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  • What happens when a computer program runs?

    - by gaijinco
    I know the general theory but I can't fit in the details. I know that a program resides in the secondary memory of a computer. Once the program begins execution it is entirely copied to the RAM. Then the processor retrive a few instructions (it depends on the size of the bus) at a time, puts them in registers and executes them. I also know that a computer program uses two kinds of memory: stack and heap, which are also part of the primary memory of the computer. The stack is used for non-dynamic memory, and the heap for dynamic memory (for example, everything related to the new operator in C++) What I can't understand is how those two things connect. At what point is the stack used for the execution of the instructions? Instructions go from the RAM, to the stack, to the registers?

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  • Best practice for error handling in codeigniter / php apps

    - by Industrial
    Hi everyone, We're working with a new codeigniter based application that are cross referencing different PHP functions forwards and backwards from various libraries, models and such. We're running PHP5 on the server and we try to find a good way for managing errors and status reports that arises from the usage of our functions. While using return in functions, the execution is ended, so nothing more can be sent back. Right? What's the best practice to send a status information or error code upon ending execution of actual function? Should we look into using exceptions or any other approach? http://us.php.net/manual/en/language.exceptions.php

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  • Adding more OR searches with CONTAINS Brings Query to Crawl

    - by scolja
    I have a simple query that relies on two full-text indexed tables, but it runs extremely slow when I have the CONTAINS combined with any additional OR search. As seen in the execution plan, the two full text searches crush the performance. If I query with just 1 of the CONTAINS, or neither, the query is sub-second, but the moment you add OR into the mix the query becomes ill-fated. The two tables are nothing special, they're not overly wide (42 cols in one, 21 in the other; maybe 10 cols are FT indexed in each) or even contain very many records (36k recs in the biggest of the two). I was able to solve the performance by splitting the two CONTAINS searches into their own SELECT queries and then UNION the three together. Is this UNION workaround my only hope? Thanks. SELECT a.CollectionID FROM collections a INNER JOIN determinations b ON a.CollectionID = b.CollectionID WHERE a.CollrTeam_Text LIKE '%fa%' OR CONTAINS(a.*, '"*fa*"') OR CONTAINS(b.*, '"*fa*"') Execution Plan (guess I need more reputation before I can post the image):

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  • Hibernate Unit tests - Reset schema

    - by Marco
    Hi, I'm testing the CRUD operations of my DAOs in JUnit tests. When i execute the single test, Hibernate always resets the schema and populates the DB in a known state. But when i execute multiple tests in a row, Hibernate resets the schema once, and then the data is accumulated during the execution of the tests. This is an unexpected behavior, so I'd like to add in the @Before method of the tests a function that explicitly resets the schema to avoid the pesistence of side data created by previous tests during the execution chain. Any tips? Thanks

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  • Strange behaviour of Android debugger in Eclipse when using Camera for preview.

    - by Buzzy
    Hi, I have an Android application that uses a SurfaceView subclass and Camera object to preview images before capture. Once I capture an image, I stop the preview and release the camera. Execution stops at any breakpoint after this. However, apart from the "Suspend" and "Terminate" icons, the rest are disabled. This is strange because the "Debug Current Instruction Pointer" is clearly at the said breakpoint and execution is already suspended. I can't perform any debugging operations and have no option but to terminate the session. Sometimes (very rarely), the session terminates by itself. I can confirm that this odd behavior takes place only after I preview the camera capture. I am fairly new to Android development. Is there some obvious mistake I am making? Any help would be highly appreciated.

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  • Java - Handling Non-Blocking Calls

    - by sarav
    In my application I am using a third-party API. It is a non-blocking method which returns immediately. I have a collection of elements over which I have to invoke this method. Now, my problem is that I have to find a way till all the method execution gets completed and do my next operation. How can I handle this? I cannot modify the third-party API. In short it looks like this for(Object object: objects){ methodA(object); //this is a non-blocking call and returns immediately } // here I want to do my next task only after all the methodA calls completed execution

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  • Stored procedure called from C# executes 6 times longer than from SQL Management studio

    - by Sergey Osypchuk
    I have search stored procedure which is my performance bottleneck. In order to get control about what is happened, I added logging for all parameters and also execution time in SP. I noticed, that when I call SP from MIcrosoft SQL server management Studio execution time is 1.3-1.6 seconds, but when i call it from C#, it takes 6-8 secods (!!!) Parameters | Time (ms) "tb *"TreeType:259Parents:212fL:13;14fV:0;lcid:2057min:0max:10sort:-1 | 6406 "tb *"TreeType:259Parents:212fL:13;14fV:0;lcid:2057min:0max:10sort:-1 | 1346 SP is called with LINQ. Login settings are same. SP uses full text search What could cause this?

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  • JavaScript inner function scope chain?

    - by Ding
    In this example var a = 1; ( function(x) { function inner() { alert(a); alert(x); alert(y); } var y = 3; inner(); })(2); When does function inner get created? during execution time or parsing time of outer anonymous function? What is in the scope chain of function inner? What is in the execution context of function inner? I know it is not a simple question, thanks for enlighting me in advance!

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  • DTOs Collections mapping Problem

    - by the_knight5000
    I'm working now on a multi-tier project which has layers as following : DAL BLL GUI Layer and Shared DTOs between BLL and GUI layers. I'm facing a problem in mapping the Objects from DAO To DTO, No problem in the simple objects. The problem is in the Objects who have child collections of another objects. ex: Author Category --Categories --Authors the execution goes in an infinite loop of mapping and it get more complex when I want model Self-join tables ex: Safe Safe --TransferSafe(Collection<Safe>) --TransferSafe(Collection<Safe>) the execution goes in an infinite loop of mapping any suggestions about a good solution or a practical mapping pattern?

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  • What is the difference between panic and an assert?

    - by acidzombie24
    Go doesn't provide assertions. They are undeniably convenient, but our experience has been that programmers use them as a crutch to avoid thinking about proper error handling and reporting. However it has print and println which does panic like print, aborts execution after printing panicln like println, aborts execution after printing Isnt that the same thing as an assert? Why would they claim the above but have panic? i can see it leading to the same problems but adding an error msg to the end of it which can easily be abused. Am i missing something?

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  • Read Core data in Serial Queue for iPhone app

    - by user1277209
    I have an app which uses Core data and the values are fetched from a link on internet. This runs absolutely fine when I am creating a serial queue in AppDelegate and I am not facing any problem with the same. Now, when I am trying to re-create similar scenario in a UITableViewController and executing the same in a serial queue but when the control reaches NSError *error; NSArray *match = [context executeFetchRequest:fetchRequest error:&error]; execution control disappears and then this code remains in the execution till eternity. Can anyone help me with what exactly is wrong here? FYI, I am passing the same ManagedObjectContext to the serial queue.

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  • start /B doesn't start the task

    - by Fractaliste
    I'm currently launching an asynchronous job with PHP to perform some tests. To make it work, I found on SO some tips, like the use of popen and start: $commande = "testu.bat"; $pid = popen('start /B ' . $commande, 'r'); $status = pclose($pid); The testu.bat's folder is in my user PATH. This script performs some task, and to control it's execution, it should generates a log file, but I never get it. Whereas if I just remove the /B option, it works fine and I get my log file. Did I miss something about background execution? How can I catch the error informations when it is running in the background?

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  • Firing events in script task

    - by Anonymouslemming
    I've got an SSIS project where I am constructing an SQL command based on some variables. I'm constructing the command in a script task, and want to output the constructed SQL to the 'Execution Results' window. I am trying to do this using a FireInformation line from inside my script as follows: Dts.Events.FireInformation(99, "test", "Make this event appear!", "", 0, true); However, in the script editor when editing ScriptMain.cs, that line is underlined in red, and on mouseover, I get the following message: Error: The best overloaded method match for 'Microsoft.SqlServer.Dts.Tasks.ScriptTask.EventsObjectWrapper.FireInformation(int, string, string, string, int, ref bool') has some invalid arguments As a result, my script does not compile and I cannot execute it. Any idea what I'm doing wrong here, or what I need to change to be able to see the values of my variables at this point in the Execution output?

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  • Getting a query to index seek (rather than scan)

    - by PaulB
    Running the following query (SQL Server 2000) the execution plan shows that it used an index seek and Profiler shows it's doing 71 reads with a duration of 0. select top 1 id from table where name = '0010000546163' order by id desc Contrast that with the following with uses an index scan with 8500 reads and a duration of about a second. declare @p varchar(20) select @p = '0010000546163' select top 1 id from table where name = @p order by id desc Why is the execution plan different? Is there a way to change the second method to seek? thanks EDIT Table looks like CREATE TABLE [table] ( [Id] [int] IDENTITY (1, 1) NOT NULL , [Name] [varchar] (13) COLLATE Latin1_General_CI_AS NOT NULL) Id is primary clustered key There is a non-unique index on Name and a unique composite index on id/name There are other columns - left them out for brevity

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  • PHP cURL loading delay

    - by lasquarte
    Hello. My problem is, I need to cURL-load a page that uses Ajax-based search, to get results of that search. And I need to organize a delay between curl_exec() and value returning. In other words, I need to execute curl_exec() for no less than 5 seconds. sleep() seems to stop curl execution and does not work. Will greatly appreciate any hint or clue UPD I don't know how, but on this page http://vkontakte.ru/gsearch.php?section=video&q=sample&name=1, but it requires an account to access curl DOES capture the search made by ajax. But if page tooks too long to load, Ajax returns "action was too fast" error. So I just need to prolong curl execution. Sorry if being unclear.

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  • .Net Sql Client Provider

    - by sameer
    Have come across a situation where in, if a stored procedure is executed in Query Analyser its execution time is less than a second. But when same Stored Procedure is executed using .NET Sql Client Provide. it is taking 61 seconds. Therefore inorder to troubleshoot this issue we went to SQL Profiler we find the request come to SQL Server less then a second but execution completed after 60 seconds. Can anybody suggest why we have such a deviation. Query is a simple as give below SELECT distinct p1.productID, p1.description FROM Details V INNER JOIN Product P ON V.ProductID=P.ProductID INNER JOIN product p1 on p1.productID=p.parentID WHERE V.MarketID='1159' AND V.FinancialYear='1213' AND V.LEPeriodID= '75' AND p1.parentID=100024 AND p1.statusID = 1 ORDER BY description

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  • Delete from empty table taking forver

    - by Will
    Hello, I have an empty table that previously had a large amount of rows. The table has about 10 columns and indexes on many of them, as well as indexes on multiple columns. DELETE FROM item WHERE 1=1 This takes approximately 40 seconds to complete SELECT * FROM item this takes 4 seconds. The execution plan of SELECT * FROM ITEM shows the following; SQL> select * from midas_item; no rows selected Elapsed: 00:00:04.29 Execution Plan ---------------------------------------------------------- 0 SELECT STATEMENT Optimizer=CHOOSE (Cost=19 Card=123 Bytes=73 80) 1 0 TABLE ACCESS (FULL) OF 'MIDAS_ITEM' (Cost=19 Card=123 Byte s=7380) Statistics ---------------------------------------------------------- 0 recursive calls 0 db block gets 5263 consistent gets 5252 physical reads 0 redo size 1030 bytes sent via SQL*Net to client 372 bytes received via SQL*Net from client 1 SQL*Net roundtrips to/from client 0 sorts (memory) 0 sorts (disk) 0 rows processed any idea why these would be taking so long and how to fix it would be greatly appreciated!!

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  • Is your team is a high-performing team?

    As a child I can remember looking out of the car window as my father drove along the Interstate in Florida while seeing prisoners wearing bright orange jump suits and prison guards keeping a watchful eye on them. The prisoners were taking part in a prison road gang. These road gangs were formed to help the state maintain the state highway infrastructure. The prisoner’s primary responsibilities are to pick up trash and debris from the roadway. This is a prime example of a work group or working group used by most prison systems in the United States. Work groups or working groups can be defined as a collection of individuals or entities working together to achieve a specific goal or accomplish a specific set of tasks. Typically these groups are only established for a short period of time and are dissolved once the desired outcome has been achieved. More often than not group members usually feel as though they are expendable to the group and some even dread that they are even in the group. "A team is a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they are mutually accountable." (Katzenbach and Smith, 1993) So how do you determine that a team is a high-performing team?  This can be determined by three base line criteria that include: consistently high quality output, the promotion of personal growth and well being of all team members, and most importantly the ability to learn and grow as a unit. Initially, a team can successfully create high-performing output without meeting all three criteria, however this will erode over time because team members will feel detached from the group or that they are not growing then the quality of the output will decline. High performing teams are similar to work groups because they both utilize a collection of individuals or entities to accomplish tasks. What distinguish a high-performing team from a work group are its characteristics. High-performing teams contain five core characteristics. These characteristics are what separate a group from a team. The five characteristics of a high-performing team include: Purpose, Performance Measures, People with Tasks and Relationship Skills, Process, and Preparation and Practice. A high-performing team is much more than a work group, and typically has a life cycle that can vary from team to team. The standard team lifecycle consists of five states and is comparable to a human life cycle. The five states of a high-performing team lifecycle include: Formulating, Storming, Normalizing, Performing, and Adjourning. The Formulating State of a team is first realized when the team members are first defined and roles are assigned to all members. This initial stage is very important because it can set the tone for the team and can ultimately determine its success or failure. In addition, this stage requires the team to have a strong leader because team members are normally unclear about specific roles, specific obstacles and goals that my lay ahead of them.  Finally, this stage is where most team members initially meet one another prior to working as a team unless the team members already know each other. The Storming State normally arrives directly after the formulation of a new team because there are still a lot of unknowns amongst the newly formed assembly. As a general rule most of the parties involved in the team are still getting used to the workload, pace of work, deadlines and the validity of various tasks that need to be performed by the group.  In this state everything is questioned because there are so many unknowns. Items commonly questioned include the credentials of others on the team, the actual validity of a project, and the leadership abilities of the team leader.  This can be exemplified by looking at the interactions between animals when they first meet.  If we look at a scenario where two people are walking directly toward each other with their dogs. The dogs will automatically enter the Storming State because they do not know the other dog. Typically in this situation, they attempt to define which is more dominating via play or fighting depending on how the dogs interact with each other. Once dominance has been defined and accepted by both dogs then they will either want to play or leave depending on how the dogs interacted and other environmental variables. Once the Storming State has been realized then the Normalizing State takes over. This state is entered by a team once all the questions of the Storming State have been answered and the team has been tested by a few tasks or projects.  Typically, participants in the team are filled with energy, and comradery, and a strong alliance with team goals and objectives.  A high school football team is a perfect example of the Normalizing State when they start their season.  The player positions have been assigned, the depth chart has been filled and everyone is focused on winning each game. All of the players encourage and expect each other to perform at the best of their abilities and are united by competition from other teams. The Performing State is achieved by a team when its history, working habits, and culture solidify the team as one working unit. In this state team members can anticipate specific behaviors, attitudes, reactions, and challenges are seen as opportunities and not problems. Additionally, each team member knows their role in the team’s success, and the roles of others. This is the most productive state of a group and is where all the time invested working together really pays off. If you look at an Olympic figure skating team skate you can easily see how the time spent working together benefits their performance. They skate as one unit even though it is comprised of two skaters. Each skater has their routine completely memorized as well as their partners. This allows them to anticipate each other’s moves on the ice makes their skating look effortless. The final state of a team is the Adjourning State. This state is where accomplishments by the team and each individual team member are recognized. Additionally, this state also allows for reflection of the interactions between team members, work accomplished and challenges that were faced. Finally, the team celebrates the challenges they have faced and overcome as a unit. Currently in the workplace teams are divided into two different types: Co-located and Distributed Teams. Co-located teams defined as the traditional group of people working together in an office, according to Andy Singleton of Assembla. This traditional type of a team has dominated business in the past due to inadequate technology, which forced workers to primarily interact with one another via face to face meetings.  Team meetings are primarily lead by the person with the highest status in the company. Having personally, participated in meetings of this type, usually a select few of the team members dominate the flow of communication which reduces the input of others in group discussions. Since discussions are dominated by a select few individuals the discussions and group discussion are skewed in favor of the individuals who communicate the most in meetings. In addition, Team members might not give their full opinions on a topic of discussion in part not to offend or create controversy amongst the team and can alter decision made in meetings towards those of the opinions of the dominating team members. Distributed teams are by definition spread across an area or subdivided into separate sections. That is exactly what distributed teams when compared to a more traditional team. It is common place for distributed teams to have team members across town, in the next state, across the country and even with the advances in technology over the last 20 year across the world. These teams allow for more diversity compared to the other type of teams because they allow for more flexibility regarding location. A team could consist of a 30 year old male Italian project manager from New York, a 50 year old female Hispanic from California and a collection of programmers from India because technology allows them to communicate as if they were standing next to one another.  In addition, distributed team members consult with more team members prior to making decisions compared to traditional teams, and take longer to come to decisions due to the changes in time zones and cultural events. However, team members feel more empowered to speak out when they do not agree with the team and to notify others of potential issues regarding the work that the team is doing. Virtual teams which are a subset of the distributed team type is changing organizational strategies due to the fact that a team can now in essence be working 24 hrs a day because of utilizing employees in various time zones and locations.  A primary example of this is with customer services departments, a company can have multiple call centers spread across multiple time zones allowing them to appear to be open 24 hours a day while all a employees work from 9AM to 5 PM every day. Virtual teams also allow human resources departments to go after the best talent for the company regardless of where the potential employee works because they will be a part of a virtual team all that is need is the proper technology to be setup to allow everyone to communicate. In addition to allowing employees to work from home, the company can save space and resources by not having to provide a desk for every team member. In fact, those team members that randomly come into the office can actually share one desk amongst multiple people. This is definitely a cost cutting plus given the current state of the economy. One thing that can turn a team into a high-performing team is leadership. High-performing team leaders need to focus on investing in ongoing personal development, provide team members with direction, structure, and resources needed to accomplish their work, make the right interventions at the right time, and help the team manage boundaries between the team and various external parties involved in the teams work. A team leader needs to invest in ongoing personal development in order to effectively manage their team. People have said that attitude is everything; this is very true about leaders and leadership. A team takes on the attitudes and behaviors of its leaders. This can potentially harm the team and the team’s output. Leaders must concentrate on self-awareness, and understanding their team’s group dynamics to fully understand how to lead them. In addition, always learning new leadership techniques from other effective leaders is also very beneficial. Providing team members with direction, structure, and resources that they need to accomplish their work collectively sounds easy, but it is not.  Leaders need to be able to effectively communicate with their team on how their work helps the company reach for its organizational vision. Conversely, the leader needs to allow his team to work autonomously within specific guidelines to turn the company’s vision into a reality.  This being said the team must be appropriately staffed according to the size of the team’s tasks and their complexity. These tasks should be clear, and be meaningful to the company’s objectives and allow for feedback to be exchanged with the leader and the team member and the leader and upper management. Now if the team is properly staffed, and has a clear and full understanding of what is to be done; the company also must supply the workers with the proper tools to achieve the tasks that they are asked to do. No one should be asked to dig a hole without being given a shovel.  Finally, leaders must reward their team members for accomplishments that they achieve. Awards could range from just a simple congratulatory email, a party to close the completion of a large project, or other monetary rewards. Managing boundaries is very important for team leaders because it can alter attitudes of team members and can add undue stress to the team which will force them to loose focus on the tasks at hand for the group. Team leaders should promote communication between team members so that burdens are shared amongst the team and solutions can be derived from hearing the opinions of multiple sources. This also reinforces team camaraderie and working as a unit. Team leaders must manage the type and timing of interventions as to not create an even bigger mess within the team. Poorly timed interventions can really deflate team members and make them question themselves. This could really increase further and undue interventions by the team leader. Typically, the best time for interventions is when the team is just starting to form so that all unproductive behaviors are removed from the team and that it can retain focus on its agenda. If an intervention is effectively executed the team will feel energized about the work that they are doing, promote communication and interaction amongst the group and improve moral overall. High-performing teams are very import to organizations because they consistently produce high quality output and develop a collective purpose for their work. This drive to succeed allows team members to utilize specific talents allowing for growth in these areas.  In addition, these team members usually take on a sense of ownership with their projects and feel that the other team members are irreplaceable. References: http://blog.assembla.com/assemblablog/tabid/12618/bid/3127/Three-ways-to-organize-your-team-co-located-outsourced-or-global.aspx Katzenbach, J.R. & Smith, D.K. (1993). The Wisdom of Teams: Creating the High-performance Organization. Boston: Harvard Business School.

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  • The Benefits of Smart Grid Business Software

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

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  • SQLAuthority News – Job Interviewing the Right Way (and for the Right Reasons) – Guest Post by Feodor Georgiev

    - by pinaldave
    Feodor Georgiev is a SQL Server database specialist with extensive experience of thinking both within and outside the box. He has wide experience of different systems and solutions in the fields of architecture, scalability, performance, etc. Feodor has experience with SQL Server 2000 and later versions, and is certified in SQL Server 2008. Feodor has written excellent article on Job Interviewing the Right Way. Here is his article in his own language. A while back I was thinking to start a blog post series on interviewing and employing IT personnel. At that time I had just read the ‘Smart and gets things done’ book (http://www.joelonsoftware.com/items/2007/06/05.html) and I was hyped up on some debatable topics regarding finding and employing the best people in the branch. I have no problem with hiring the best of the best; it’s just the definition of ‘the best of the best’ that makes things a bit more complicated. One of the fundamental books one can read on the topic of interviewing is the one mentioned above. If you have not read it, then you must do so; not because it contains the ultimate truth, and not because it gives the answers to most questions on the subject, but because the book contains an extensive set of questions about interviewing and employing people. Of course, a big part of these questions have different answers, depending on location, culture, available funds and so on. (What works in the US may not necessarily work in the Nordic countries or India, or it may work in a different way). The only thing that is valid regardless of any external factor is this: curiosity. In my belief there are two kinds of people – curious and not-so-curious; regardless of profession. Think about it – professional success is directly proportional to the individual’s curiosity + time of active experience in the field. (I say ‘active experience’ because vacations and any distractions do not count as experience :)  ) So, curiosity is the factor which will distinguish a good employee from the not-so-good one. But let’s shift our attention to something else for now: a few tips and tricks for successful interviews. Tip and trick #1: get your priorities straight. Your status usually dictates your priorities; for example, if the person looking for a job has just relocated to a new country, they might tend to ignore some of their priorities and overload others. In other words, setting priorities straight means to define the personal criteria by which the interview process is lead. For example, similar to the following questions can help define the criteria for someone looking for a job: How badly do I need a (any) job? Is it more important to work in a clean and quiet environment or is it important to get paid well (or both, if possible)? And so on… Furthermore, before going to the interview, the candidate should have a list of priorities, sorted by the most importance: e.g. I want a quiet environment, x amount of money, great helping boss, a desk next to a window and so on. Also it is a good idea to be prepared and know which factors can be compromised and to what extent. Tip and trick #2: the interview is a two-way street. A job candidate should not forget that the interview process is not a one-way street. What I mean by this is that while the employer is interviewing the potential candidate, the job seeker should not miss the chance to interview the employer. Usually, the employer and the candidate will meet for an interview and talk about a variety of topics. In a quality interview the candidate will be presented to key members of the team and will have the opportunity to ask them questions. By asking the right questions both parties will define their opinion about each other. For example, if the candidate talks to one of the potential bosses during the interview process and they notice that the potential manager has a hard time formulating a question, then it is up to the candidate to decide whether working with such person is a red flag for them. There are as many interview processes out there as there are companies and each one is different. Some bigger companies and corporates can afford pre-selection processes, 3 or even 4 stages of interviews, small companies usually settle with one interview. Some companies even give cognitive tests on the interview. Why not? In his book Joel suggests that a good candidate should be pampered and spoiled beyond belief with a week-long vacation in New York, fancy hotels, food and who knows what. For all I can imagine, an interview might even take place at the top of the Eifel tower (right, Mr. Joel, right?) I doubt, however, that this is the optimal way to capture the attention of a good employee. The ‘curiosity’ topic What I have learned so far in my professional experience is that opinions can be subjective. Plus, opinions on technology subjects can also be subjective. According to Joel, only hiring the best of the best is worth it. If you ask me, there is no such thing as best of the best, simply because human nature (well, aside from some physical limitations, like putting your pants on through your head :) ) has no boundaries. And why would it have boundaries? I have seen many curious and interesting people, naturally good at technology, though uninterested in it as one  can possibly be; I have also seen plenty of people interested in technology, who (in an ideal world) should have stayed far from it. At any rate, all of this sums up at the end to the ‘supply and demand’ factor. The interview process big-bang boils down to this: If there is a mutual benefit for both the employer and the potential employee to work together, then it all sorts out nicely. If there is no benefit, then it is much harder to get to a common place. Tip and trick #3: word-of-mouth is worth a thousand words Here I would just mention that the best thing a job candidate can get during the interview process is access to future team members or other employees of the new company. Nowadays the world has become quite small and everyone knows everyone. Look at LinkedIn, look at other professional networks and you will realize how small the world really is. Knowing people is a good way to become more approachable and to approach them. Tip and trick #4: Be confident. It is true that for some people confidence is as natural as breathing and others have to work hard to express it. Confidence is, however, a key factor in convincing the other side (potential employer or employee) that there is a great chance for success by working together. But it cannot get you very far if it’s not backed up by talent, curiosity and knowledge. Tip and trick #5: The right reasons What really bothers me in Sweden (and I am sure that there are similar situations in other countries) is that there is a tendency to fill quotas and to filter out candidates by criteria different from their skill and knowledge. In job ads I see quite often the phrases ‘positive thinker’, ‘team player’ and many similar hints about personality features. So my guess here is that discrimination has evolved to a new level. Let me clear up the definition of discrimination: ‘unfair treatment of a person or group on the basis of prejudice’. And prejudice is the ‘partiality that prevents objective consideration of an issue or situation’. In other words, there is not much difference whether a job candidate is filtered out by race, gender or by personality features – it is all a bad habit. And in reality, there is no proven correlation between the technology knowledge paired with skills and the personal features (gender, race, age, optimism). It is true that a significantly greater number of Darwin awards were given to men than to women, but I am sure that somewhere there is a paper or theory explaining the genetics behind this. J This topic actually brings to mind one of my favorite work related stories. A while back I was working for a big company with many teams involved in their processes. One of the teams was occupying 2 rooms – one had the team members and was full of light, colorful posters, chit-chats and giggles, whereas the other room was dark, lighted only by a single monitor with a quiet person in front of it. Later on I realized that the ‘dark room’ person was the guru and the ultimate problem-solving-brain who did not like the chats and giggles and hence was in a separate room. In reality, all severe problems which the chatty and cheerful team members could not solve and all emergencies were directed to ‘the dark room’. And thus all worked out well. The moral of the story: Personality has nothing to do with technology knowledge and skills. End of story. Summary: I’d like to stress the fact that there is no ultimately perfect candidate for a job, and there is no such thing as ‘best-of-the-best’. From my personal experience, the main criteria by which I measure people (co-workers and bosses) is the curiosity factor; I know from experience that the more curious and inventive a person is, the better chances there are for great achievements in their field. Related stories: (for extra credit) 1) Get your priorities straight. A while back as a consultant I was working for a few days at a time at different offices and for different clients, and so I was able to compare and analyze the work environments. There were two different places which I compared and recently I asked a friend of mine the following question: “Which one would you prefer as a work environment: a noisy office full of people, or a quiet office full of faulty smells because the office is rarely cleaned?” My friend was puzzled for a while, thought about it and said: “Hmm, you are talking about two different kinds of pollution… I will probably choose the second, since I can clean the workplace myself a bit…” 2) The interview is a two-way street. One time, during a job interview, I met a potential boss that had a hard time phrasing a question. At that particular time it was clear to me that I would not have liked to work under this person. According to my work religion, the properly asked question contains at least half of the answer. And if I work with someone who cannot ask a question… then I’d be doing double or triple work. At another interview, after the technical part with the team leader of the department, I was introduced to one of the team members and we were left alone for 5 minutes. I immediately jumped on the occasion and asked the blunt question: ‘What have you learned here for the past year and how do you like your job?’ The team member looked at me and said ‘Nothing really. I like playing with my cats at home, so I am out of here at 5pm and I don’t have time for much.’ I was disappointed at the time and I did not take the job offer. I wasn’t that shocked a few months later when the company went bankrupt. 3) The right reasons to take a job: personality check. A while back I was asked to serve as a job reference for a coworker. I agreed, and after some weeks I got a phone call from the company where my colleague was applying for a job. The conversation started with the manager’s question about my colleague’s personality and about their social skills. (You can probably guess what my internal reaction was… J ) So, after 30 minutes of pouring common sense into the interviewer’s head, we finally agreed on the fact that a shy or quiet personality has nothing to do with work skills and knowledge. Some years down the road my former colleague is taking the manager’s position as the manager is demoted to a different department. Reference: Feodor Georgiev, Pinal Dave (http://blog.SQLAuthority.com) Filed under: PostADay, Readers Contribution, SQL, SQL Authority, SQL Query, SQL Server, SQL Tips and Tricks, T SQL, Technology

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  • C#/.NET Little Wonders: The Useful But Overlooked Sets

    - by James Michael Hare
    Once again we consider some of the lesser known classes and keywords of C#.  Today we will be looking at two set implementations in the System.Collections.Generic namespace: HashSet<T> and SortedSet<T>.  Even though most people think of sets as mathematical constructs, they are actually very useful classes that can be used to help make your application more performant if used appropriately. A Background From Math In mathematical terms, a set is an unordered collection of unique items.  In other words, the set {2,3,5} is identical to the set {3,5,2}.  In addition, the set {2, 2, 4, 1} would be invalid because it would have a duplicate item (2).  In addition, you can perform set arithmetic on sets such as: Intersections: The intersection of two sets is the collection of elements common to both.  Example: The intersection of {1,2,5} and {2,4,9} is the set {2}. Unions: The union of two sets is the collection of unique items present in either or both set.  Example: The union of {1,2,5} and {2,4,9} is {1,2,4,5,9}. Differences: The difference of two sets is the removal of all items from the first set that are common between the sets.  Example: The difference of {1,2,5} and {2,4,9} is {1,5}. Supersets: One set is a superset of a second set if it contains all elements that are in the second set. Example: The set {1,2,5} is a superset of {1,5}. Subsets: One set is a subset of a second set if all the elements of that set are contained in the first set. Example: The set {1,5} is a subset of {1,2,5}. If We’re Not Doing Math, Why Do We Care? Now, you may be thinking: why bother with the set classes in C# if you have no need for mathematical set manipulation?  The answer is simple: they are extremely efficient ways to determine ownership in a collection. For example, let’s say you are designing an order system that tracks the price of a particular equity, and once it reaches a certain point will trigger an order.  Now, since there’s tens of thousands of equities on the markets, you don’t want to track market data for every ticker as that would be a waste of time and processing power for symbols you don’t have orders for.  Thus, we just want to subscribe to the stock symbol for an equity order only if it is a symbol we are not already subscribed to. Every time a new order comes in, we will check the list of subscriptions to see if the new order’s stock symbol is in that list.  If it is, great, we already have that market data feed!  If not, then and only then should we subscribe to the feed for that symbol. So far so good, we have a collection of symbols and we want to see if a symbol is present in that collection and if not, add it.  This really is the essence of set processing, but for the sake of comparison, let’s say you do a list instead: 1: // class that handles are order processing service 2: public sealed class OrderProcessor 3: { 4: // contains list of all symbols we are currently subscribed to 5: private readonly List<string> _subscriptions = new List<string>(); 6:  7: ... 8: } Now whenever you are adding a new order, it would look something like: 1: public PlaceOrderResponse PlaceOrder(Order newOrder) 2: { 3: // do some validation, of course... 4:  5: // check to see if already subscribed, if not add a subscription 6: if (!_subscriptions.Contains(newOrder.Symbol)) 7: { 8: // add the symbol to the list 9: _subscriptions.Add(newOrder.Symbol); 10: 11: // do whatever magic is needed to start a subscription for the symbol 12: } 13:  14: // place the order logic! 15: } What’s wrong with this?  In short: performance!  Finding an item inside a List<T> is a linear - O(n) – operation, which is not a very performant way to find if an item exists in a collection. (I used to teach algorithms and data structures in my spare time at a local university, and when you began talking about big-O notation you could immediately begin to see eyes glossing over as if it was pure, useless theory that would not apply in the real world, but I did and still do believe it is something worth understanding well to make the best choices in computer science). Let’s think about this: a linear operation means that as the number of items increases, the time that it takes to perform the operation tends to increase in a linear fashion.  Put crudely, this means if you double the collection size, you might expect the operation to take something like the order of twice as long.  Linear operations tend to be bad for performance because they mean that to perform some operation on a collection, you must potentially “visit” every item in the collection.  Consider finding an item in a List<T>: if you want to see if the list has an item, you must potentially check every item in the list before you find it or determine it’s not found. Now, we could of course sort our list and then perform a binary search on it, but sorting is typically a linear-logarithmic complexity – O(n * log n) - and could involve temporary storage.  So performing a sort after each add would probably add more time.  As an alternative, we could use a SortedList<TKey, TValue> which sorts the list on every Add(), but this has a similar level of complexity to move the items and also requires a key and value, and in our case the key is the value. This is why sets tend to be the best choice for this type of processing: they don’t rely on separate keys and values for ordering – so they save space – and they typically don’t care about ordering – so they tend to be extremely performant.  The .NET BCL (Base Class Library) has had the HashSet<T> since .NET 3.5, but at that time it did not implement the ISet<T> interface.  As of .NET 4.0, HashSet<T> implements ISet<T> and a new set, the SortedSet<T> was added that gives you a set with ordering. HashSet<T> – For Unordered Storage of Sets When used right, HashSet<T> is a beautiful collection, you can think of it as a simplified Dictionary<T,T>.  That is, a Dictionary where the TKey and TValue refer to the same object.  This is really an oversimplification, but logically it makes sense.  I’ve actually seen people code a Dictionary<T,T> where they store the same thing in the key and the value, and that’s just inefficient because of the extra storage to hold both the key and the value. As it’s name implies, the HashSet<T> uses a hashing algorithm to find the items in the set, which means it does take up some additional space, but it has lightning fast lookups!  Compare the times below between HashSet<T> and List<T>: Operation HashSet<T> List<T> Add() O(1) O(1) at end O(n) in middle Remove() O(1) O(n) Contains() O(1) O(n)   Now, these times are amortized and represent the typical case.  In the very worst case, the operations could be linear if they involve a resizing of the collection – but this is true for both the List and HashSet so that’s a less of an issue when comparing the two. The key thing to note is that in the general case, HashSet is constant time for adds, removes, and contains!  This means that no matter how large the collection is, it takes roughly the exact same amount of time to find an item or determine if it’s not in the collection.  Compare this to the List where almost any add or remove must rearrange potentially all the elements!  And to find an item in the list (if unsorted) you must search every item in the List. So as you can see, if you want to create an unordered collection and have very fast lookup and manipulation, the HashSet is a great collection. And since HashSet<T> implements ICollection<T> and IEnumerable<T>, it supports nearly all the same basic operations as the List<T> and can use the System.Linq extension methods as well. All we have to do to switch from a List<T> to a HashSet<T>  is change our declaration.  Since List and HashSet support many of the same members, chances are we won’t need to change much else. 1: public sealed class OrderProcessor 2: { 3: private readonly HashSet<string> _subscriptions = new HashSet<string>(); 4:  5: // ... 6:  7: public PlaceOrderResponse PlaceOrder(Order newOrder) 8: { 9: // do some validation, of course... 10: 11: // check to see if already subscribed, if not add a subscription 12: if (!_subscriptions.Contains(newOrder.Symbol)) 13: { 14: // add the symbol to the list 15: _subscriptions.Add(newOrder.Symbol); 16: 17: // do whatever magic is needed to start a subscription for the symbol 18: } 19: 20: // place the order logic! 21: } 22:  23: // ... 24: } 25: Notice, we didn’t change any code other than the declaration for _subscriptions to be a HashSet<T>.  Thus, we can pick up the performance improvements in this case with minimal code changes. SortedSet<T> – Ordered Storage of Sets Just like HashSet<T> is logically similar to Dictionary<T,T>, the SortedSet<T> is logically similar to the SortedDictionary<T,T>. The SortedSet can be used when you want to do set operations on a collection, but you want to maintain that collection in sorted order.  Now, this is not necessarily mathematically relevant, but if your collection needs do include order, this is the set to use. So the SortedSet seems to be implemented as a binary tree (possibly a red-black tree) internally.  Since binary trees are dynamic structures and non-contiguous (unlike List and SortedList) this means that inserts and deletes do not involve rearranging elements, or changing the linking of the nodes.  There is some overhead in keeping the nodes in order, but it is much smaller than a contiguous storage collection like a List<T>.  Let’s compare the three: Operation HashSet<T> SortedSet<T> List<T> Add() O(1) O(log n) O(1) at end O(n) in middle Remove() O(1) O(log n) O(n) Contains() O(1) O(log n) O(n)   The MSDN documentation seems to indicate that operations on SortedSet are O(1), but this seems to be inconsistent with its implementation and seems to be a documentation error.  There’s actually a separate MSDN document (here) on SortedSet that indicates that it is, in fact, logarithmic in complexity.  Let’s put it in layman’s terms: logarithmic means you can double the collection size and typically you only add a single extra “visit” to an item in the collection.  Take that in contrast to List<T>’s linear operation where if you double the size of the collection you double the “visits” to items in the collection.  This is very good performance!  It’s still not as performant as HashSet<T> where it always just visits one item (amortized), but for the addition of sorting this is a good thing. Consider the following table, now this is just illustrative data of the relative complexities, but it’s enough to get the point: Collection Size O(1) Visits O(log n) Visits O(n) Visits 1 1 1 1 10 1 4 10 100 1 7 100 1000 1 10 1000   Notice that the logarithmic – O(log n) – visit count goes up very slowly compare to the linear – O(n) – visit count.  This is because since the list is sorted, it can do one check in the middle of the list, determine which half of the collection the data is in, and discard the other half (binary search).  So, if you need your set to be sorted, you can use the SortedSet<T> just like the HashSet<T> and gain sorting for a small performance hit, but it’s still faster than a List<T>. Unique Set Operations Now, if you do want to perform more set-like operations, both implementations of ISet<T> support the following, which play back towards the mathematical set operations described before: IntersectWith() – Performs the set intersection of two sets.  Modifies the current set so that it only contains elements also in the second set. UnionWith() – Performs a set union of two sets.  Modifies the current set so it contains all elements present both in the current set and the second set. ExceptWith() – Performs a set difference of two sets.  Modifies the current set so that it removes all elements present in the second set. IsSupersetOf() – Checks if the current set is a superset of the second set. IsSubsetOf() – Checks if the current set is a subset of the second set. For more information on the set operations themselves, see the MSDN description of ISet<T> (here). What Sets Don’t Do Don’t get me wrong, sets are not silver bullets.  You don’t really want to use a set when you want separate key to value lookups, that’s what the IDictionary implementations are best for. Also sets don’t store temporal add-order.  That is, if you are adding items to the end of a list all the time, your list is ordered in terms of when items were added to it.  This is something the sets don’t do naturally (though you could use a SortedSet with an IComparer with a DateTime but that’s overkill) but List<T> can. Also, List<T> allows indexing which is a blazingly fast way to iterate through items in the collection.  Iterating over all the items in a List<T> is generally much, much faster than iterating over a set. Summary Sets are an excellent tool for maintaining a lookup table where the item is both the key and the value.  In addition, if you have need for the mathematical set operations, the C# sets support those as well.  The HashSet<T> is the set of choice if you want the fastest possible lookups but don’t care about order.  In contrast the SortedSet<T> will give you a sorted collection at a slight reduction in performance.   Technorati Tags: C#,.Net,Little Wonders,BlackRabbitCoder,ISet,HashSet,SortedSet

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  • The Changing Face of PASS

    - by Bill Graziano
    I’m starting my sixth year on the PASS Board.  I served two years as the Program Director, two years as the Vice-President of Marketing and I’m starting my second year as the Executive Vice-President of Finance.  There’s a pretty good chance that if PASS has done something you don’t like or is doing something you don’t like, that I’m involved in one way or another. Andy Leonard asked in a comment on his blog if the Board had ever reversed itself based on community input.  He asserted that it hadn’t.  I disagree.  I’m not going to try and list all the changes we make inside portfolios based on feedback from and meetings with the community.  I’m going to focus on major governance issues since I was elected to the Board. Management Company The first big change was our management company.  Our old management company had a standard approach to running a non-profit.  It worked well when PASS was launched.  Having a ready-made structure and process to run the organization enabled the organization to grow quickly.  As time went on we were limited in some of the things we wanted to do.  The more involved you were with PASS, the more you saw these limitations.  Key volunteers were regularly providing feedback that they wanted certain changes that were difficult for us to accomplish.  The Board at that time wanted changes that were difficult or impossible to accomplish under that structure. This was not a simple change.  Imagine a $2.5 million dollar company letting all its employees go on a Friday and starting with a new staff on Monday.  We also had a very narrow window to accomplish that so that we wouldn’t affect the Summit – our only source of revenue.  We spent the year after the change rebuilding processes and putting on the Summit in Denver.  That’s a concrete example of a huge change that PASS made to better serve its members.  And it was a change that many in the community were telling us we needed to make. Financials We heard regularly from our members that they wanted our financials posted.  Today on our web site you can find audited financials going back to 2004.  We publish our budget at the start of each year.  If you ask a question about the financials on the PASS site I do my best to answer it.  I’m also trying to do a better job answering financial questions posted in other locations.  (And yes, I know I owe a few of you some blog posts.) That’s another concrete example of a change that our members asked for that the Board agreed was a good decision. Minutes When I started on the Board the meeting minutes were very limited.  The minutes from a two day Board meeting might fit on one page.  I think we did the bare minimum we were legally required to do.  Today Board meeting minutes run from 5 to 12 pages and go into incredible detail on what we talk about.  There are certain topics that are NDA but where possible we try to list the topic we discussed but that the actual discussion was under NDA.  We also publish the agenda of Board meetings ahead of time. This is another specific example where input from the community influenced the decision.  It was certainly easier to have limited minutes but I think the extra effort helps our members understand what’s going on. Board Q&A At the 2009 Summit the Board held its first public Q&A with our members.  We’d always been available individually to answer questions.  There’s a benefit to getting us all in one room and asking the really hard questions to watch us squirm.  We learn what questions we don’t have good answers for.  We get to see how many people in the crowd look interested in the various questions and answers. I don’t recall the genesis of how this came about.  I’m fairly certain there was some community pressure though. Board Votes Until last November, the Board only reported the vote totals and not how individual Board members voted.  That was one of the topics at a great lunch I had with Tim Mitchell and Kendal van Dyke at the Summit.  That was also the topic of the first question asked at the Board Q&A by Kendal.  Kendal expressed his opposition to to anonymous votes clearly and passionately and without trying to paint anyone into a corner.  Less than 24 hours later the PASS Board voted to make individual votes public unless the topic was under NDA.  That’s another area where the Board decided to change based on feedback from our members. Summit Location While this isn’t actually a governance issue it is one of the more public decisions we make that has taken some public criticism.  There is a significant portion of our members that want the Summit near them.  There is a significant portion of our members that like the Summit in Seattle.  There is a significant portion of our members that think it should move around the country.  I was one that felt strongly that there were significant, tangible benefits to our attendees to being in Seattle every year.  I’m also one that has been swayed by some very compelling arguments that we need to have at least one outside Seattle and then revisit the decision.  I can’t tell you how the Board will vote but I know the opinion of our members weighs heavily on the decision. Elections And that brings us to the grand-daddy of all governance issues.  My thesis for this blog post is that the PASS Board has implemented policy changes in response to member feedback.  It isn’t to defend or criticize our election process.  It’s just to say that is has been under going continuous change since I’ve been on the Board.  I ran for the Board in the fall of 2005.  I don’t know much about what happened before then.  I was actively volunteering for PASS for four years prior to that as a chapter leader and on the program committee.  I don’t recall any complaints about elections but that doesn’t mean they didn’t occur.  The questions from the Nominating Committee (NomCom) were trivial and the selection process rudimentary (For example, “Tell us about your accomplishments”).  I don’t even remember who I ran against or how many other people ran.  I ran for the VP of Marketing in the fall of 2007.  I don’t recall any significant changes the Board made in the election process for that election.  I think a lot of the changes in 2007 came from us asking the management company to work on the election process.  I was expecting a similar set of puff ball questions from my previous election.  Boy, was I in for a shock.  The NomCom had found a much better set of questions and really made the interview portion difficult.  The questions were much more behavioral in nature.  I’d already written about my vision for PASS and my goals.  They wanted to know how I handled adversity, how I handled criticism, how I handled conflict, how I handled troublesome volunteers, how I motivated people and how I responded to motivation. And many, many other things. They grilled me for over an hour.  I’ve done a fair bit of technical sales in my time.  I feel I speak well under pressure addressing pointed questions.  This interview intentionally put me under pressure.  In addition to wanting to know about my interpersonal skills, my work experience, my volunteer experience and my supervisory experience they wanted to see how I’d do under pressure.  They wanted to see who would respond under pressure and who wouldn’t.  It was a bit of a shock. That was the first big change I remember in the election process.  I know there were other improvements around the process but none of them stick in my mind quite like the unexpected hour-long grilling. The next big change I remember was after the 2009 elections.  Andy Warren was unhappy with the election process and wanted to make some changes.  He worked with Hannes at HQ and they came up with a better set of processes.  I think Andy moved PASS in the right direction.  Nonetheless, after the 2010 election even more people were very publicly clamoring for changes to our election process.  In August of 2010 we had a choice to make.  There were numerous bloggers criticizing the Board and our upcoming election.  The easy change would be to announce that we were changing the process in a way that would satisfy our critics.  I believe that a knee-jerk response to criticism is seldom correct. Instead the Board spent August and September and October and November listening to the community.  I visited two SQLSaturdays and asked questions of everyone I could.  I attended chapter meetings and asked questions of as many people as they’d let me.  At Summit I made it a point to introduce myself to strangers and ask them about the election.  At every breakfast I’d sit down at a table full of strangers and ask about the election.  I’m happy to say that I left most tables arguing about the election.  Most days I managed to get 2 or 3 breakfasts in. I spent less time talking to people that had already written about the election.  They were already expressing their opinion.  I wanted to talk to people that hadn’t spoken up.  I wanted to know what the silent majority thought.  The Board all attended the Q&A session where our members expressed their concerns about a variety of issues including the election. The PASS Board also chose to create the Election Review Committee.  We wanted people from the community that had been involved with PASS to look at our election process with fresh eyes while listening to what the community had to say and give us some advice on how we could improve the process.  I’m a part of this as is Andy Warren.  None of the other members are on the Board.  I’ve sat in numerous calls and interviews with this group and attended an open meeting at the Summit.  We asked anyone that wanted to discuss the election to come speak with us.  The ERC held an open meeting at the Summit and invited anyone to attend.  There are forums on the ERC web site where we’ve invited people to participate.  The ERC has reached to key people involved in recent elections.  The years that I haven’t mentioned also saw minor improvements in the election process.  Off the top of my head I don’t recall what exact changes were made each year.  Specifically since the 2010 election we’ve gone out of our way to seek input from the community about the process.  I’m not sure what more we could have done to invite feedback from the community. I think to say that we haven’t “fixed” the election process isn’t a fair criticism at this time.  We haven’t rushed any changes through the process.  If you don’t see any changes in our election process in July or August then I think it’s fair to criticize us for ignoring the community or ask for an explanation for what we’ve done. In Summary Andy’s main point was that the PASS Board hasn’t changed in response to our members wishes.  I think I’ve shown that time and time again the PASS Board has changed in response to what our members want.  There are only two outstanding issues: Summit location and elections.  The 2013 Summit location hasn’t been decided yet.  Our work on the elections is also in progress.  And at every step in the election review we’ve gone out of our way to listen to the community and incorporate their feedback on the process. I also hope I’m not encouraging everyone that wants some change in the organization to organize a “blog rush” against the Board.  We take public suggestions very seriously but we also take the time to evaluate those suggestions and learn what the rest of our members think and make a measured decision.

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