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  • Platformer Enemy AI

    - by hayer
    I'm currently developing a platformer shooter. The game is multiplayer and while my net code could use some real work I have put that off for the time, so currently I'm trying to implement the AI. The game is pretty simple; Players run around on a map filled with a X amount of zombies that try to eat their brains, classic and overused I know. Weapons spawn at random intervals around the map. The problem is that the zombies, when they find their pray the have to follow it for some while.. And here is the problem, running the AI navcode seems to take for ever. So here is the ideas I have come up with so far Have the AI update at different intervals with a maximum of Y ms with no updates. Have the zombies assigned to groups of zombies. One is appointed the leader of the group who finds the way to the player - the rest just follows the leader. If the leader dies another one of the zombies in the group is appointed president of the zombie swarm. If there is less than five zombies in a group they try to meet up with other zombies.(Aka they are assigned to a different group and therefor a new leader) Multi-threading option one or two? For navigation I have some kinda navmesh(since the game is not tile-based) that tells the zombies where they can walk etc. If anyone else got some ideas on how to do navigation I would love some input. For LoS(zombie - player) I have split the map into grids. If the players grid is connected to the zombies grid(if I go with option two I would only need to check if leader zombies grid is connected to player, aka less checks) - if they are connected and there is more than 250ms since last check do a raytrace.. This is my first time programming AI so input on any field is appreciated.

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  • How to Deal with a Difficult Boss?

    - by Anonymous
    I have some problems with my boss, it's quite a long story :) About one year ago, I'm working as team leader of project X. Everything work fine until one of my fellow (staff) flame me that I have problem with ALL member in our team, that guy also flame me to other staff that I report them with a poor performance. My boss call me and blame me without ask a single question. I try to explain everything to my boss but she doesn't listen to me. One month later, we have a meeting. This is only team leader's meeting, my boss talk about this problem with other team leader. There are two person who have worked with this guy, they all say "This guy cannot trust". That guy had do same thing same problem with his former team leader. Finally, everything's clear and I think I gain some trust from her. I can say that I'm the best team leader in her hand, as only project that archive more than 120% profit. Then I move to new project, this is bigger project and I can manage it quite good. But I have a problem again. One of my staff always leave and does not follow our company rule, I call him to talk and tell him that you cannot do this because that's not allow in our company. He also changed working time record file of himself, then I call him to warn again. This time he ask me to move to another project so I go to talk to my boss. She come to my building when I'm not there (other staff call me) and talk with that guy (who have problem with me); I think she still not trust me. And AGAIN, she believe what that guy said and I got blamed. I want to know how can I deal with this kind of boss, or is it better to find a new job, or any other suggestion about this problem? Thank you :) Additional information: Even my job title is "Team Leader" but it's my responsibility to manage staff working time and their behavior. This responsible is my company's rule.

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  • How to unit test synchronized code

    - by gillJ
    Hi, I am new to Java and junit. I have the following peice of code that I want to test. Would appreciate if you could send your ideas about what's the best way to go about testing it. Basically, the following code is about electing a leader form a Cluster. The leader holds a lock on the shared cache and services of the leader get resumed and disposed if it somehow looses the lock on the cache. How can i make sure that a leader/thread still holds the lock on the cache and that another thread cannot get its services resumed while the first is in execution? public interface ContinuousService { public void resume(); public void pause(); } public abstract class ClusterServiceManager { private volatile boolean leader = false; private volatile boolean electable = true; private List<ContinuousService> services; protected synchronized void onElected() { if (!leader) { for (ContinuousService service : services) { service.resume(); } leader = true; } } protected synchronized void onDeposed() { if (leader) { for (ContinuousService service : services) { service.pause(); } leader = false; } } public void setServices(List<ContinuousService> services) { this.services = services; } @ManagedAttribute public boolean isElectable() { return electable; } @ManagedAttribute public boolean isLeader() { return leader; } public class TangosolLeaderElector extends ClusterServiceManager implements Runnable { private static final Logger log = LoggerFactory.getLogger(TangosolLeaderElector.class); private String election; private long electionWaitTime= 5000L; private NamedCache cache; public void start() { log.info("Starting LeaderElector ({})",election); Thread t = new Thread(this, "LeaderElector ("+election+")"); t.setDaemon(true); t.start(); } public void run() { // Give the connection a chance to start itself up try { Thread.sleep(1000); } catch (InterruptedException e) {} boolean wasElectable = !isElectable(); while (true) { if (isElectable()) { if (!wasElectable) { log.info("Leadership requested on election: {}",election); wasElectable = isElectable(); } boolean elected = false; try { // Try and get the lock on the LeaderElectorCache for the current election if (!cache.lock(election, electionWaitTime)) { // We didn't get the lock. cycle round again. // This code to ensure we check the electable flag every now & then continue; } elected = true; log.info("Leadership taken on election: {}",election); onElected(); // Wait here until the services fail in some way. while (true) { try { Thread.sleep(electionWaitTime); } catch (InterruptedException e) {} if (!cache.lock(election, 0)) { log.warn("Cache lock no longer held for election: {}", election); break; } else if (!isElectable()) { log.warn("Node is no longer electable for election: {}", election); break; } // We're fine - loop round and go back to sleep. } } catch (Exception e) { if (log.isErrorEnabled()) { log.error("Leadership election " + election + " failed (try bfmq logs for details)", e); } } finally { if (elected) { cache.unlock(election); log.info("Leadership resigned on election: {}",election); onDeposed(); } // On deposition, do not try and get re-elected for at least the standard wait time. try { Thread.sleep(electionWaitTime); } catch (InterruptedException e) {} } } else { // Not electable - wait a bit and check again. if (wasElectable) { log.info("Leadership NOT requested on election ({}) - node not electable",election); wasElectable = isElectable(); } try { Thread.sleep(electionWaitTime); } catch (InterruptedException e) {} } } } public void setElection(String election) { this.election = election; } @ManagedAttribute public String getElection() { return election; } public void setNamedCache(NamedCache nc) { this.cache = nc; }

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  • Generating Random Records Date Wise

    - by Julian
    I work for a non-profit organization where we send volunteers to aided schools everyday. I am creating a site to display this info and am using SQL server express. I want some help regarding a query so here's my first post We have 15 volunteers currently who will go to 4 different schools to teach. Here are some conditions: We have to create a 'new' group comprising of 1 Leader and 4 TeamSupporters 'every day' except Sunday who will go to teach everyday If a person becomes a Leader in a week, he cannot become a leader again for the same week. A leader can become a TeamSupporter in the same week. Moving ahead, we can have more number of school to target, so 4 is not a constant Here's how the output should look like School1 School2 School3 School4 Jun14 Leader V6 V6 V6 V6 Support1 V3 V3 V3 V3 Support2 V9 V9 V9 V9 Support3 V12 V12 V12 V12 Support4 V1 V1 V1 V1 Jun15 Leader V2 V2 V2 V2 Support1 V7 V7 V7 V7 Support2 V9 V9 V9 V9 Support3 V8 V8 V8 V8 Support4 V11 V11 V11 V11 Jun16 Leader V9 V9 V9 V9 Support1 V6 V6 V6 V6 Support2 V4 V4 V4 V4 Support3 V3 V3 V3 V3 Support4 V14 V14 V14 V14 and so on..

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  • ubuntu 12.10 can't find java, but it's exists!

    - by William
    I installed ZendStudio 5.5.1 on Ubuntu 12.04 and it runs well , no problem. Today, I download Ubuntu 12.10 and intalled it on my / but keep the /home partition. And now, I can't run the ZendStudio any more, it gives me this error: strings: '/lib/libc.so.6': No such file ./ZDE: 1714: exec: /home/william/Zend/ZendStudio-5.5.1/jre/bin/java: not found But the java file exist! What's wrong? Thanks!

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  • Is there only one distribution certificate per team leader or one per application?

    - by dbonneville
    I'm confused by the dev and dist cert. I got one app in the store, but I named my certs after my first app. Was this a mistake? I'm ready to go on my second app. But XCode is selected the dist cert with the old app name on it. It built without error. Though I named it wrong, will it still work? XCode is automatically picking this cert for me. Is this right? You need a new app ID for each app so you can 1) put in plist, 2) put in code signing section on Build tab of Target info, but you don't need a new dev and dist cert for each new app. Therefore is this right too? For each app you develop, you only need your original dev and dist cert, but a new app ID for each app. This is so obscure! I wish apple had done a better job!

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  • How do you manage your time as a team leader?

    - by Bryan Slatner
    Where I work, my role has been evolving from a pure development role to team leadership. I find that this suits me, and I'm generally enjoying it. One aspect of the job that continually vexes me, though, is time management. My day used to be pure coding. Now, I still have a largely full plate of coding duties, but I'm expected to mentor other developers, work on requirements, make design decisions for other developers, evaluate bug reports from users, assign them to developers, and so on. I find that my day has become on interruption after another and the prolonged periods of sustained concentration needed to get any actual quality coding done are becoming rarer and rarer. Today, I finally grabbed my laptop and escaped to a coffee shop so I could get some actual work done. How do the team leads here manage their day -- or manage their workplace -- so they don't let their administrative tasks overwhelm them?

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  • How to use css to change <pre> font size

    - by user289346
    pre{font-family:cursive;font-style:italic;font-size:xxx-small} how to change pre font size Hancock New Hampshire: Massachusetts: Rhode Island: Connecticut: New York: New Jersey: Pennsylvania: Josiah Bartlett, John Hancock, Stephen Hopkins, Roger Sherman, William Floyd, Richard Stockton, Robert Morris, William Whipple, Samuel Adams, William Ellery Samuel Huntington, Philip Livingston, John Witherspoon, Benjamin Franklin, Matthew Thornton

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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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  • The challenge of giving a positive No

    - by MarkPearl
    I find it ironic that the more I am involved in the software industry, the more apparent it becomes that soft skills are just as if not more important than the technical abilities of a developer. One of the biggest challenges I have faced in my career is in managing client expectations to what one can deliver and being able to work with multiple clients. If I look at where things commonly go pear shaped, one area features a lot is where I should have said "No" to a request, but because of the way the request was made I ended up saying yes. Time and time again this has caused immense pain. Thus, when I saw on Amazon that they had a book titled "The power of a positive no" by William Ury I had to buy it and read it. In William's book he explains an approach to saying No that while extremely simple does change the way a No is presented. In essence he talks of a pattern the Yes! > No > Yes? Pattern. 1. Yes! -> positively and concretely describing your core interests and values 2. No. -> explicitly link your no to this YES! 3. Yes? -> suggest another positive outcome or agreement to the other person Let me explain how I understood it. If you are working on a really important project and someone asks you to do add a quick feature to another project, your Yes! would be to the more important project, which would mean a No to the quick feature, and an option for your Yes? may be an alternative time when you can look at it.. An example of an appropriate response would be... It is really important that I keep to the commitment that I made to this customer to finish his project on time so I cannot work on your feature right now but I am available to help you in a weeks time. William then goes on to explain the type of behaviour a person may display when the no is received. He illustrates this with a diagram called the curve of acceptance. William points out that if you are aware of the type of behaviour you can expect it empowers you to stay true to your no. Personally I think reading and having an understanding of the “soft” side of things like saying no is invaluable to a developer.

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  • Configuration Deployment to Linux Systems

    - by William
    Hello, I'm looking for a nice way to add / remote ips (and possibly interact with an asset inventory system to track where ips are), start / stop processes, download logs, and all around genearal system admin duties from one place. It's okay if I require more than 1 program. That would still be better than having 50 million terminals open and trying to trace ip assignments etc on whiteboards. I'd also like to know if anyone knows any good asset management programs. Best Regards, William

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  • Checking if your SIMPLE databases need a log backup

    - by Fatherjack
    Hopefully you have read the blog by William Durkin explaining why your SIMPLE databases need a log backup in some cases. There is a SQL Server bug that means in some cases databases are marked as being in SIMPLE RECOVERY but have a log wait type that shows they are not properly configured. Please read his blog for the full explanation and a great description of how to reproduce the issue. As part of our (William happens to be my Boss) work to recover our affected databases I wrote this small PowerShell script to quickly check our servers for databases that needed the attention that William details.  cls $Servers = “Server01″,”Server02″,”etc”,”etc” foreach($Server in $Servers){ write-host “************” $server “****************”     $server = New-Object Microsoft.sqlserver.management.smo.server $Server     foreach($db in $Server.databases){         $db | where {$_.RecoveryModel -eq “Simple” -and $_.logreusewaitstatus -ne “nothing”} | select name, LogReuseWaitStatus     } } If you get any results from this query then you should consult Williams blog for the details on what action you should take. This script does give out false positives if in some circumstances depending on how busy your databases are. Hopefully this will let you check your servers quickly and if you find any problems you can reference Williams blog to understand what you need to do.

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  • Should I break contract early?

    - by cbang
    About 7 months ago I made the switch from a 5 year permie role (as a support developer in C#) to a contract role. I did this because I was stagnating in my old role. The extra cash contracting is really helping too. Unfortunately my team leader has taken a dislike to me from day 1. He regularly tells me I went out contracting too early, and frequently remarks that people in their 20's have no idea what they are talking about (I am 29). I was recently given the task of configuring our reports via our in house reporting library. It works off of a database driven criteria base, with controls being loaded as needed. The configs can get fairly complex, with controls having various levels of dependency on each other. I had a short time frame to get 50 reports working, and I was told to just get the basic configuration done, after which they will be handed over to the reporting team for fine tuning, then the test team. Our updated system was deployed 2 weeks ago, and it turned out that about 15 reports had issues causing incorrect data to be returned. Upon investigation I discovered that the reporting team hadn't even looked at them, and the test team hadn't bothered to test the reports. In spite of this, my team leader has told me that it is 100% my fault. As a result, our help desk got hit hard. I worked back until 2am that night to fix the highest priority issues (on my wedding anniversary!). The next day I arrive at work at 7:45 am to continue with the fixes. I got no thanks, but keep getting repeatedly told by my manager that "I fucked up" and "this is all my fault". I told my team leader I would spend part of my weekend working to fix the remaining issues. His response was "so you fucking should! you fucked it all up!" in front of the rest of the team. I responded "No worries." and left. I spent a decent chunk of my weekend working on it. Within 2 business days of finding out about the issues, I had all the medium and high priority issues fixed. The only comments my team leader has made to me in the last 2 weeks is to tell me how I have caused a big mess, and to tell me it was all my fault. I get this multiple times a day. If I make any jokes to anyone else in the team, I get told not to be a smartass... even though the rest of the team jokes throughout the day. Apart from that, all I get is angry looks any time I am anywhere near the guy. I don't give any response other than "alright" or silence when he starts giving me a hard time. Today we found out that the pilot release for the next stage has been pushed back. My team leader has said this was caused by me (but the higher ups said no such thing). He also said I have "no understanding of the ramifications of my actions". My question is, should I break contract (I am contracted until June 30) and find another role? No one else in my team will speak up in my favour, as they are contractors too and have no interest in rocking the boat. I could complain to my team leaders boss, but I can't see that helping, as I will still be stuck in the same team. As this is my first contract, I imagine getting the next one will be hard without a reference. I can't figure out if this guy is trying to get me fired up to provoke a confrontation (the guy loves conflict), or if he is just venting anger, or what. Copping this blame day after day is really wearing me down and making me depressed... especially since I have a wife and kid to support).

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  • Loadbalance UDP traffic with session affinity and way to take servers in & out of rotation

    - by William
    What is the best way to go about load balancing UDP traffic among a whole bunch of servers, while keeping session affinity based on the users' IP? I need to also be able to take servers in and out of rotation for new clients, so when they join for the first time, they get put on a server in a list of available servers, and clients already connected would stay connected to their specific server. I have written the software to maintain a list, but I can't seem to find anything that would perform this functionality. If you need the context, this is to facilitate game tournaments for Minecraft: Pocket Edition, which is done with UDP traffic, I cannot change the protocol. And, because tournaments open and close, I need to be able to place players on their proper servers. Performance is also a priority, I have a program to do this but it is very bloated and slow. Thanks for any help! William

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  • Ubuntu Server UFW NAT Issues

    - by William Fleming
    *nat :POSTROUTING ACCEPT [0:0] -A POSTROUTING -s 10.8.0.0/24 -o eth0 -j MASQUERADE -A ufw-before-input -i tun0 -j ACCEPT -A ufw-before-output -i tun0 -j ACCEPT -A ufw-before-forward -s 10.8.0.0/24 -j ACCEPT -A ufw-before-forward -d 10.8.0.0/24 -j ACCEPT This input into my before.rules file stops me being able to ping the outside world. Before its fine i can ping google.co.uk after cant get out. Is there something wrong in my syntax here or what is the issue...? Im just trying to NAT my VPN so i can get internet access. Any thoughts would be greatly appreciated. Thanks William

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  • Inconsistent responses from ISAPI DLL in mod_isapi.

    - by William Leader
    I have a ISAPI dll which I created with Delphi 2009, and I have been able to test that it functions as designed when I run it inside of IIS 5.1. However when I attempt to host the web service from within Apache on Windows XP using mod_isapi, I do not get consistent results. The ISAPI dll implements a very simple SOAP service with two methods. One method is a simple echo service that sends back the string sent to it. The second method is used to send a file to the server using a TSoapAttachement (Mutipart MIME). The interface can be descibes as follows IPdiSvc2 = interface(IInvokable) ['{532DCDD7-D66B-4D2C-924E-2F389D3E0A74}'] function Echo(data:string): string; stdcall; function SendFile(request:TFileDescription; attachment: TSOAPAttachment): TSendFileResponse; stdcall; end; What is interesting is if I only call the echo function Apache handles this without error every time. The webservice only returns an error after calling send File, but not every time. There are three outcomes to calling send file that I have observed: A normal result without an error (HTTP 200 OK). A Soap encoded exception with the message: 'Required white space was missing. Line: 11 <!DOCTYPE HTML PUBLIC "-//IETF//DTD HTML.' (HTTP 500 Internal Error). This also generates a message in the Apache error.log 'Premature end of script headers: MYISAPI.dll' A Soap encoded exception with the message: 'Access violation at address 01A53D57 in module MYISAPI.dll. Read of address 00000000.' (HTTP 200 OK). What I find interesting is that the second third outcomes still occur if I call echo after calling send file. Calling SendFile, SendFile, SendFile, SendFile results in outcomes 1, 2, 3, 1. Calling Echo, SendFile, SendFile, SendFile results in outcomes 1, 1, 2, 3. Calling SendFile, Echo, Echo, SendFile results in outcomes 1, 2, 3, 1. The pattern I am seing is that after a Successful SendFile, the next to requests result in outcomes 2 and 3 regardless of what those two requests are. My guess is that because Apache uses multiple threads to handle multiple requests that each request is getting handled in a slightly different way, and that the DLL may not have been initialized in the same way for each worker thread. I do not think the problem exists in my code as when I attach the debugger to httpd.exe it does recognize the exceptions but it says the exceptions are in non-delphi code meaning that they are happening before the code inside my DLL has a chance to execute. I suspect it may have something to do with the way I have apache configured. My Apache configuration is the defaults created by the 2.2.15 installer for windows with the following addition: <IfModule isapi_module> AddHandler isapi-handler .dll ISAPILogNotSupported on ISAPIFakeAsync on ISAPIAppendLogToErrors on </IfModule> <IfModule alias_module> ScriptAlias /myisapi/ "C:/path/to/myisapi/" </IfModule> <Directory "C:/path/to/myisapi/"> AllowOverride None Options ExecCGI Order allow,deny Allow from all </Directory>

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  • Is your team is a high-performing team?

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

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  • 30 in 60 Contest | Standings Update

    - by Staff of Geeks
    The contest has definitely ended the first week with a clear leader.  One of our new bloggers, Enrique Lima, has posted 20 times since the beginning of the contest with some great content on Team Foundation Server.  Another noticeable face we see on the leader board is Chris Williams who is making headway.  Chris, are you going to challenge up D’Arcy Lussier for the lead position on GWB again, notice who isn’t on this list :D.  Also, Chris House who is a new blogger is making some strong strides.  And finally, let us not forget Dave Campbell who writes Silverlight Cream who always has great content for us.  We hope to see more names joining this list soon, what else could be better than a world full of Geekswithblogs.net custom shirts?   Current Leader Board: Enrique Lima (20 posts) - http://geekswithblogs.net/enriquelima Eric Nelson (7 posts) - http://geekswithblogs.net/iupdateable Christopher House (7 posts) - http://geekswithblogs.net/13DaysaWeek StuartBrierley (7 posts) - http://geekswithblogs.net/StuartBrierley Dave Campbell (6 posts) - http://geekswithblogs.net/WynApseTechnicalMusings Chris Williams (5 posts) - http://geekswithblogs.net/cwilliams Frez (4 posts) - http://geekswithblogs.net/Frez MarkPearl (4 posts) - http://geekswithblogs.net/MarkPearl mbcrump (4 posts) - http://geekswithblogs.net/mbcrump Rajesh Charagandla (3 posts) - http://geekswithblogs.net/crajesh Technorati Tags: 30 in 60,Geekswithblogs,Standings

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  • Silverlight Cream for December 31, 2010 -- #1019

    - by Dave Campbell
    In this Issue: Michael Washington, Thomas Martinsen, Mike Ormond, William E. Burrows(-2-), Vangos Pterneas, Jesse Liberty, Diptimaya Patra, and Jeff Blankenburg(-2-). Above the Fold: Silverlight: "Drag from Multiple Source In Silverlight 4" Diptimaya Patra WP7: "What I Learned In WP7 – Issue 12" Jeff Blankenburg Shoutouts: Paul Thurrott posted a great phone comparison chart: Great Windows Phone comparison chart Kunal Chowdhury announced his new Silverlight Site: Welcome to Silverlight-Zone - Site is Live Now ... Good Luck, Kunal! From SilverlightCream.com: MyStudioServer goes Open Source Michael Washington decided to put his "MyStudioServer" on CodePlex... I saw this last spring and it's pretty darn cool... check out the post and examples. UriMapping for WP7 Thomas Martinsen discusses UriMapping in WP7, details the steps you need to follow and has sample code to demonstrate. More Monitoring Web Requests on Windows Phone Mike Ormond revisits a post about monitoring WP7 web requests, and shows how to get the data via Fiddler. New Tutorial – Windows Phone 7 (Getting Started) William E. Burrows has 2 parts of a video tutorial series on WP7 development up. This first gets things rolling, explains what is going on, and gets far enough to display golf courses stored in the database. WP7 Tutorial – Part 2: Managing Courses William E. Burrows's 2nd video tutorial is on building out the app to provide features to manage the gold courses for this gold handicap application. Face detection in Windows Phone 7 Vangos Pterneas has a post up about a WP7 app he did using René Schulte's Facelight to do facial recognition. Source available and also on CodePlex. Windows Phone From Scratch – Navigation II Jesse Liberty has up his latest WP7 from Scratch and is the 2nd post in the Navigation series, which is combining the previous navigation with the animation from the one before to produce a better navigation experience. Drag from Multiple Source In Silverlight 4 Diptimaya Patra has a post up at dotnetslackers on dragging into a drop area from multiple sources of different data templates and contexts. What I Learned In WP7 – Issue 12 Jeff Blankenburg's number 12 is up and he's got all the RGB colors on WP7 charted out, name, HEX, RGB, and visual... looks like a good one to bookmark What I Learned In WP7 – Issue 13 Jeff Blankenburg's number 13 is the chart I have listed in the Shoutout above... a complete phone comparison chart. Stay in the 'Light! Twitter SilverlightNews | Twitter WynApse | WynApse.com | Tagged Posts | SilverlightCream Join me @ SilverlightCream | Phoenix Silverlight User Group Technorati Tags: Silverlight    Silverlight 3    Silverlight 4    Windows Phone MIX10

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  • AIOUG TechDay @ Lovely Professional University, Jalandhar, India

    - by Tori Wieldt
    by guest blogger Jitendra Chittoda, co-leader, Delhi and NCR JUG On 30 August 2013, Lovely Professional University (LPU) Jalandhar organized an All India Oracle User Group (AIOUG) TechDay event on Oracle and Java. This was a full day event with various sessions on J2EE 6, Java Concurrency, NoSQL, MongoDB, Oracle 12c, Oracle ADF etc. It was an overwhelming response from students, auditorium was jam packed with 600+ LPU energetic students of B.Tech and MCA stream. Navein Juneja Sr. Director LPU gave the keynote and introduced the speakers of AIOUG and Delhi & NCR Java User Group (DaNJUG). Mr. Juneja explained about the LPU and its students. He explained how Oracle and Java is most used and accepted technologies in world. Rohit Dhand Additional Dean LPU came on stage and share about how his career started with Oracle databases. He encouraged students to learn these technologies and build their career. Satyendra Kumar vice-president AIOUG thanked LPU and their stuff for organizing such a good technical event and students for their overwhelming response.  He talked about the India Oracle group and its events at various geographical locations all over India. Jitendra Chittoda Co-Leader DaNJUG explained how to make a new Java User Groups (JUG), what are its benefits and how to promote it. He explained how the Indian JUGs are contributing to the different initiatives like Adopt-a-JSR and Adopt-OpenJDK. After the inaugural address event started with two different tracks one for Oracle Database and another for Java and its related technologies. Speakers: Satyendra Kumar Pasalapudi (Co-founder and Vice President of AIOUG) Aman Sharma (Oracle Database Consultant and Instructor) Shekhar Gulati (OpenShift Developer Evangelist at RedHat) Rohan Walia (Oracle ADF Consultant at Oracle) Jitendra Chittoda (Co-leader Delhi & NCR JUG and Senior Developer at ION Trading)

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  • Architecture: Bringing Value to the Table

    - by Bob Rhubart
    A recent TechTarget article features an interview with Business Architecture expert William Ulrich (Take a business-driven approach to application modernization ). In that article Ulrich offers this advice: "Moving from one technical architecture might be perfectly viable on a project by project basis, but when you're looking at the big picture and you want to really understand how to drive business value so that the business is pushing money into IT instead of IT pulling money back, you have to understand the business architecture. When we do that we're going to really be able to start bringing value to the table." In many respects that big picture view is what software architecture is all about. As an architect, your technical skills must be top-notch. But if you don't apply that technical knowledge within the larger context of moving the business forward, what are you accomplishing? If you're interested in more insight from William Ulrich, you can listen to the ArchBeat Podcast interview he did last year, in which he and co-author Neal McWhorter talked about their book, Business Architecture: The Art and Practice of Business Transformation.

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  • How to retrieve only updated/new records since the last query in SQL?

    - by William Choi
    Hi all, I was asked to design a class for caching SQL query results. Calling the class' query method will query and cache the entire set of results at the first time; afterward, each subsequence query will retrieve only the updated portion, and will merge the result into the cache. If the class is required to be generic, i.e. NO knowledge about the db and the tables, do you have any idea? Is it possible, and how to retrieve only updated/new records since the last query? Thanks! William

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  • The Healthy Tension That Mobility Creates

    - by Kathryn Perry
    A guest post by Hernan Capdevila, Vice President, Oracle Fusion Apps In my previous post, I talked about the value of the mobile revolution on businesses and workers. Now let me put on a different hat and view the world from the IT department and the IT leader’s viewpoint. The IT leader has different concerns – around privacy, potential liability of information leakage, and intellectual property protection. These concerns and the leader’s goals create a healthy tension with the users. For example, effective device management becomes a must have for the IT leader, especially if you look at the Android ecosystem as an example. There are benefits to the Android strategy, but there are also drawbacks, such as uniformity – in device management, in operating systems, and in the application taxonomy and capabilities. Whereas, if you compare Android to iOS, Apple's operating system, iOS is more unified, more streamlined, and easier to manage. In either case, this is where mobile device management in the cloud makes good sense. I don't think IT departments should be hosting device management and managing that complexity. It should be a cloud service and I predict it's going to be key for our customers. A New Focus for IT Departments So where does that leave the IT departments? I think their futures are in governance, which is a more strategic play than a tactical one. Device management is tactical and it's the “now” topic. But the mobile phenomenon, if you will, is going to drive significant change in terms of how IT plans, hosts, and deploys enterprise applications. For example, opening up enterprise applications for mobile users presents some challenges unless you deploy more complicated network topologies, such as virtual private networks and threat protection technology. If you really want employees to be mobile you need to remove those kinds of barriers. But I don’t think IT departments want to wrestle with exposing their private enterprise data centers and being responsible for hosted business applications – applications in a sense that they’re making vulnerable to the public world. This opens up a significant need and a significant driver for cloud applications. However, it's not just about taking away the complexity – it's also about taking away the responsibility. Why should every business have to carry the responsibility and figure out all the nuts and bolts of how to protect themselves in this public, mobile world? When you use apps in the cloud, either your vendor or your hosting partner should have figured all that out. They need to assure the business that they are adhering to all sorts of security and compliance regulations so users can be connected and have access to information anywhere anytime. More Ideas and Better Service What’s more interesting is the world of possibilities that the connected, cloud-based world enables. I believe that the one-size-fits-all, uber-best practices, lowest-common denominator-like capabilities will go away. IT will now be able to solve very specific business challenges for the different corporate functions it serves. In this new world, IT will play a key role in enabling different organizations within a company to be best in class and delivering greater value to the line of business managers. IT will actually help to differentiate. Net result is a more agile workforce and business because each department is getting work done its own way.

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  • Apache unresponsive on Vista [closed]

    - by William Hudson
    I had been running Apache on Vista for around a year, but recently upgraded my workstation. I did a clean install of Vista Ultimate and installed the latest version of the Apache server for win32 (2.2.11, no SSL). The service runs fine and there were no errors reported during the install, nor are there any errors in the Apache logs. However, any attempt to access the web site on localhost (or 127.0.0.1) just hangs the browser. I have used netstat to check who is listening to port 80 and it shows httpd.exe. I have also tried adjusting the .conf file to use port 8080 but this had no effect either (except to change the netstat output). This is a development system with quite a few other pieces of software installed. However, when I tried installing IIS, it worked fine (I removed it soon after before reattempting the Apache install). Using the older 2.0 version of Apache has no effect. Windows firewall is not running. I have disabled my NOD32 anti-virus. Any ideas what is going on? Regards, William

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