes of everyone in the room. One by one, that insidious stare reduces each attendee to quivering lumps of protoplasm. It is clear that he will brook no discussion on this matter. Once silence has been restored, BB says, "We need to begin immediately. How long will it take you to do the analysis?" You raise your hand. Your boss tries to stop you, but his spitwad misses you and you are unaware of his efforts.   "Sir, we can't tell you how long the analysis will take until we have some requirements." "The requirements document won't be ready for 3 or 4 weeks," BB says, his points vibrating with frustration. "So, pretend that you have the requirements in front of you now. How long will you require for analysis?" No one breathes. Everyone looks around to see whether anyone has some idea. "If analysis goes beyond April 1, we have a problem. Can you finish the analysis by then?" Your boss visibly gathers his courage: "We'll find a way, sir!" His points grow 3 mm, and your headache increases by two Tylenol. "Good." BB smiles. "Now, how long will it take to do the design?" "Sir," you say. Your boss visibly pales. He is clearly worried that his 3 mms are at risk. "Without an analysis, it will not be possible to tell you how long design will take." BB's expression shifts beyond austere.   "PRETEND you have the analysis already!" he says, while fixing you with his vacant, beady little eyes. "How long will it take you to do the design?" Two Tylenol are not going to cut it. Your boss, in a desperate attempt to save his new growth, babbles: "Well, sir, with only six months left to complete the project, design had better take no longer than 3 months."   "I'm glad you agree, Smithers!" BB says, beaming. Your boss relaxes. He knows his points are secure. After a while, he starts lightly humming the Brylcream jingle. BB continues, "So, analysis will be complete by April 1, design will be complete by July 1, and that gives you 3 months to implement the project. This meeting is an example of how well our new consensus and empowerment policies are working. Now, get out there and start working. I'll expect to see TQM plans and QIT assignments on my desk by next week. Oh, and don't forget that your crossfunctional team meetings and reports will be needed for next month's quality audit." "Forget the Tylenol," you think to yourself as you return to your cubicle. "I need bourbon."   Visibly excited, your boss comes over to you and says, "Gosh, what a great meeting. I think we're really going to do some world shaking with this project." You nod in agreement, too disgusted to do anything else. "Oh," your boss continues, "I almost forgot." He hands you a 30-page document. "Remember that the SEI is coming to do an evaluation next week. This is the evaluation guide. You need to read through it, memorize it, and then shred it. It tells you how to answer any questions that the SEI auditors ask you. It also tells you what parts of the building you are allowed to take them to and what parts to avoid. We are determined to be a CMM level 3 organization by June!"   You and your peers start working on the analysis of the new project. This is difficult because you have no requirements. But from the 10-minute introduction given by BB on that fateful morning, you have some idea of what the product is supposed to do.   Corporate process demands that you begin by creating a use case document. You and your team begin enumerating use cases and drawing oval and stick diagrams. Philosophical debates break out among the team members. There is disagreement as to whether certain use cases should be connected with <<extends>> or <<includes>> relationships. Competing models are created, but nobody knows how to evaluate them. The debate continues, effectively paralyzing progress.   After a week, somebody finds the iceberg.com Web site, which recommends disposing entirely of <<extends>> and <<includes>> and replacing them with <<precedes>> and <<uses>>. The documents on this Web site, authored by Don Sengroiux, describes a method known as stalwart-analysis, which claims to be a step-by-step method for translating use cases into design diagrams. More competing use case models are created using this new scheme, but again, people can't agree on how to evaluate them. The thrashing continues. More and more, the use case meetings are driven by emotion rather than by reason. If it weren't for the fact that you don't have requirements, you'd be pretty upset by the lack of progress you are making. The requirements document arrives on February 15. And then again on February 20, 25, and every week thereafter. Each new version contradicts the previous one. Clearly, the marketing folks who are writing the requirements, empowered though they might be, are not finding consensus.   At the same time, several new competing use case templates have been proposed by the various team members. Each template presents its own particularly creative way of delaying progress. The debates rage on. On March 1, Prudence Putrigence, the process proctor, succeeds in integrating all the competing use case forms and templates into a single, all-encompassing form. Just the blank form is 15 pages long. She has managed to include every field that appeared on all the competing templates. She also presents a 159- page document describing how to fill out the use case form. All current use cases must be rewritten according to the new standard.   You marvel to yourself that it now requires 15 pages of fill-in-the-blank and essay questions to answer the question: What should the system do when the user presses Return? The corporate process (authored by L. E. Ott, famed author of "Holistic Analysis: A Progressive Dialectic for Software Engineers") insists that you discover all primary use cases, 87 percent of all secondary use cases, and 36.274 percent of all tertiary use cases before you can complete analysis and enter the design phase. You have no idea what a tertiary use case is. So in an attempt to meet this requirement, you try to get your use case document reviewed by the marketing department, which you hope will know what a tertiary use case is.   Unfortunately, the marketing folks are too busy with sales support to talk to you. Indeed, since the project started, you have not been able to get a single meeting with marketing, which has provided a never-ending stream of changing and contradictory requirements documents.   While one team has been spinning endlessly on the use case document, another team has been working out the domain model. Endless variations of UML documents are pouring out of this team. Every week, the model is reworked.   The team members can't decide whether to use <<interfaces>> or <<types>> in the model. A huge disagreement has been raging on the proper syntax and application of OCL. Others on the team just got back from a 5-day class on catabolism, and have been producing incredibly detailed and arcane diagrams that nobody else can fathom.   On March 27, with one week to go before analysis is to be complete, you have produced a sea of documents and diagrams but are no closer to a cogent analysis of the problem than you were on January 3. **** And then, a miracle happens.   **** On Saturday, April 1, you check your e-mail from home. You see a memo from your boss to BB. It states unequivocally that you are done with the analysis! You phone your boss and complain. "How could you have told BB that we were done with the analysis?" "Have you looked at a calendar lately?" he responds. "It's April 1!" The irony of that date does not escape you. "But we have so much more to think about. So much more to analyze! We haven't even decided whether to use <<extends>> or <<precedes>>!" "Where is your evidence that you are not done?" inquires your boss, impatiently. "Whaaa . . . ." But he cuts you off. "Analysis can go on forever; it has to be stopped at some point. And since this is the date it was scheduled to stop, it has been stopped. Now, on Monday, I want you to gather up all existing analysis materials and put them into a public folder. Release that folder to Prudence so that she can log it in the CM system by Monday afternoon. Then get busy and start designing."   As you hang up the phone, you begin to consider the benefits of keeping a bottle of bourbon in your bottom desk drawer. They threw a party to celebrate the on-time completion of the analysis phase. BB gave a colon-stirring speech on empowerment. And your boss, another 3 mm taller, congratulated his team on the incredible show of unity and teamwork. Finally, the CIO takes the stage to tell everyone that the SEI audit went very well and to thank everyone for studying and shredding the evaluation guides that were passed out. Level 3 now seems assured and will be awarded by June. (Scuttlebutt has it that managers at the level of BB and above are to receive significant bonuses once the SEI awards level 3.)   As the weeks flow by, you and your team work on the design of the system. Of course, you find that the analysis that the design is supposedly based on is flawedno, useless; no, worse than useless. But when you tell your boss that you need to go back and work some more on the analysis to shore up its weaker sections, he simply states, "The analysis phase is over. The only allowable activity is design. Now get back to it."   So, you and your team hack the design as best you can, unsure of whether the requirements have been properly analyzed. Of course, it really doesn't matter much, since the requirements document is still thrashing with weekly revisions, and the marketing department still refuses to meet with you.     The design is a nightmare. Your boss recently misread a book named The Finish Line in which the author, Mark DeThomaso, blithely suggested that design documents should be taken down to code-level detail. "If we are going to be working at that level of detail," you ask, "why don't we simply write the code instead?" "Because then you wouldn't be designing, of course. And the only allowable activity in the design phase is design!" "Besides," he continues, "we have just purchased a companywide license for Dandelion! This tool enables 'Round the Horn Engineering!' You are to transfer all design diagrams into this tool. It will automatically generate our code for us! It will also keep the design diagrams in sync with the code!" Your boss hands you a brightly colored shrinkwrapped box containing the Dandelion distribution. You accept it numbly and shuffle off to your cubicle. Twelve hours, eight crashes, one disk reformatting, and eight shots of 151 later, you finally have the tool installed on your server. You consider the week your team will lose while attending Dandelion training. Then you smile and think, "Any week I'm not here is a good week." Design diagram after design diagram is created by your team. Dandelion makes it very difficult to draw these diagrams. There are dozens and dozens of deeply nested dialog boxes with funny text fields and check boxes that must all be filled in correctly. And then there's the problem of moving classes between packages. At first, these diagram are driven from the use cases. But the requirements are changing so often that the use cases rapidly become meaningless. Debates rage about whether VISITOR or DECORATOR design patterns should be used. One developer refuses to use VISITOR in any form, claiming that it's not a properly object-oriented construct. Someone refuses to use multiple inheritance, since it is the spawn of the devil. Review meetings rapidly degenerate into debates about the meaning of object orientation, the definition of analysis versus design, or when to use aggregation versus association. Midway through the design cycle, the marketing folks announce that they have rethought the focus of the system. Their new requirements document is completely restructured. They have eliminated several major feature areas and replaced them with feature areas that they anticipate customer surveys will show to be more appropriate. You tell your boss that these changes mean that you need to reanalyze and redesign much of the system. But he says, "The analysis phase is system. But he says, "The analysis phase is over. The only allowable activity is design. Now get back to it."   You suggest that it might be better to create a simple prototype to show to the marketing folks and even some potential customers. But your boss says, "The analysis phase is over. The only allowable activity is design. Now get back to it." Hack, hack, hack, hack. You try to create some kind of a design document that might reflect the new requirements documents. However, the revolution of the requirements has not caused them to stop thrashing. Indeed, if anything, the wild oscillations of the requirements document have only increased in frequency and amplitude.   You slog your way through them.   On June 15, the Dandelion database gets corrupted. Apparently, the corruption has been progressive. Small errors in the DB accumulated over the months into bigger and bigger errors. Eventually, the CASE tool just stopped working. Of course, the slowly encroaching corruption is present on all the backups. Calls to the Dandelion technical support line go unanswered for several days. Finally, you receive a brief e-mail from Dandelion, informing you that this is a known problem and that the solution is to purchase the new version, which they promise will be ready some time next quarter, and then reenter all the diagrams by hand.   ****   Then, on July 1 another miracle happens! You are done with the design!   Rather than go to your boss and complain, you stock your middle desk drawer with some vodka.   **** They threw a party to celebrate the on-time completion of the design phase and their graduation to CMM level 3. This time, you find BB's speech so stirring that you have to use the restroom before it begins. New banners and plaques are all over your workplace. They show pictures of eagles and mountain climbers, and they talk about teamwork and empowerment. They read better after a few scotches. That reminds you that you need to clear out your file cabinet to make room for the brandy. You and your team begin to code. But you rapidly discover that the design is lacking in some significant areas. Actually, it's lacking any significance at all. You convene a design session in one of the conference rooms to try to work through some of the nastier problems. But your boss catches you at it and disbands the meeting, saying, "The design phase is over. The only allowable activity is coding. Now get back to it."   ****   The code generated by Dandelion is really hideous. It turns out that you and your team were using association and aggregation the wrong way, after all. All the generated code has to be edited to correct these flaws. Editing this code is extremely difficult because it has been instrumented with ugly comment blocks that have special syntax that Dandelion needs in order to keep the diagrams in sync with the code. If you accidentally alter one of these comments, the diagrams will be regenerated incorrectly. It turns out that "Round the Horn Engineering" requires an awful lot of effort. The more you try to keep the code compatible with Dandelion, the more errors Dandelion generates. In the end, you give up and decide to keep the diagrams up to date manually. A second later, you decide that there's no point in keeping the diagrams up to date at all. Besides, who has time?   Your boss hires a consultant to build tools to count the number of lines of code that are being produced. He puts a big thermometer graph on the wall with the number 1,000,000 on the top. Every day, he extends the red line to show how many lines have been added. Three days after the thermometer appears on the wall, your boss stops you in the hall. "That graph isn't growing quickly enough. We need to have a million lines done by October 1." "We aren't even sh-sh-sure that the proshect will require a m-million linezh," you blather. "We have to have a million lines done by October 1," your boss reiterates. His points have grown again, and the Grecian formula he uses on them creates an aura of authority and competence. "Are you sure your comment blocks are big enough?" Then, in a flash of managerial insight, he says, "I have it! I want you to institute a new policy among the engineers. No line of code is to be longer than 20 characters. Any such line must be split into two or more preferably more. All existing code needs to be reworked to this standard. That'll get our line count up!"   You decide not to tell him that this will require two unscheduled work months. You decide not to tell him anything at all. You decide that intravenous injections of pure ethanol are the only solution. You make the appropriate arrangements. Hack, hack, hack, and hack. You and your team madly code away. By August 1, your boss, frowning at the thermometer on the wall, institutes a mandatory 50-hour workweek.   Hack, hack, hack, and hack. By September 1st, the thermometer is at 1.2 million lines and your boss asks you to write a report describing why you exceeded the coding budget by 20 percent. He institutes mandatory Saturdays and demands that the project be brought back down to a million lines. You start a campaign of remerging lines. Hack, hack, hack, and hack. Tempers are flaring; people are quitting; QA is raining trouble reports down on you. Customers are demanding installation and user manuals; salespeople are demanding advance demonstrations for special customers; the requirements document is still thrashing, the marketing folks are complaining that the product isn't anything like they specified, and the liquor store won't accept your credit card anymore. Something has to give.    On September 15, BB calls a meeting. As he enters the room, his points are emitting clouds of steam. When he speaks, the bass overtones of his carefully manicured voice cause the pit of your stomach to roll over. "The QA manager has told me that this project has less than 50 percent of the required features implemented. He has also informed me that the system crashes all the time, yields wrong results, and is hideously slow. He has also complained that he cannot keep up with the continuous train of daily releases, each more buggy than the last!" He stops for a few seconds, visibly trying to compose himself. "The QA manager estimates that, at this rate of development, we won't be able to ship the product until December!" Actually, you think it's more like March, but you don't say anything. "December!" BB roars with such derision that people duck their heads as though he were pointing an assault rifle at them. "December is absolutely out of the question. Team leaders, I want new estimates on my desk in the morning. I am hereby mandating 65-hour work weeks until this project is complete. And it better be complete by November 1."   As he leaves the conference room, he is heard to mutter: "Empowermentbah!" * * * Your boss is bald; his points are mounted on BB's wall. The fluorescent lights reflecting off his pate momentarily dazzle you. "Do you have anything to drink?" he asks. Having just finished your last bottle of Boone's Farm, you pull a bottle of Thunderbird from your bookshelf and pour it into his coffee mug. "What's it going to take to get this project done? " he asks. "We need to freeze the requirements, analyze them, design them, and then implement them," you say callously. "By November 1?" your boss exclaims incredulously. "No way! Just get back to coding the damned thing." He storms out, scratching his vacant head.   A few days later, you find that your boss has been transferred to the corporate research division. Turnover has skyrocketed. Customers, informed at the last minute that their orders cannot be fulfilled on time, have begun to cancel their orders. Marketing is re-evaluating whether this product aligns with the overall goals of the company. Memos fly, heads roll, policies change, and things are, overall, pretty grim. Finally, by March, after far too many sixty-five hour weeks, a very shaky version of the software is ready. In the field, bug-discovery rates are high, and the technical support staff are at their wits' end, trying to cope with the complaints and demands of the irate customers. Nobody is happy.   In April, BB decides to buy his way out of the problem by licensing a product produced by Rupert Industries and redistributing it. The customers are mollified, the marketing folks are smug, and you are laid off.     Rupert Industries: Project Alpha   Your name is Robert. The date is January 3, 2001. The quiet hours spent with your family this holiday have left you refreshed and ready for work. You are sitting in a conference room with your team of professionals. The manager of the division called the meeting. "We have some ideas for a new project," says the division manager. Call him Russ. He is a high-strung British chap with more energy than a fusion reactor. He is ambitious and driven but understands the value of a team. Russ describes the essence of the new market opportunity the company has identified and introduces you to Jane, the marketing manager, who is responsible for defining the products that will address it. Addressing you, Jane says, "We'd like to start defining our first product offering as soon as possible. When can you and your team meet with me?" You reply, "We'll be done with the current iteration of our project this Friday. We can spare a few hours for you between now and then. After that, we'll take a few people from the team and dedicate them to you. We'll begin hiring their replacements and the new people for your team immediately." "Great," says Russ, "but I want you to understand that it is critical that we have something to exhibit at the trade show coming up this July. If we can't be there with something significant, we'll lose the opportunity."   "I understand," you reply. "I don't yet know what it is that you have in mind, but I'm sure we can have something by July. I just can't tell you what that something will be right now. In any case, you and Jane are going to have complete control over what we developers do, so you can rest assured that by July, you'll have the most important things that can be accomplished in that time ready to exhibit."   Russ nods in satisfaction. He knows how this works. Your team has always kept him advised and allowed him to steer their development. He has the utmost confidence that your team will work on the most important things first and will produce a high-quality product.   * * *   "So, Robert," says Jane at their first meeting, "How does your team feel about being split up?" "We'll miss working with each other," you answer, "but some of us were getting pretty tired of that last project and are looking forward to a change. So, what are you people cooking up?" Jane beams. "You know how much trouble our customers currently have . . ." And she spends a half hour or so describing the problem and possible solution. "OK, wait a second" you respond. "I need to be clear about this." And so you and Jane talk about how this system might work. Some of her ideas aren't fully formed. You suggest possible solutions. She likes some of them. You continue discussing.   During the discussion, as each new topic is addressed, Jane writes user story cards. Each card represents something that the new system has to do. The cards accumulate on the table and are spread out in front of you. Both you and Jane point at them, pick them up, and make notes on them as you discuss the stories. The cards are powerful mnemonic devices that you can use to represent complex ideas that are barely formed.   At the end of the meeting, you say, "OK, I've got a general idea of what you want. I'm going to talk to the team about it. I imagine they'll want to run some experiments with various database structures and presentation formats. Next time we meet, it'll be as a group, and we'll start identifying the most important features of the system."   A week later, your nascent team meets with Jane. They spread the existing user story cards out on the table and begin to get into some of the details of the system. The meeting is very dynamic. Jane presents the stories in the order of their importance. There is much discussion about each one. The developers are concerned about keeping the stories small enough to estimate and test. So they continually ask Jane to split one story into several smaller stories. Jane is concerned that each story have a clear business value and priority, so as she splits them, she makes sure that this stays true.   The stories accumulate on the table. Jane writes them, but the developers make notes on them as needed. Nobody tries to capture everything that is said; the cards are not meant to capture everything but are simply reminders of the conversation.   As the developers become more comfortable with the stories, they begin writing estimates on them. These estimates are crude and budgetary, but they give Jane an idea of what the story will cost.   At the end of the meeting, it is clear that many more stories could be discussed. It is also clear that the most important stories have been addressed and that they represent several months worth of work. Jane closes the meeting by taking the cards with her and promising to have a proposal for the first release in the morning.   * * *   The next morning, you reconvene the meeting. Jane chooses five cards and places them on the table. "According to your estimates, these cards represent about one perfect team-week's worth of work. The last iteration of the previous project managed to get one perfect team-week done in 3 real weeks. If we can get these five stories done in 3 weeks, we'll be able to demonstrate them to Russ. That will make him feel very comfortable about our progress." Jane is pushing it. The sheepish look on her face lets you know that she knows it too. You reply, "Jane, this is a new team, working on a new project. It's a bit presumptuous to expect that our velocity will be the same as the previous team's. However, I met with the team yesterday afternoon, and we all agreed that our initial velocity should, in fact, be set to one perfectweek for every 3 real-weeks. So you've lucked out on this one." "Just remember," you continue, "that the story estimates and the story velocity are very tentative at this point. We'll learn more when we plan the iteration and even more when we implement it."   Jane looks over her glasses at you as if to say "Who's the boss around here, anyway?" and then smiles and says, "Yeah, don't worry. I know the drill by now."Jane then puts 15 more cards on the table. She says, "If we can get all these cards done by the end of March, we can turn the system over to our beta test customers. And we'll get good feedback from them."   You reply, "OK, so we've got our first iteration defined, and we have the stories for the next three iterations after that. These four iterations will make our first release."   "So," says Jane, can you really do these five stories in the next 3 weeks?" "I don't know for sure, Jane," you reply. "Let's break them down into tasks and see what we get."   So Jane, you, and your team spend the next several hours taking each of the five stories that Jane chose for the first iteration and breaking them down into small tasks. The developers quickly realize that some of the tasks can be shared between stories and that other tasks have commonalities that can probably be taken advantage of. It is clear that potential designs are popping into the developers' heads. From time to time, they form little discussion knots and scribble UML diagrams on some cards.   Soon, the whiteboard is filled with the tasks that, once completed, will implement the five stories for this iteration. You start the sign-up process by saying, "OK, let's sign up for these tasks." "I'll take the initial database generation." Says Pete. "That's what I did on the last project, and this doesn't look very different. I estimate it at two of my perfect workdays." "OK, well, then, I'll take the login screen," says Joe. "Aw, darn," says Elaine, the junior member of the team, "I've never done a GUI, and kinda wanted to try that one."   "Ah, the impatience of youth," Joe says sagely, with a wink in your direction. "You can assist me with it, young Jedi." To Jane: "I think it'll take me about three of my perfect workdays."   One by one, the developers sign up for tasks and estimate them in terms of their own perfect workdays. Both you and Jane know that it is best to let the developers volunteer for tasks than to assign the tasks to them. You also know full well that you daren't challenge any of the developers' estimates. You know these people, and you trust them. You know that they are going to do the very best they can.   The developers know that they can't sign up for more perfect workdays than they finished in the last iteration they worked on. Once each developer has filled his or her schedule for the iteration, they stop signing up for tasks.   Eventually, all the developers have stopped signing up for tasks. But, of course, tasks are still left on the board.   "I was worried that that might happen," you say, "OK, there's only one thing to do, Jane. We've got too much to do in this iteration. What stories or tasks can we remove?" Jane sighs. She knows that this is the only option. Working overtime at the beginning of a project is insane, and projects where she's tried it have not fared well.   So Jane starts to remove the least-important functionality. "Well, we really don't need the login screen just yet. We can simply start the system in the logged-in state." "Rats!" cries Elaine. "I really wanted to do that." "Patience, grasshopper." says Joe. "Those who wait for the bees to leave the hive will not have lips too swollen to relish the honey." Elaine looks confused. Everyone looks confused. "So . . .," Jane continues, "I think we can also do away with . . ." And so, bit by bit, the list of tasks shrinks. Developers who lose a task sign up for one of the remaining ones.   The negotiation is not painless. Several times, Jane exhibits obvious frustration and impatience. Once, when tensions are especially high, Elaine volunteers, "I'll work extra hard to make up some of the missing time." You are about to correct her when, fortunately, Joe looks her in the eye and says, "When once you proceed down the dark path, forever will it dominate your destiny."   In the end, an iteration acceptable to Jane is reached. It's not what Jane wanted. Indeed, it is significantly less. But it's something the team feels that can be achieved in the next 3 weeks.   And, after all, it still addresses the most important things that Jane wanted in the iteration. "So, Jane," you say when things had quieted down a bit, "when can we expect acceptance tests from you?" Jane sighs. This is the other side of the coin. For every story the development team implements,   Jane must supply a suite of acceptance tests that prove that it works. And the team needs these long before the end of the iteration, since they will certainly point out differences in the way Jane and the developers imagine the system's behaviour.   "I'll get you some example test scripts today," Jane promises. "I'll add to them every day after that. You'll have the entire suite by the middle of the iteration."   * * *   The iteration begins on Monday morning with a flurry of Class, Responsibilities, Collaborators sessions. By midmorning, all the developers have assembled into pairs and are rapidly coding away. "And now, my young apprentice," Joe says to Elaine, "you shall learn the mysteries of test-first design!"   "Wow, that sounds pretty rad," Elaine replies. "How do you do it?" Joe beams. It's clear that he has been anticipating this moment. "OK, what does the code do right now?" "Huh?" replied Elaine, "It doesn't do anything at all; there is no code."   "So, consider our task; can you think of something the code should do?" "Sure," Elaine said with youthful assurance, "First, it should connect to the database." "And thereupon, what must needs be required to connecteth the database?" "You sure talk weird," laughed Elaine. "I think we'd have to get the database object from some registry and call the Connect() method. "Ah, astute young wizard. Thou perceives correctly that we requireth an object within which we can cacheth the database object." "Is 'cacheth' really a word?" "It is when I say it! So, what test can we write that we know the database registry should pass?" Elaine sighs. She knows she'll just have to play along. "We should be able to create a database object and pass it to the registry in a Store() method. And then we should be able to pull it out of the registry with a Get() method and make sure it's the same object." "Oh, well said, my prepubescent sprite!" "Hay!" "So, now, let's write a test function that proves your case." "But shouldn't we write the database object and registry object first?" "Ah, you've much to learn, my young impatient one. Just write the test first." "But it won't even compile!" "Are you sure? What if it did?" "Uh . . ." "Just write the test, Elaine. Trust me." And so Joe, Elaine, and all the other developers began to code their tasks, one test case at a time. The room in which they worked was abuzz with the conversations between the pairs. The murmur was punctuated by an occasional high five when a pair managed to finish a task or a difficult test case.   As development proceeded, the developers changed partners once or twice a day. Each developer got to see what all the others were doing, and so knowledge of the code spread generally throughout the team.   Whenever a pair finished something significant whether a whole task or simply an important part of a task they integrated what they had with the rest of the system. Thus, the code base grew daily, and integration difficulties were minimized.   The developers communicated with Jane on a daily basis. They'd go to her whenever they had a question about the functionality of the system or the interpretation of an acceptance test case.   Jane, good as her word, supplied the team with a steady stream of acceptance test scripts. The team read these carefully and thereby gained a much better understanding of what Jane expected the system to do. By the beginning of the second week, there was enough functionality to demonstrate to Jane. She watched eagerly as the demonstration passed test case after test case. "This is really cool," Jane said as the demonstration finally ended. "But this doesn't seem like one-third of the tasks. Is your velocity slower than anticipated?"   You grimace. You'd been waiting for a good time to mention this to Jane but now she was forcing the issue. "Yes, unfortunately, we are going more slowly than we had expected. The new application server we are using is turning out to be a pain to configure. Also, it takes forever to reboot, and we have to reboot it whenever we make even the slightest change to its configuration."   Jane eyes you with suspicion. The stress of last Monday's negotiations had still not entirely dissipated. She says, "And what does this mean to our schedule? We can't slip it again, we just can't. Russ will have a fit! He'll haul us all into the woodshed and ream us some new ones."   You look Jane right in the eyes. There's no pleasant way to give someone news like this. So you just blurt out, "Look, if things keep going like they're going, we're not going to be done with everything by next Friday. Now it's possible that we'll figure out a way to go faster. But, frankly, I wouldn't depend on that. You should start thinking about one or two tasks that could be removed from the iteration without ruining the demonstration for Russ. Come hell or high water, we are going to give that demonstration on Friday, and I don't think you want us to choose which tasks to omit."   "Aw forchrisakes!" Jane barely manages to stifle yelling that last word as she stalks away, shaking her head. Not for the first time, you say to yourself, "Nobody ever promised me project management would be easy." You are pretty sure it won't be the last time, either.   Actually, things went a bit better than you had hoped. The team did, in fact, have to drop one task from the iteration, but Jane had chosen wisely, and the demonstration for Russ went without a hitch. Russ was not impressed with the progress, but neither was he dismayed. He simply said, "This is pretty good. But remember, we have to be able to demonstrate this system at the trade show in July, and at this rate, it doesn't look like you'll have all that much to show." Jane, whose attitude had improved dramatically with the completion of the iteration, responded to Russ by saying, "Russ, this team is working hard, and well. When July comes around, I am confident that we'll have something significant to demonstrate. It won't be everything, and some of it may be smoke and mirrors, but we'll have something."   Painful though the last iteration was, it had calibrated your velocity numbers. The next iteration went much better. Not because your team got more done than in the last iteration but simply because the team didn't have to remove any tasks or stories in the middle of the iteration.   By the start of the fourth iteration, a natural rhythm has been established. Jane, you, and the team know exactly what to expect from one another. The team is running hard, but the pace is sustainable. You are confident that the team can keep up this pace for a year or more.   The number of surprises in the schedule diminishes to near zero; however, the number of surprises in the requirements does not. Jane and Russ frequently look over the growing system and make recommendations or changes to the existing functionality. But all parties realize that these changes take time and must be scheduled. So the changes do not cause anyone's expectations to be violated. In March, there is a major demonstration of the system to the board of directors. The system is very limited and is not yet in a form good enough to take to the trade show, but progress is steady, and the board is reasonably impressed.   The second release goes even more smoothly than the first. By now, the team has figured out a way to automate Jane's acceptance test scripts. The team has also refactored the design of the system to the point that it is really easy to add new features and change old ones. The second release was done by the end of June and was taken to the trade show. It had less in it than Jane and Russ would have liked, but it did demonstrate the most important features of the system. Although customers at the trade show noticed that certain features were missing, they were very impressed overall. You, Russ, and Jane all returned from the trade show with smiles on your faces. You all felt as though this project was a winner.   Indeed, many months later, you are contacted by Rufus Inc. That company had been working on a system like this for its internal operations. Rufus has canceled the development of that system after a death-march project and is negotiating to license your technology for its environment.   Indeed, things are looking up!

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  • How to fix “Add Host to Workflow Farm problem” when installing Windows Azure Workflow in SharePoint2013 Preview

    - by ybbest
    Problem: When I try to configure the windows Azure workflow in SharePoint2013 preview, I got the following error see screenshot below. Detailed log can be found here. Solution: I asked the question in SharePoint StackExchange , Rajat’s help me to fix the problem .The solution for this is quite simple, instead of using the short form for your RunAs account, you should use the fully qualified name. So change administrator@YBBEST to [email protected] make the problem go away as shown below. References: How to: Set up and configure SharePoint 2013 workflows

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  • Developer’s Life – Every Developer is a Captain America

    - by Pinal Dave
    Captain America was first created as a comic book character in the 1940’s as a way to boost morale during World War II.  Aimed at a children’s audience, his legacy faded away when the war ended.  However, he has recently has a major reboot to become a popular movie character that deals with modern issues. When Captain America was first written, there was no such thing as a developer, programmer or a computer (the way we think of them, anyway).  Despite these limitations, I think there are still a lot of ways that modern Captain America is like modern developers. So how are developers like Captain America? Well, read on my list of reasons. Take on Big Projects Captain America isn’t afraid to take on big projects – and takes responsibility when the project is co-opted by the evil organization HYDRA.  Developers may not have super villains out there corrupting their work, but they know to keep on top of their projects and own what they do. Elderly Wisdom Steve Rogers, Captain America’s alter ego, was frozen in ice for decades, and brought back to life to solve problems. Developers can learn from this by respecting the opinions of their elders – technology is an ever-changing market, but the old-timers still have a few tricks up their sleeves! Don’t be Afraid of Change Don’t be afraid of change.  Captain America woke up to find the world he was accustomed to is now completely different.  He might have even felt his skills were no longer necessary.  He, and developers, know that everyone has their place in a team, though.  If you try your best, you will make it work. Fight Your Own Battle Sometimes you have to make it on your own.  Captain America is an integral part of the Avengers, but in his own movies, the other superheroes aren’t around to back him up.  Developers, too, must learn to work both within and with out a team. Solid Integrity One of Captain America’s greatest qualities is his integrity.  His determine to do what is right, keep his word, and act honestly earns him mockery from some of the less-savory characters – even “good guys” like Iron Man.  Developers, and everyone else, need to develop the strength of character to keep their integrity.  No matter your walk of life, there will be tempting obstacles.  Think of Captain America, and say “no.” There is a lot for all of us to learn from Captain America, to take away in our own lives, and admire in those who display it – I am specifically thinking of developers.  If you are enjoying this series as much as I am, please let me know who else you would like to see featured. Reference: Pinal Dave (http://blog.sqlauthority.com)Filed under: PostADay, SQL, SQL Authority, SQL Query, SQL Server, SQL Tips and Tricks, T SQL Tagged: Developer, Superhero

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  • Tulsa SharePoint Interest Group – Meeting Reminder

    - by dmccollough
    Just a quick reminder that the Tulsa SharePoint Interest Group is having it’s monthly meeting this coming Monday April 12th @6:00 PM.   Please come see Corey Roth’s presentation on SharePoint 2010 Business Connectivity Services   We are going to be giving away some GREAT prizes XBox 360 – Halo 3 ODST Telerik Premium Collection ($1,300.00 value) ReSharper ($199.00 value) SQL Sets ($149.00 value) 64 Bit Windows 7 Infragistics NetAdvantage for .NET Platform ($1,195.00 value) You can click here for more information. You can click here to RSVP for the meeting.

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  • C# Java Objective-C need expert advices

    - by Kevino
    Which platform as the edge today in 2012 with the rise of cloud computing, mobile development and the revolution of HTML5/Javascript between J2EE, .Net framework and IOS Objective-C ??? I want to start learning 1 language between Java, C# and Objective-C and get back into programming after 14 years and I don't know which to choose I need expert advices... I already know a little C++ and I remember my concepts in example pointers arithmetic, class etc so I tend to prefer learning C# and Objective-C but I've been told by some experienced programmers that Windows 8 could flop and .Net could be going away slowly since C++ and Html5/Javascript could be king in mobile is that true ? and that C# is more advanced compared to Java with Linq/Lambda... but not truly as portable if we consider android, etc but Java as a lot going for him too Scala, Clojure, Groovy, JRuby, JPython etc etc so I am lost Please help me, and don't close this right away I really need help and expert advices thanks you very much ANSWER : ElYusubov : thanks for everything please continue with the answers/explanations I just did some native C++ in dos mode in 1998 before Cli and .Net I don't know the STL,Templates, Win32 or COM but I remember a little the concept of memory management and oop etc I already played around a little with C# 1.0 in 2002 but things changed a lot with linq and lambda... I am here because I talked with some experienced programmers and authors of some the best selling programming books like apress wrox and deitel and they told me a few things are likely to happen like .Net could be on his way out because of Html5/Javascript combo could kill xaml and C++ native apps on mobile dev will outperform them by a lot... Secondly ios and android are getting so popular that mobile dev is the future so Objective-C is very hard to ignore so why get tied down in Windows long term (.Net) compared to Java (android)... but again android is very fragmented, they also said Windows 8 RT will give you access to only a small part of the .Net framework... so that's what they think so I don't know which direction to choose I wanted to learn C# & .Net but what if it die off or Windows 8 flop Windows Phone marketshare really can't compare to ios... so I'll be stuck that's why I worry is Java safer long term or more versatile if you want 'cause of the support for android ??

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  • Luke Skywalker’s Adoption [Video]

    - by Jason Fitzpatrick
    How precisely did Luke Skywalker come to be secreted away on Tatooine? In this clip we see Luke Skywalker’s uncle Owen is entirely uncertain about Obi Wan’s plan for leaving Luke in his care. Luke Skywalker’s Adoption 6 Start Menu Replacements for Windows 8 What Is the Purpose of the “Do Not Cover This Hole” Hole on Hard Drives? How To Log Into The Desktop, Add a Start Menu, and Disable Hot Corners in Windows 8

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  • ASUS unveils the DR-900 E-Reader

    ASUS UK let a few photos out on Flickr recently, showing the new DR-900 E-Reader. The leading tech blogs picked up on the story, but ASUS didn?t give much away about the DR-900?s specification ? but ... [Author: James Kidder - Computers and Internet - April 04, 2010]

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  • Need to Know

    - by Tony Davis
    Sometimes, I wonder whether writers of documentation, tutorials and articles stop to ask themselves one very important question: Does the reader really need to know this? I recently took on the task of writing a concise series of articles about the transaction log, what is it, how it works and why it's important. It was an enjoyable task; rather like peering inside a giant, complex clock mechanism. Initially, one sees only the basic components, which work to guarantee the integrity of database transactions, and preserve these transactions so that data can be restored to a previous point in time. On closer inspection, one notices all of small, arcane mechanisms that are necessary to make this happen; LSNs, virtual log files, log chains, database checkpoints, and so on. It was engrossing, escapist, stuff; what I'd written looked weighty and steeped in mysterious significance. Suddenly, however, I jolted myself back to reality with the awful thought "does anyone really need to know all this?" The driver of a car needs only to be dimly aware of what goes on under the hood, however exciting the mechanism is to the engineer. Similarly, while everyone who uses SQL Server ought to be aware of the transaction log, its role in guaranteeing the ACID properties, and how to control its growth, the intricate mechanisms ticking away under its clock face are a world away from the daily work of the harassed developer. The DBA needs to know more, such as the correct rituals for ensuring optimal performance and data integrity, setting the appropriate growth characteristics, backup routines, restore procedures, and so on. However, even then, the average DBA only needs to understand enough about the arcane processes to spot problems and react appropriately, or to know how to Google for the best way of dealing with it. The art of technical writing is tied up in intimate knowledge of your audience and what they need to know at any point. It means serving up just enough at each point to help the reader in a practical way, but not to overcook it, or stuff the reader with information that does them no good. When I think of the books and articles that have helped me the most, they have been full of brief, practical, and well-informed guidance, based on experience. This seems far-removed from the 900-page "beginner's guides" that one now sees everywhere. The more I write and edit, the more I become convinced that the real art of technical communication lies in knowing what to leave out. In what areas do the SQL Server technical materials suffer from "information overload"? Where else does it seem that concise, practical advice is drowned out by endless discussion of the "clock mechanisms"? Cheers, Tony.

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  • Week 21: FY10 in the Rear View Mirror

    - by sandra.haan
    FY10 is coming to a close and before we dive into FY11 we thought we would take a walk down memory lane and reminisce on some of our favorite Oracle PartnerNetwork activities. June 2009 brought One Red Network to partners offering access to the same virtual kickoff environment used by Oracle employees. It was a new way to deliver valuable content to key stakeholders (and without the 100+ degree temperatures). Speaking of hot, Oracle also announced in June new licensing options for our ISV partners. This model enables an even broader community of ISVs to build, deploy and manage SaaS applications on the same platform. While some people took the summer off, the OPN Program team was working away to deliver a brand new partner program - Oracle PartnerNetwork Specialized - at Oracle OpenWorld in October. Specialized. Recognized. Preferred. If you haven't gotten the message yet, we may need an emergency crew to pull you out from that rock you've been hiding under. But seriously, the announcement at the OPN Forum drew a big crowd and our FY11 event is shaping up to be just as exciting. OPN Specialized was announced in October and opened our doors for enrollment in December 2009. To mark our grand opening we held our first ever social webcast allowing partners from around the world to interact with us live throughout the day. We had a lot of great conversations and really enjoyed the chance to speak with so many of you. After a short holiday break we were back at it - just a small announcement - Oracle's acquisition of Sun. In case you missed it, here is a short field report from Ted Bereswill, SVP North America Alliances & Channels on the partner events to support the announcement: And while we're announcing things - did we mention that both Ted Bereswill and Judson Althoff were named Channel Chiefs by CRN? Not only do we have a couple of Channel Chiefs, but Oracle also won the Partner Program 5 Star Programs Award and took top honors at the CRN Channel Champion Awards for Financial Factors/Financial Performance in the category of Data and Information Management and the and Xchange Solution Provider event in March 2010. We actually caught up with Judson at this event for a quick recap of our participation: But awards aside, let's not forget our main focus in FY10 and that is Specialization. In April we announced that we had over 35 Specializations available for partners and a plan to deliver even more in FY11. We are just days away from the end of FY10 but hope you enjoyed our walk down memory lane. We are already planning lots of activity for our partners in FY11 starting with our Partner Kickoff event on June 29th. Join us to hear the vision and strategy for FY11 and interact with regional A&C leaders. We look forward to talking with you then. The OPN Communications Team

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  • Make Your Coworker’s Day in Ubuntu

    - by Trevor Bekolay
    It can be difficult to express your appreciation for your coworkers in person – what if they take it the wrong way, or think you’re fishing for a compliment of your own? If you use Ubuntu in your office, here’s a quick way to show your appreciation while avoiding the social pitfalls of face-to-face communication. Make sure their computer is locked An unlocked computer is a vulnerable computer. Vulnerable to malware sure, but much more vulnerable to the local office prankster, who thinks it’s hilarious to make a screenshot of your desktop, change your background to that screenshot, then hide all of your desktop icons. These incidents have taught us that you should lock your computer when taking a break. Hopefully your coworker has learned the same lesson, and pressed Ctrl+Alt+L before stepping out for a coffee. Leave a carefully worded message Now is your opportunity to leave your message of appreciation on your coworker’s computer. Click on the Leave Message button and type away! Click on Save. Wait, possibly in the shadows If you sit near your coworker, then wait for them to return. If you sit farther away, then try to listen for their footsteps. Eventually they will return to their computer and enter their password to unlock it. Observe smile Once they return to their desktop, they will be greeted with the message you left. Look to see if they appreciated the message, and if so, feel free to take credit. If they look annoyed, or press the Cancel button, continue on with your day like nothing happened. You may also try to slip into a conversation that you saw Jerry tinkering with their computer earlier. Conclusion Leaving your coworkers a nice message is easy and can brighten up their dull afternoon. We’re pretty sure that this method can only be used for good and not evil, but if you have any other suggestions of messages to leave, let us know in the comments! Similar Articles Productive Geek Tips Make Ubuntu Automatically Save Changes to Your SessionAdding extra Repositories on UbuntuInstall IceWM on Ubuntu LinuxInstall Blackbox on Ubuntu LinuxMake Firefox Display Large Images Full Size 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 Optimize your computer the Microsoft way Stormpulse provides slick, real time weather data Geek Parents – Did you try Parental Controls in Windows 7? Change DNS servers on the fly with DNS Jumper Live PDF Searches PDF Files and Ebooks Converting Mp4 to Mp3 Easily

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  • XNA Screen Manager problem with transitions

    - by NexAddo
    I'm having issues using the game statemanagement example in the game I am developing. I have no issues with my first three screens transitioning between one another. I have a main menu screen, a splash screen and a high score screen that cycle: mainMenuScreen->splashScreen->highScoreScreen->mainMenuScreen The screens change every 15 seconds. Transition times public MainMenuScreen() { TransitionOnTime = TimeSpan.FromSeconds(0.5); TransitionOffTime = TimeSpan.FromSeconds(0.0); currentCreditAmount = Global.CurrentCredits; } public SplashScreen() { TransitionOnTime = TimeSpan.FromSeconds(0.5); TransitionOffTime = TimeSpan.FromSeconds(0.5); } public HighScoreScreen() { TransitionOnTime = TimeSpan.FromSeconds(0.5); TransitionOffTime = TimeSpan.FromSeconds(0.5); } public GamePlayScreen() { TransitionOnTime = TimeSpan.FromSeconds(0.5); TransitionOffTime = TimeSpan.FromSeconds(0.5); } When a user inserts credits they can play the game after pressing start mainMenuScreen->splashScreen->highScoreScreen->(loops forever) || || || ===========Credits In============= || Start || \/ LoadingScreen || Start || \/ GamePlayScreen During each of these transitions, between screens, the same code is used, which exits(removes) all current active screens and respects transitions, then adds the new screen to the screen manager: foreach (GameScreen screen in ScreenManager.GetScreens()) screen.ExitScreen(); //AddScreen takes a new screen to manage and the controlling player ScreenManager.AddScreen(new NameOfScreenHere(), null); Each screen is removed from the ScreenManager with ExitScreen() and using this function, each screen transition is respected. The problem I am having is with my gamePlayScreen. When the current game is finished and the transition is complete for the gamePlayScreen, it should be removed and the next screens should be added to the ScreenManager. GamePlayScreen Code Snippet private void FinishCurrentGame() { AudioManager.StopSounds(); this.UnloadContent(); if (Global.SaveDevice.IsReady) Stats.Save(); if (HighScoreScreen.IsInHighscores(timeLimit)) { foreach (GameScreen screen in ScreenManager.GetScreens()) screen.ExitScreen(); Global.TimeRemaining = timeLimit; ScreenManager.AddScreen(new BackgroundScreen(), null); ScreenManager.AddScreen(new MessageBoxScreen("Enter your Initials", true), null); } else { foreach (GameScreen screen in ScreenManager.GetScreens()) screen.ExitScreen(); ScreenManager.AddScreen(new BackgroundScreen(), null); ScreenManager.AddScreen(new MainMenuScreen(), null); } } The problem is that when isExiting is set to true by screen.ExitScreen() for the gamePlayScreen, the transition never completes the transition and removes the screen from the ScreenManager. Every other screen that I use the same technique to add and remove each screen fully transitions On/Off and is removed at the appropriate time from the ScreenManager, but noy my GamePlayScreen. Has anyone that has used the GameStateManagement example experienced this issue or can someone see the mistake I am making? EDIT This is what I tracked down. When the game is done, I call foreach (GameScreen screen in ScreenManager.GetScreens()) screen.ExitScreen(); to start the transition off process for the gameplay screen. At this point there is only 1 screen on the ScreenManager stack. The gamePlay screen gets isExiting set to true and starts to transition off. Right after the above call to ExitScreen() I add a background screen and menu screen to the screenManager: ScreenManager.AddScreen(new background(), null); ScreenManager.AddScreen(new Menu(), null); The count of the ScreenManager is now 3. What I noticed while stepping through the updates for GameScreen and ScreenManager, the gameplay screen never gets to the point where the transistion process finishes so the ScreenManager can remove it from the stack. This anomaly does not happen to any of my other screens when I switch between them. Screen Manager Code #region File Description //----------------------------------------------------------------------------- // ScreenManager.cs // // Microsoft XNA Community Game Platform // Copyright (C) Microsoft Corporation. All rights reserved. //----------------------------------------------------------------------------- #endregion #define DEMO #region Using Statements using System; using System.Diagnostics; using System.Collections.Generic; using Microsoft.Xna.Framework; using Microsoft.Xna.Framework.Content; using Microsoft.Xna.Framework.Graphics; using PerformanceUtility.GameDebugTools; #endregion namespace GameStateManagement { /// <summary> /// The screen manager is a component which manages one or more GameScreen /// instances. It maintains a stack of screens, calls their Update and Draw /// methods at the appropriate times, and automatically routes input to the /// topmost active screen. /// </summary> public class ScreenManager : DrawableGameComponent { #region Fields List<GameScreen> screens = new List<GameScreen>(); List<GameScreen> screensToUpdate = new List<GameScreen>(); InputState input = new InputState(); SpriteBatch spriteBatch; SpriteFont font; Texture2D blankTexture; bool isInitialized; bool getOut; bool traceEnabled; #if DEBUG DebugSystem debugSystem; Stopwatch stopwatch = new Stopwatch(); bool debugTextEnabled; #endif #endregion #region Properties /// <summary> /// A default SpriteBatch shared by all the screens. This saves /// each screen having to bother creating their own local instance. /// </summary> public SpriteBatch SpriteBatch { get { return spriteBatch; } } /// <summary> /// A default font shared by all the screens. This saves /// each screen having to bother loading their own local copy. /// </summary> public SpriteFont Font { get { return font; } } public Rectangle ScreenRectangle { get { return new Rectangle(0, 0, GraphicsDevice.Viewport.Width, GraphicsDevice.Viewport.Height); } } /// <summary> /// If true, the manager prints out a list of all the screens /// each time it is updated. This can be useful for making sure /// everything is being added and removed at the right times. /// </summary> public bool TraceEnabled { get { return traceEnabled; } set { traceEnabled = value; } } #if DEBUG public bool DebugTextEnabled { get { return debugTextEnabled; } set { debugTextEnabled = value; } } public DebugSystem DebugSystem { get { return debugSystem; } } #endif #endregion #region Initialization /// <summary> /// Constructs a new screen manager component. /// </summary> public ScreenManager(Game game) : base(game) { // we must set EnabledGestures before we can query for them, but // we don't assume the game wants to read them. //TouchPanel.EnabledGestures = GestureType.None; } /// <summary> /// Initializes the screen manager component. /// </summary> public override void Initialize() { base.Initialize(); #if DEBUG debugSystem = DebugSystem.Initialize(Game, "Fonts/MenuFont"); #endif isInitialized = true; } /// <summary> /// Load your graphics content. /// </summary> protected override void LoadContent() { // Load content belonging to the screen manager. ContentManager content = Game.Content; spriteBatch = new SpriteBatch(GraphicsDevice); font = content.Load<SpriteFont>(@"Fonts\menufont"); blankTexture = content.Load<Texture2D>(@"Textures\Backgrounds\blank"); // Tell each of the screens to load their content. foreach (GameScreen screen in screens) { screen.LoadContent(); } } /// <summary> /// Unload your graphics content. /// </summary> protected override void UnloadContent() { // Tell each of the screens to unload their content. foreach (GameScreen screen in screens) { screen.UnloadContent(); } } #endregion #region Update and Draw /// <summary> /// Allows each screen to run logic. /// </summary> public override void Update(GameTime gameTime) { #if DEBUG debugSystem.TimeRuler.StartFrame(); debugSystem.TimeRuler.BeginMark("Update", Color.Blue); if (debugTextEnabled && getOut == false) { debugSystem.FpsCounter.Visible = true; debugSystem.TimeRuler.Visible = true; debugSystem.TimeRuler.ShowLog = true; getOut = true; } else if (debugTextEnabled == false) { getOut = false; debugSystem.FpsCounter.Visible = false; debugSystem.TimeRuler.Visible = false; debugSystem.TimeRuler.ShowLog = false; } #endif // Read the keyboard and gamepad. input.Update(); // Make a copy of the master screen list, to avoid confusion if // the process of updating one screen adds or removes others. screensToUpdate.Clear(); foreach (GameScreen screen in screens) screensToUpdate.Add(screen); bool otherScreenHasFocus = !Game.IsActive; bool coveredByOtherScreen = false; // Loop as long as there are screens waiting to be updated. while (screensToUpdate.Count > 0) { // Pop the topmost screen off the waiting list. GameScreen screen = screensToUpdate[screensToUpdate.Count - 1]; screensToUpdate.RemoveAt(screensToUpdate.Count - 1); // Update the screen. screen.Update(gameTime, otherScreenHasFocus, coveredByOtherScreen); if (screen.ScreenState == ScreenState.TransitionOn || screen.ScreenState == ScreenState.Active) { // If this is the first active screen we came across, // give it a chance to handle input. if (!otherScreenHasFocus) { screen.HandleInput(input); otherScreenHasFocus = true; } // If this is an active non-popup, inform any subsequent // screens that they are covered by it. if (!screen.IsPopup) coveredByOtherScreen = true; } } // Print debug trace? if (traceEnabled) TraceScreens(); #if DEBUG debugSystem.TimeRuler.EndMark("Update"); #endif } /// <summary> /// Prints a list of all the screens, for debugging. /// </summary> void TraceScreens() { List<string> screenNames = new List<string>(); foreach (GameScreen screen in screens) screenNames.Add(screen.GetType().Name); Debug.WriteLine(string.Join(", ", screenNames.ToArray())); } /// <summary> /// Tells each screen to draw itself. /// </summary> public override void Draw(GameTime gameTime) { #if DEBUG debugSystem.TimeRuler.StartFrame(); debugSystem.TimeRuler.BeginMark("Draw", Color.Yellow); #endif foreach (GameScreen screen in screens) { if (screen.ScreenState == ScreenState.Hidden) continue; screen.Draw(gameTime); } #if DEBUG debugSystem.TimeRuler.EndMark("Draw"); #endif #if DEMO SpriteBatch.Begin(); SpriteBatch.DrawString(font, "DEMO - NOT FOR RESALE", new Vector2(20, 80), Color.White); SpriteBatch.End(); #endif } #endregion #region Public Methods /// <summary> /// Adds a new screen to the screen manager. /// </summary> public void AddScreen(GameScreen screen, PlayerIndex? controllingPlayer) { screen.ControllingPlayer = controllingPlayer; screen.ScreenManager = this; screen.IsExiting = false; // If we have a graphics device, tell the screen to load content. if (isInitialized) { screen.LoadContent(); } screens.Add(screen); } /// <summary> /// Removes a screen from the screen manager. You should normally /// use GameScreen.ExitScreen instead of calling this directly, so /// the screen can gradually transition off rather than just being /// instantly removed. /// </summary> public void RemoveScreen(GameScreen screen) { // If we have a graphics device, tell the screen to unload content. if (isInitialized) { screen.UnloadContent(); } screens.Remove(screen); screensToUpdate.Remove(screen); } /// <summary> /// Expose an array holding all the screens. We return a copy rather /// than the real master list, because screens should only ever be added /// or removed using the AddScreen and RemoveScreen methods. /// </summary> public GameScreen[] GetScreens() { return screens.ToArray(); } /// <summary> /// Helper draws a translucent black fullscreen sprite, used for fading /// screens in and out, and for darkening the background behind popups. /// </summary> public void FadeBackBufferToBlack(float alpha) { Viewport viewport = GraphicsDevice.Viewport; spriteBatch.Begin(); spriteBatch.Draw(blankTexture, new Rectangle(0, 0, viewport.Width, viewport.Height), Color.Black * alpha); spriteBatch.End(); } #endregion } } Game Screen Parent of GamePlayScreen #region File Description //----------------------------------------------------------------------------- // GameScreen.cs // // Microsoft XNA Community Game Platform // Copyright (C) Microsoft Corporation. All rights reserved. //----------------------------------------------------------------------------- #endregion #region Using Statements using System; using Microsoft.Xna.Framework; using Microsoft.Xna.Framework.Input; //using Microsoft.Xna.Framework.Input.Touch; using System.IO; #endregion namespace GameStateManagement { /// <summary> /// Enum describes the screen transition state. /// </summary> public enum ScreenState { TransitionOn, Active, TransitionOff, Hidden, } /// <summary> /// A screen is a single layer that has update and draw logic, and which /// can be combined with other layers to build up a complex menu system. /// For instance the main menu, the options menu, the "are you sure you /// want to quit" message box, and the main game itself are all implemented /// as screens. /// </summary> public abstract class GameScreen { #region Properties /// <summary> /// Normally when one screen is brought up over the top of another, /// the first screen will transition off to make room for the new /// one. This property indicates whether the screen is only a small /// popup, in which case screens underneath it do not need to bother /// transitioning off. /// </summary> public bool IsPopup { get { return isPopup; } protected set { isPopup = value; } } bool isPopup = false; /// <summary> /// Indicates how long the screen takes to /// transition on when it is activated. /// </summary> public TimeSpan TransitionOnTime { get { return transitionOnTime; } protected set { transitionOnTime = value; } } TimeSpan transitionOnTime = TimeSpan.Zero; /// <summary> /// Indicates how long the screen takes to /// transition off when it is deactivated. /// </summary> public TimeSpan TransitionOffTime { get { return transitionOffTime; } protected set { transitionOffTime = value; } } TimeSpan transitionOffTime = TimeSpan.Zero; /// <summary> /// Gets the current position of the screen transition, ranging /// from zero (fully active, no transition) to one (transitioned /// fully off to nothing). /// </summary> public float TransitionPosition { get { return transitionPosition; } protected set { transitionPosition = value; } } float transitionPosition = 1; /// <summary> /// Gets the current alpha of the screen transition, ranging /// from 1 (fully active, no transition) to 0 (transitioned /// fully off to nothing). /// </summary> public float TransitionAlpha { get { return 1f - TransitionPosition; } } /// <summary> /// Gets the current screen transition state. /// </summary> public ScreenState ScreenState { get { return screenState; } protected set { screenState = value; } } ScreenState screenState = ScreenState.TransitionOn; /// <summary> /// There are two possible reasons why a screen might be transitioning /// off. It could be temporarily going away to make room for another /// screen that is on top of it, or it could be going away for good. /// This property indicates whether the screen is exiting for real: /// if set, the screen will automatically remove itself as soon as the /// transition finishes. /// </summary> public bool IsExiting { get { return isExiting; } protected internal set { isExiting = value; } } bool isExiting = false; /// <summary> /// Checks whether this screen is active and can respond to user input. /// </summary> public bool IsActive { get { return !otherScreenHasFocus && (screenState == ScreenState.TransitionOn || screenState == ScreenState.Active); } } bool otherScreenHasFocus; /// <summary> /// Gets the manager that this screen belongs to. /// </summary> public ScreenManager ScreenManager { get { return screenManager; } internal set { screenManager = value; } } ScreenManager screenManager; public KeyboardState KeyboardState { get {return Keyboard.GetState();} } /// <summary> /// Gets the index of the player who is currently controlling this screen, /// or null if it is accepting input from any player. This is used to lock /// the game to a specific player profile. The main menu responds to input /// from any connected gamepad, but whichever player makes a selection from /// this menu is given control over all subsequent screens, so other gamepads /// are inactive until the controlling player returns to the main menu. /// </summary> public PlayerIndex? ControllingPlayer { get { return controllingPlayer; } internal set { controllingPlayer = value; } } PlayerIndex? controllingPlayer; /// <summary> /// Gets whether or not this screen is serializable. If this is true, /// the screen will be recorded into the screen manager's state and /// its Serialize and Deserialize methods will be called as appropriate. /// If this is false, the screen will be ignored during serialization. /// By default, all screens are assumed to be serializable. /// </summary> public bool IsSerializable { get { return isSerializable; } protected set { isSerializable = value; } } bool isSerializable = true; #endregion #region Initialization /// <summary> /// Load graphics content for the screen. /// </summary> public virtual void LoadContent() { } /// <summary> /// Unload content for the screen. /// </summary> public virtual void UnloadContent() { } #endregion #region Update and Draw /// <summary> /// Allows the screen to run logic, such as updating the transition position. /// Unlike HandleInput, this method is called regardless of whether the screen /// is active, hidden, or in the middle of a transition. /// </summary> public virtual void Update(GameTime gameTime, bool otherScreenHasFocus, bool coveredByOtherScreen) { this.otherScreenHasFocus = otherScreenHasFocus; if (isExiting) { // If the screen is going away to die, it should transition off. screenState = ScreenState.TransitionOff; if (!UpdateTransition(gameTime, transitionOffTime, 1)) { // When the transition finishes, remove the screen. ScreenManager.RemoveScreen(this); } } else if (coveredByOtherScreen) { // If the screen is covered by another, it should transition off. if (UpdateTransition(gameTime, transitionOffTime, 1)) { // Still busy transitioning. screenState = ScreenState.TransitionOff; } else { // Transition finished! screenState = ScreenState.Hidden; } } else { // Otherwise the screen should transition on and become active. if (UpdateTransition(gameTime, transitionOnTime, -1)) { // Still busy transitioning. screenState = ScreenState.TransitionOn; } else { // Transition finished! screenState = ScreenState.Active; } } } /// <summary> /// Helper for updating the screen transition position. /// </summary> bool UpdateTransition(GameTime gameTime, TimeSpan time, int direction) { // How much should we move by? float transitionDelta; if (time == TimeSpan.Zero) transitionDelta = 1; else transitionDelta = (float)(gameTime.ElapsedGameTime.TotalMilliseconds / time.TotalMilliseconds); // Update the transition position. transitionPosition += transitionDelta * direction; // Did we reach the end of the transition? if (((direction < 0) && (transitionPosition <= 0)) || ((direction > 0) && (transitionPosition >= 1))) { transitionPosition = MathHelper.Clamp(transitionPosition, 0, 1); return false; } // Otherwise we are still busy transitioning. return true; } /// <summary> /// Allows the screen to handle user input. Unlike Update, this method /// is only called when the screen is active, and not when some other /// screen has taken the focus. /// </summary> public virtual void HandleInput(InputState input) { } public KeyboardState currentKeyState; public KeyboardState lastKeyState; public bool IsKeyHit(Keys key) { if (currentKeyState.IsKeyDown(key) && lastKeyState.IsKeyUp(key)) return true; return false; } /// <summary> /// This is called when the screen should draw itself. /// </summary> public virtual void Draw(GameTime gameTime) { } #endregion #region Public Methods /// <summary> /// Tells the screen to serialize its state into the given stream. /// </summary> public virtual void Serialize(Stream stream) { } /// <summary> /// Tells the screen to deserialize its state from the given stream. /// </summary> public virtual void Deserialize(Stream stream) { } /// <summary> /// Tells the screen to go away. Unlike ScreenManager.RemoveScreen, which /// instantly kills the screen, this method respects the transition timings /// and will give the screen a chance to gradually transition off. /// </summary> public void ExitScreen() { if (TransitionOffTime == TimeSpan.Zero) { // If the screen has a zero transition time, remove it immediately. ScreenManager.RemoveScreen(this); } else { // Otherwise flag that it should transition off and then exit. isExiting = true; } } #endregion #region Helper Methods /// <summary> /// A helper method which loads assets using the screen manager's /// associated game content loader. /// </summary> /// <typeparam name="T">Type of asset.</typeparam> /// <param name="assetName">Asset name, relative to the loader root /// directory, and not including the .xnb extension.</param> /// <returns></returns> public T Load<T>(string assetName) { return ScreenManager.Game.Content.Load<T>(assetName); } #endregion } }

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  • Webcenter book review

    - by angelo.santagata
    Hi all, just had the opportunity to read Peter Moskovits Webcenter Handbook and I must say even for someone who has been involved with webcenter for a couple of years now I was pleasantly pleased with this book and still came away with some nuggets.. checkout my review on amazon.com

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