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  • What iPhone OS APIs could I use to implement a transition animation similar to the iBook page flip t

    - by Dr Dork
    I'm building an iPad app that will have multiple paper pages and I'd like to implement a page transition affect that is similar to the animation you see when you turn pages in the iBooks app on the iPad. A few questions... Is that animation readily available somewhere in the UIKit API or would I have to implement it myself? If I have to implement it myself, what's a good approach or API I should look into? It definitely has a 3d feel to it, could they be using the OpenGL ES API for that? Thanks in advance for all your help, I'm going to start researching these questions right now.

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  • Career Day in kindergarten: how to demonstrate programming in 20 minutes?

    - by Péter Török
    I was invited to the kindergarten group of my elder daughter to talk, and aswer the kids' questions, about my profession. There are 26 kids of age 4-6 in the group (plus 3 teachers who are fairly scared of anything related to programming and IT themselves, but bold enough to learn new tricks). I would have about 20-30 minutes, without projector or anything. (They have an old computer though, which by its look may be a 486, and I am not even sure if it's functioning.) My research turned up excellent earlier threads, with lots of good tips: How would you explain your job to a 5-year old? Career Day: how do I make “computer programmer” sound cool to 8 year olds? What things can I teach a group of children about programming in one day? My situation is different from each of the above though. So any advice on how to teach the kids (and their teachers) in a fun way about programming is appreciated.

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  • Using Boost statechart, how can I transition to a state unconditionally?

    - by nickb
    I have a state A that I would like to transition to its next state B unconditionally, once the constructor of A has completed. Is this possible? I tried posting an event from the constructor, which does not work, even though it compiles. Thanks. Edit: Here is what I've tried so far: struct A : sc::simple_state< A, Active > { public: typedef sc::custom_reaction< EventDoneA > reactions; A() { std::cout << "Inside of A()" << std::endl; post_event( EventDoneA() ); } sc::result react( const EventDoneA & ) { return transit< B >(); } }; This yields the following runtime assertion failure: Assertion failed: get_pointer( pContext_ ) != 0, file /includ e/boost/statechart/simple_state.hpp, line 459

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  • The CLR has been unable to transition from COM context [...] for 60 seconds

    - by BlueRaja The Green Unicorn
    I am getting this error on code that used to work. I have not changed the code. Here is the full error: The CLR has been unable to transition from COM context 0x3322d98 to COM context 0x3322f08 for 60 seconds. The thread that owns the destination context/apartment is most likely either doing a non pumping wait or processing a very long running operation without pumping Windows messages. This situation generally has a negative performance impact and may even lead to the application becoming non responsive or memory usage accumulating continually over time. To avoid this problem, all single threaded apartment (STA) threads should use pumping wait primitives (such as CoWaitForMultipleHandles) and routinely pump messages during long running operations. And here is the code that caused it: var openFileDialog1 = new System.Windows.Forms.OpenFileDialog(); openFileDialog1.DefaultExt = "mdb"; openFileDialog1.Filter = "Management Database (manage.mdb)|manage.mdb"; //Stalls indefinitely on the following line, then gives the CLR error //one minute later. The dialog never opens. if(openFileDialog1.ShowDialog() == DialogResult.OK) { .... } Yes, I am sure the dialog is not open in the background, and no, I don't have any explicit COM code or unmanaged marshalling or multithreading. I have no idea why the OpenFileDialog won't open - any ideas?

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  • How do I control the background color during the iPhone flip view animation transition?

    - by Rob S.
    I have some pretty standing flipping action going on: [UIView beginAnimations:@"swapScreens" context:nil]; [UIView setAnimationTransition:UIViewAnimationTransitionFlipFromLeft forView:self.view cache:YES]; [UIView setAnimationDuration:1.0]; [self.view exchangeSubviewAtIndex:0 withSubviewAtIndex:1]; [UIView commitAnimations]; To Apple's credit, this style of animation is amazingly easy to work with. Very cool, and I've been able to animate transitions, flips, fades etc. throughout the app very easily. Question: During the flip transition, the background visible 'behind' the two views during the flip is white and I'd like it to be black. I've: Set the background of the containing view (self.view above) - no dice. I really thought that would work. Set the background of each view to black - no dice. I didn't think this would work although you give different things a shot to understand better :) Google'd like crazy; keep landing on Safari-related listings. Thanks in advance!

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  • How to make smooth transition from a WebBrowser control to an Image in Silverlight 4?

    - by Trex
    Hi, I have the following XAML on my page: `<Grid x:Name="LayoutRoot"> <Viewbox Stretch="Uniform"> <Image x:Name="myImage" /> </Viewbox> <WebBrowser x:Name="myBrowser" /> </Grid>` and then in the codebehind I'm switching the visibility between the image and the browser content: myBrowser.Visibility = Visibility.Collapsed; myImage.Source = new BitmapImage(new Uri(p)); myImage.Visibility = Visibility.Visible; and myImage.Visibility = Visibility.Collapsed; myBrowser.Source = new Uri(myPath + p, UriKind.Absolute); myBrowser.Visibility = Visibility.Visible; This works fine, but what the client now wants is a smooth transition between when the Image is shown and when the browser is shown. I tried several approaches but always ran into dead end. Do you have any ideas? I tried setting two states using the VSM and than displaying a white rectangle on top as an overlay, before the swap takes place, but that didn't work (I guess it's because nothing can be placed above the WebBroser???) I tried setting the Visibility of the image control and the webbrowser control using the VSM, but that didn't work either. I really don't know what else to try to solve this simple task. Any help is greatly appreciated. Jan

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  • How to make a transition in flex 4 on a fill that contains a linear gradient?

    - by Totty
    <?xml version="1.0" encoding="utf-8"?> <s:Rect id="background" top="0" right="0" bottom="0" left="0" height="30"> <s:fill> <s:SolidColor color="#000000"/> </s:fill> <s:fill.over> <s:LinearGradient rotation="90"> <s:GradientEntry color="#FF5800" alpha="1.0" ratio="0"/> <s:GradientEntry color="#EE0202" alpha="1.0" ratio="1"/> </s:LinearGradient> </s:fill.over> <s:fill.down> <s:LinearGradient rotation="90"> <s:GradientEntry color="#EE0202" alpha="1.0" ratio="0"/> <s:GradientEntry color="#AF0000" alpha="1.0" ratio="1"/> </s:LinearGradient> </s:fill.down> </s:Rect> <s:RichText id="labelDisplay" paddingLeft="10" paddingRight="10" textAlign="center" fontFamily="Myriad Pro" fontSize="16" tabStops="S0 S50 S100 S150" color="#FFFFFF" y="8" color.over="#000000" tabStops.over="S0 S50 S100 S150" color.down="#000000" tabStops.down="S0 S50 S100 S150" color.disabled="#EE0202" tabStops.disabled="S0 S50 S100 S150" color.up="#EE0202" tabStops.up="S0 S50 S100 S150"> <s:filters> <s:DropShadowFilter includeIn="over" blurX="0" blurY="0" distance="1" hideObject="false" inner="false" color="#FFFFFF" strength="1" alpha="1" quality="2" knockout="false" angle="45.0"/> <s:DropShadowFilter includeIn="down" blurX="0" blurY="0" distance="1" hideObject="false" inner="false" color="#CCCCCC" strength="1" alpha="1" quality="2" knockout="false" angle="45.0"/> <s:BlurFilter includeIn="disabled" blurX="4.0" blurY="4.0" quality="2"/> </s:filters> </s:RichText> here is the code, I would like to make a smooth transition when enters the "over" state. any help?

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  • Do I need to transfer Server license CALs to new Domain Controller during AD transition?

    - by drpcken
    I have an old Server 2003 domain controller I'm ready to decommission. I notice in Server 2003 there is a Licensing module under Administrative Tools that seems to manage and track user CAL's for the domain controller. I don't see this on my newly promoted Server 2008 domain controller, nor do I see any roles to add it. Does this need to be transferred to my new Server 2008 domain controller or will it all happen when the old server is decommissioned? I've already transferred all my Terminal Server licenses to the new server. Thank you!

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

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

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  • DBA job ranked #7 for Best Job in America 2010

    - by Tara Kizer
    I started my IT career as a student worker in the database team at the County of San Diego.  Although I worked on many different things in that group, it launched my career as a Database Administrator.  You can get an overview of my career here. It seems I picked the right career for a good job in America.  According to CNNMoney and PayScale, a database administrator job is ranked number 7 for the best job in America in 2010.  Check it out here. There are quite a few IT jobs on the list.  You can check out the full list here. Do you agree with this ranking?

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  • Cell Transitions in Excel 2013 Preview–Fixed

    - by simonsabin
    If you’ve downloaded Excel 2013 and been working with it you may have noticed the new cell transition feature. Not sure why they put it in, it feels a bit like the aero interface which I understand has been dropped in windows 8. What you may have found is that the transition is buggy, Excel hangs, of the transition is jumpy. Well I found the fix on http://answers.microsoft.com/en-us/office/forum/office_home-excel/hardware-acceleration-problem-with-excel-2013/894da202-48c0-4442-a371-955587c1b7c0 For...(read more)

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  • CSS 3 - Scaling CSS Transitions

    - by Viv Shc
    I am trying to scale an image when you mouseenter, which is working. I would like the image to gradually scale up with an ease transition. I used ease-in-out, which it's not working. Any suggestions? Also, I used addClass & removeClass twice in the jquery code. Is there a way to only use it once? Thanks! <style> .image { opacity: 0.5; } .image.opaque { opacity: 1; } .size{ transform:scale(1.2); -ms-transform:scale(1.2); /* IE 9 */ -webkit-transform:scale(1.2); /* Safari and Chrome */ -webkit-transition: scale 2s ease-in-out; -moz-transition: scale 2s ease-in-out; -o-transition: scale 2s ease-in-out; -ms-transition: scale 2s ease-in-out; transition: scale 2s ease-in-out; transition: opacity 2s; } </style> <script> $(document).ready(function() { $(".image").mouseenter(function() { $(this).addClass("opaque"); $(this).addClass("size"); }); $(".image").mouseleave(function() { $(this).removeClass("opaque"); $(this).removeClass("size"); }); }); <div id="gallery"> <h3>Gallery of images</h3> <img class="image" src="images/gnu.jpg" height="200px" width="250px"> <img class="image" src="images/tiger.jpg" height="200px" width="250px"> <img class="image" src="images/black_rhino.jpg" height="200px" width="250px"> <img class="image" src="images/cape_buffalo.jpg" height="200px" width="250px"> </div>

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  • possible to have a background color transition from color A to color B without repeating a pixel sti

    - by Andrew Heath
    For things like menubars and headers, a background color is nice. But a background color that gracefully transitions from say Blue to White is even nicer. I know this can be done by making a 1-pixel wide, X-pixel tall image file containing the desired fade and repeating it across the div, but does CSS have native support to just define colors and be done with it? Can any other language handle this?

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  • What's the best way to transition to MVC coding?

    - by ggfan
    It's been around 5 months since I picked up a PHP book and started coding in PHP. At first, I created all my sites without any organizational plan or MVC. I soon found out that was a pain.. Then I started to read on stackoverflow on how to separate php and html and that's what I have been doing ever since. Ex: profile.php <--this file is HTML,css. I just echo the functions here. profile_functions.php <--this file is mostly PHP. has the functions. This is how I have been separating all my coding so far and now I feel I should move on and start MVC. But the problem is, I never used classes before and suck with them. And since MVC (such as cakephp and codeigniter) is all classes, that can't be good. My question: Is there any good books/sites/articles that teaches you how to code in MVC? I am looking for beginner beginner books :) I just started reading the codeigniter manuel and I think I am going to use that. When I looked at the example MVC, they use different PHP coding. When I start coding in MVC, would I have to learn a "new" way to code? Because right now I am coding in pure basic PHP.

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  • Does software testing have a future?

    - by Firas
    Hello everybody. My current career is in software testing, but I feel that I am wasting my time, maybe because I don't know the future path of this career, and where I will arrive in the future if I continue in this career. And I don't know how can I develop myself in this career. Can I have my own job in this field? Please give me good suggestions and opinion. Many thanks.

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  • addsubview animation works only first time

    - by Priya
    I am trying add subview with animation effect using the code which work fine for the first time below. CATransition *transition = [CATransition animation]; transition.duration = 1.0; transition.type = kCATransitionMoveIn; transition.subtype = kCATransitionFromRight; [newView.layer removeAllAnimations] [newView.layer addAnimation:transition forKey:nil]; [self.masterview addSubview:newView]; There is a back button in newView which removes the View from the superview. [newView removeFromSuperview]; Now when I try adding newView as subview again using the above code,its first adds the view as a subview(without animation) and again with animation.

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  • Problem with creating a deterministic finite automata (DFA) - Mercury

    - by Jabba The hut
    I would like to have a deterministic finite automata (DFA) simulated in Mercury. But I’m s(t)uck at several places. Formally, a DFA is described with the following characteristics: a setOfStates S, an inputAlphabet E <-- summation symbol, a transitionFunction : S × E -- S, a startState s € S, a setOfAcceptableFinalStates F =C S. A DFA will always starts in the start state. Then the DFA will read all the characters on the input, one by one. Based on the current input character and the current state, there will be made to a new state. These transitions are defined in the transitions function. when the DFA is in one of his acceptable final states, after reading the last character, then will the DFA accept the input, If not, then the input will be is rejected. The figure shows a DFA the accepting strings where the amount of zeros, is a plurality of three. Condition 1 is the initial state, and also the only acceptable state. for each input character is the corresponding arc followed to the next state. Link to Figure What must be done A type “mystate” which represents a state. Each state has a number which is used for identification. A type “transition” that represents a possible transition between states. Each transition has a source_state, an input_character, and a final_state. A type “statemachine” that represents the entire DFA. In the solution, the DFA must have the following properties: The set of all states, the input alphabet, a transition function, represented as a set of possible transitions, a set of accepting final states, a current state of the DFA A predicate “init_machine (state machine :: out)” which unifies his arguments with the DFA, as shown as in the Figure. The current state for the DFA is set to his initial state, namely, 1. The input alphabet of the DFA is composed of the characters '0'and '1'. A user can enter a text, which will be controlled by the DFA. the program will continues until the user types Ctrl-D and simulates an EOF. If the user use characters that are not allowed into the input alphabet of the DFA, then there will be an error message end the program will close. (pred require) Example Enter a sentence: 0110 String is not ok! Enter a sentence: 011101 String is not ok! Enter a sentence: 110100 String is ok! Enter a sentence: 000110010 String is ok! Enter a sentence: 011102 Uncaught exception Mercury: Software Error: Character does not belong to the input alphabet! the thing wat I have. :- module dfa. :- interface. :- import_module io. :- pred main(io.state::di, io.state::uo) is det. :- implementation. :- import_module int,string,list,bool. 1 :- type mystate ---> state(int). 2 :- type transition ---> trans(source_state::mystate, input_character::bool, final_state::mystate). 3 (error, finale_state and current_state and input_character) :- type statemachine ---> dfa(list(mystate),list(input_character),list(transition),list(final_state),current_state(mystate)) 4 missing a lot :- pred init_machine(statemachine :: out) is det. %init_machine(statemachine(L_Mystate,0,L_transition,L_final_state,1)) :- <-probably fault 5 not perfect main(!IO) :- io.write_string("\nEnter a sentence: ", !IO), io.read_line_as_string(Input, !IO), ( Invoer = ok(StringVar), S1 = string.strip(StringVar), (if S1 = "mustbeabool" then io.write_string("Sentenceis Ok! ", !IO) else io.write_string("Sentence is not Ok!.", !IO)), main(!IO) ; Invoer = eof ; Invoer = error(ErrorCode), io.format("%s\n", [s(io.error_message(ErrorCode))], !IO) ). Hope you can help me kind regards

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  • Looking for Your Next Challenge...Don't Stretch Too Far

    - by david.talamelli
    In my role as a Recruiter at Oracle I receive a large number of resumes of people who are interested in working with us. People contact me for a number of reasons, it can be about a specific role that we may be hiring for or they may send me an email asking if there are any suitable roles for them. Sometimes when I speak to people we have similar roles available to the roles that they may actually be in now. Sometimes people are interested in making this type of sideways move if their motivation to change jobs is not necessarily that they are looking for increased responsibility or career advancement (example: money, redundancy, work environment). However there are times when after walking through a specific role with a candidate that they may say to me - "You know that is very similar to the role that I am doing now. I would not want to move unless my next role presents me with the next challenge in my career". This is a far statement - if a person is looking to change jobs for the next step in their career they should be looking at suitable opportunities that will address their need. In this instance a sideways step will not really present any new challenges or responsibilities. The main change would be the company they are working for. Candidates looking for a new role because they are looking to move up the ladder should be looking for a role that offers them the next level of responsibility. I think the best job changes for people who are looking for career advancement are the roles that stretch someone outside of their comfort zone but do not stretch them so much that they can't cope with the added responsibilities and pressure. In my head I often think of this example in the same context of an elastic band - you can stretch it, but only so much before it snaps. That is what you should be looking for - to be stretched but not so much that you snap. If you are for example in an individual contributor role and would like to move into a management role - you may not be quite ready to take on a role that is managing a large workforce or requires significant people management experience. While your intentions may be right, your lack of management experience may fit you outside of the scope of search to be successful this type of role. In this example you can move from an individual contributor role to a management role but it may need to be managing a smaller team rather than a larger team. While you are trying to make this transition you can try to pick up some responsibilities in your current role that would give you the skills and experience you need for your next role. Never be afraid to put your hand up to help on a new project or piece of work. You never know when that newly gained experience may come in handy in your career. This article was originally posted on David Talamelli's Blog - David's Journal on Tap

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  • Is Haskell worth learning?

    - by Jason K
    I am looking at this question primarily from a career point of view, so I hope you answer it accordingly. I am fairly proficient with Python, can write C++ and I am a final year student of computer science engineering I am looking to learn Haskell because I have heard a lot about it. My question is: apart from learning it because of all the good I have heard about it, is it any good for my career? Is it used in the industry? I am curious to learn it but unless it helps me somehow in my career, I am not willing to make that change at this stage. Looking for some personal experiences here. Thanks!

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