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  • Getting TexBox's ID's .... to Calculate

    - by jjj
    i have : vb code: Private Sub Calculation() Dim txt1 As Decimal txt1 = (CS_Incoms_done.Text / CS_Incoms_target.Text) * 100 CS_Incom_Result.Text = "%" + FormatNumber(txt, 2, TriState.False) Dim txt2 As Decimal txt2 = (CS_GovernmentService_done.Text / CS_GovernmentService_target.Text) * 100 CS_GovernmentService_Result.Text = "%" + FormatNumber(txt2, 2, TriState.False) Dim txt3 As Decimal txt3 = (CS_RentBox_done.Text / CS_RentBox_target.Text) * 100 CS_RentBox_Result.Text = "%" + FormatNumber(txt3, 2, TriState.False) Dim txt4 As Decimal txt4 = (CS_ServiceAdvertising_done.Text / CS_ServiceAdvertising_target.Text) * 100 CS_ServiceAdvertising_Result.Text = "%" + FormatNumber(txt4, 2, TriState.False) Dim txt5 As Decimal txt5 = (CS_ServiceCatogray_done.Text / CS_ServiceCatogray_target.Text) * 100 CS_ServiceCatogray_Result.Text = "%" + FormatNumber(txt5, 2, TriState.False) End Sub i just show you 5 textbox's of 100 textbox's .... and don't want to complete all the textbox's like this ... i want a simple code to do it.. ... as you notice , every three textbox's are look a like on the first two parts of their id's..~ for example -- CS_ServiceCatogray _Result.Text, CS_ServiceCatogray _done.Text and CS_ServiceCatogray _target.Text... ~..and the last part is the same in all textbox's for geving the Result .. _Result.Text , _done.Text and _target.Text So... i had an idea to take the id and put the Similar two parts in an array... and use For Each something like: Dim allItems As Array For Each item As Control In panel4.Controls Select Case item.[GetType]().Name Case "TextBox" 'here just be sure that this item is not saved in the allItems array ,if it is not do >>' allItems[Last_Item_Saved_Index+1] = DirectCast(item, TextBox).ID ', but i want to save just the two Similar parts of the textboxs ids' 'i am not sure if this completely correct, but i wanted to do something like it[' Dim partOFtxt As String = allItems[Last_Item_Saved_Index] Dim txt As Decimal = (partOFtxt + "_done.Text") / (partOFtxt + "_target.Text") (partOFtxt + "_Result.Text") = "%" + FormatNumber(txt, 2, TriState.False) ']' 'end condition' Exit Select Case Else Exit Select End Select Next i hope that you get the idea.. if you have a better idea ... it would be nice.. Thanks in advance..

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  • How to mock/stub a directory of files and their contents using RSpec?

    - by John Topley
    A while ago I asked "How to test obtaining a list of files within a directory using RSpec?" and although I got a couple of useful answers, I'm still stuck, hence a new question with some more detail about what I'm trying to do. I'm writing my first RubyGem. It has a module that contains a class method that returns an array containing a list of non-hidden files within a specified directory. Like this: files = Foo.bar :directory => './public' The array also contains an element that represents metadata about the files. This is actually a hash of hashes generated from the contents of the files, the idea being that changing even a single file changes the hash. I've written my pending RSpec examples, but I really have no idea how to implement them: it "should compute a hash of the files within the specified directory" it "shouldn't include hidden files or directories within the specified directory" it "should compute a different hash if the content of a file changes" I really don't want to have the tests dependent on real files acting as fixtures. How can I mock or stub the files and their contents? The gem implementation will use Find.find, but as one of the answers to my other question said, I don't need to test the library. I really have no idea how to write these specs, so any help much appreciated!

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  • Serializing an extended form object

    - by andyperfect
    I've been reading up on this whole subject, but I never came across this specific problem. I already understand that the whole idea of serializing an entire form is a horrible idea and just doesn't work. But, I am encountering a bit of a different problem. I have a class that inherits the "button" form object, that I call DataButton. Now for my problem. I want to be able to serialize this class, but I don't need any of the information from the actual button class. Is there any way to bypass the fact that I can't set the button form object to Serializable() and notify VB that when serialization is to occur, it should simply skip over that information? Theoretically, if such a procedure were possible, I'd be able to do the entire serialization without a hitch. I came up with the idea earlier of removing the "inherits" feature from the class, and having simply a button within the class, but that makes my program really difficult to work with as I am constantly changing the location, size, backgroundImage, text, and whatnot. Thus, immediate updates would be much tougher to work with. Any help would be greatly appreciated.

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  • Identity alternative for SQL Azure Federation : are Azure Queues or Service Bus Queues a good choice?

    - by JYL
    As many of developers, I'm looking for a way to integrate my existing app to SQL Azure Federations, and replacing the Identity columns (the primary keys of my tables) is a big problem. For many reasons, I do NOT want use GUID for my primary keys (please don't open the debate about the GUID or not, it's not my question : i just don't want a GUID, period). So I need to build a key provider to replace the "identity" feature of a standard SQL database. I'm using Entity Framework, so i can easily find one place to set the Id value just before the insert (by overriding the SaveChanges method of my ObjectContext class). I just need to find a "not too complicated" implementation for getting the current Id, which is "farm-ready". I've read this SO post : "ID Generation for Sharded Database (Azure Federated Database)" and "Synchronizing Multiple Nodes in Windows Azure from MSDN Magazine", but this solution sounds a bit complicated for me. I'm thinking about creating (automatically) one azure queue for each SQL table, which contain a pre-loaded list of consecutive integer. When I want an Id value, I just have to get a message from the queue (which becomes invisible and is deleted on the way), which give me the current available Id. About the choice between "Windows Azure Queues" and "Windows Azure Service Bus Queues", I prefere "Windows Azure Queues", due to the "high" latency of Service Bus Queues. I don't think that the lack of "ordering garantee" of Azure Queues is a problem. What do you think about that idea of using Azure Queues to provide Id values ? Do you see any argument to give up that idea ? Do you have a better idea, or even a good practice, to provider integer ids in SQL Azure Federation databases ? Thanks.

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  • What makes my code DDD (domain-driven design) qualified?

    - by oykuo
    Hi All, I'm new to DDD and am thinking about using this design technique in my project. However, what strikes me about DDD is that how basic the idea is. Unlike other design techniques such as MVC and TDD, it doesn't seems to contain any ground breaking ideas. For example, I'm sure some of you will have the same feeling that the idea of root aggregates and repositories are nothing new because when you are was writing MVC web applications you have to have one single master object (i.e. the root aggregate) that contain other minor objects (i.e. value objects and entities) in the model layer in order to send data to a strongly typed view. To me, the only new idea in DDD is probably the "Smart" entities (i.e. you are supposed to have business rules on root aggregates) Separation between value object, root aggregate and entities. Can anyone tell me if I have missed out anything here? If that's all there is to DDD, if I update one of my existing MVC application with the above 2 new ideas, can I claim it's an TDD, MVC and DDD applcation?

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  • How would you structure your workflow for a web application ?

    - by cx42net
    Hi ! When designing a web application (or something else), it's good to have a workflow, and it's better to have a well ordered one. Starting with this idea in mind, I'd like to know what is your process from having an idea to maintain this great working project. For me actually, the process is the following one : Having the idea Checking this project already exists, and how it works Describing on a paper its functionalities finding a good and adequate name for this (and checking the domain availability with WHOISMyProject) Making a quick layout of the project on a paper Designing the project (via TheGimp, Photoshop, etc) Making a complete mockup of each pages Developing a prototype of the client-side application (with false datas) Developing the server side Testing Making the documentation/help/faq Releasing the project Maintaining it. Would you change the order of some points ? add/remove some ? I would please to know how you do that. I'm looking to set up a perfect workflow in order to make my project become real in the best way possible. Thank you for your opinion !

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  • Abstract away a compound identity value for use in business logic?

    - by John K
    While separating business logic and data access logic into two different assemblies, I want to abstract away the concept of identity so that the business logic deals with one consistent identity without having to understand its actual representation in the data source. I've been calling this a compound identity abstraction. Data sources in this project are swappable and various and the business logic shouldn't care which data source is currently in use. The identity is the toughest part because its implementation can change per kind of data source, whereas other fields like name, address, etc are consistently scalar values. What I'm searching for is a good way to abstract the concept of identity, whether it be an existing library, a software pattern or just a solid good idea of some kind is provided. The proposed compound identity value would have to be comparable and usable in the business logic and passed back to the data source to specify records, entities and/or documents to affect, so the data source must be able to parse back out the details of its own compound ids. Data Source Examples: This serves to provide an idea of what I mean by various data sources having different identity implementations. A relational data source might express a piece of content with an integer identifier plus a language specific code. For example. content_id language Other Columns expressing details of content 1 en_us 1 fr_ca The identity of the first record in the above example is: 1 + en_us However when a NoSQL data source is substituted, it might somehow represent each piece of content with a GUID string 936DA01F-9ABD-4d9d-80C7-02AF85C822A8 plus language code of a different standardization, And a third kind of data source might use just a simple scalar value. So on and so forth, you get the idea.

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  • Scrum in 5 Minutes

    - by Stephen.Walther
    The goal of this blog entry is to explain the basic concepts of Scrum in less than five minutes. You learn how Scrum can help a team of developers to successfully complete a complex software project. Product Backlog and the Product Owner Imagine that you are part of a team which needs to create a new website – for example, an e-commerce website. You have an overwhelming amount of work to do. You need to build (or possibly buy) a shopping cart, install an SSL certificate, create a product catalog, create a Facebook page, and at least a hundred other things that you have not thought of yet. According to Scrum, the first thing you should do is create a list. Place the highest priority items at the top of the list and the lower priority items lower in the list. For example, creating the shopping cart and buying the domain name might be high priority items and creating a Facebook page might be a lower priority item. In Scrum, this list is called the Product Backlog. How do you prioritize the items in the Product Backlog? Different stakeholders in the project might have different priorities. Gary, your division VP, thinks that it is crucial that the e-commerce site has a mobile app. Sally, your direct manager, thinks taking advantage of new HTML5 features is much more important. Multiple people are pulling you in different directions. According to Scrum, it is important that you always designate one person, and only one person, as the Product Owner. The Product Owner is the person who decides what items should be added to the Product Backlog and the priority of the items in the Product Backlog. The Product Owner could be the customer who is paying the bills, the project manager who is responsible for delivering the project, or a customer representative. The critical point is that the Product Owner must always be a single person and that single person has absolute authority over the Product Backlog. Sprints and the Sprint Backlog So now the developer team has a prioritized list of items and they can start work. The team starts implementing the first item in the Backlog — the shopping cart — and the team is making good progress. Unfortunately, however, half-way through the work of implementing the shopping cart, the Product Owner changes his mind. The Product Owner decides that it is much more important to create the product catalog before the shopping cart. With some frustration, the team switches their developmental efforts to focus on implementing the product catalog. However, part way through completing this work, once again the Product Owner changes his mind about the highest priority item. Getting work done when priorities are constantly shifting is frustrating for the developer team and it results in lower productivity. At the same time, however, the Product Owner needs to have absolute authority over the priority of the items which need to get done. Scrum solves this conflict with the concept of Sprints. In Scrum, a developer team works in Sprints. At the beginning of a Sprint the developers and the Product Owner agree on the items from the backlog which they will complete during the Sprint. This subset of items from the Product Backlog becomes the Sprint Backlog. During the Sprint, the Product Owner is not allowed to change the items in the Sprint Backlog. In other words, the Product Owner cannot shift priorities on the developer team during the Sprint. Different teams use Sprints of different lengths such as one month Sprints, two-week Sprints, and one week Sprints. For high-stress, time critical projects, teams typically choose shorter sprints such as one week sprints. For more mature projects, longer one month sprints might be more appropriate. A team can pick whatever Sprint length makes sense for them just as long as the team is consistent. You should pick a Sprint length and stick with it. Daily Scrum During a Sprint, the developer team needs to have meetings to coordinate their work on completing the items in the Sprint Backlog. For example, the team needs to discuss who is working on what and whether any blocking issues have been discovered. Developers hate meetings (well, sane developers hate meetings). Meetings take developers away from their work of actually implementing stuff as opposed to talking about implementing stuff. However, a developer team which never has meetings and never coordinates their work also has problems. For example, Fred might get stuck on a programming problem for days and never reach out for help even though Tom (who sits in the cubicle next to him) has already solved the very same problem. Or, both Ted and Fred might have started working on the same item from the Sprint Backlog at the same time. In Scrum, these conflicting needs – limiting meetings but enabling team coordination – are resolved with the idea of the Daily Scrum. The Daily Scrum is a meeting for coordinating the work of the developer team which happens once a day. To keep the meeting short, each developer answers only the following three questions: 1. What have you done since yesterday? 2. What do you plan to do today? 3. Any impediments in your way? During the Daily Scrum, developers are not allowed to talk about issues with their cat, do demos of their latest work, or tell heroic stories of programming problems overcome. The meeting must be kept short — typically about 15 minutes. Issues which come up during the Daily Scrum should be discussed in separate meetings which do not involve the whole developer team. Stories and Tasks Items in the Product or Sprint Backlog – such as building a shopping cart or creating a Facebook page – are often referred to as User Stories or Stories. The Stories are created by the Product Owner and should represent some business need. Unlike the Product Owner, the developer team needs to think about how a Story should be implemented. At the beginning of a Sprint, the developer team takes the Stories from the Sprint Backlog and breaks the stories into tasks. For example, the developer team might take the Create a Shopping Cart story and break it into the following tasks: · Enable users to add and remote items from shopping cart · Persist the shopping cart to database between visits · Redirect user to checkout page when Checkout button is clicked During the Daily Scrum, members of the developer team volunteer to complete the tasks required to implement the next Story in the Sprint Backlog. When a developer talks about what he did yesterday or plans to do tomorrow then the developer should be referring to a task. Stories are owned by the Product Owner and a story is all about business value. In contrast, the tasks are owned by the developer team and a task is all about implementation details. A story might take several days or weeks to complete. A task is something which a developer can complete in less than a day. Some teams get lazy about breaking stories into tasks. Neglecting to break stories into tasks can lead to “Never Ending Stories” If you don’t break a story into tasks, then you can’t know how much of a story has actually been completed because you don’t have a clear idea about the implementation steps required to complete the story. Scrumboard During the Daily Scrum, the developer team uses a Scrumboard to coordinate their work. A Scrumboard contains a list of the stories for the current Sprint, the tasks associated with each Story, and the state of each task. The developer team uses the Scrumboard so everyone on the team can see, at a glance, what everyone is working on. As a developer works on a task, the task moves from state to state and the state of the task is updated on the Scrumboard. Common task states are ToDo, In Progress, and Done. Some teams include additional task states such as Needs Review or Needs Testing. Some teams use a physical Scrumboard. In that case, you use index cards to represent the stories and the tasks and you tack the index cards onto a physical board. Using a physical Scrumboard has several disadvantages. A physical Scrumboard does not work well with a distributed team – for example, it is hard to share the same physical Scrumboard between Boston and Seattle. Also, generating reports from a physical Scrumboard is more difficult than generating reports from an online Scrumboard. Estimating Stories and Tasks Stakeholders in a project, the people investing in a project, need to have an idea of how a project is progressing and when the project will be completed. For example, if you are investing in creating an e-commerce site, you need to know when the site can be launched. It is not enough to just say that “the project will be done when it is done” because the stakeholders almost certainly have a limited budget to devote to the project. The people investing in the project cannot determine the business value of the project unless they can have an estimate of how long it will take to complete the project. Developers hate to give estimates. The reason that developers hate to give estimates is that the estimates are almost always completely made up. For example, you really don’t know how long it takes to build a shopping cart until you finish building a shopping cart, and at that point, the estimate is no longer useful. The problem is that writing code is much more like Finding a Cure for Cancer than Building a Brick Wall. Building a brick wall is very straightforward. After you learn how to add one brick to a wall, you understand everything that is involved in adding a brick to a wall. There is no additional research required and no surprises. If, on the other hand, I assembled a team of scientists and asked them to find a cure for cancer, and estimate exactly how long it will take, they would have no idea. The problem is that there are too many unknowns. I don’t know how to cure cancer, I need to do a lot of research here, so I cannot even begin to estimate how long it will take. So developers hate to provide estimates, but the Product Owner and other product stakeholders, have a legitimate need for estimates. Scrum resolves this conflict by using the idea of Story Points. Different teams use different units to represent Story Points. For example, some teams use shirt sizes such as Small, Medium, Large, and X-Large. Some teams prefer to use Coffee Cup sizes such as Tall, Short, and Grande. Finally, some teams like to use numbers from the Fibonacci series. These alternative units are converted into a Story Point value. Regardless of the type of unit which you use to represent Story Points, the goal is the same. Instead of attempting to estimate a Story in hours (which is doomed to failure), you use a much less fine-grained measure of work. A developer team is much more likely to be able to estimate that a Story is Small or X-Large than the exact number of hours required to complete the story. So you can think of Story Points as a compromise between the needs of the Product Owner and the developer team. When a Sprint starts, the developer team devotes more time to thinking about the Stories in a Sprint and the developer team breaks the Stories into Tasks. In Scrum, you estimate the work required to complete a Story by using Story Points and you estimate the work required to complete a task by using hours. The difference between Stories and Tasks is that you don’t create a task until you are just about ready to start working on a task. A task is something that you should be able to create within a day, so you have a much better chance of providing an accurate estimate of the work required to complete a task than a story. Burndown Charts In Scrum, you use Burndown charts to represent the remaining work on a project. You use Release Burndown charts to represent the overall remaining work for a project and you use Sprint Burndown charts to represent the overall remaining work for a particular Sprint. You create a Release Burndown chart by calculating the remaining number of uncompleted Story Points for the entire Product Backlog every day. The vertical axis represents Story Points and the horizontal axis represents time. A Sprint Burndown chart is similar to a Release Burndown chart, but it focuses on the remaining work for a particular Sprint. There are two different types of Sprint Burndown charts. You can either represent the remaining work in a Sprint with Story Points or with task hours (the following image, taken from Wikipedia, uses hours). When each Product Backlog Story is completed, the Release Burndown chart slopes down. When each Story or task is completed, the Sprint Burndown chart slopes down. Burndown charts typically do not always slope down over time. As new work is added to the Product Backlog, the Release Burndown chart slopes up. If new tasks are discovered during a Sprint, the Sprint Burndown chart will also slope up. The purpose of a Burndown chart is to give you a way to track team progress over time. If, halfway through a Sprint, the Sprint Burndown chart is still climbing a hill then you know that you are in trouble. Team Velocity Stakeholders in a project always want more work done faster. For example, the Product Owner for the e-commerce site wants the website to launch before tomorrow. Developers tend to be overly optimistic. Rarely do developers acknowledge the physical limitations of reality. So Project stakeholders and the developer team often collude to delude themselves about how much work can be done and how quickly. Too many software projects begin in a state of optimism and end in frustration as deadlines zoom by. In Scrum, this problem is overcome by calculating a number called the Team Velocity. The Team Velocity is a measure of the average number of Story Points which a team has completed in previous Sprints. Knowing the Team Velocity is important during the Sprint Planning meeting when the Product Owner and the developer team work together to determine the number of stories which can be completed in the next Sprint. If you know the Team Velocity then you can avoid committing to do more work than the team has been able to accomplish in the past, and your team is much more likely to complete all of the work required for the next Sprint. Scrum Master There are three roles in Scrum: the Product Owner, the developer team, and the Scrum Master. I’v e already discussed the Product Owner. The Product Owner is the one and only person who maintains the Product Backlog and prioritizes the stories. I’ve also described the role of the developer team. The members of the developer team do the work of implementing the stories by breaking the stories into tasks. The final role, which I have not discussed, is the role of the Scrum Master. The Scrum Master is responsible for ensuring that the team is following the Scrum process. For example, the Scrum Master is responsible for making sure that there is a Daily Scrum meeting and that everyone answers the standard three questions. The Scrum Master is also responsible for removing (non-technical) impediments which the team might encounter. For example, if the team cannot start work until everyone installs the latest version of Microsoft Visual Studio then the Scrum Master has the responsibility of working with management to get the latest version of Visual Studio as quickly as possible. The Scrum Master can be a member of the developer team. Furthermore, different people can take on the role of the Scrum Master over time. The Scrum Master, however, cannot be the same person as the Product Owner. Using SonicAgile SonicAgile (SonicAgile.com) is an online tool which you can use to manage your projects using Scrum. You can use the SonicAgile Product Backlog to create a prioritized list of stories. You can estimate the size of the Stories using different Story Point units such as Shirt Sizes and Coffee Cup sizes. You can use SonicAgile during the Sprint Planning meeting to select the Stories that you want to complete during a particular Sprint. You can configure Sprints to be any length of time. SonicAgile calculates Team Velocity automatically and displays a warning when you add too many stories to a Sprint. In other words, it warns you when it thinks you are overcommitting in a Sprint. SonicAgile also includes a Scrumboard which displays the list of Stories selected for a Sprint and the tasks associated with each story. You can drag tasks from one task state to another. Finally, SonicAgile enables you to generate Release Burndown and Sprint Burndown charts. You can use these charts to view the progress of your team. To learn more about SonicAgile, visit SonicAgile.com. Summary In this post, I described many of the basic concepts of Scrum. You learned how a Product Owner uses a Product Backlog to create a prioritized list of tasks. I explained why work is completed in Sprints so the developer team can be more productive. I also explained how a developer team uses the daily scrum to coordinate their work. You learned how the developer team uses a Scrumboard to see, at a glance, who is working on what and the state of each task. I also discussed Burndown charts. You learned how you can use both Release and Sprint Burndown charts to track team progress in completing a project. Finally, I described the crucial role of the Scrum Master – the person who is responsible for ensuring that the rules of Scrum are being followed. My goal was not to describe all of the concepts of Scrum. This post was intended to be an introductory overview. For a comprehensive explanation of Scrum, I recommend reading Ken Schwaber’s book Agile Project Management with Scrum: http://www.amazon.com/Agile-Project-Management-Microsoft-Professional/dp/073561993X/ref=la_B001H6ODMC_1_1?ie=UTF8&qid=1345224000&sr=1-1

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  • Best way for an external (remote) graphics designer to style ASP.NET MVC 4 app?

    - by Tom K
    My customer has his own graphics designer he wants to use to style his web application we're building in ASP.NET MVC 4. Our solution is in Bitbucket, but if he can't run it what choices do we have? I doubt he uses Visual Studio 2012. One idea is for us to publish to our solution to a file system, send it to him, have him create a local IIS website on his machine (assuming he isn't using a Mac). Mocking data or pointing to a test SQL in Azure isn't a problem. Then he can make changes to .css and .cshtml files. Will this even work? The point is that he needs to be able to test his changes. I know he can modify the views and just check-in. But he needs to deliver a working design. So it seems inefficient. The graphics designer will have access to our test site so he can see how it works, what data we have and fields. Another idea is for him to build a static mock site using just HTML/CSS. Later I'd integrate his styles into customer's solution, split his html into partial views which we use and add Razor syntax. Again, we'd like to leverage graphics designer for all of this. Is there a best practice documented around this subject? How do other teams deal with this situation?

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  • Tracking download of non-html (like pdf) downloads with jQuery and Google Analytics

    - by developerit
    Hi folks, it’s been quite calm at Developer IT’s this summer since we were all involved in other projects, but we are slowly comming back. In this post, we will present a simple way of tracking files download with Google Analytics with the help of jQuery. We work for a client that offers a lot of pdf files to download on their web site and wanted to know which one are the most popular. They use Google Analytics for a long time now and we did not want to have a second interface in order to present those stats to our client. So usign IIS logs was not a idea to consider. Since Google already offers us a splendid web interface and a powerful API, we deceided to hook up simple javascript code into the jQuery click event to notify Analytics that a pdf has been requested. (function ($) { function trackLink(e) { var url = $(this).attr('href'); //alert(url); // for debug purpose // old page tracker code pageTracker._trackPageview(url); // you can use the new one too _gaq.push(["_trackPageview",url]); //always return true, in order for the browser to continue its job return true; } // When DOM ready $(function () { // hook up the click event $('.pdf-links a').click(trackLink); }); })(jQuery); You can be more presice or even be sure not to miss one click by changing the selector which hooks up the click event. I have been usign this code to track AJAX requests and it works flawlessly.

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  • Sublinear Extra Space MergeSort

    - by hulkmeister
    I am reviewing basic algorithms from a book called Algorithms by Robert Sedgewick, and I came across a problem in MergeSort that I am, sad to say, having difficulty solving. The problem is below: Sublinear Extra Space. Develop a merge implementation that reduces that extra space requirement to max(M, N/M), based on the following idea: Divide the array into N/M blocks of size M (for simplicity in this description, assume that N is a multiple of M). Then, (i) considering the blocks as items with their first key as the sort key, sort them using selection sort; and (ii) run through the array merging the first block with the second, then the second block with the third, and so forth. The problem I have with the problem is that based on the idea Sedgewick recommends, the following set of arrays will not be sorted: {0, 10, 12}, {3, 9, 11}, {5, 8, 13}. The algorithm I use is the following: Divide the full array into subarrays of size M. Run Selection Sort on each of the subarrays. Merge each of the subarrays using the method Sedgwick recommends in (ii). (This is where I encounter the problem of where to store the results after the merge.) This leads to wanting to increase the size of the auxiliary space needed to handle at least two subarrays at a time (for merging), but based on the specifications of the problem, that is not allowed. I have also considered using the original array as space for one subarray and using the auxiliary space for the second subarray. However, I can't envision a solution that does not end up overwriting the entries of the first subarray. Any ideas on other ways this can be done? NOTE: If this is suppose to be on StackOverflow.com, please let me know how I can move it. I posted here because the question was academic.

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  • Why does tracerpt use up all of my Sql Server's memory?

    - by Cypher
    We have a MS Sql Server 2008 machine with 12 GB of RAM... twice now within the last week this server was knocked on its backside by a process called "tracerpt.exe" which was found to have taken up ALL of the system's memory and leaving nothing for sqlserver. Done my homework, figured out what this program is... but still no idea why it's hogging up so much RAM (though I have an idea), nor what application is actually executing it. This server is the back-end to a Microsoft Dynamics CRM 4.0 application which is hosted on a separate server and is our production database used for just about everything. If this program is necessary, I would like to be able to find the application that is executing this thing and remove it or disable whatever feature is causing this quite annoying occurrence. Any ideas?

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  • I'm Not Bi-Polar, I'm Bi-Winning

    - by David Dorf
    On March 1st, Charlie Sheen joined Twitter and was able to amass 1M followers in 25 hours and 17 minutes, setting an official world record.  So why does it take your brand so long to collect followers?  Easy: you're brand isn't a train wreck.Wouldn't it be great if your customers we chatting about your products as much as they're talking about Charlie #winning?  There are a couple things retailers can do.  First, you can offer check-ins to your customers, which can occasionally get a "ooh, what are you buying there?" in the social network. Another methods is to allow customer to "like" particular products on your Web site.  Companies like Wet Seal excel at that.We've been experimenting with automatic posting from the POS, assuming a customer has opted-in.  When you buy something in a store, the POS can automatically post "Dave just bought something at Wet Seal" to Facebook, Twitter, and Foursquare simultaneously.  We stopped short of mentioning the specific product so we don't pull a Beacon.  The idea is the same: get the conversation started.  Give customers a virtual water-cooler where they can discuss products and influence buying decisions.The guys over at ShopSocially have done something very similar.  On the Facebook page for Cafe Press, customers can claim purchases, effectively bragging on their walls.  Each posting goes through the Facebook newsfeed and gets friends interested.  They are seeing over 1,000 purchases being shared daily, and that's generating over 300,000 brand impressions.Sounds like a winning idea.

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  • How to Make Sure your Company Don't Go Underwater if Your Programmers are Hit by Bus

    - by Graviton
    I have a few programmers under me, they are all doing very great and very smart obviously. Thank you very much. But the problem is that each and every one of them is responsible for one core area, which no one else on the team have foggiest idea on what it is. This means that if anyone of them is taken out, my company as a business is dead because they aren't replaceable. I'm thinking about bringing in new programmers to cover them, just in case they are hit by a bus, or resign or whatever. But I afraid that The old programmers might actively resist the idea of knowledge transfer, fearing that a backup might reduce their value. I don't have a system to facilitate technology transfer between different developers, so even if I ask them to do it, I've no assurance that they will do it properly. My question is, How to put it to the old programmers in such they would agree What are systems that you use, in order to facilitate this kind of "backup"? I can understand that you can do code review, but is there a simple way to conduct this? I think we are not ready for a full blown, check-in by check-in code review.

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  • Mouse pointer strange problem...

    - by Paska
    Hi all, i have last ubuntu installed (10.10), but from an year and thousand updates, video drivers updates, an hundreds of tricks, the mouse pointer is showed like an UGLY square... These are the screenshots: First Second I have no idea what to do to solve this problem. Anyone of you have an idea to solve it? Edit: this problem was encountered from 8.10+! Edit 2, Video card specifications: paska@ubuntu:~$ hwinfo --gfxcard 35: PCI 100.0: 0300 VGA compatible controller (VGA) [Created at pci.318] UDI: /org/freedesktop/Hal/devices/pci_1106_3230 Unique ID: VCu0.QX54AGQKWeE Parent ID: vSkL.CP+qXDDqow8 SysFS ID: /devices/pci0000:00/0000:00:01.0/0000:01:00.0 SysFS BusID: 0000:01:00.0 Hardware Class: graphics card Model: "VIA K8M890CE/K8N890CE [Chrome 9]" Vendor: pci 0x1106 "VIA Technologies, Inc." Device: pci 0x3230 "K8M890CE/K8N890CE [Chrome 9]" SubVendor: pci 0x1043 "ASUSTeK Computer Inc." SubDevice: pci 0x81b5 Revision: 0x11 Memory Range: 0xd0000000-0xdfffffff (rw,prefetchable) Memory Range: 0xfa000000-0xfaffffff (rw,non-prefetchable) Memory Range: 0xfbcf0000-0xfbcfffff (ro,prefetchable,disabled) IRQ: 16 (10026 events) I/O Ports: 0x3c0-0x3df (rw) Module Alias: "pci:v00001106d00003230sv00001043sd000081B5bc03sc00i00" Driver Info #0: Driver Status: viafb is not active Driver Activation Cmd: "modprobe viafb" Config Status: cfg=new, avail=yes, need=no, active=unknown Attached to: #17 (PCI bridge) Primary display adapter: #35 paska@ubuntu:~$ thanks, A

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  • Ada and 'The Book'

    - by Phil Factor
    The long friendship between Charles Babbage and Ada Lovelace created one of the most exciting and mysterious of collaborations ever to have resulted in a technological breakthrough. The fireworks that created by the collision of two prodigious mathematical and creative talents resulted in an invention, the Analytical Engine, which went on to change society fundamentally. However, beyond that, we just don't know what the bulk of their collaborative work was about:;  it was done in strictest secrecy. Even the known outcome of their friendship, the first programmable computer, was shrouded in mystery. At the time, nobody, except close friends and family, had any idea of Ada Byron's contribution to the invention of the ‘Engine’, and how to program it. Her great insight was published in August 1843, under the initials AAL, standing for Ada Augusta Lovelace, her title then being the Countess of Lovelace. It was contained in a lengthy ‘note’ to her translation of a publication that remains the best description of Babbage's amazing Analytical Engine. The secret identity of the person behind those enigmatic initials was finally revealed by Prince de Polignac who, seventy years later, wrote to Ada's daughter to seek confirmation that her mother had, indeed, been the author of the brilliant sentences that described so accurately how Babbage's mechanical computer could be programmed with punch-cards. L.F. Menabrea's paper on the Analytical Engine first appeared in the 'Bibliotheque Universelle de Geneve' in October 1842, and Ada translated it anonymously for Taylor's 'Scientific Memoirs'. Charles Babbage was surprised that she had not written an original paper as she already knew a surprising amount about the way the machine worked. He persuaded her to at least write some explanatory notes. These notes ended up extending to four times the length of the original article and represented the first published account of how a machine could be programmed to perform any calculation. Her example of programming the Bernoulli sequence would have worked on the Analytical engine had the device’s construction been completed, and gave Ada an unassailable claim to have invented the art of programming. What was the reason for Ada's secrecy? She was the only legitimate child of Lord Byron, who was probably the best known celebrity of the age, so she was already famous. She was a senior aristocrat, with titles, a fortune in money and vast estates in the Midlands. She had political influence, and was the cousin of Lord Melbourne, who was the Prime Minister at that time. She was friendly with the young Queen Victoria. Her mathematical activities were a pastime, and not one that would be considered by others to be in keeping with her roles and responsibilities. You wouldn't dare to dream up a fictional heroine like Ada. She was dazzlingly beautiful and talented. She could speak several languages fluently, and play some musical instruments with professional skill. Contemporary accounts refer to her being 'accomplished in science, art and literature'. On top of that, she was a brilliant mathematician, a talent inherited from her mother, Annabella Milbanke. In her mother's circle of literary and scientific friends was Charles Babbage, and Ada's friendship with him dates from her teenage zest for Mathematics. She was one of the first people he'd ever met who understood what he had attempted to achieve with the 'Difference Engine', and with whom he could converse as intellectual equals. He arranged for her to have an education from the most talented academics in the country. Ada melted the heart of the cantankerous genius to the point that he became a faithful and loyal father-figure to her. She was one of the very few who could grasp the principles of the later, and very different, ‘Analytical Engine’ which was designed from the start to tackle a variety of tasks. Sadly, Ada Byron's life ended less than a decade after completing the work that assured her long-term fame, in November 1852. She was dying of cancer, her gambling habits had caused her to run up huge debts, she'd had more than one affairs, and she was being blackmailed. Her brilliant but unempathic mother was nursing her in her final illness, destroying her personal letters and records, and repaying her debts. Her husband was distraught but helpless. Charles Babbage, however, maintained his steadfast paternalistic friendship to the end. She appointed her loyal friend to be her executor. For years, she and Babbage had been working together on a secret project, known only as 'The Book'. We have a clue to what it was in a letter written by her nine years earlier, on 11th August 1843. It was a joint project by herself and Lord Lovelace, her husband, and was intended to involve Babbage's 'undivided energies'. It involved 'consulting your Engine' (it required Babbage’s computer). The letter gives no hint about the project except for the high-minded nature of its purpose, and its highly mathematical nature.  From then on, the surviving correspondence between the two gives only veiled references to 'The Book'. There isn't much, since Babbage later destroyed any letters that could have damaged her reputation within the Establishment. 'I cannot spare the book today, which I am very sorry for. At the moment I want it for constant reference, but I think you can have it tomorrow' (Oct 1844)  And 'I will send you the book directly, and you can say, when you receive it, how long you will want to keep it'. (Nov 1844)  The two of them were obviously intent on the work: She writes, four years later, 'I have an engagement for Wednesday which will prevent me from attending to your wishes about the book' (Dec 1848). This was something that they both needed to work on, but could not do in parallel: 'I will send the book on Tuesday, and it can be left with you till Friday' (11 Feb 1849). After six years work, it had been so well-handled that it was beginning to fall apart: 'Don't forget the new cover you promised for the book. The poor book is very shabby and wants one' (20 Sept 1849). So what was going on? The word 'book' was not a code-word: it was a real book, probably a 'printer's blank', plain paper, but properly bound so printers and publishers could show off how the published work might look. The hints from the correspondence are of advanced mathematics. It is obvious that the book was travelling between them, back and forth, each one working on it for less than a week before passing it back. Ada and her husband were certainly involved in gambling large sums of money on the horses, and so most biographers have concluded that the three of them were trying to calculate the mathematical odds on the horses. This theory has three large problems. Firstly, Ada's original letter proposing the project refers to its high-minded nature. Babbage was temperamentally opposed to gambling and would scarcely have given so much time to the project, even though he was devoted to Ada. Secondly, Babbage would have very soon have realized the hopelessness of trying to beat the bookies. This sort of betting never attracts his type of intellectual background. The third problem is that any work on calculating the odds on horses would not need a well-thumbed book to pass back and forth between them; they would have not had to work in series. The original project was instigated by Ada, along with her husband, William King-Noel, 1st Earl of Lovelace. Charles Babbage was invited to join the project after the couple had come up with the idea. What could William have contributed? One might assume that William was a Bertie Wooster character, addicted only to the joys of the turf, but this was far from the truth. He was a scientist, a Cambridge graduate who was later elected to be a Fellow of the Royal Society. After Eton, he went to Trinity College, Cambridge. On graduation, he entered the diplomatic service and acted as secretary under Lord Nugent, who was Lord Commissioner of the Ionian Islands. William was very friendly with Babbage too, able to discuss scientific matters on equal terms. He was a capable engineer who invented a process for bending large timbers by the application of steam heat. He delivered a paper to the Institution of Civil Engineers in 1849, and received praise from the great engineer, Isambard Kingdom Brunel. As well as being Lord Lieutenant of the County of Surrey for most of Victoria's reign, he had time for a string of scientific and engineering achievements. Whatever the project was, it is unlikely that William was a junior partner. After Ada's death, the project disappeared. Then, two years later, Babbage, through one of his occasional outbursts of temper, demonstrated that he was able to decrypt one of the most powerful of secret codes, Vigenère's autokey cipher.  All contemporary diplomatic and military messages used a variant of this cipher. Babbage had made three important discoveries, namely, the mathematical law of this cipher, the principle of the key periodicity, and the technique of the symmetry of position. The technique is now known as the Kasiski examination, also called the Kasiski test, but Babbage got there first. At one time, he listed amongst his future projects, the writing of a book 'The Philosophy of Decyphering', but it never came to anything. This discovery was going to change the course of history, since it was used to decipher the Russians’ military dispatches in the Crimean war. Babbage himself played a role during the Crimean War as a cryptographical adviser to his friend, Rear-Admiral Sir Francis Beaufort of the Admiralty. This is as much as we can be certain about in trying to make sense of the bulk of the time that Charles Babbage and Ada Lovelace worked together. Nine years of intensive work, involving the 'Engine' and a great deal of mathematics and research seems to have been lost: or has it? I've argued in the past http://www.simple-talk.com/community/blogs/philfactor/archive/2008/06/13/59614.aspx that the cracking of the Vigenère autokey cipher, was a fundamental motive behind the British Government's support and funding of the 'Difference Engine'. The Duke of Wellington, whose understanding of the military significance of being able to read enemy dispatches, was the most steadfast advocate of the project. If the three friends were actually doing the work of cracking codes by mathematical techniques that used the techniques of key periodicity, and symmetry of position (the use of a book being passed quickly to and fro is very suggestive), intending to then use the 'Engine' to do the routine cracking of each dispatch, then this is a rather different story. The project was Ada and William's idea. (William had served in the diplomatic service and would be familiar with the use of codes). This makes Ada Lovelace the initiator of a project which, by giving both Britain, and probably the USA, a diplomatic and military advantage in the second part of the Nineteenth century, changed world history. Ada would never have wanted any credit for cracking the cipher, and developing the method that rendered all contemporary military and diplomatic ciphering techniques nugatory; quite the reverse. And it is clear from the gaps in the record of the letters between the collaborators that the evidence was destroyed, probably on her request by her irascible but intensely honorable executor, Charles Babbage. Charles Babbage toyed with the idea of going public, but the Crimean war put an end to that. The British Government had a valuable secret, and intended to keep it that way. Ada and Charles had quite often discussed possible moneymaking projects that would fund the development of the Analytic Engine, the first programmable computer, but their secret work was never in the running as a potential cash cow. I suspect that the British Government was, even then, working on the concealment of a discovery whose value to the nation depended on it remaining so. The success of code-breaking in the Crimean war, and the American Civil war, led to the British and Americans  subsequently giving much more weight and funding to the science of decryption. Paradoxically, this makes Ada's contribution even closer to the creation of Colossus, the first digital computer, at Bletchley Park, specifically to crack the Nazi’s secret codes.

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  • How to Make Sure Your Company Doesn't Go Underwater If Your Programmers Win the Lottery

    - by Graviton
    I have a few programmers under me, they are all doing very great and very smart obviously. Thank you very much. But the problem is that each and every one of them is responsible for one core area, which no one else on the team have foggiest idea on what it is. This means that if anyone of them is taken out, my company as a business is dead because they aren't replaceable. I'm thinking about bringing in new programmers to cover them, just in case they are hit by a bus, or resign or whatever. But I afraid that The old programmers might actively resist the idea of knowledge transfer, fearing that a backup might reduce their value. I don't have a system to facilitate technology transfer between different developers, so even if I ask them to do it, I've no assurance that they will do it properly. My question is, How to put it to the old programmers in such they would agree What are systems that you use, in order to facilitate this kind of "backup"? I can understand that you can do code review, but is there a simple way to conduct this? I think we are not ready for a full blown, check-in by check-in code review.

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  • Bulletin Board System with tagging, email notification

    - by user678220
    I am looking for nice BBS system, Bulletin Board System, Discussion Board, or nice in-company communication platform. There are lots of people, about 30 people, joining in our project. We would like to share idea among us on that platform. We can post questions and concerns related with the project, and we would like to respond each other. Here is my list of functionality I want: Tagging Thread e.g) Announcement, Finance, Legal, Idea. One thread can have multiple Tags. members can set on/off to receive email when new comments are posted. They can set on/off on each Tag. e.g) one member on to receive email related with "Announcement", but off to receive "Finance". Thread owner can change threads' tag any time. Thread can have several type of post. Thread can be "vote" thread. Everyone can vote their opinion. Thread can be "action plan" thread. In this thread, "who" will "what" remains in the thread. By viewing all "action plan" thread, all action plans needed in the company is visualized.

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  • build a Database from Ms Word list information...

    - by Jayron Soares
    Please someone can advise me how to approach a given problem: I have a sequential list of metadata in a document in MS Word. The basic idea is create a python algorithm to iterate over of the information, retrieving just the name of PROCESS, when is made a queue, from a database. for example. Process: Process Walker (1965) Exact reference: Walker Process Equipment., nc. v. Food Machinery Corp.. Link: http://caselaw.lp.findlaw.com/scripts/getcase.pl?court=US&vol=382&invol= Type of procedure: Certiorari To The United States Court of Appeals for the SeventhCircuit. Parties: Walker Process Equipment, Inc. Sector: Systems is … Start Date: October 12-13 Arguedas, 1965 Summary: Food Machinery Company has initiated a process to stop or slow the entry of competitors through the use of a patent obtained by fraud. The case concerned a patenton "knee ction swing diffusers" used in aeration equipment for sewage treatment systems, and the question was whether "the maintenance and enforcement of a patent obtained by fraud before the patent office" may be a basis for antitrust punishment. Report of the evolution process: petitioner, in answer to respond .. Importance: a) First case which established an analysis for the diagnosis of dispute… There are about 200 pages containing the information above. I have in mind the idea of creating an algorithm in python to be able to break this information sequenced and try to store them in a web database[open source application that I’m looking for] in order to allow for free consultations ...

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  • Design For Asynchronous User Interface

    - by Sohnee
    I have been working on a integration that has posed an interesting user interface conundrum that I would like suggestions for. The user interface is displayed within a third party product. The state of the interface is supplied by calls to a service I have written. There can be small delays between the actual state changing the the user interface changing due to the polling for state by the third party. When a user interacts with the user interface, requests are sent back to my application. This then affects the state and the next state poll request will update the user interface. The problem is that the delay between pressing a button and seeing the user interface update is perhaps 1 or 2 seconds and in usability testing I can see that people are clicking again before the user interface updates, thinking that they haven't properly clicked the first time. Given the constraints (we can only update the user interface via the polling mechanism - if we updated it when they clicked, the polling might return and overwrite the change causing unpredictable / undesirable results)... what can we do to make the user experience better. My current idea is to show a message for a couple of seconds so people know their click was accepted, the message would not be affected by the state polling, so wouldn't be prematurely removed / overwritten etc. I'm sure there are other ideas out there and I'm also confident someone has a better idea that I have!

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  • Revocation status of DC can't be verified

    - by DotGeorge
    A Domain Controller within my forest was working fine (as the story usually goes). Then, suddenly, I can't logon with my smart card. Instead, I'm greeted with the following message: The system could not log you on. The revocation status of the domain controller certificate used for smart card authentication could not be determined. I literally have no idea what's happened here. As an attempted quick fix, I removed the root certificate which issued the Smart Card's certificate from the CA of both the client and DC. Then imported a newly exported one from the DC in question. Same issue. I've spotted a number of related articles on Microsoft's forums and a HP support document. Each don't really shed much light as it's a generic error message apparently. Having said all of this, other smart cards (issued from other DCs) work fine. So I have no idea what's up with this one.

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  • Twitter API Voting System

    - by Richard Jones
    So I blatantly got this idea from the MIX 10 event. At MIX they held a rockband talent competition type thing (I’m not quite sure of all the details).    But the interesting part for me is how they collected votes. They used Twitter (what else, when you have a few thousand geeks available to you). The basic idea was that you tweeted your vote with a # tag, i.e #ROCKBANDVOTE vote Richard How cool….    So the question is how do you write something to collate and count all the votes?   Time to press the magic Visual Studio new Project button… Twitter has a really nice API that can be invoked from .NET.   This is the snippet of code that will search for any given phrase i.e #ROCKBANDVOTE   public static XmlDocument GetSearchResults(string searchfor) { return GetSearchResults(searchfor, ""); }   public static XmlDocument GetSearchResults(string searchfor, string sinceid) { XmlDocument retdoc = new XmlDocument();   try { string url = "http://search.twitter.com/search.atom?&q=" + searchfor; if (sinceid.Length > 0) url += "since_id=" + sinceid; HttpWebRequest request = (HttpWebRequest)WebRequest.Create(url); request.Method = "POST"; request.ContentType = "application/x-www-form-urlencoded"; WebResponse res = request.GetResponse(); retdoc.Load(res.GetResponseStream()); res.Close();   } catch { } return retdoc; } } I’ve got two overloads, that optionally let you pass in the last ID to look for as well as what you want to search for. Note that Twitter rate limits the amount of requests you can send,  see http://apiwiki.twitter.com/Rate-limiting So realistically I wanted my app to run every hour or so and only pull out results that haven’t been received before (hence the overload to pass in the sinceid parameter). I’ll post the code when finished that parses the returned XML.

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  • OSX: Undeletable files

    - by geoffjentry
    So via what I suspect is a cron'd rsync gone awry, I noticed that I have ~25000 variants of .DS_Store in a directory that's on an external disk, they're named "..DS_Store.FOO" where FOO varies. The problem is that I can seem to delete them, even using the various tricks I've seen over the years for removing files with oddball names. No problem, I said - I moved all of the real files into another directory and then just tried to do an 'rm -r' on the original directory ... no luck, it fails to delete those files and says directory not empty. Tried it again with 'rm -rf' and still no luck. I have no idea how to get rid of this thing, does anyone have any idea?

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  • Multiple stores for the same niche

    - by pandronic
    I started developing a new niche of products in my country about 3 years ago. That's when I opened my first store. Everything went fine, until a year ago, when someone I thought was a friend secretly stole my idea and made his own competing store. I was pretty upset when I caught him and decided to make it as difficult as possible for him, so I made another 4 stores, trying to get him as low as possible in the search results. The new sites have similar products (although not 100% identical), slightly different titles, images and prices. They look different and are built on different e-commerce platforms. They are all hosted on the same server, have roughly the same backlinks, use the same Google account for Analytics, have the same support phone numbers etc etc. I wasn't thinking that I'm doing something fishy, so I didn't try to hide anything. Trouble is that those sites, after doing fine for a few months, dropped like bricks in search results, almost to the point that they can't be found at all. At the moment, the only site that ranks relatively well is the original one and a couple of secondary pages with no importance from one of the other sites. How did this happen? Does Google have something against this practice? Did they take action by themselves when they realized that I was trying to monopolize this niche, or did my competitor report me for some kind of webspam? And more importantly, what do I do now? Do I shutdown all but my original site and 301 redirect users to it from the others? Can I report my competitor for engaging in the same practice? (He fought back and now he has 3-4 sites, some of which still rank kind of OKish, also he has no idea about web development, SEO or marketing, he just crudely copies what I do and is slowly but surely starting to do better than me).

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