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  • Observations From The Corner of a Starbucks

    - by Chris Williams
    I’ve spent the last 3 days sitting in a Starbucks for 4-8 hours at a time. As a result, I’ve observed a lot of interesting behavior and people (most of whom were uninteresting themselves.) One of the things I’ve noticed is that most people don’t sit down. They come in, get their drink and go. The ones that do sit down, stay much longer than it takes to consume their drink. The drink is just an incidental purchase. Certainly not the reason they are here. Most of the people who sit also have laptops. Probably around 75%. Only a few have kids (with them) but the ones that do, have very small kids. Toddlers or younger. Of all the “campers” only a small percentage are wearing headphone, presumably because A) external noise doesn’t bother them or B) they aren’t working on anything important. My buddy George falls into category A, but he grew up in a house full of people. Silence freaks him out far more than noise. My brother and I, on the other hand, were both only children and don’t handle noisy distractions well. He needs it quiet (like a tomb) and I need music. Go figure… I can listen to Britney Spears mixed with Apoptygma Berzerk and Anthrax and crank out 30 pages, but if your toddler is banging his spoon on the table, you’re getting a dirty look… unless I have music, then all is right with the world. Anyway, enough about me. Most of the people who come in as a group are smiling when they enter. Half as many are smiling when they leave. People who come in alone typically aren’t smiling at all. The average age, over the last three days seems to be early 30s… with a couple of senior citizens and teenagers at either end of the curve. The teenagers almost never stay. They have better stuff to do on a nice day. The senior citizens are split nearly evenly between campers and in&outs. Most of the non-solo campers have 1 person with a laptop, while the other reads the paper or a book. Some campers bring multiple laptops… but only really look at one of them. This Starbucks has a drive through. The line is almost never more than 2-3 cars long but apparently a lot of the in&out people would rather come in and stand in line behind (up to) 5 people. The music in here sucks. My musical tastes can best be described as eclectic to bad, but I can still get work done (see above.) I find the music in this particular Starbucks to be discordant and jarring. At this Starbucks, the coffee lingo is apparently something that is meant to occur between employees only. The nice lady at the counter can handle orders in plain English and translate them to Baristaspeak (Baristese?) quite efficiently. If you order in Baristaspeak however, she will look confused and repeat your order back to you in plain English to confirm you actually meant what you said. Then she will say it in Baristaspeak to the lady making your drink. Nobody in this Starbucks (other than the Baristas) makes eye-contact… at least not with me. Of course that may be indicative of a separate issue. ;)

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  • Be the surgeon

    - by Rob Farley
    It’s a phrase I use often, especially when teaching, and I wish I had realised the concept years earlier. (And of course, fits with this month’s T-SQL Tuesday topic, hosted by Argenis Fernandez) When I’m sick enough to go to the doctor, I see a GP. I used to typically see the same guy, but he’s moved on now. However, when he has been able to roughly identify the area of the problem, I get referred to a specialist, sometimes a surgeon. Being a surgeon requires a refined set of skills. It’s why they often don’t like to be called “Doctor”, and prefer the traditional “Mister” (the history is that the doctor used to make the diagnosis, and then hand the patient over to the person who didn’t have a doctorate, but rather was an expert cutter, typically from a background in butchering). But if you ask the surgeon about the pain you have in your leg sometimes, you’ll get told to ask your GP. It’s not that your surgeon isn’t interested – they just don’t know the answer. IT is the same now. That wasn’t something that I really understood when I got out of university. I knew there was a lot to know about IT – I’d just done an honours degree in it. But I also knew that I’d done well in just about all my subjects, and felt like I had a handle on everything. I got into developing, and still felt that having a good level of understanding about every aspect of IT was a good thing. This got me through for the first six or seven years of my career. But then I started to realise that I couldn’t compete. I’d moved into management, and was spending my days running projects, rather than writing code. The kids were getting older. I’d had a bad back injury (ask anyone with chronic pain how it affects  your ability to concentrate, retain information, etc). But most of all, IT was getting larger. I knew kids without lives who knew more than I did. And I felt like I could easily identify people who were better than me in whatever area I could think of. Except writing queries (this was before I discovered technical communities, and people like Paul White and Dave Ballantyne). And so I figured I’d specialise. I wish I’d done it years earlier. Now, I can tell you plenty of people who are better than me at any area you can pick. But there are also more people who might consider listing me in some of their lists too. If I’d stayed the GP, I’d be stuck in management, and finding that there were better managers than me too. If you’re reading this, SQL could well be your thing. But it might not be either. Your thing might not even be in IT. Find out, and then see if you can be a world-beater at it. But it gets even better, because you can find other people to complement the things that you’re not so good at. My company, LobsterPot Solutions, has six people in it at the moment. I’ve hand-picked those six people, along with the one who quit. The great thing about it is that I’ve been able to pick people who don’t necessarily specialise in the same way as me. I don’t write their T-SQL for them – generally they’re good enough at that themselves. But I’m on-hand if needed. Consider Roger Noble, for example. He’s doing stuff in HTML5 and jQuery that I could never dream of doing to create an amazing HTML5 version of PivotViewer. Or Ashley Sewell, a guy who does project management far better than I do. I could go on. My team is brilliant, and I love them to bits. We’re all surgeons, and when we work together, I like to think we’re pretty good! @rob_farley

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  • IE7 li ul bug on dropdown menu

    - by Berns
    hoping one of you guys can help me please. I have a basic list menu with two dropdowns. This all works fine on all browsers except IE6 and IE7. Please take a look at my markup. <nav> <ul id="topNav" ><li id="topNavFirst"><a href="../about/about.php" id="aboutNav">About Us</a></li ><li id="topNavSecond"><a href="../people/our-people.php" id="peopleNav">Our People</a ><ul id="subList1"><li><a href="../people/mike-hadfield.php">Mike Hadfield</a></li ><li><a href="../people/karen-sampson.php">Karen Sampson</a></li ><li><a href="../people/milhana-farook.php">Milhana Farook</a></li ><li><a href="../people/kim-crook.php">Kim Crook</a></li ><li><a href="../people/amanda-lynch.php">Amanda Lynch</a></li ><li><a href="../people/gideon-scott.php">Gideon Scott</a></li ><li><a href="../people/paul-fuller.php">Paul Fuller</a></li ><li><a href="../people/peter-chaplain.php">Peter Chaplain</a></li ><li><a href="../people/laura-hutley.php">Laura Hutley</a></li ></ul ></li ><li id="topNavThird"><a href="../services/our-services.php" id="servicesNav">Our Services</a ><ul id="subList2"><li><a href="../services/company-and-commercial.php">Company &amp; Commercial</a></li ><li><a href="../services/employment.php">Employment</a></li ><li><a href="../services/civil-litigation.php">Civil Litigation</a></li ><li><a href="../services/debt-recovery.php">Debt Recovery</a></li ><li><a href="../services/conveyancing.php">Conveyancing</a></li ><li><a href="../services/commercial-property.php">Commerical Property</a></li ><li><a href="../services/wills-and-probate.php">Wills &amp; Probate</a></li ><li><a href="../services/family.php">Matrimonial &amp; Family</a></li ></ul ></li ><li><a href="../news/news.php" id="newsNav">News</a></li ><li><a href="../careers/careers.php" id="careersNav">Careers</a></li ><li><a href="../contact/contact.php" id="contactNav">Contact</a></li ></ul><!-- /topNav --> </nav>? and the css a {text-decoration:none;} #topNav { float:right; height:30px; margin:0; font-size:12px; } #topNav li { display:inline; float:left; list-style:none; color:#666; border-left: 1px solid #666; padding: 0 3px 0 3px; position:relative; } #topNav ul a { white-space:nowrap; } #topNav li a:hover { border-bottom:2px solid #369; } #topNavSecond a:hover { border-bottom:2px solid transparent !important; } #topNavFirst { border-left: 1px solid transparent !important; } /*****OUR-PEOPLE DROPDOWN*****/ #topNav ul{ background:#fff; border:1px solid #666; border-top:0px solid transparent; border-bottom:2px solid #666; list-style:none; position:absolute; left:-9999px; width:100px; text-align:left; padding:5px 0 5px 0px; margin:0 0 0 -4px; z-index:10; -webkit-box-shadow: 1px 1px 1px #666; -moz-box-shadow: 1px 1px 1px #666; box-shadow: 1px 1px 1px #666; vertical-align: bottom; } #topNav ul li{ display:block; border-left:0px; margin-bottom: 0px; padding:0; vertical-align: bottom; } #topNav ul a{ padding:0 0 0 5px; } #topNav li:hover ul{ left:auto; } #topNav li:hover a { color:#369; } #topNav li:hover ul a{ text-decoration:none; color:#666; } #topNav li:hover ul li a:hover{ color:#fff;; width:100%; border-bottom:0px solid transparent !important; } #topNav ul li:hover { background:#369; display: block; } #topNav ul li a { display: block; padding:0 0 0 4px; } /************/ /*****OUR-SERVICES DROPDOWN*****/ #topNavThird a:hover { border-bottom:2px solid transparent !important; } #topNavThird ul{ /*background:#fff url(images/service-ul-bg.png) no-repeat;*/ width:135px !important; /*margin-left:120px !important;*/ }? here it is working perfectly http://jsfiddle.net/BcWd9/ here is a screen shot of how it looks in IE7. hadfield.andymcnallydesign.co.uk/images/ie7-error.jpg as you can see the ul is appearing to the right of the li and not the left and it is overlaying the top list. I've tried removing white space, but no luck. Any ideas? If one of you can help it would be much appreciated.

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  • Be the surgeon

    - by Rob Farley
    It’s a phrase I use often, especially when teaching, and I wish I had realised the concept years earlier. (And of course, fits with this month’s T-SQL Tuesday topic, hosted by Argenis Fernandez) When I’m sick enough to go to the doctor, I see a GP. I used to typically see the same guy, but he’s moved on now. However, when he has been able to roughly identify the area of the problem, I get referred to a specialist, sometimes a surgeon. Being a surgeon requires a refined set of skills. It’s why they often don’t like to be called “Doctor”, and prefer the traditional “Mister” (the history is that the doctor used to make the diagnosis, and then hand the patient over to the person who didn’t have a doctorate, but rather was an expert cutter, typically from a background in butchering). But if you ask the surgeon about the pain you have in your leg sometimes, you’ll get told to ask your GP. It’s not that your surgeon isn’t interested – they just don’t know the answer. IT is the same now. That wasn’t something that I really understood when I got out of university. I knew there was a lot to know about IT – I’d just done an honours degree in it. But I also knew that I’d done well in just about all my subjects, and felt like I had a handle on everything. I got into developing, and still felt that having a good level of understanding about every aspect of IT was a good thing. This got me through for the first six or seven years of my career. But then I started to realise that I couldn’t compete. I’d moved into management, and was spending my days running projects, rather than writing code. The kids were getting older. I’d had a bad back injury (ask anyone with chronic pain how it affects  your ability to concentrate, retain information, etc). But most of all, IT was getting larger. I knew kids without lives who knew more than I did. And I felt like I could easily identify people who were better than me in whatever area I could think of. Except writing queries (this was before I discovered technical communities, and people like Paul White and Dave Ballantyne). And so I figured I’d specialise. I wish I’d done it years earlier. Now, I can tell you plenty of people who are better than me at any area you can pick. But there are also more people who might consider listing me in some of their lists too. If I’d stayed the GP, I’d be stuck in management, and finding that there were better managers than me too. If you’re reading this, SQL could well be your thing. But it might not be either. Your thing might not even be in IT. Find out, and then see if you can be a world-beater at it. But it gets even better, because you can find other people to complement the things that you’re not so good at. My company, LobsterPot Solutions, has six people in it at the moment. I’ve hand-picked those six people, along with the one who quit. The great thing about it is that I’ve been able to pick people who don’t necessarily specialise in the same way as me. I don’t write their T-SQL for them – generally they’re good enough at that themselves. But I’m on-hand if needed. Consider Roger Noble, for example. He’s doing stuff in HTML5 and jQuery that I could never dream of doing to create an amazing HTML5 version of PivotViewer. Or Ashley Sewell, a guy who does project management far better than I do. I could go on. My team is brilliant, and I love them to bits. We’re all surgeons, and when we work together, I like to think we’re pretty good! @rob_farley

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  • Reading graph inputs for a programming puzzle and then solving it

    - by Vrashabh
    I just took a programming competition question and I absolutely bombed it. I had trouble right at the beginning itself from reading the input set. The question was basically a variant of this puzzle http://codercharts.com/puzzle/evacuation-plan but also had an hour component in the first line(say 3 hours after start of evacuation). It reads like this This puzzle is a tribute to all the people who suffered from the earthquake in Japan. The goal of this puzzle is, given a network of road and locations, to determine the maximum number of people that can be evacuated. The people must be evacuated from evacuation points to rescue points. The list of road and the number of people they can carry per hour is provided. Input Specifications Your program must accept one and only one command line argument: the input file. The input file is formatted as follows: the first line contains 4 integers n r s t n is the number of locations (each location is given by a number from 0 to n-1) r is the number of roads s is the number of locations to be evacuated from (evacuation points) t is the number of locations where people must be evacuated to (rescue points) the second line contains s integers giving the locations of the evacuation points the third line contains t integers giving the locations of the rescue points the r following lines contain to the road definitions. Each road is defined by 3 integers l1 l2 width where l1 and l2 are the locations connected by the road (roads are one-way) and width is the number of people per hour that can fit on the road Now look at the sample input set 5 5 1 2 3 0 3 4 0 1 10 0 2 5 1 2 4 1 3 5 2 4 10 The 3 in the first line is the additional component and is defined as the number of hours since the resuce has started which is 3 in this case. Now my solution was to use Dijisktras algorithm to find the shortest path between each of the rescue and evac nodes. Now my problem started with how to read the input set. I read the first line in python and stored the values in variables. But then I did not know how to store the values of the distance between the nodes and what DS to use and how to input it to say a standard implementation of dijikstras algorithm. So my question is two fold 1.) How do I take the input of such problems? - I have faced this problem in quite a few competitions recently and I hope I can get a simple code snippet or an explanation in java or python to read the data input set in such a way that I can input it as a graph to graph algorithms like dijikstra and floyd/warshall. Also a solution to the above problem would also help. 2.) How to solve this puzzle? My algorithm was: Find shortest path between evac points (in the above example it is 14 from 0 to 3) Multiply it by number of hours to get maximal number of saves Also the answer given for the variant for the input set was 24 which I dont understand. Can someone explain that also. UPDATE: I get how the answer is 14 in the given problem link - it seems to be just the shortest path between node 0 and 3. But with the 3 hour component how is the answer 24 UPDATE I get how it is 24 - its a complete graph traversal at every hour and this is how I solve it Hour 1 Node 0 to Node 1 - 10 people Node 0 to Node 2- 5 people TotalRescueCount=0 Node 1=10 Node 2= 5 Hour 2 Node 1 to Node 3 = 5(Rescued) Node 2 to Node 4 = 5(Rescued) Node 0 to Node 1 = 10 Node 0 to Node 2 = 5 Node 1 to Node 2 = 4 TotalRescueCount = 10 Node 1 = 10 Node 2= 5+4 = 9 Hour 3 Node 1 to Node 3 = 5(Rescued) Node 2 to Node 4 = 5+4 = 9(Rescued) TotalRescueCount = 9+5+10 = 24 It hard enough for this case , for multiple evac and rescue points how in the world would I write a pgm for this ?

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  • Welcome to Jackstown

    - by fatherjack
    I live in a small town, the population count isn't that great but let me introduce you to some of the population. We'll start with Martin the Doc, he fixes up anything that gets poorly, so much so that he could be classed as the doctor, the vet and even the garage mechanic. He's got a reputation that he can fix anything and that hasn't been proved wrong yet. He's great friends with Brian (who gets called "Brains") the teacher who seems to have a sound understanding of any topic you care to pass his way. If he isn't sure he tells you and then goes to find out and comes back with a full answer real quick. Its good to have that sort of research capability close at hand. Brains is also great at encouraging anyone who needs a bit of support to get them up to speed and working on their jobs. Steve sees Brains regularly, that's because he is the librarian, he keeps all sorts of reading material and nowadays there's even video to watch about any topic you like. Steve keeps scouring all sorts of places to get the content that's needed and he keeps it in good order so that what ever is needed can be found quickly. He also has to make sure that old stuff gets marked as probably out of date so that anyone reading it wont get mislead. Over the road from him is Greg, he's the town crier. We don't have a newspaper here so Greg keeps us all informed of what's going on "out of town" - what new stuff we might make use of and what wont work in a small place like this. If we are interested he goes ahead and gets people in to demonstrate their products  and tell us about the details. Greg is pretty good at getting us discounts too. Now Greg's brother Ian works for the mayors office in the "waste management department" nowadays its all about the recycling but he still has to make sure that the stuff that cant be used any more gets disposed of properly. It depends on the type of waste he's dealing with that decides how it need to be treated and he has to know a lot about the different methods and when to use which ones. There are two people that keep the peace in town, Brent is the detective, investigating wrong doings and applying justice where necessary and Bart is the diplomat who smooths things over when any people have a dispute or disagreement. Brent is meticulous in his investigations and fair in the way he handles any situation he finds. Discretion is his byword. There's a rumour that Bart used to work for the United Nations but what ever his history there is no denying his ability to get apparently irreconcilable parties working together to their combined benefit. Someone who works closely with Bart is Brad, he is the translator in town. He has several languages that he can converse in but he can also explain things from someone's point of view or  and make it understandable to someone else. To keep things on the straight and narrow from a legal perspective is Ben the solicitor, making sure we all abide by the rules.Two people who make for an interesting evening's conversation if you get them together are Aaron and Grant, Aaron is the local planning inspector and Grant is an inventor of some reputation. Anything being constructed around here needs Aarons agreement. He's quite flexible in his rules though; if you can justify what you want to do with solid logic but he wont stand for any development going on without his inclusion. That gets a demolition notice and there's no argument. Grant as I mentioned is the inventor in town, if something can be improved or created then Grant is your man. He mainly works on his own but isnt averse to getting specific advice and assistance from specialist from out of town if they can help him finish his creations.There aren't too many people left for you to meet in the town, there's Rob, he's an ex professional sportsman. He played Hockey, Football, Cricket, you name it. He was in his element as goal keeper / wicket keeper and that shows in his personal life. He just goes about his business and people often don't even know that he's helped them. Really low profile, doesn't get any glory but saves people from lots of problems, even disasters on occasion. There goes Neil, he's a bit of an odd person, some people say he's gifted with special clairvoyant powers, personally I think he's got his ear to the ground and knows where to find out the important news as soon as its made public. Anyone getting a visit from Neil is best off to follow his advice though, he's usually spot on and you wont be caught by surprise if you follow his recommendations – wherever it comes from.Poor old Andrew is the last person to introduce you to. Andrew doesn't show himself too often but when he does it seems that people find a reason to blame him for their problems, whether he had anything to do with their predicament or not. In all honesty, without fail, and to his great credit, he takes it in good grace and never retaliates or gets annoyed when he's out and about.  It pays off too as its very often the case that those who were blaming him recently suddenly find they need his help and they readily forget the issues pretty rapidly.And then there's me, what do I do in town? Well, I'm just a DBA with a lot of hats. (Jackstown Pop. 1)

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  • Knowing your user is key--Part 1: Motivation

    - by erikanollwebb
    I was thinking where the best place to start in this blog would be and finally came back to a theme that I think is pretty critical--successful gamification in the enterprise comes down to knowing your user.  Lots of folks will say that gamification is about understanding that everyone is a gamer.  But at least in my org, that argument won't play for a lot of people.  Pun intentional.  It's not that I don't see the attraction to the idea--really, very few people play no games at all.  If they don't play video games, they might play solitaire on their computer.  They may play card games, or some type of sport.  Mario Herger has some great facts on how much game playing there is going on at his Enterprise-Gamification.com website. But at the end of the day, I can't sell that into my organization well.  We are Oracle.  We make big, serious software designed run your whole business.  We don't make Angry Birds out of your financial reporting tools.  So I stick with the argument that works better.  Gamification techniques are really just good principals of user experience packaged a little differently.  Feedback?  We already know feedback is important when using software.  Progress indicators?  Got that too.  Game mechanics may package things in a more explicit way but it's not really "new".  To know how to use game mechanics, and what a user experience team is important for, is totally understanding who our users are and what they are motivated by. For several years, I taught college psychology courses, including Motivation.  Motivation is generally broken down into intrinsic and extrinsic motivation.  There's intrinsic, which comes from within the individual.  And there's extrinsic, which comes from outside the individual.  Intrinsic motivation is that motivation that comes from just a general sense of pleasure in the doing of something.  For example, I like to cook.  I like to cook a lot.  The kind of cooking I think is just fun makes other people--people who don't like to cook--cringe.  Like the cake I made this week--the star-spangled rhapsody from The Cake Bible: two layers of meringue, two layers of genoise flavored with a raspberry eau de vie syrup, whipped cream with berries and a mousseline buttercream, also flavored with raspberry liqueur and topped with fresh raspberries and blueberries. I love cooking--I ask for cooking tools for my birthday and Christmas, I take classes like sushi making and knife skills for fun.  I like reading about you can make an emulsion of egg yolks, melted butter and lemon, cook slowly and transform them into a sauce hollandaise (my use of all the egg yolks that didn't go into the aforementioned cake).  And while it's nice when people like what I cook, I don't do it for that.  I do it because I think it's fun.  My former boss, Ultan Ó Broin, loves to fish in the sea off the coast of Ireland.  Not because he gets prizes for it, or awards, but because it's fun.  To quote a note he sent me today when I asked if having been recently ill kept him from the beginning of mackerel season, he told me he had already been out and said "I can fish when on a deathbed" (read more of Ultan's work, see his blogs on User Assistance and Translation.). That's not the kind of intensity you get about something you don't like to do.  I'm sure you can think of something you do just because you like it. So how does that relate to gamification?  Gamification in the enterprise space is about uncovering the game within work.  Gamification is about tapping into things people already find motivating.  But to do that, you need to know what that user is motivated by. Customer Relationship Management (CRM) is one of those areas where over-the-top gamification seems to work (not to plug a competitor in this space, but you can search on what Bunchball* has done with a company just a little north of us on 101 for the CRM crowd).  Sales people are naturally competitive and thrive on that plus recognition of their sales work.  You can use lots of game mechanics like leaderboards and challenges and scorecards with this type of user and they love it.  Show my whole org I'm leading in sales for the quarter?  Bring it on!  However, take the average accountant and show how much general ledger activity they have done in the last week and expose it to their whole org on a leaderboard and I think you'd see a lot of people looking for a new job.  Why?  Because in general, accountants aren't extraverts who thrive on competition in their work.  That doesn't mean there aren't game mechanics that would work for them, but they won't be the same game mechanics that work for sales people.  It's a different type of user and they are motivated by different things. To break this up, I'll stop here and post now.  I'll pick this thread up in the next post. Thoughts? Questions? *Disclosure: To my knowledge, Oracle has no relationship with Bunchball at this point in time.

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  • problems with scrolling a java TextArea

    - by Jonathan
    All, I am running into an issue using JTextArea and JScrollPane. For some reason the scroll pane appears to not recognize the last line in the document, and will only scroll down to the line before it. The scroll bar does not even change to a state where I can slide it until the lines in the document are two greater than the number of lines the textArea shows (it should happen as soon as it is one greater). Has anyone run into this before? What would be a good solution (I want to avoid having to add an extra 'blank' line to the end of the document, which I would have to remove every time I add a new line)? Here is how I instantiate the TextArea and ScrollPane: JFrame frame = new JFrame("Java Chat Program"); frame.setDefaultCloseOperation(JFrame.EXIT_ON_CLOSE); Container pane = frame.getContentPane(); if (!(pane.getLayout() instanceof BorderLayout)) { System.err.println("Error: UI Container does not implement BorderLayout."); System.exit(-1); } textArea = new JTextArea(); textArea.setPreferredSize(new Dimension(500, 100)); textArea.setEditable(false); textArea.setLineWrap(true); textArea.setWrapStyleWord(true); JScrollPane scroller = new JScrollPane(textArea); scroller.setVerticalScrollBarPolicy(ScrollPaneConstants.VERTICAL_SCROLLBAR_ALWAYS); pane.add(scroller, BorderLayout.CENTER); Here is the method I use to add a new line to textArea: public void println(String a) { textArea.append(" "+a+"\n"); textArea.setCaretPosition(textArea.getDocument().getLength()); } Thanks for your help, Jonathan EDIT: Also, as a side note, with the current code I have to manually scroll down. I assumed that setCaretPosition(doc.getLength()) in the println(line) method would automatically set the page to the bottom after a line is entered... Should that be the case, or do I need to do something differently?

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  • Git Diff with Beyond Compare

    - by Avanst
    I have succeeded in getting git to start Beyond Compare 3 as a diff tool however, when I do a diff, the file I am comparing against is not being loaded. Only the latest version of the file is loaded and nothing else, so there is nothing in the right pane of Beyond Compare. I am running git 1.6.3.1 with Cygwin with Beyond Compare 3. I have set up beyond compare as they suggest in the support part of their website with a script like such: #!/bin/sh # diff is called by git with 7 parameters: # path old-file old-hex old-mode new-file new-hex new-mode "path_to_bc3_executable" "$2" "$5" | cat Has anyone else encountered this problem and know a solution to this? Edit: I have followed the suggestions by VonC but I am still having exactly the same problem as before. I am kinda new to Git so perhaps I am not using the diff correctly. For example, I am trying to see the diff on a file with a command like such: git diff main.css Beyond Compare will then open and only display my current main.css in the left pane, there is nothing in the right pane. I would like the see my current main.css in the left pane compared to the HEAD, basically what I have last committed. My git-diff-wrapper.sh looks like this: #!/bin/sh # diff is called by git with 7 parameters: # path old-file old-hex old-mode new-file new-hex new-mode "c:/Program Files/Beyond Compare 3/BCompare.exe" "$2" "$5" | cat My git config looks like this for Diff: [diff] external = c:/cygwin/bin/git-diff-wrapper.sh

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  • UpdatePanel refreshes only once

    - by superexsl
    Hi, I have two updatepanels inside an accordion control, laid out like this: <accordion> <first pane content> <updatepanel UpdateMode="conditional"> <contenttemplate>...</contenttemplate> <triggers>...</triggers> </updatepanel> </first pane content> <second pane content> <updatepanel> <contenttemplate>...</contenttemplate> <triggers>...</triggers> </updatepanel> </second pane content> </accordion> The panel updates once, but after that, no updates take place. If I refresh the page, then I can see the updated information. This means that the database is being updated, but the updatepanel isn't refreshing (after refreshing the first time). Why is this happening? This has been bugging me for days, so any advice would be much appreciated. Thanks!

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  • accepts_nested_attributes with Model.update for multiple models

    - by Ohad
    Hi, I'm trying to follow http://railscasts.com/episodes/198-edit-multiple-individually but I would like to save objects which are nested (accepts_nested_attributes_for). I've added the following in my controller: def edit_multiple @people = Person.find(params[:person_ids], :include => [:parameters]) end def update_multiple keys = params[:people].keys if keys.empty? flash[:error] = "Please select at least one person" redirect_to :back and return end values = keys.map {|k| params[:people][k]} @people = Person.update(keys,values).reject { |h| h.errors.empty? } if @people.empty? flash[:notice] = 'Updated people!' redirect_to person_path else redirect_to edit_multiple_path end end and in the view: <% form_tag update_multiple_people_path, :method => :post do %> <% for person in @people %> <% fields_for "people[]", host do |f| %> <%= f.error_messages :object_name => "person" %> <h3><%= h person.name %></h3> <% for parameter in person.parameters %> <% f.fields_for "person_parameters[]", parameter do |builder| -%> <%= render "common/parameters", :f => builder %> <% end -%> <% end -%> <p><%= link_to_add_fields "Add a parameter", f, :person_parameters, "common/parameters" %></p> <% end %> <% end %> <p><%= submit_tag "Edit these Parameter(s)" %></p> <% end %> but I'm always getting a mistmatch - e.g. ActiveRecord::AssociationTypeMismatch and Parameter(#70341811965140) expected, got Array(#70341874300460) Thanks!

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  • Center a TextBox over the top of a ScrollViewer in WPF.

    - by Eric
    I have a MainView that contains a navigation bar which selects one of many XAML pages to be displayed in the page view pane. The MainView contains a ScrollViewer around the pages. This allows the pages to be whatever size they need to be and the MainView's ScrollViewer scrolls them. This all works great. On one of the pages, I need to (sometimes) center a TextBox in the middle of the page view pane (over the top of the page content). This was easily done by placing both the page content and the TextBox overlapping each other in a Grid (and I hide the TextBox as necessary). This all seems to work great. However, if the page content grows to be larger than the pane, the TextBox is centered not on the pane, but on the full page content. Thus, it moves from center screen down and/or to the right (and eventually off the screen). Bummer. Options: Remove the ScrollViewer from the MainView. This would require placing one on every page! Argh. Do option #1, and create a ScrolledPage base class. This is a lot of work, and I'm worried about tools issues (Blend issues). It also requires changing every page (to subclass this page). Somehow override the ScrollViewer on just this page. Then, place another ScrollViewer on the page content to Scroll it. Option 3 seems preferable, because it contains the issue to just modifying this page (instead of changing the rest of the pages). However, I can't figure out how to do it. Ideas? Thanks in advance! Eric

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  • How can I diff against a revision of a single file using only the default Git GUI tools?

    - by Rich
    I want to view the history of a single file, and then compare a single revision from that history against the current version. On the command line, this is easy: Run: git log -- <filename> Locate the version you want to compare, Run: git diff <commitid> -- <filename> But how can this be done using only the default Git gui tools, git gui and gitk? I know of two methods using gitk, but they're both horribly clunky: Either: Select the New View option from the View menu, Type in the full path to your file into the box labelled Enter files and directories to include, one per line, Locate the version you want to compare by looking at the highlighted items in the top pane, and click on it to select it, Right-click on the current version and select Diff selected - this, Or: Select Tree in the bottom right-hand pane, Locate the file you want to look at, right-click on it, and select Highlight this only, Locate the version you want to compare by looking at the highlighted items in the top pane, and click on it to select it, Right-click on the current version and select Diff selected - this, Click on the file in the bottom right-hand pane to jump to it in the diff output, or scroll manually. Is a better method than this?

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  • ActionListener isn't Implementing

    - by Nick Gibson
    JFrameWithPanel is not abstract and does not override abstract method actionPerformed(java.awt.event.ActionEvent) in java.awt.event.ActionListener public class JFrameWithPanel extends JFrame implements ActionListener I Don't get this code. Book and Java site tells me this is the syntax for the method, but again this error shows up constantly. import javax.swing.*; import javax.swing.JOptionPane; import java.awt.*; import java.awt.event.*; import java.lang.Math.*; import java.lang.Integer.*; import java.util.*; import java.util.Random; import java.io.*; import java.text.*; import java.text.DecimalFormat.*; public class JFrameWithPanel extends JFrame implements ActionListener { JButton button = new JButton("Exit"); public JFrameWithPanel() { super("JFrame with Panel"); JComboBox packageChoice = new JComboBox(); packageChoice.addItem("A+ Certification"); packageChoice.addItem("Network+ Certification "); packageChoice.addItem("Security+ Certifictation"); packageChoice.addItem("CIT Full Test Package"); packageChoice.addActionListener(this); setDefaultCloseOperation(JFrame.EXIT_ON_CLOSE); JPanel pane = new JPanel(); pane.add(button); pane.add(packageChoice); setContentPane(pane); setSize(200,100); setVisible(true); } } then later public class CreateJFrameWithPanel { public static void main(String[] args) { JFrameWithPanel panel = new JFrameWithPanel(); } }

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  • How can I diff against a revision of a single file using the default Git GUI tools?

    - by Rich
    I want to view the history of a single file, and then compare a single revision from that history against the current version. On the command line, this is easy: Run: git log -- <filename> Locate the version you want to compare, Run: git diff <commitid> -- <filename> But how can this be done in the default Git gui tools, git gui and gitk? I know of two methods using gitk, but they're both horribly clunky: Either: Select the New View option from the View menu, Type in the full path to your file into the box labelled Enter files and directories to include, one per line, Locate the version you want to compare by looking at the highlighted items in the top pane, and click on it to select it, Right-click on the current version and select Diff selected - this, Or: Select Tree in the bottom right-hand pane, Locate the file you want to look at, right-click on it, and select Highlight this only, Locate the version you want to compare by looking at the highlighted items in the top pane, and click on it to select it, Right-click on the current version and select Diff selected - this, Click on the file in the bottom right-hand pane to jump to it in the diff output, or scroll manually. Is a better method than this?

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  • JQuery ajax success help

    - by Jason
    Hi all, I am implementing a "Quick delete" function into a page I am creating. The way it works is like this: 1: You click the "delete" button in the table row for the record that you want to delete. 2: The page sends a request to the ajax page and return a successfully message of "yes" or a failure message of "no". My issue is that if I get a successful message of "yes" I want to hide the row for that record. I am having issue "finding" the row using JQuery. Here is my jquery code: $(document).ready(function(){ $(".pane .btn-delete").click(function(){ var element = $(this); var del_id = element.attr("id"); var dataString = 'action=del&cid=' + del_id; if(confirm("Are you sure you want to delete this content block?")) { $("#msgbox").addClass('ajaxmsg').text('Checking permissions....').fadeIn(1000); $.ajax({ type: "get", url: "ajax/admArticles_ajax.php", data: dataString, success: function(data){ switch(data) { case "yes": $("#msgbox").addClass('ajaxmsg').text('Deleting content block....').fadeIn(1000); $(this).parents(".pane").animate({ backgroundColor: "#fbc7c7" }, "fast") .animate({ opacity: "hide" }, "slow") break case "no": $("#msgbox").removeClass().addClass('error').text('You do not have the correct permissions to delete this content....').fadeIn(1000); break default: }; } }); } return false; }); }); This is the lines of code I am using to hide the row however it is not working because I don't think $(this).parents(".pane") finds the element. $(this).parents(".pane").animate({ backgroundColor: "#fbc7c7" }, "fast") .animate({ opacity: "hide" }, "slow") Any help would be greatly appreciated. Thanks...

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  • Part 2: Career development as a Software Developer without becoming a manager.

    - by albertpascual
    Seems like my previous post inspired by the work of Michael “Doc” Norton was a great success for the amount of emails I have received. Yet amazed how many people didn’t want to discuss their questions in the comments  sections. I would encourage people to be more public, still I would like to reply to all of you on this public media. I still welcome those emails. What I found out is that many people feels like me, they want to be developers and still be compensated for their experience without wanting to take a job as a manager. Their perfect day is a full day of coding and learning. Many believe their companies will never pay a manager’s salary to a developer no matter what. Most of you ask how to get the ball rolling. And is the later that I’m addressing here, the previous group, will never try. What companies understand developers value and where can I find them? This is a very difficult question to ask, I don’t have a list of those companies or departments, I have seen in my past signs in companies bending backwards to compensate, in more ways the monetary, a developer that is a good resource to them. Allowing the person to move out of the state and still let them work for the company from home is a sign that company goes by individual cases. Allowing them to go to conference that will not benefit the company is another big sign. Simple signs like flexible hours and letting some people work from home. To see those signs you need to be working in that company for awhile and look at the departments where the manager is taking care of their employees in individual cases. Look for the department where people get quiet extra perks, where some people in the department work from home or remotely. In my experience, but not always true, medium to big companies, are prompt to recognize good developers. Then again, some companies just don’t get it and is when you see many technical people managing developers. For all the people that email me stating that developers can also be very good managers, I do not disagree, I just think that a good developers loves writing code, when you remove that part the better salary isn’t enough to keep a developer happy. Burned out developers appreciate being promoted to managers. How do I know I work in a bad company? In my experience I have been a consultant and seen many companies, a few signs I have learned about companies that will not recognize good developers are: When the turn over is pretty high, when developers are moving out in a big rate, no rocket scientist needs to tap you in the shoulder. When the company is looking always to outsource their development resources. The product is not that interesting nor the company cares too much for their final result and support. Code sweat shops. You’ll know when you start working in one of those. Run for the hills! Where do I start? Disclaimer: I have only based this post on Michael “Doc” Norton, this is just my interpretation and ideas. First thing is to look at Michael “Doc” Norton presentation Take Control of Your Development Career http://docondev.blogspot.com/ That should be the first thing any developer should look and follow like it was a pattern. I would personally recommend to find some language or pattern you are interested with and learn it, learn something that will make you happy. Second, join a User Group and get involve in the community. There are hundreds of user groups, and I’m sure you’ll find one in your city or near you town. Code Camps are Developers Meet Ups are also good resources. Third, I would join a open source project you are interested or better yet, create a new open source project with the new technology that you have learn and get coding. Fourth, create a Twitter account and follow the people that talks about the technology you are interested on. If you follow this 4 steps above I think you’ll be on your way, after they are complete, when you release your Open Source project you can say that you accomplished the first steps. Now, do not expect anything to change in your career life, you are changing and should not expect anything in return, besides borrowing some time from sleeping and your family. Creating a good schedule may help you, I find wasted time in many places that I use. Flying for work is actually one of those that allows me to do my best work on a airplane, don’t need to borrow time from anywhere else. Making sure you always have a light, charged laptop is so important. Next steps following the Michael “Doc” Norton Pattern or my interpretation of. First, help run a user group or better yet, start a new user group. I’ll add, as well, go to one conference a year and free development events around your city; Code Camps, Geek Dinners, etc. There are many free events sponsored by different companies for developers to get to know their products, I highly recommend those as the way to get connected. Second, chose a mentor, this is a very hard thing to do I experienced, find an expert in the technology you are learning that has the time for you, it is difficult, I wish you best of luck. Third, learn another technology or pattern, open your horizons a little bit more. Why not, if you had fun previously, keep doing it. Fourth, get involved in forums to answer and ask questions, getting notice in public forums is rewarding for your ego after such a long journey. Final steps following the Michael “Doc” Norton Pattern Teach what you know, become humble on your knowledge, find as many opportunities to teach and to get involved with the community, bring all that to your day job. Mr. Norton talks about getting naked, expose yourself to others in your knowledge and what you do not know. You are never too important for small opportunities, yet don’t  be afraid to take anything big and learn from the experience. Anytime you have the opportunity to talk to somebody that has reach the point the community knows his or her name, means that you should learn from it. Take opportunities that won’t make you money, yet will make you happy. Sometimes you need to spend money and time. Register talks in Code Camps and Dev Meet Ups, those are free, also go to Conference, Development Summits and Geek Diners for example. One day, people will pay you to attend. When will all these pay off? I don’t know. I’m still in the path, there are a few things that during your journey you may get little acknowledgements that you are in the correct path. In my case I think those are the little signs that tells you about your journey. I got awarded the Microsoft Most Valuable Professional for ASP.NET in 2007, 2008, 2009 and 2010. I got selected to speak at the DevConnections in Las Vegas in 2010 and Orlando 2011. I do believe that I do have a long way to go, yet what I do makes me happy and I hope I can keep doing for years to come. Every year I can see an improvement on my code, and more frameworks and languages are under my belt, I learn to embrace them all as well as in my daily job, I have been able to work in a few projects beyond my department. I’m a learner and believer of the Michael “Doc” Norton pattern. Looking forward to learn more about it to be able to apply it better. In my short journey I now see my mistakes, I did a few things right, I have been listening the intelligent people and not being afraid to move along the technology changes. In my professional life, I have tried to avoid being placed in only one technology and product. I have always share my code and never confused anybody that wanted to take over any of my projects, I didn’t think anything I created as my own nor care too much when politics didn’t see my vision. I stayed flexible, ready and visible, yet humble. I keep my head just below the clouds, and avoided managers meetings. I credit my manager for my success, and I faulted publicly only myself for the failures. Hope this helps. Cheers, Al Follow me in Twitter  Read my previous post tweetmeme_url = 'http://weblogs.asp.net/albertpascual/archive/2010/12/09/part-2-career-development-as-a-software-developer-without-becoming-a-manager.aspx'; tweetmeme_source = 'alpascual';

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  • Feedback Filtration&ndash;Processing Negative Comments for Positive Gains

    - by D'Arcy Lussier
    After doing 7 conferences, 5 code camps, and countless user group events, I feel that this is a post I need to write. I actually toyed with other names for this post, however those names would just lend itself to the type of behaviour I want people to avoid – the reactionary, emotional response that speaks to some deeper issue beyond immediate facts and context. Humans are incredibly complex creatures. We’re also emotional, which serves us well in certain situations but can hinder us in others. Those of us in leadership build up a thick skin because we tend to encounter those reactionary, emotional responses more often, and we’re held to a higher standard because of our positions. While we could react with emotion ourselves, as the saying goes – fighting fire with fire just makes a bigger fire. So in this post I’ll share my thought process for dealing with negative feedback/comments and how you can still get value from them. The Thought Process Let’s take a real-world example. This week I held the Prairie IT Pro & Dev Con event. We’ve gotten a lot of session feedback already, most of it overwhelmingly positive. But some not so much – and some to an extreme I rarely see but isn’t entirely surprising to me. So here’s the example from a person we’ll refer to as Mr. Horrible: How was the speaker? Horrible! Worst speaker ever! Did the session meet your expectations? Hard to tell, speaker ruined it. Other Comments: DO NOT bring this speaker back! He was at this conference last year and I hoped enough negative feedback would have taught you to not bring him back...obviously not...I will not return to this conference next year if this speaker is brought back. Now those are very strong words. “Worst speaker ever!” “Speaker ruined it” “I will not return to this conference next year if the speaker is brought back”. The speakers I invite to speak at my conference are not just presenters but friends and colleagues. When I see this, my initial reaction is of course very emotional: I get defensive, I get angry, I get offended. So that’s where the process kicks in. Step 1 – Take a Deep Breath Take a deep breath, calm down, and walk away from the keyboard. I didn’t do that recently during an email convo between some colleagues and it ended up in my reacting emotionally on Twitter – did I mention those colleagues follow my Twitter feed? Yes, I ate some crow. Ok, now that we’re calm, let’s move on to step 2. Step 2 – Strip off the Emotion We need to take off the emotion that people wrap their words in and identify the root issues. For instance, if I see: “I hated this session, the presenter was horrible! He spoke so fast I couldn’t make out what he was saying!” then I drop off the personal emoting (“I hated…”) and the personal attack (“the presenter was horrible”) and focus on the real issue this person had – that the speaker was talking too fast. Now we have a root cause of the displeasure. However, we’re also dealing with humans who are all very different. Before I call up the speaker to talk about his speaking pace, I need to do some other things first. Back to our Mr. Horrible example, I don’t really have much to go on. There’s no details of how the speaker “ruined” the session or why he’s the “worst speaker ever”. In this case, the next step is crucial. Step 3 – Validate the Feedback When I tell people that we really like getting feedback for the sessions, I really really mean it. Not just because we want to hear what individuals have to say but also because we want to know what the group thought. When a piece of negative feedback comes in, I validate it against the group. So with the speaker Mr. Horrible commented on, I go to the feedback and look at other people’s responses: 2 x Excellent 1 x Alright 1 x Not Great 1 x Horrible (our feedback guy) That’s interesting, it’s a bit all over the board. If we look at the comments more we find that the people who rated the speaker excellent liked the presentation style and found the content valuable. The one guy who said “Not Great” even commented that there wasn’t anything really wrong with the presentation, he just wasn’t excited about it. In that light, I can try to make a few assumptions: - Mr. Horrible didn’t like the speakers presentation style - Mr. Horrible was expecting something else that wasn’t communicated properly in the session description - Mr. Horrible, for whatever reason, just didn’t like this presenter Now if the feedback was overwhelmingly negative, there’s a different pattern – one that validates the negative feedback. Regardless, I never take something at face value. Even if I see really good feedback, I never get too happy until I see that there’s a group trend towards the positive. Step 4 – Action Plan Once I’ve validated the feedback, then I need to come up with an action plan around it. Let’s go back to the other example I gave – the one with the speaker going too fast. I went and looked at the feedback and sure enough, other people commented that the speaker had spoken too quickly. Now I can go back to the speaker and let him know so he can get better. But what if nobody else complained about it? I’d still mention it to the speaker, but obviously one person’s opinion needs to be weighed as such. When we did PrDC Winnipeg in 2011, I surveyed the attendees about the food. Everyone raved about it…except one person. Am I going to change the menu next time for that one person while everyone else loved it? Of course not. There’s a saying – A sure way to fail is to try to please everyone. Let’s look at the Mr. Horrible example. What can I communicate to the speaker with such limited information provided in the feedback from Mr. Horrible? Well looking at the groups feedback, I can make a few suggestions: - Ensure that people understand in the session description the style of the talk - Ensure that people understand the level of detail/complexity of the talk and what prerequisite knowledge they should have I’m looking at it as possibly Mr. Horrible assumed a much more advanced talk and was disappointed, while the positive feedback by people who – from their comments – suggested this was all new to them, were thrilled with the session level. Step 5 – Follow Up For some feedback, I follow up personally. Especially with negative or constructive feedback, its important to let the person know you heard them and are making changes because of their comments. Even if their comments were emotionally charged and overtly negative, it’s still important to reach out personally and professionally. When you remove the emotion, negative comments can be the best feedback you get. Also, people have bad days. We’ve all had one of “those days” where we talked more sternly than normal to someone, or got angry at something we’d normally shrug off. We have various stresses in our lives and sometimes they seep out in odd ways. I always try to give some benefit of the doubt, and re-evaluate my view of the person after they’ve responded to my communication. But, there is such a thing as garbage feedback. What Mr. Horrible wrote is garbage. It’s mean spirited. It’s hateful. It provides nothing constructive at all. And a tell-tale sign that feedback is garbage – the person didn’t leave their name even though there was a field for it. Step 6 – Delete It Feedback must be processed in its raw form, and the end products should drive improvements. But once you’ve figured out what those things are, you shouldn’t leave raw feedback lying around. They are snapshots in time that taken alone can be damaging. Also, you should never rest on past praise. In a future blog post, I’m going to talk about how we can provide great feedback that, even when its critical, can still be constructive.

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  • The Birth of a Method - Where did OUM come from?

    - by user702549
    It seemed fitting to start this blog entry with the OUM vision statement. The vision for the Oracle® Unified Method (OUM) is to support the entire Enterprise IT lifecycle, including support for the successful implementation of every Oracle product.  Well, it’s that time of year again; we just finished testing and packaging OUM 5.6.  It will be released for general availability to qualifying customers and partners this month.  Because of this, I’ve been reflecting back on how the birth of Oracle’s Unified method - OUM came about. As the Release Director of OUM, I’ve been honored to package every method release.  No, maybe you’d say it’s not so special.  Of course, anyone can use packaging software to create an .exe file.  But to me, it is pretty special, because so many people work together to make each release come about.  The rich content that results is what makes OUM’s history worth talking about.   To me, professionally speaking, working on OUM, well it’s been “a labor of love”.  My youngest child was just 8 years old when OUM was born, and she’s now in High School!  Watching her grow and change has been fascinating, if you ask her, she’s grown up hearing about OUM.  My son would often walk into my home office and ask “How is OUM today, Mom?”  I am one of many people that take care of OUM, and have watched the method “mature” over these last 6 years.  Maybe that makes me a "Method Mom" (someone in one of my classes last year actually said this outloud) but there are so many others who collaborate and care about OUM Development. I’ve thought about writing this blog entry for a long time just to reflect on how far the Method has come. Each release, as I prepare the OUM Contributors list, I see how many people’s experience and ideas it has taken to create this wealth of knowledge, process and task guidance as well as templates and examples.  If you’re wondering how many people, just go into OUM select the resources button on the top of most pages of the method, and on that resources page click the ABOUT link. So now back to my nostalgic moment as I finished release 5.6 packaging.  I reflected back, on all the things that happened that cause OUM to become not just a dream but to actually come to fruition.  Here are some key conditions that make it possible for each release of the method: A vision to have one method instead of many methods, thereby focusing on deeper, richer content People within Oracle’s consulting Organization  willing to contribute to OUM providing Subject Matter Experts who are willing to write down and share what they know. Oracle’s continued acquisition of software companies, the need to assimilate high quality existing materials from these companies The need to bring together people from very different backgrounds and provide a common language to support Oracle Product implementations that often involve multiple product families What came first, and then what was the strategy? Initially OUM 4.0 was based on Oracle’s J2EE Custom Development Method (JCDM), it was a good “backbone”  (work breakdown structure) it was Unified Process based, and had good content around UML as well as custom software development.  But it needed to be extended in order to achieve the OUM Vision. What happened after that was to take in the “best of the best”, the legacy and acquired methods were scheduled for assimilation into OUM, one release after another.  We incrementally built OUM.  We didn’t want to lose any of the expertise that was reflected in AIM (Oracle’s legacy Application Implementation Method), Compass (People Soft’s Application implementation method) and so many more. When was OUM born? OUM 4.1 published April 30, 2006.  This release allowed Oracles Advanced Technology groups to begin the very first implementations of Fusion Middleware.  In the early days of the Method we would prepare several releases a year.  Our iterative release development cycle began and continues to be refined with each Method release.  Now we typically see one major release each year. The OUM release development cycle is not unlike many Oracle Implementation projects in that we need to gather requirements, prioritize, prepare the content, test package and then go production.  Typically we develop an OUM release MoSCoW (must have, should have, could have, and won’t have) right after the prior release goes out.   These are the high level requirements.  We break the timeframe into increments, frequent checkpoints that help us assess the content and progress is measured through frequent checkpoints.  We work as a team to prioritize what should be done in each increment. Yes, the team provides the estimates for what can be done within a particular increment.  We sometimes have Method Development workshops (physically or virtually) to accelerate content development on a particular subject area, that is where the best content results. As the written content nears the final stages, it goes through edit and evaluation through peer reviews, and then moves into the release staging environment.  Then content freeze and testing of the method pack take place.  This iterative cycle is run using the OUM artifacts that make sense “fit for purpose”, project plans, MoSCoW lists, Test plans are just a few of the OUM work products we use on a Method Release project. In 2007 OUM 4.3, 4.4 and 4.5 were published.  With the release of 4.5 our Custom BI Method (Data Warehouse Method FastTrack) was assimilated into OUM.  These early releases helped us align Oracle’s Unified method with other industry standards Then in 2008 we made significant changes to the OUM “Backbone” to support Applications Implementation projects with that went to the OUM 5.0 release.  Now things started to get really interesting.  Next we had some major developments in the Envision focus area in the area of Enterprise Architecture.  We acquired some really great content from the former BEA, Liquid Enterprise Method (LEM) along with some SMEs who were willing to work at bringing this content into OUM.  The Service Oriented Architecture content in OUM is extensive and can help support the successful implementation of Fusion Middleware, as well as Fusion Applications. Of course we’ve developed a wealth of OUM training materials that work also helps to improve the method content.  It is one thing to write “how to”, and quite another to be able to teach people how to use the materials to improve the success of their projects.  I’ve learned so much by teaching people how to use OUM. What's next? So here toward the end of 2012, what’s in store in OUM 5.6, well, I’m sure you won’t be surprised the answer is Cloud Computing.   More details to come in the next couple of weeks!  The best part of being involved in the development of OUM is to see how many people have “adopted” OUM over these six years, Clients, Partners, and Oracle Consultants.  The content just gets better with each release.   I’d love to hear your comments on how OUM has evolved, and ideas for new content you’d like to see in the upcoming releases.

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  • Alcatel-Lucent: Enterprise 2.0: The Top 5 Things I would Do Over

    - by Kellsey Ruppel
    Happy Monday! Does anyone else feel as if the weekend went entirely too quickly? At least for those of us in the United States, we have the 4th of July Holiday next week to look forward to This week on the blog, we are going to focus on "WebCenter by Example" and highlight best practices from customers and partners. I recently came across this article and I think this is a great example of how we can learn from one another when it comes to social collaboration adoption. Do you agree with Jem? What things or best practices have you learned in your organizations?  By Jem Janik, Enterprise community manager, Alcatel-Lucent  Not so long ago, Engage, the Alcatel-Lucent employee social network and collaboration platform, celebrated its third birthday. With more than 25,000 members actively interacting each month, Engage has been a big enough success that it’s been the subject of external articles, and often those of us who helped launch it will go out and speak about what aspects contributed to that success. Hindsight is still 20/20 and what it takes to successfully launch an enterprise 2.0 community is fairly well-known now.  Today I want to tell you what I suspect you really want to know about.  As the enterprise community manager for Engage, after three years in, what are the top 5 things I wish we (and I mostly mean me) could do over? #5 Define your analytics solution from the start There is so much to do when you launch a community and initially growing it without complete chaos is quite a task.  It doesn’t take too long to get to a point where you want to focus your continued efforts in growing company collaboration.  Do people truly talk across regional boundaries or have we shifted siloed conversations to a new platform.  Is there one organization that doesn’t interact with another? If you are lucky you’ll have someone in your community team well versed in the world of databases and SQL queries, but it takes time to figure out what backend analytics data actually means. Professional support can be expensive and it may be hard to justify later as it typically has the community manager as the only main customer.  Figure out what you think you’ll want to know and how to get it early on. The sooner the better even if it doesn’t seem that critical at the time. #4 Lobbies guide you to the right places One piece of feedback that comes up more and more as we keep growing Engage is it’s hard to find stuff, or new people are not sure where to start. Something we’re doing now is defining some general topic areas of interest to be like “lobbies” into the platform and some common hashtags to go with them. I liken this to walking into a large medical or professional building for the first time.  There are hundreds of offices, and you look to a sign in the lobby to get guided to the right place for you.  We’re building that sign for members now, but again we missed the boat as the majority of the company has had their initial Engage experience. #3 Clean up, clean up, clean up Knowledge work and folksonomies are messy! The day we opened the doors to Engage I would have said we should keep everything ever created in Engage with an argument that it was a window into our collective knowledge so nothing should go.  Well, 6000+ groups and 200,000+ pieces of content later, I’ve changed my mind.  As previously mentioned, with too much “stuff” the system can be overwhelming to new members and it makes it harder to get what you’re looking for.   Do we need that help document about a tool we no longer have? NO!  Do we need that group that had 1 document and 2 discussions in the last two years? NO! Should we only have one group about a given topic instead of 4?  YES! Last fall, Engage defined a cleanup process for groups not used for a long time.  We also formed a volunteer cleaning army who are extra eyes on the hunt for “stuff” that should be updated, merged, or deleted.  It’s better late than never, but in line with what’s becoming a theme I wish these efforts had started earlier. #2 Communications & local community management One of the most important aspects of my job is to make sure people who should be talking to each other are actually doing it.  Connecting people to the other people they should know, the groups they should join, a piece of content that shouldn’t be missed.   I have worked both inside and outside of communications teams, and they are the best informed people in your company.  They know when something big is coming, how it impacts employees, how it fits with strategy, who else knows more, etc.  Having communications professionals who are power users can help scale up community management because they are already so well connected.  They also need to have the platform skills to pay attention without suffering email overload, how to grab someone’s attention, etc.  I wish I’d had figured this out much earlier.  If I had I would have groomed more communications colleagues into advocates and power members right at the start. #1 Grooming advocates vs. natural advocates I’ve just alluded to this above already. The very best advocates are those who naturally embrace your platform and automatically start to see new ways to work within it.  Those advocates seem to come out of the woodwork naturally since some of them are early adopters.  Not surprisingly, our best advocates today are those same people who were willing to come kick the tires when the community was completely empty.  Unfortunately, we didn’t get a global spread of those natural advocates.  I did ask around when we first launched for other people who might be good candidates, but didn’t push too hard as there were so many other things to get ready.  That was a mistake.  If I could get a redo I would have formally asked for people to be assigned where there were gaps and groomed them into an advocate.  Today as we find new advocates to fill the gaps, people are hesitant as the initial set has three years of practice are ahead of the curve power members; it definitely would have been easier earlier on. As fairly early adopters to corporate scale enterprise collaboration, there hasn’t been a roadmap to follow as we’ve grown Engage, which is part of the fun! It’s clear a lot of issues are more easily tackled the earlier you identify and begin to correct them, and I’ve identified the main five I wish I could redo.  In the spirit of collaboration, I hope someone else learns from my mistakes! View the original article by Jem here. 

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  • Designing for the future

    - by Dennis Vroegop
    User interfaces and user experience design is a fast moving field. It’s something that changes pretty quick: what feels fresh today will look outdated tomorrow. I remember the day I first got a beta version of Windows 95 and I felt swept away by the user interface of the OS. It felt so modern! If I look back now, it feels old. Well, it should: the design is 17 years old which is an eternity in our field. Of course, this is not limited to UI. Same goes for many industries. I want you to think back of the cars that amazed you when you were in your teens (if you are in your teens then this may not apply to you). Didn’t they feel like part of the future? Didn’t you think that this was the ultimate in designs? And aren’t those designs hopelessly outdated today (again, depending on your age, it may just be me)? Let’s review the Win95 design: And let’s compare that to Windows 7: There are so many differences here, I wouldn’t even know where to start explaining them. The general feeling however is one of more usability: studies have shown Windows 7 is much easier to understand for new users than the older versions of Windows did. Of course, experienced Windows users didn’t like it: people are usually afraid of changes and like to stick to what they know. But for new users this was a huge improvement. And that is what UX design is all about: make a product easier to use, with less training required and make users feel more productive. Still, there are areas where this doesn’t hold up. There are plenty examples of designs from the past that are still fresh today. But if you look closely at them, you’ll notice some subtle differences. This differences are what keep the designs fresh. A good example is the signs you’ll find on the road. They haven’t changed much over the years (otherwise people wouldn’t recognize them anymore) but they have been changing gradually to reflect changes in traffic. The same goes for computer interfaces. With each new product or version of a product, the UI and UX is changed gradually. Every now and then however, a bigger change is needed. Just think about the introduction of the Ribbon in Microsoft Office 2007: the whole UI was redesigned. A lot of old users (not in age, but in times of using older versions) didn’t like it a bit, but new users or casual users seem to be more efficient using the product. Which, of course, is exactly the reason behind the changes. I believe that a big engine behind the changes in User Experience design has been the web. In the old days (i.e. before the explosion of the internet) user interface design in Windows applications was limited to choosing the margins between your battleship gray buttons. When the web came along, and especially the web 2.0 where the browsers started to act more and more as application platforms, designers stepped in and made a huge impact. In the browser, they could do whatever they wanted. In the beginning this was limited to the darn blink tag but gradually people really started to think about UX. Even more so: the design of the UI and the whole experience was taken away from the developers and put into the hands of people who knew what they were doing: UX designers. This caused some problems. Everyone who has done a web project in the early 2000’s must have had the same experience: the designers give you a set of Photoshop files and tell you to translate it to HTML. Which, of course, is very hard to do. However, with new tooling and new standards this became much easier. The latest version of HTML and CSS has taken the responsibility for the design away from the developers and placed them in the capable hands of the designers. And that’s where that responsibility belongs, after all, I don’t want a designer to muck around in my c# code just as much as he or she doesn’t want me to poke in the sites style definitions. This change in responsibilities resulted in good looking but more important: better thought out user interfaces in websites. And when websites became more and more interactive, people started to expect the same sort of look and feel from their desktop applications. But that didn’t really happen. Most business applications still have that battleship gray look and feel. Ok, they may use a different color but we’re not talking colors here but usability. Now, you may not be able to read the Dutch captions, but even if you did you wouldn’t understand what was going on. At least, not when you first see it. You have to scan the screen, read all the labels, see how they are related to the other elements on the screen and then figure out what they do. If you’re an experienced user of this application however, this might be a good thing: you know what to do and you get all the information you need in one single screen. But for most applications this isn’t the case. A lot of people only use their computer for a limited time a day (a weird concept for me, but it happens) and need it to get something done and then get on with their lives. For them, a user interface experience like the above isn’t working. (disclaimer: I just picked a screenshot, I am not saying this is bad software but it is an example of about 95% of the Windows applications out there). For the knowledge worker, this isn’t a problem. They use one or two systems and they know exactly what they need to do to achieve their goal. They don’t want any clutter on their screen that distracts them from their task, they just want to be as efficient as possible. When they know the systems they are very productive. The point is, how long does it take to become productive? And: could they be even more productive if the UX was better? Are there things missing that they don’t know about? Are there better ways to achieve what they want to achieve? Also: could a system be designed in such a way that it is not only much more easy to work with but also less tiring? in the example above you need to switch between the keyboard and mouse a lot, something that we now know can be very tiring. The goal of most applications (being client apps or websites on any kind of device) is to provide information. Information is data that when given to the right people, on the right time, in the right place and when it is correct adds value for that person (please, remember that definition: I still hear the statement “the information was wrong” which doesn’t make sense: data can be wrong, information cannot be). So if a system provides data, how can we make sure the chances of becoming information is as high as possible? A good example of a well thought-out system that attempts this is the Zune client. It is a very good application, and I think the UX is much better than it’s main competitor iTunes. Have a look at both: On the left you see the iTunes screenshot, on the right the Zune. As you notice, the Zune screen has more images but less chrome (chrome being visuals not part of the data you want to show, i.e. edges around buttons). The whole thing is text oriented or image oriented, where that text or image is part of the information you need. What is important is big, what’s less important is smaller. Yet, everything you need to know at that point is present and your attention is drawn immediately to what you’re trying to achieve: information about music. You can easily switch between the content on your machine and content on your Zune player but clicking on the image of the player. But if you didn’t know that, you’d find out soon enough: the whole UX is designed in such a way that it invites you to play around. So sooner or later (probably sooner) you’d click on that image and you would see what it does. In the iTunes version it’s harder to find: the discoverability is a lot lower. For inexperienced people the Zune player feels much more natural than the iTunes player, and they get up to speed a lot faster. How does this all work? Why is this UX better? The answer lies in a project from Microsoft with the codename (it seems to be becoming the official name though) “Metro”. Metro is a design language, based on certain principles. When they thought about UX they took a good long look around them and went out in search of metaphors. And they found them. The team noticed that signage in streets, airports, roads, buildings and so on are usually very clear and very precise. These signs give you the information you need and nothing more. It’s simple, clearly understood and fast to understand. A good example are airport signs. Airports can be intimidating places, especially for the non-experienced traveler. In the early 1990’s Amsterdam Airport Schiphol decided to redesign all the signage to make the traveller feel less disoriented. They developed a set of guidelines for signs and implemented those. Soon, most airports around the world adopted these ideas and you see variations of the Dutch signs everywhere on the globe. The signs are text-oriented. Yes, there are icons explaining what it all means for the people who can’t read or don’t understand the language, but the basic sign language is text. It’s clear, it’s high-contrast and it’s easy to understand. One look at the sign and you know where to go. The only thing I don’t like is the green sign pointing to the emergency exit, but since this is the default style for emergency exits I understand why they did this. If you look at the Zune UI again, you’ll notice the similarities. Text oriented, little or no icons, clear usage of fonts and all the information you need. This design language has a set of principles: Clean, light, open and fast Content, not chrome Soulful and alive These are just a couple of the principles, you can read the whole philosophy behind Metro for Windows Phone 7 here. These ideas seem to work. I love my Windows Phone 7. It’s easy to use, it’s clear, there’s no clutter that I do not need. It works for me. And I noticed it works for a lot of other people as well, especially people who aren’t as proficient with computers as I am. You see these ideas in a lot other places. Corning, a manufacturer of glass, has made a video of possible usages of their products. It’s their glimpse into the future. You’ll notice that a lot of the UI in the screens look a lot like what Microsoft is doing with Metro (not coincidentally Corning is the supplier for the Gorilla glass display surface on the new SUR40 device (or Surface v2.0 as a lot of people call it)). The idea behind this vision is that data should be available everywhere where you it. Systems should be available at all times and data is presented in a clear and light manner so that you can turn that data into information. You don’t need a lot of fancy animations that only distract from the data. You want the data and you want it fast. Have a look at this truly inspiring video that made: This is what I believe the future will look like. Of course, not everything is possible, or even desirable. But it is a nice way to think about the future . I feel very strongly about designing applications in such a way that they add value to the user. Designing applications that turn data into information. Applications that make the user feel happy to use them. So… when are you going to drop the battleship-gray designs? Tags van Technorati: surface,design,windows phone 7,wp7,metro

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  • Missing Libraries in Windows 7

    - by KronoS
    My friends Windows 7 x64 system is not displaying the sub-folders of libraries tab in windows explorer pane. See below: Whenever he or I click on the arrow next to the tab it opens nothing and clicking on the folder show what you see above. However if I click on the documents tab from the start menu, it brings up the documents folder. The Libraries tab on the left pane doesn't work though from that either. Any ideas?

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  • Thunderbird: where can I find an overview of available userChrome CSS IDs?

    - by Rabarberski
    Following this earlier question on customizing the color of the message rows in Thunderbird, I now want to do the same for the folder pane. I assume if I use the same userchrome code and replace the appropriate css IDs (i.e. #threadTree) with the correct ones for the folder pane, I am all set. However, where can I find a list of all Thunderbird CSS id's that can be used in userchrome.css? I've googled and installed Thunderbird DOM inspector, but that didn't do the trick.

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  • Need help with fixing Genetic Algorithm that's not evolving correctly

    - by EnderMB
    I am working on a maze solving application that uses a Genetic Algorithm to evolve a set of genes (within Individuals) to evolve a Population of Individuals that power an Agent through a maze. The majority of the code used appears to be working fine but when the code runs it's not selecting the best Individual's to be in the new Population correctly. When I run the application it outputs the following: Total Fitness: 380.0 - Best Fitness: 11.0 Total Fitness: 406.0 - Best Fitness: 15.0 Total Fitness: 344.0 - Best Fitness: 12.0 Total Fitness: 373.0 - Best Fitness: 11.0 Total Fitness: 415.0 - Best Fitness: 12.0 Total Fitness: 359.0 - Best Fitness: 11.0 Total Fitness: 436.0 - Best Fitness: 13.0 Total Fitness: 390.0 - Best Fitness: 12.0 Total Fitness: 379.0 - Best Fitness: 15.0 Total Fitness: 370.0 - Best Fitness: 11.0 Total Fitness: 361.0 - Best Fitness: 11.0 Total Fitness: 413.0 - Best Fitness: 16.0 As you can clearly see the fitnesses are not improving and neither are the best fitnesses. The main code responsible for this problem is here, and I believe the problem to be within the main method, most likely where the selection methods are called: package GeneticAlgorithm; import GeneticAlgorithm.Individual.Action; import Robot.Robot.Direction; import Maze.Maze; import Robot.Robot; import java.util.ArrayList; import java.util.Random; public class RunGA { protected static ArrayList tmp1, tmp2 = new ArrayList(); // Implementation of Elitism protected static int ELITISM_K = 5; // Population size protected static int POPULATION_SIZE = 50 + ELITISM_K; // Max number of Iterations protected static int MAX_ITERATIONS = 200; // Probability of Mutation protected static double MUTATION_PROB = 0.05; // Probability of Crossover protected static double CROSSOVER_PROB = 0.7; // Instantiate Random object private static Random rand = new Random(); // Instantiate Population of Individuals private Individual[] startPopulation; // Total Fitness of Population private double totalFitness; Robot robot = new Robot(); Maze maze; public void setElitism(int result) { ELITISM_K = result; } public void setPopSize(int result) { POPULATION_SIZE = result + ELITISM_K; } public void setMaxIt(int result) { MAX_ITERATIONS = result; } public void setMutProb(double result) { MUTATION_PROB = result; } public void setCrossoverProb(double result) { CROSSOVER_PROB = result; } /** * Constructor for Population */ public RunGA(Maze maze) { // Create a population of population plus elitism startPopulation = new Individual[POPULATION_SIZE]; // For every individual in population fill with x genes from 0 to 1 for (int i = 0; i < POPULATION_SIZE; i++) { startPopulation[i] = new Individual(); startPopulation[i].randGenes(); } // Evaluate the current population's fitness this.evaluate(maze, startPopulation); } /** * Set Population * @param newPop */ public void setPopulation(Individual[] newPop) { System.arraycopy(newPop, 0, this.startPopulation, 0, POPULATION_SIZE); } /** * Get Population * @return */ public Individual[] getPopulation() { return this.startPopulation; } /** * Evaluate fitness * @return */ public double evaluate(Maze maze, Individual[] newPop) { this.totalFitness = 0.0; ArrayList<Double> fitnesses = new ArrayList<Double>(); for (int i = 0; i < POPULATION_SIZE; i++) { maze = new Maze(8, 8); maze.fillMaze(); fitnesses.add(startPopulation[i].evaluate(maze, newPop)); //this.totalFitness += startPopulation[i].evaluate(maze, newPop); } //totalFitness = (Math.round(totalFitness / POPULATION_SIZE)); StringBuilder sb = new StringBuilder(); for(Double tmp : fitnesses) { sb.append(tmp + ", "); totalFitness += tmp; } // Progress of each Individual //System.out.println(sb.toString()); return this.totalFitness; } /** * Roulette Wheel Selection * @return */ public Individual rouletteWheelSelection() { // Calculate sum of all chromosome fitnesses in population - sum S. double randNum = rand.nextDouble() * this.totalFitness; int i; for (i = 0; i < POPULATION_SIZE && randNum > 0; ++i) { randNum -= startPopulation[i].getFitnessValue(); } return startPopulation[i-1]; } /** * Tournament Selection * @return */ public Individual tournamentSelection() { double randNum = rand.nextDouble() * this.totalFitness; // Get random number of population (add 1 to stop nullpointerexception) int k = rand.nextInt(POPULATION_SIZE) + 1; int i; for (i = 1; i < POPULATION_SIZE && i < k && randNum > 0; ++i) { randNum -= startPopulation[i].getFitnessValue(); } return startPopulation[i-1]; } /** * Finds the best individual * @return */ public Individual findBestIndividual() { int idxMax = 0; double currentMax = 0.0; double currentMin = 1.0; double currentVal; for (int idx = 0; idx < POPULATION_SIZE; ++idx) { currentVal = startPopulation[idx].getFitnessValue(); if (currentMax < currentMin) { currentMax = currentMin = currentVal; idxMax = idx; } if (currentVal > currentMax) { currentMax = currentVal; idxMax = idx; } } // Double check to see if this has the right one //System.out.println(startPopulation[idxMax].getFitnessValue()); // Maximisation return startPopulation[idxMax]; } /** * One Point Crossover * @param firstPerson * @param secondPerson * @return */ public static Individual[] onePointCrossover(Individual firstPerson, Individual secondPerson) { Individual[] newPerson = new Individual[2]; newPerson[0] = new Individual(); newPerson[1] = new Individual(); int size = Individual.SIZE; int randPoint = rand.nextInt(size); int i; for (i = 0; i < randPoint; ++i) { newPerson[0].setGene(i, firstPerson.getGene(i)); newPerson[1].setGene(i, secondPerson.getGene(i)); } for (; i < Individual.SIZE; ++i) { newPerson[0].setGene(i, secondPerson.getGene(i)); newPerson[1].setGene(i, firstPerson.getGene(i)); } return newPerson; } /** * Uniform Crossover * @param firstPerson * @param secondPerson * @return */ public static Individual[] uniformCrossover(Individual firstPerson, Individual secondPerson) { Individual[] newPerson = new Individual[2]; newPerson[0] = new Individual(); newPerson[1] = new Individual(); for(int i = 0; i < Individual.SIZE; ++i) { double r = rand.nextDouble(); if (r > 0.5) { newPerson[0].setGene(i, firstPerson.getGene(i)); newPerson[1].setGene(i, secondPerson.getGene(i)); } else { newPerson[0].setGene(i, secondPerson.getGene(i)); newPerson[1].setGene(i, firstPerson.getGene(i)); } } return newPerson; } public double getTotalFitness() { return totalFitness; } public static void main(String[] args) { // Initialise Environment Maze maze = new Maze(8, 8); maze.fillMaze(); // Instantiate Population //Population pop = new Population(); RunGA pop = new RunGA(maze); // Instantiate Individuals for Population Individual[] newPop = new Individual[POPULATION_SIZE]; // Instantiate two individuals to use for selection Individual[] people = new Individual[2]; Action action = null; Direction direction = null; String result = ""; /*result += "Total Fitness: " + pop.getTotalFitness() + " - Best Fitness: " + pop.findBestIndividual().getFitnessValue();*/ // Print Current Population System.out.println("Total Fitness: " + pop.getTotalFitness() + " - Best Fitness: " + pop.findBestIndividual().getFitnessValue()); // Instantiate counter for selection int count; for (int i = 0; i < MAX_ITERATIONS; i++) { count = 0; // Elitism for (int j = 0; j < ELITISM_K; ++j) { // This one has the best fitness newPop[count] = pop.findBestIndividual(); count++; } // Build New Population (Population size = Steps (28)) while (count < POPULATION_SIZE) { // Roulette Wheel Selection people[0] = pop.rouletteWheelSelection(); people[1] = pop.rouletteWheelSelection(); // Tournament Selection //people[0] = pop.tournamentSelection(); //people[1] = pop.tournamentSelection(); // Crossover if (rand.nextDouble() < CROSSOVER_PROB) { // One Point Crossover //people = onePointCrossover(people[0], people[1]); // Uniform Crossover people = uniformCrossover(people[0], people[1]); } // Mutation if (rand.nextDouble() < MUTATION_PROB) { people[0].mutate(); } if (rand.nextDouble() < MUTATION_PROB) { people[1].mutate(); } // Add to New Population newPop[count] = people[0]; newPop[count+1] = people[1]; count += 2; } // Make new population the current population pop.setPopulation(newPop); // Re-evaluate the current population //pop.evaluate(); pop.evaluate(maze, newPop); // Print results to screen System.out.println("Total Fitness: " + pop.totalFitness + " - Best Fitness: " + pop.findBestIndividual().getFitnessValue()); //result += "\nTotal Fitness: " + pop.totalFitness + " - Best Fitness: " + pop.findBestIndividual().getFitnessValue(); } // Best Individual Individual bestIndiv = pop.findBestIndividual(); //return result; } } I have uploaded the full project to RapidShare if you require the extra files, although if needed I can add the code to them here. This problem has been depressing me for days now and if you guys can help me I will forever be in your debt.

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  • Dynamic Jquery Accordion

    - by kwek-kwek
    How do I default an accordion to be closed on start-up. here is the sample view here Here is the code: <script> $(function() { $("#accordion").tabs("#accordion div.pane", {tabs: 'h3', effect: 'slide'}); }); </script> <script> // add new effect to the tabs $.tools.tabs.addEffect("slide", function(i, done) { // 1. upon hiding, the active pane has a ruby background color this.getPanes().slideUp("slow").css({backgroundColor: "#fff"}); // 2. after a pane is revealed, its background is set to its original color (transparent) this.getPanes().eq(i).slideDown("slow", function() { $(this).css({backgroundColor: 'transparent'}); // the supplied callback must be called after the effect has finished its job done.call(); }); }); </script>

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