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  • how to learn a library/framework structure?

    - by fayer
    a lot of people are contributing to open source libraries/frameworks. i wonder how these people learn the structure so that they can contribute? lets take doctrine and symfony as an example. is there a blueprint over these frameworks to give the developers an insight of the structure? or do they just download it and study the code? how does it work? please you contributors, share your learning strategies! thanks

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  • Is there a concurrent container library for C++

    - by Lirik
    I'm looking for implementations of lock-free containers: Blocking Queue Blocking Stack Hash Map etc... Are there any good libraries out there? I would like to refrain from writing these data structures... I would much rather use something that has been tested by the community.

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  • Calendar control GUI C++ library

    - by Dmitriy
    Who knows a good component for a "calendar control" (NOT date/time picker)? "Calendar control" means something like Mozilla Sunbird: Requirements to the control: - C++; - Day/Week/Month view; - Support of several calendars; - Without MFC dependences; Nice to have: - Open source; - Cross plathform; - Free; - Minimum external dependences (boost etc are fine);

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  • How can i create a stable checksum of a media file?

    - by nemster
    how can i create a checksum of only the media data without the tags to get a stable identification for a media file. preferably an cross platform approach with a library that has support for many formats. e.g. vlc, ffmpeg or mplayer. (media files should be audio and video in common formats, images would be nice to have too)

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  • Load a model in a Codeigniter library

    - by ci
    Hello, people! I have this piece of code: class MY_Language extends CI_Language { function MY_Language() { parent::CI_Language(); $CI =& get_instance(); $CI->load->model('language_model'); $languages = $this->language_model->get_languages(); print_r($languages); } } But I keep getting "Fatal error: Call to undefined function get_instance() in C:\xampp\htdocs\application\libraries\MY_Language.php on line 44". Any ideas? Thanks in advance!

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  • 3D framework/library os x

    - by Deano
    Does anyone have any advice as to a good framework for simplifying the generation of 3D models? I am trying to construct a parametric program for tasks such as ship design. Actions such as surface modelling, intersections etc are a must. I have investigated openCASCADE and it shows promise but getting it to integrate into a native cocoa interface is not currently achievable (By me at any rate). All ideas and suggestions welcome. Should I just forget it and integrate an X11 window, if so any tutorials for doing this?

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  • C++ RPC library suggestions

    - by Oxsnarder
    I'm looking for suggestions regarding RPC libraries implemented in C++, for C++ developers. Some requirements constraints: Should work on both linux/unix and win32 systems Be able to execute free function and class methods Hopefully written in modern C++ not 90's/java-esque C++ Be able to function over networks and hetrogenous architectures Not too slow or inefficient Hopefully provide interfaces for TR1 style std::function's et al. My example usage is to invoke the free function foo on a remote machine. ---snip--- // foo translation unit int foo(int i, int j) { return i + j; } ---snip--- ---snip--- // client side main int main() { //register foo on client and server //setup necassary connections and states int result; if (RPCmechanism.invoke("foo",4,9,result)) std::cout << "foo(4,9) = " result << std::endl; else std::cout << "failed to invoke foo(4,9)!" << std::endl; return 0; } ---snip--- Something that can achieve the above or similar would be great.

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  • Task Parallel Library exception handling

    - by user1680766
    When handling exceptions in TPL tasks I have come across two ways to handle exceptions. The first catches the exception within the task and returns it within the result like so: var task = Task<Exception>.Factory.StartNew( () => { try { // Do Something return null; } catch (System.Exception e) { return e; } }); task.ContinueWith( r => { if (r.Result != null) { // Handle Exception } }); The second is the one shown within the documentation and I guess the proper way to do things: var task = Task.Factory.StartNew( () => { // Do Something }); task.ContinueWith( r => { if (r.Exception != null) { // Handle Aggregate Exception r.Exception.Handle(y => true); } }); I am wondering if there is anything wrong with the first approach? I have received 'unhandled aggregate exception' exceptions every now and again using this technique and was wondering how this can happen?

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  • Help with PHPExcel Library and mySQL data from a table

    - by user547363
    Hello! Everyone.. I have this script $query = "SELECT id,last_name,first_name FROM users WHERE tmima_id='6'"; $result = @mysql_query($query); while($row = mysql_fetch_array($result)) { $i = 3; $emp_id = $row['id']; $cell = 'A'.$i; $objPHPExcel->setActiveSheetIndex(0) ->setCellValue($cell, $row['last_name']. $row['first_name']); $i++; } But in the .xls file it prints only one user. Why id doesnt print all of the users ? W Thanks in advance.

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  • Class library modification / migration

    - by Clint
    I have 3 class libraries. A BBL, a DAL, and a DATA (about 15 datasets). Currently 4 [major] applications utilize the functionality in these DLL's. I'm rewriting one of those applications and I need to (1) Use some of the existing functionality in the libraries (2) Change some of it (3) Add new functionality (4) Add new datasets. I'm back and forth about the best way to do this, while keeping my risks at a minimum. Some thoughts.. 1) Use the existing projects and don't make any modifications, only additions 2) Make new libraries, bring over the code I can use, and make additions as needed 3) Implement partial classes in the existing projects Eventually all 4 applications will use the newest functionality, but it will be a slow migration; so the old code can't be depricated yet. Any thoughts?

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  • Creating a relative path to a Database in Asp.net for a library

    - by Greener
    In school I am part of a team of four working to create a GUI to translate the paper records of a made-up company and their functionality to a digital format. We're using an ASP.NET website for this purpose. Basically we use stored procedures and C# classes to represent the database. The folder we're using for the project contains the site and the libraries in separate folders. If I try to open the site from the folder containing both these elements the site will not run. I want to know if there is some way I can set up a relative path to the database in the Settings.Settings.cs file (or by some other means) of my libraries so I don't have to constantly change the database location for the connection string value every time we move the project. I suppose I should also mention that the database is in an App_Data folder.

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  • Is Social Media The Vital Skill You Aren’t Tracking?

    - by HCM-Oracle
    By Mark Bennett - Originally featured in Talent Management Excellence The ever-increasing presence of the workforce on social media presents opportunities as well as risks for organizations. While on the one hand, we read about social media embarrassments happening to organizations, on the other we see that social media activities by workers and candidates can enhance a company’s brand and provide insight into what individuals are, or can become, influencers in the social media sphere. HR can play a key role in helping organizations make the most value out of the activities and presence of workers and candidates, while at the same time also helping to manage the risks that come with the permanence and viral nature of social media. What is Missing from Understanding Our Workforce? “If only HP knew what HP knows, we would be three-times more productive.”  Lew Platt, Former Chairman, President, CEO, Hewlett-Packard  What Lew Platt recognized was that organizations only have a partial understanding of what their workforce is capable of. This lack of understanding impacts the company in several negative ways: 1. A particular skill that the company needs to access in one part of the organization might exist somewhere else, but there is no record that the skill exists, so the need is unfulfilled. 2. As market conditions change rapidly, the company needs to know strategic options, but some options are missed entirely because the company doesn’t know that sufficient capability already exists to enable those options. 3. Employees may miss out on opportunities to demonstrate how their hidden skills could create new value to the company. Why don’t companies have that more complete picture of their workforce capabilities – that is, not know what they know? One very good explanation is that companies put most of their efforts into rating their workforce according to the jobs and roles they are filling today. This is the essence of two important talent management processes: recruiting and performance appraisals.  In recruiting, a set of requirements is put together for a job, either explicitly or indirectly through a job description. During the recruiting process, much of the attention is paid towards whether the candidate has the qualifications, the skills, the experience and the cultural fit to be successful in the role. This makes a lot of sense.  In the performance appraisal process, an employee is measured on how well they performed the functions of their role and in an effort to help the employee do even better next time, they are also measured on proficiency in the competencies that are deemed to be key in doing that job. Again, the logic is impeccable.  But in both these cases, two adages come to mind: 1. What gets measured is what gets managed. 2. You only see what you are looking for. In other words, the fact that the current roles the workforce are performing are the basis for measuring which capabilities the workforce has, makes them the only capabilities to be measured. What was initially meant to be a positive, i.e. identify what is needed to perform well and measure it, in order that it can be managed, comes with the unintended negative consequence of overshadowing the other capabilities the workforce has. This also comes with an employee engagement price, for the measurements and management of workforce capabilities is to typically focus on where the workforce comes up short. Again, it makes sense to do this, since improving a capability that appears to result in improved performance benefits, both the individual through improved performance ratings and the company through improved productivity. But this is based on the assumption that the capabilities identified and their required proficiencies are the only attributes of the individual that matter. Anything else the individual brings that results in high performance, while resulting in a desired performance outcome, often goes unrecognized or underappreciated at best. As social media begins to occupy a more important part in current and future roles in organizations, businesses must incorporate social media savvy and innovation into job descriptions and expectations. These new measures could provide insight into how well someone can use social media tools to influence communities and decision makers; keep abreast of trends in fast-moving industries; present a positive brand image for the organization around thought leadership, customer focus, social responsibility; and coordinate and collaborate with partners. These measures should demonstrate the “social capital” the individual has invested in and developed over time. Without this dimension, “short cut” methods may generate a narrow set of positive metrics that do not have real, long-lasting benefits to the organization. How Workforce Reputation Management Helps HR Harness Social Media With hundreds of petabytes of social media data flowing across Facebook, LinkedIn and Twitter, businesses are tapping technology solutions to effectively leverage social for HR. Workforce reputation management technology helps organizations discover, mobilize and retain talent by providing insight into the social reputation and influence of the workforce while also helping organizations monitor employee social media policy compliance and mitigate social media risk.  There are three major ways that workforce reputation management technology can play a strategic role to support HR: 1. Improve Awareness and Decisions on Talent Many organizations measure the skills and competencies that they know they need today, but are unaware of what other skills and competencies their workforce has that could be essential tomorrow. How about whether your workforce has the reputation and influence to make their skills and competencies more effective? Many organizations don’t have insight into the social media “reach” their workforce has, which is becoming more critical to business performance. These features help organizations, managers, and employees improve many talent processes and decision making, including the following: Hiring and Assignments. People and teams with higher reputations are considered more valuable and effective workers. Someone with high reputation who refers a candidate also can have high credibility as a source for hires.   Training and Development. Reputation trend analysis can impact program decisions regarding training offerings by showing how reputation and influence across the workforce changes in concert with training. Worker reputation impacts development plans and goal choices by helping the individual see which development efforts result in improved reputation and influence.   Finding Hidden Talent. Managers can discover hidden talent and skills amongst employees based on a combination of social profile information and social media reputation. Employees can improve their personal brand and accelerate their career development.  2. Talent Search and Discovery The right technology helps organizations find information on people that might otherwise be hidden. By leveraging access to candidate and worker social profiles as well as their social relationships, workforce reputation management provides companies with a more complete picture of what their knowledge, skills, and attributes are and what they can in turn access. This more complete information helps to find the right talent both outside the organization as well as the right, perhaps previously hidden talent, within the organization to fill roles and staff projects, particularly those roles and projects that are required in reaction to fast-changing opportunities and circumstances. 3. Reputation Brings Credibility Workforce reputation management technology provides a clearer picture of how candidates and workers are viewed by their peers and communities across a wide range of social reputation and influence metrics. This information is less subject to individual bias and can impact critical decision-making. Knowing the individual’s reputation and influence enables the organization to predict how well their capabilities and behaviors will have a positive effect on desired business outcomes. Many roles that have the highest impact on overall business performance are dependent on the individual’s influence and reputation. In addition, reputation and influence measures offer a very tangible source of feedback for workers, providing them with insight that helps them develop themselves and their careers and see the effectiveness of those efforts by tracking changes over time in their reputation and influence. The following are some examples of the different reputation and influence measures of the workforce that Workforce Reputation Management could gather and analyze: Generosity – How often the user reposts other’s posts. Influence – How often the user’s material is reposted by others.  Engagement – The ratio of recent posts with references (e.g. links to other posts) to the total number of posts.  Activity – How frequently the user posts. (e.g. number per day)  Impact – The size of the users’ social networks, which indicates their ability to reach unique followers, friends, or users.   Clout – The number of references and citations of the user’s material in others’ posts.  The Vital Ingredient of Workforce Reputation Management: Employee Participation “Nothing about me, without me.” Valerie Billingham, “Through the Patient’s Eyes”, Salzburg Seminar Session 356, 1998 Since data resides primarily in social media, a question arises: what manner is used to collect that data? While much of social media activity is publicly accessible (as many who wished otherwise have learned to their chagrin), the social norms of social media have developed to put some restrictions on what is acceptable behavior and by whom. Disregarding these norms risks a repercussion firestorm. One of the more recognized norms is that while individuals can follow and engage with other individual’s public social activity (e.g. Twitter updates) fairly freely, the more an organization does this unprompted and without getting permission from the individual beforehand, the more likely the organization risks a totally opposite outcome from the one desired. Instead, the organization must look for permission from the individual, which can be met with resistance. That resistance comes from not knowing how the information will be used, how it will be shared with others, and not receiving enough benefit in return for granting permission. As the quote above about patient concerns and rights succinctly states, no one likes not feeling in control of the information about themselves, or the uncertainty about where it will be used. This is well understood in consumer social media (i.e. permission-based marketing) and is applicable to workforce reputation management. However, asking permission leaves open the very real possibility that no one, or so few, will grant permission, resulting in a small set of data with little usefulness for the company. Connecting Individual Motivation to Organization Needs So what is it that makes an individual decide to grant an organization access to the data it wants? It is when the individual’s own motivations are in alignment with the organization’s objectives. In the case of workforce reputation management, when the individual is motivated by a desire for increased visibility and career growth opportunities to advertise their skills and level of influence and reputation, they are aligned with the organizations’ objectives; to fill resource needs or strategically build better awareness of what skills are present in the workforce, as well as levels of influence and reputation. Individuals can see the benefit of granting access permission to the company through multiple means. One is through simple social awareness; they begin to discover that peers who are getting more career opportunities are those who are signed up for workforce reputation management. Another is where companies take the message directly to the individual; we think you would benefit from signing up with our workforce reputation management solution. Another, more strategic approach is to make reputation management part of a larger Career Development effort by the company; providing a wide set of tools to help the workforce find ways to plan and take action to achieve their career aspirations in the organization. An effective mechanism, that facilitates connecting the visibility and career growth motivations of the workforce with the larger context of the organization’s business objectives, is to use game mechanics to help individuals transform their career goals into concrete, actionable steps, such as signing up for reputation management. This works in favor of companies looking to use workforce reputation because the workforce is more apt to see how it fits into achieving their overall career goals, as well as seeing how other participation brings additional benefits.  Once an individual has signed up with reputation management, not only have they made themselves more visible within the organization and increased their career growth opportunities, they have also enabled a tool that they can use to better understand how their actions and behaviors impact their influence and reputation. Since they will be able to see their reputation and influence measurements change over time, they will gain better insight into how reputation and influence impacts their effectiveness in a role, as well as how their behaviors and skill levels in turn affect their influence and reputation. This insight can trigger much more directed, and effective, efforts by the individual to improve their ability to perform at a higher level and become more productive. The increased sense of autonomy the individual experiences, in linking the insight they gain to the actions and behavior changes they make, greatly enhances their engagement with their role as well as their career prospects within the company. Workforce reputation management takes the wide range of disparate data about the workforce being produced across various social media platforms and transforms it into accessible, relevant, and actionable information that helps the organization achieve its desired business objectives. Social media holds untapped insights about your talent, brand and business, and workforce reputation management can help unlock them. Imagine - if you could find the hidden secrets of your businesses, how much more productive and efficient would your organization be? Mark Bennett is a Director of Product Strategy at Oracle. Mark focuses on setting the strategic vision and direction for tools that help organizations understand, shape, and leverage the capabilities of their workforce to achieve business objectives, as well as help individuals work effectively to achieve their goals and navigate their own growth. His combination of a deep technical background in software design and development, coupled with a broad knowledge of business challenges and thinking in today’s globalized, rapidly changing, technology accelerated economy, has enabled him to identify and incorporate key innovations that are central to Oracle Fusion’s unique value proposition. Mark has over the course of his career been in charge of the design, development, and strategy of Talent Management products and the design and development of cutting edge software that is better equipped to handle the increasingly complex demands of users while also remaining easy to use. Follow him @mpbennett

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  • New .NET Library for Accessing the Survey Monkey API

    - by Ben Emmett
    I’ve used Survey Monkey’s API for a while, and though it’s pretty powerful, there’s a lot of boilerplate each time it’s used in a new project, and the json it returns needs a bunch of processing to be able to use the raw information. So I’ve finally got around to releasing a .NET library you can use to consume the API more easily. The main advantages are: Only ever deal with strongly-typed .NET objects, making everything much more robust and a lot faster to get going Automatically handles things like rate-limiting and paging through results Uses combinations of endpoints to get all relevant data for you, and processes raw response data to map responses to questions To start, either install it using NuGet with PM> Install-Package SurveyMonkeyApi (easier option), or grab the source from https://github.com/bcemmett/SurveyMonkeyApi if you prefer to build it yourself. You’ll also need to have signed up for a developer account with Survey Monkey, and have both your API key and an OAuth token. A simple usage would be something like: string apiKey = "KEY"; string token = "TOKEN"; var sm = new SurveyMonkeyApi(apiKey, token); List<Survey> surveys = sm.GetSurveyList(); The surveys object is now a list of surveys with all the information available from the /surveys/get_survey_list API endpoint, including the title, id, date it was created and last modified, language, number of questions / responses, and relevant urls. If there are more than 1000 surveys in your account, the library pages through the results for you, making multiple requests to get a complete list of surveys. All the filtering available in the API can be controlled using .NET objects. For example you might only want surveys created in the last year and containing “pineapple” in the title: var settings = new GetSurveyListSettings { Title = "pineapple", StartDate = DateTime.Now.AddYears(-1) }; List<Survey> surveys = sm.GetSurveyList(settings); By default, whenever optional fields can be requested with a response, they will all be fetched for you. You can change this behaviour if for some reason you explicitly don’t want the information, using var settings = new GetSurveyListSettings { OptionalData = new GetSurveyListSettingsOptionalData { DateCreated = false, AnalysisUrl = false } }; Survey Monkey’s 7 read-only endpoints are supported, and the other 4 which make modifications to data might be supported in the future. The endpoints are: Endpoint Method Object returned /surveys/get_survey_list GetSurveyList() List<Survey> /surveys/get_survey_details GetSurveyDetails() Survey /surveys/get_collector_list GetCollectorList() List<Collector> /surveys/get_respondent_list GetRespondentList() List<Respondent> /surveys/get_responses GetResponses() List<Response> /surveys/get_response_counts GetResponseCounts() Collector /user/get_user_details GetUserDetails() UserDetails /batch/create_flow Not supported Not supported /batch/send_flow Not supported Not supported /templates/get_template_list Not supported Not supported /collectors/create_collector Not supported Not supported The hierarchy of objects the library can return is Survey List<Page> List<Question> QuestionType List<Answer> List<Item> List<Collector> List<Response> Respondent List<ResponseQuestion> List<ResponseAnswer> Each of these classes has properties which map directly to the names of properties returned by the API itself (though using PascalCasing which is more natural for .NET, rather than the snake_casing used by SurveyMonkey). For most users, Survey Monkey imposes a rate limit of 2 requests per second, so by default the library leaves at least 500ms between requests. You can request higher limits from them, so if you want to change the delay between requests just use a different constructor: var sm = new SurveyMonkeyApi(apiKey, token, 200); //200ms delay = 5 reqs per sec There’s a separate cap of 1000 requests per day for each API key, which the library doesn’t currently enforce, so if you think you’ll be in danger of exceeding that you’ll need to handle it yourself for now.  To help, you can see how many requests the current instance of the SurveyMonkeyApi object has made by reading its RequestsMade property. If the library encounters any errors, including communicating with the API, it will throw a SurveyMonkeyException, so be sure to handle that sensibly any time you use it to make calls. Finally, if you have a survey (or list of surveys) obtained using GetSurveyList(), the library can automatically fill in all available information using sm.FillMissingSurveyInformation(surveys); For each survey in the list, it uses the other endpoints to fill in the missing information about the survey’s question structure, respondents, and responses. This results in at least 5 API calls being made per survey, so be careful before passing it a large list. It also joins up the raw response information to the survey’s question structure, so that for each question in a respondent’s set of replies, you can access a ProcessedAnswer object. For example, a response to a dropdown question (from the /surveys/get_responses endpoint) might be represented in json as { "answers": [ { "row": "9384627365", } ], "question_id": "615487516" } Separately, the question’s structure (from the /surveys/get_survey_details endpoint) might have several possible answers, one of which might look like { "text": "Fourth item in dropdown list", "visible": true, "position": 4, "type": "row", "answer_id": "9384627365" } The library understands how this mapping works, and uses that to give you the following ProcessedAnswer object, which first describes the family and type of question, and secondly gives you the respondent’s answers as they relate to the question. Survey Monkey has many different question types, with 11 distinct data structures, each of which are supported by the library. If you have suggestions or spot any bugs, let me know in the comments, or even better submit a pull request .

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  • Is There any GUI Application for Flash Media Live Encoding for Ubuntu or Linux

    - by Dumindu Mahawela
    I need to Broadcast a TV channel to a Website. I need a GUI application for Flash Media Live Encoding. Famous Adobe FME does not have a Linux version. I did try to install Open Broadcast Encoder in Ubuntu 13.04 64amd but wasnt successfull. So the things that I need to know are; Is There any GUI Application for Flash Media Live Encoding for Ubuntu or Linux ? Is it able to succesfully install Open Broadcast Encoder In Ubuntu ?

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  • Horible lag on Xubuntu media center setup

    - by William
    I am setting up a media center running Xubuntu 11.10 as a media center. It is using the XFCE desktop enviroment. I have the NVIDIA drivers installed from the Additional Drivers program, and uninstalled all but the esennitial software. The computer is a Dell Dimension 3000. You can view detailed technical specifications here. The graphics card installed is a Geforce 8400 GS. I have installed all updates through Update Manager. What can I do to fix the horrible lag? It makes watching TV impossible.I have uploaded two videos of the lag, here and here. The second one does not have sound because the sound stops playing on some channels that lag a lot. The TV card is a Hauppage 950q USB, and the TV recording program is Kaffiene. Please help me with this, I am trying to do this to show how great Ubuntu is to the rest of the family.

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  • The orientation media query

    Right now Jason Grigby’s excellent summary of the orientation media query is making the round of blogs and tweets, and that’s well deserved. Media queries will become extremely important in the near future, when we have to build websites that work on any device resolution from 300px to 1280px or more.Still, there’s one tiny nitpick I’d like to make, so that you fully understand when to use orientation and when to use device-width.orientation is supported by Android 2, Bolt, MicroB, and Firefox. And...Did you know that DotNetSlackers also publishes .net articles written by top known .net Authors? We already have over 80 articles in several categories including Silverlight. Take a look: here.

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  • Adobe publie Open Source Media Framework 2.0 pour la création de contenus multimédias optimisés pour Flash

    Adobe publie Open Source Media Framework 2.0 pour la création de contenus multimédias optimisés pour Flash Adobe a annoncé la disponibilité de la version 2.0 d'Open Source Media Framework (OSMF), sa plateforme permettant la création de lecteurs multimédias optimisés pour Adobe Flash. OSMF met à la disposition des développeurs des outils pour proposer des expériences uniques en tirant parti de modules externes dédiés à la publicité, aux mesures de suivi et à la diffusion de contenu, ainsi que des fonctions de lecteurs vidéo standard telles que les commandes de lecture, la navigation vidéo, la mise en mémoire tampon et la diffusion dynamique en continu. La version 2.0 appo...

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  • Social Media JSR 357 NOT approved by Executive Committee

    - by alexismp
    JSR 357 (Social Media API) has not passed the initial ballot which means, according to the JCP rules, that "the JSR submitter(s) who may revise the JSR and resubmit it within 14 days". Given the comments associated with the negative votes, it may be challenging for the submitters to address the concerns about the scope assessed by many as being too wide. Standardization is a difficult task and the JCP (the Executive Committee in fact) played its role by pointing out the challenges ahead of such a JSR as it was envisioned by its submitters, and thus the risk of never completing. If anything this proves that the JCP is working as expected. For those disappointed that Java will not get a standard "Social Media API" (for now at least), let me remind you of the recent open-sourcing of DaliCore.

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