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  • Is this a correct porting of java.util.Random in objectiveC

    - by dipu
    I have ported the code inside java.util.Random class in objectivec. I want to have an identical random number generator so that it synchs with the server app running on java. Now is this a safe porting and if not is there a way to mimic AtomicLong as it is found in java? Please see my code below. static long long multiplier = 0x5DEECE66DL; static long addend = 0xBL; static long long mask = (0x1000000000000001L << 48) - 1; -(void) initWithSeed:(long long) seed1 { [self setRandomSeed: 0L];// = new AtomicLong(0L); [self setSeed: seed1]; } -(int) next:(int)bits { long long oldseed, nextseed; long long seed1 = [self.randomSeed longLongValue]; //AtomicLong //do { oldseed = seed1; nextseed = (oldseed * multiplier + addend) & mask; //} while (!seed.compareAndSet(oldseed, nextseed)); [self setRandomSeed: [NSNumber numberWithLongLong:nextseed]]; ///int ret = (int)(nextseed >>> (48 - bits)); int ret = (unsigned int)(nextseed >> (48 - bits)); return ret; } -(void) setSeed:(long long) seed1 { seed1 = (seed1 ^ multiplier) & mask; [self setRandomSeed: [NSNumber numberWithLongLong:seed1]]; }

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  • How to get the actual address of a pointer in C?

    - by Airjoe
    BACKGROUND: I'm writing a single level cache simulator in C for a homework assignment, and I've been given code that I must work from. In our discussions of the cache, we were told that the way a small cache can hold large addresses is by splitting the large address into the position in the cache and an identifying tag. That is, if you had an 8 slot cache but wanted to store something with address larger than 8, you take the 3 (because 2^3=8) rightmost bits and put the data in that position; so if you had address 22 for example, binary 10110, you would take those 3 rightmost bits 110, which is decimal 5, and put it in slot 5 of the cache. You would also store in this position the tag, which is the remaining bits 10. One function, cache_load, takes a single argument, and integer pointer. So effectively, I'm being given this int* addr which is an actual address and points to some value. In order to store this value in the cache, I need to split the addr. However, the compiler doesn't like when I try to work with the pointer directly. So, for example, I try to get the position by doing: npos=addr%num_slots The compiler gets angry and gives me errors. I tried casting to an int, but this actually got me the value that the pointer was pointing to, not the numerical address itself. Any help is appreciated, thanks!

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  • URL shortening: using inode as short name?

    - by Licky Lindsay
    The site I am working on wants to generate its own shortened URLs rather than rely on a third party like tinyurl or bit.ly. Obviously I could keep a running count new URLs as they are added to the site and use that to generate the short URLs. But I am trying to avoid that if possible since it seems like a lot of work just to make this one thing work. As the things that need short URLs are all real physical files on the webserver my current solution is to use their inode numbers as those are already generated for me ready to use and guaranteed to be unique. function short_name($file) { $ino = @fileinode($file); $s = base_convert($ino, 10, 36); return $s; } This seems to work. Question is, what can I do to make the short URL even shorter? On the system where this is being used, the inodes for newly added files are in a range that makes the function above return a string 7 characters long. Can I safely throw away some (half?) of the bits of the inode? And if so, should it be the high bits or the low bits? I thought of using the crc32 of the filename, but that actually makes my short names longer than using the inode. Would something like this have any risk of collisions? I've been able to get down to single digits by picking the right value of "$referencefile". function short_name($file) { $ino = @fileinode($file); // arbitrarily selected pre-existing file, // as all newer files will have higher inodes $ino = $ino - @fileinode($referencefile); $s = base_convert($ino, 10, 36); return $s; }

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  • Screen information while Windows system is locked (.NET)

    - by Matt
    We have a nightly process that updates applications on a user's pc, and that requires bringing the application down and back up again (not looking to get into changing that process). The problem is that we are building a Windows AppBar on launch which requires a valid screen, and when the system is locked there isn't one in the Screen class. So none of the visual effects are enabled and it shows up real ugly. The only way we currently have around this is to detect a locked screen and just spin and wait until the user unlocks the desktop, then continue launching. Leaving it down isn't an option, as this is a key part of our user's workflow, and they expect it to be up and running if they left it that way the night before. Any ideas?? I can't seem to find the display information anywhere, but it has to be stored off someplace, since the user is still logged in. The contents of the Screen.AllScreens array: ** When Locked: Device Name : DISPLAY Primary : True Bits Per Pixel : 0 Bounds : {X=-1280,Y=0,Width=2560,Height=1024} Working Area : {X=0,Y=0,Width=1280,Height=1024} ** When Unlocked: Device Name : \\.\DISPLAY1 Primary : True Bits Per Pixel : 32 Bounds : {X=0,Y=0,Width=1280,Height=1024} Working Area : {X=0,Y=0,Width=1280,Height=994} Device Name : \\.\DISPLAY2 Primary : False Bits Per Pixel : 32 Bounds : {X=-1280,Y=0,Width=1280,Height=1024} Working Area : {X=-1280,Y=0,Width=1280,Height=964}

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  • Is there "good" PRNG generating values without hidden state?

    - by actual
    I need some good pseudo random number generator that can be computed like a pure function from its previous output without any state hiding. Under "good" I mean: I must be able to parametrize generator in such way that running it for 2^n iterations with any parameters should cover all or almost all values between 0 and 2^n - 1, where n is the number of bits in output value. Combined generator output of n + p bits must cover all or almost all values between 0 and 2^(n + p) - 1 if I run it for 2^n iterations for every possible combination of its parameters, where p is the number of bits in parameters. For example, LCG can be computed like a pure function and it can meet first condition, but it can not meet second one. Say, we have 32-bit generator, m = 2^32 and it is constant, our p = 64 (two 32-bit parameters a and c), n + p = 96, so we must peek data by three ints from output to meet second condition. Unfortunately, condition can not be meet because of strictly alternating sequence of odd and even ints in output. To overcome this, hidden state must be introduced, but that makes function not pure and breaks first condition (period become much longer). Am I wanting too much?

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  • Using unions to simplify casts

    - by Steven Lu
    I realize that what I am trying to do isn't safe. But I am just doing some testing and image processing so my focus here is on speed. Right now this code gives me the corresponding bytes for a 32-bit pixel value type. struct Pixel { unsigned char b,g,r,a; }; I wanted to check if I have a pixel that is under a certain value (e.g. r, g, b <= 0x10). I figured I wanted to just conditional-test the bit-and of the bits of the pixel with 0x00E0E0E0 (I could have wrong endianness here) to get the dark pixels. Rather than using this ugly mess (*((uint32_t*)&pixel)) to get the 32-bit unsigned int value, i figured there should be a way for me to set it up so I can just use pixel.i, while keeping the ability to reference the green byte using pixel.g. Can I do this? This won't work: struct Pixel { unsigned char b,g,r,a; }; union Pixel_u { Pixel p; uint32_t bits; }; I would need to edit my existing code to say pixel.p.g to get the green color byte. Same happens if I do this: union Pixel { unsigned char c[4]; uint32_t bits; }; This would work too but I still need to change everything to index into c, which is a bit ugly but I can make it work with a macro if i really needed to.

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  • Memory interleaving

    - by Tim Green
    Hello, I have this question that has me rather confused. Suppose that a 1G x 32-bit main memory is built using 256M x 4-bit RAM chips and that this memory is byte-addressable. I have deduced that one would require 4*1G = 2^2*2*30 = 2^32 - so 32 bits to address the full memory. My problem now comes with, say, if you had memory (byte) address "14", determine which memory module this would go into. (There would have to be 8 chips per module to make the 32-bit wide memory, and 4 modules overall giving 32 chips in total. Modules are numbered from 0). In high-order interleave, it appears trivial that it's the first (0) memory module given a lot of the first few bits are 0. However, low-order interleave has me stumped. I can't figure out (for sure) how many bits are used to determine a memory module (possibly 2, given there are 4 in total?). The given solution is Module 3. This is not homework in the same sense so I will not be tagging it as such.

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  • Compression Program in C

    - by Delandilon
    I want to compress a series of characters. For example if i type Input : FFFFFBBBBBBBCCBBBAABBGGGGGSSS (27 x 8 bits = 216 bits) Output: F5B7C2B3A2B2G5S3 (14 x 8 bits = 112bits) So far this is what i have, i can count the number of Characters in the Array. But the most important task is to count them in the same sequence. I can't seem to figure that out :( Ive stared doing C just a few weeks back, i have knowledge on Array, pointers, ASCII value but in any case can't seem to count these characters in a sequence. Ive try a bit of everything. This approach is no good but it the closest i came to it. #include <stdio.h> #include <conio.h> int main() { int charcnt=0,dotcnt=0,commacnt=0,blankcnt=0,i, countA, countB; char str[125]; printf("*****String Manipulations*****\n\n"); printf("Enter a string\n\n"); scanf("%[^'\n']s",str); printf("\n\nEntered String is \" %s \" \n",str); for(i=0;str[i]!='\0';i++) { // COUNTING EXCEPTION CHARS if(str[i]==' ') blankcnt++; if(str[i]=='.') dotcnt++; if(str[i]==',') commacnt++; if (str[i]=='A' || str[i]=='a') countA++; if (str[i]=='B' || str[i]=='b') countA++; } //PRINT RESULT OF COUNT charcnt=i; printf("\n\nTotal Characters : %d",charcnt); printf("\nTotal Blanks : %d",blankcnt); printf("\nTotal Full stops : %d",dotcnt); printf("\nTotal Commas : %d\n\n",commacnt); printf("A%d\n", countA); }

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  • Red Gate Coder interviews: Robin Hellen

    - by Michael Williamson
    Robin Hellen is a test engineer here at Red Gate, and is also the latest coder I’ve interviewed. We chatted about debugging code, the roles of software engineers and testers, and why Vala is currently his favourite programming language. How did you get started with programming?It started when I was about six. My dad’s a professional programmer, and he gave me and my sister one of his old computers and taught us a bit about programming. It was an old Amiga 500 with a variant of BASIC. I don’t think I ever successfully completed anything! It was just faffing around. I didn’t really get anywhere with it.But then presumably you did get somewhere with it at some point.At some point. The PC emerged as the dominant platform, and I learnt a bit of Visual Basic. I didn’t really do much, just a couple of quick hacky things. A bit of demo animation. Took me a long time to get anywhere with programming, really.When did you feel like you did start to get somewhere?I think it was when I started doing things for someone else, which was my sister’s final year of university project. She called up my dad two days before she was due to submit, saying “We need something to display a graph!”. Dad says, “I’m too busy, go talk to your brother”. So I hacked up this ugly piece of code, sent it off and they won a prize for that project. Apparently, the graph, the bit that I wrote, was the reason they won a prize! That was when I first felt that I’d actually done something that was worthwhile. That was my first real bit of code, and the ugliest code I’ve ever written. It’s basically an array of pre-drawn line elements that I shifted round the screen to draw a very spikey graph.When did you decide that programming might actually be something that you wanted to do as a career?It’s not really a decision I took, I always wanted to do something with computers. And I had to take a gap year for uni, so I was looking for twelve month internships. I applied to Red Gate, and they gave me a job as a tester. And that’s where I really started having to write code well. To a better standard that I had been up to that point.How did you find coming to Red Gate and working with other coders?I thought it was really nice. I learnt so much just from other people around. I think one of the things that’s really great is that people are just willing to help you learn. Instead of “Don’t you know that, you’re so stupid”, it’s “You can just do it this way”.If you could go back to the very start of that internship, is there something that you would tell yourself?Write shorter code. I have a tendency to write massive, many-thousand line files that I break out of right at the end. And then half-way through a project I’m doing something, I think “Where did I write that bit that does that thing?”, and it’s almost impossible to find. I wrote some horrendous code when I started. Just that principle, just keep things short. Even if looks a bit crazy to be jumping around all over the place all of the time, it’s actually a lot more understandable.And how do you hold yourself to that?Generally, if a function’s going off my screen, it’s probably too long. That’s what I tell myself, and within the team here we have code reviews, so the guys I’m with at the moment are pretty good at pulling me up on, “Doesn’t that look like it’s getting a bit long?”. It’s more just the subjective standard of readability than anything.So you’re an advocate of code review?Yes, definitely. Both to spot errors that you might have made, and to improve your knowledge. The person you’re reviewing will say “Oh, you could have done it that way”. That’s how we learn, by talking to others, and also just sharing knowledge of how your project works around the team, or even outside the team. Definitely a very firm advocate of code reviews.Do you think there’s more we could do with them?I don’t know. We’re struggling with how to add them as part of the process without it becoming too cumbersome. We’ve experimented with a few different ways, and we’ve not found anything that just works.To get more into the nitty gritty: how do you like to debug code?The first thing is to do it in my head. I’ll actually think what piece of code is likely to have caused that error, and take a quick look at it, just to see if there’s anything glaringly obvious there. The next thing I’ll probably do is throw in print statements, or throw some exceptions from various points, just to check: is it going through the code path I expect it to? A last resort is to actually debug code using a debugger.Why is the debugger the last resort?Probably because of the environments I learnt programming in. VB and early BASIC didn’t have much of a debugger, the only way to find out what your program was doing was to add print statements. Also, because a lot of the stuff I tend to work with is non-interactive, if it’s something that takes a long time to run, I can throw in the print statements, set a run off, go and do something else, and look at it again later, rather than trying to remember what happened at that point when I was debugging through it. So it also gives me the record of what happens. I hate just sitting there pressing F5, F5, continually. If you’re having to find out what your code is doing at each line, you’ve probably got a very wrong mental model of what your code’s doing, and you can find that out just as easily by inspecting a couple of values through the print statements.If I were on some codebase that you were also working on, what should I do to make it as easy as possible to understand?I’d say short and well-named methods. The one thing I like to do when I’m looking at code is to find out where a value comes from, and the more layers of indirection there are, particularly DI [dependency injection] frameworks, the harder it is to find out where something’s come from. I really hate that. I want to know if the value come from the user here or is a constant here, and if I can’t find that out, that makes code very hard to understand for me.As a tester, where do you think the split should lie between software engineers and testers?I think the split is less on areas of the code you write and more what you’re designing and creating. The developers put a structure on the code, while my major role is to say which tests we should have, whether we should test that, or it’s not worth testing that because it’s a tiny function in code that nobody’s ever actually going to see. So it’s not a split in the code, it’s a split in what you’re thinking about. Saying what code we should write, but alternatively what code we should take out.In your experience, do the software engineers tend to do much testing themselves?They tend to control the lowest layer of tests. And, depending on how the balance of people is in the team, they might write some of the higher levels of test. Or that might go to the testers. I’m the only tester on my team with three other developers, so they’ll be writing quite a lot of the actual test code, with input from me as to whether we should test that functionality, whereas on other teams, where it’s been more equal numbers, the testers have written pretty much all of the high level tests, just because that’s the best use of resource.If you could shuffle resources around however you liked, do you think that the developers should be writing those high-level tests?I think they should be writing them occasionally. It helps when they have an understanding of how testing code works and possibly what assumptions we’ve made in tests, and they can say “actually, it doesn’t work like that under the hood so you’ve missed this whole area”. It’s one of those agile things that everyone on the team should be at least comfortable doing the various jobs. So if the developers can write test code then I think that’s a very good thing.So you think testers should be able to write production code?Yes, although given most testers skills at coding, I wouldn’t advise it too much! I have written a few things, and I did make a few changes that have actually gone into our production code base. They’re not necessarily running every time but they are there. I think having that mix of skill sets is really useful. In some ways we’re using our own product to test itself, so being able to make those changes where it’s not working saves me a round-trip through the developers. It can be really annoying if the developers have no time to make a change, and I can’t touch the code.If the software engineers are consistently writing tests at all levels, what role do you think the role of a tester is?I think on a team like that, those distinctions aren’t quite so useful. There’ll be two cases. There’s either the case where the developers think they’ve written good tests, but you still need someone with a test engineer mind-set to go through the tests and validate that it’s a useful set, or the correct set for that code. Or they won’t actually be pure developers, they’ll have that mix of test ability in there.I think having slightly more distinct roles is useful. When it starts to blur, then you lose that view of the tests as a whole. The tester job is not to create tests, it’s to validate the quality of the product, and you don’t do that just by writing tests. There’s more things you’ve got to keep in your mind. And I think when you blur the roles, you start to lose that end of the tester.So because you’re working on those features, you lose that holistic view of the whole system?Yeah, and anyone who’s worked on the feature shouldn’t be testing it. You always need to have it tested it by someone who didn’t write it. Otherwise you’re a bit too close and you assume “yes, people will only use it that way”, but the tester will come along and go “how do people use this? How would our most idiotic user use this?”. I might not test that because it might be completely irrelevant. But it’s coming in and trying to have a different set of assumptions.Are you a believer that it should all be automated if possible?Not entirely. So an automated test is always better than a manual test for the long-term, but there’s still nothing that beats a human sitting in front of the application and thinking “What could I do at this point?”. The automated test is very good but they follow that strict path, and they never check anything off the path. The human tester will look at things that they weren’t expecting, whereas the automated test can only ever go “Is that value correct?” in many respects, and it won’t notice that on the other side of the screen you’re showing something completely wrong. And that value might have been checked independently, but you always find a few odd interactions when you’re going through something manually, and you always need to go through something manually to start with anyway, otherwise you won’t know where the important bits to write your automation are.When you’re doing that manual testing, do you think it’s important to do that across the entire product, or just the bits that you’ve touched recently?I think it’s important to do it mostly on the bits you’ve touched, but you can’t ignore the rest of the product. Unless you’re dealing with a very, very self-contained bit, you’re almost always encounter other bits of the product along the way. Most testers I know, even if they are looking at just one path, they’ll keep open and move around a bit anyway, just because they want to find something that’s broken. If we find that your path is right, we’ll go out and hunt something else.How do you think this fits into the idea of continuously deploying, so long as the tests pass?With deploying a website it’s a bit different because you can always pull it back. If you’re deploying an application to customers, when you’ve released it, it’s out there, you can’t pull it back. Someone’s going to keep it, no matter how hard you try there will be a few installations that stay around. So I’d always have at least a human element on that path. With websites, you could probably automate straight out, or at least straight out to an internal environment or a single server in a cloud of fifty that will serve some people. But I don’t think you should release to everyone just on automated tests passing.You’ve already mentioned using BASIC and C# — are there any other languages that you’ve used?I’ve used a few. That’s something that has changed more recently, I’ve become familiar with more languages. Before I started at Red Gate I learnt a bit of C. Then last year, I taught myself Python which I actually really enjoyed using. I’ve also come across another language called Vala, which is sort of a C#-like language. It’s basically a pre-processor for C, but it has very nice syntax. I think that’s currently my favourite language.Any particular reason for trying Vala?I have a completely Linux environment at home, and I’ve been looking for a nice language, and C# just doesn’t cut it because I won’t touch Mono. So, I was looking for something like C# but that was useable in an open source environment, and Vala’s what I found. C#’s got a few features that Vala doesn’t, and Vala’s got a few features where I think “It would be awesome if C# had that”.What are some of the features that it’s missing?Extension methods. And I think that’s the only one that really bugs me. I like to use them when I’m writing C# because it makes some things really easy, especially with libraries that you can’t touch the internals of. It doesn’t have method overloading, which is sometimes annoying.Where it does win over C#?Everything is non-nullable by default, you never have to check that something’s unexpectedly null.Also, Vala has code contracts. This is starting to come in C# 4, but the way it works in Vala is that you specify requirements in short phrases as part of your function signature and they stick to the signature, so that when you inherit it, it has exactly the same code contract as the base one, or when you inherit from an interface, you have to match the signature exactly. Just using those makes you think a bit more about how you’re writing your method, it’s not an afterthought when you’ve got contracts from base classes given to you, you can’t change it. Which I think is a lot nicer than the way C# handles it. When are those actually checked?They’re checked both at compile and run-time. The compile-time checking isn’t very strong yet, it’s quite a new feature in the compiler, and because it compiles down to C, you can write C code and interface with your methods, so you can bypass that compile-time check anyway. So there’s an extra runtime check, and if you violate one of the contracts at runtime, it’s game over for your program, there’s no exception to catch, it’s just goodbye!One thing I dislike about C# is the exceptions. You write a bit of code and fifty exceptions could come from any point in your ten lines, and you can’t mentally model how those exceptions are going to come out, and you can’t even predict them based on the functions you’re calling, because if you’ve accidentally got a derived class there instead of a base class, that can throw a completely different set of exceptions. So I’ve got no way of mentally modelling those, whereas in Vala they’re checked like Java, so you know only these exceptions can come out. You know in advance the error conditions.I think Raymond Chen on Old New Thing says “the only thing you know when you throw an exception is that you’re in an invalid state somewhere in your program, so just kill it and be done with it!”You said you’ve also learnt bits of Python. How did you find that compared to Vala and C#?Very different because of the dynamic typing. I’ve been writing a website for my own use. I’m quite into photography, so I take photos off my camera, post-process them, dump them in a file, and I get a webpage with all my thumbnails. So sort of like Picassa, but written by myself because I wanted something to learn Python with. There are some things that are really nice, I just found it really difficult to cope with the fact that I’m not quite sure what this object type that I’m passed is, I might not ever be sure, so it can randomly blow up on me. But once I train myself to ignore that and just say “well, I’m fairly sure it’s going to be something that looks like this, so I’ll use it like this”, then it’s quite nice.Any particular features that you’ve appreciated?I don’t like any particular feature, it’s just very straightforward to work with. It’s very quick to write something in, particularly as you don’t have to worry that you’ve changed something that affects a different part of the program. If you have, then that part blows up, but I can get this part working right now.If you were doing a big project, would you be willing to do it in Python rather than C# or Vala?I think I might be willing to try something bigger or long term with Python. We’re currently doing an ASP.NET MVC project on C#, and I don’t like the amount of reflection. There’s a lot of magic that pulls values out, and it’s all done under the scenes. It’s almost managed to put a dynamic type system on top of C#, which in many ways destroys the language to me, whereas if you’re already in a dynamic language, having things done dynamically is much more natural. In many ways, you get the worst of both worlds. I think for web projects, I would go with Python again, whereas for anything desktop, command-line or GUI-based, I’d probably go for C# or Vala, depending on what environment I’m in.It’s the fact that you can gain from the strong typing in ways that you can’t so much on the web app. Or, in a web app, you have to use dynamic typing at some point, or you have to write a hell of a lot of boilerplate, and I’d rather use the dynamic typing than write the boilerplate.What do you think separates great programmers from everyone else?Probably design choices. Choosing to write it a piece of code one way or another. For any given program you ask me to write, I could probably do it five thousand ways. A programmer who is capable will see four or five of them, and choose one of the better ones. The excellent programmer will see the largest proportion and manage to pick the best one very quickly without having to think too much about it. I think that’s probably what separates, is the speed at which they can see what’s the best path to write the program in. More Red Gater Coder interviews

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  • Product Development Investment: A Measure of Vendor Performance

    - by Jim Mcglothlin
    The relationship between a large, complex organization and its key suppliers of information technology is normally more than just "strategic". Expectations about the duration of the relationship typically exceed 20 years. Enterprise applications and technology infrastructure are not expected to be changed out like petunias. So how would you rate the due diligence processes as performed in Higher Education when selecting critical, transformational information technology? My observation: I see a lot of effort put into elaborate demonstration of basic software functionality. I see a lot of attention paid to the cost element of technology acquisition, including the contracted cost of implementation consulting services. But the factor that receives only cursory analysis and due diligence is long-term performance--the ability of a vendor to grow, expand, and develop, and bring its customers along with it. So what should you look for in a long-term IT supplier? Oracle has a public track record for product development. The annual investment has been on a run rate of almost $3 Billion organic product development. Oracle's well-publicized acquisitions and mergers have been supplemental to its R&D. This is important for Higher Education. Another meaningful way to evaluate a company is to look at the tangible track record of enhancement. Consider the Oracle-PeopleSoft enterprise business platform since acquired by Oracle 6 years ago: Product or Technology Enhancement Customer or User Impact Service Oriented Architecture (SOA) 300+ new web services delivered in versions 9.0 & 9.1 provide flexibility, so that customers can integrate PeopleSoft with other applications. Campus Solutions has added Admissions and Constituent Web Services. Constituent Relationship Management PeopleSoft CRM 9.1 for Higher Education introduced new process flows for student recruiting and retention to support "Student Success" initiatives. A 360 view of the constituent is now delivered, and the concept of a single-stop Student Services Center is now in CRM 9.1 with tight integration to PeopleSoft Campus Solutions. Human Capital Management Contract Pay for Education, with flexibility for configuration and calculation, has been extended in HCM 9.1. New chartfield integration among Project Costing - Time & Labor - Payroll to serve the labor distribution requirements for Grants / Sponsored Research. Talent Management PeopleSoft 9.0 and 9.1 feature an integrated talent management approach centered on definitions in "Profile Manager", with all new usability improvements. Internal and external candidate pools, and the entire recruitment process, are driven by delivered configurable selection and on-boarding processes. Interview scheduling, and online job offers are newly delivered processes. Performance Management PeopleSoft HCM ePerformance 9.1 will include significant new functionality designed to help organizations more effectively align business objectives with employee goals. Using an Organization Chart view, your business goals can flow down to become tangible objectives per employee. Succession Planning / Workforce Development New in HCM 9.0, enhanced in 9.1, is a planning capability for regular or unusual (major organizational change) succession of internal or external candidates. PeopleSoft supports employee-based career planning, which ultimately increases the integrity of the succession planning process (identify their career needs, plans, preferences, and interests). Dashboards / Oracle Business Intelligence Application Suite Oracle Human Resources Analytics provides the workforce information foundation that integrates data from HR functional areas and Finance. Oracle Human Resources Analytics delivers 9 dashboards and over 200 reports. Provide your HR professionals and front-line managers the tools to analyze workforce staffing, retention, productivity, to better source high-quality applicants, and to reduce absence costs. Multi-year Planning and Commitment Control External funding sources, especially Grants, require a multi-year encumbrance business process. PeopleSoft HCM 9.1 adds multi-year funding and commitment control, including budget checking. The newly designed Real Time Budget Checking will provide the customer with an updated snapshot of their budget and encumbrances at any given time. Position Budgeting with Hyperion Hyperion Planning world-class products now include delivered integration to PeopleSoft HCM. Position Budgeting is available in the new Public Sector Planning module of Hyperion. Web 2.0 features for the latest in usability PeopleSoft 9.1 features a contemporary internet user experience: Partial-page refreshing Drag and drop pagelets New menu structure Navigation pagelets Modal popup message windows Favorites & recently used links Type-ahead Drag and drop grid columns, pop-out grids Portal Workspaces Enterprise 2.0 for your collaborative web communities, using new content management, along with Wikis, blogs, and discussion forums in PeopleSoft Portal 9.1. PeopleTools enhanced by Oracle Fusion Middleware Standards-based tools have been added to the PeopleTools application infrastructure: BI (XML) Publisher, Java tools. Certified for use with PeopleSoft: Oracle Business Intelligence (OBIEE), Oracle Enterprise Manager, Oracle Weblogic Server, Oracle SOA Suite. Hosting for PeopleSoft applications A solid new deployment option: Oracle On Demand remote hosting center for high scalability, security, and continuity of operations. Business Process Outsourcing (BPO) for HCM / Payroll functions Partnership with AT&T provides hosting of HR/Payroll application along with payroll business process operations, and subscription-based service fees (SaaS). AT&T BPO full service includes pay sheet processing, bank and 3rd party file transfer, payroll tax handling, etc. Continuous Delivery Model Feature Packs provide faster time-to-benefit; new features become available in PeopleSoft 9.1 (or Campus Solutions 9.0) without need to perform upgrade. Golden person data model across all campus applications Oracle Higher Education Constituent Hub provides synchronization and data governance of person data across any application, e.g. HR/ Payroll, Student Information System, Housing, Emergency Contact, LMS, CRM. Oracle's aggressive enhancement plans within the "Applications Unlimited" program continue, as new functionality is under development for a new version of a PeopleSoft release planned for 2012. Meanwhile, new capabilities are planned on an annual basis in Feature Packs. PeopleSoft just delivered the HCM 2010 Feature Pack and another is planned for 2011. In February we plan to have over 100 customers from our Customer Advisory Boards at our PeopleSoft Development Center in California to review designs for all of these releases. For those of you near New York City The investment and progressive development story described above is the subject of an Oracle road show event on February 9, 2011. Charting Your Course with Oracle Applications is a global event series designed to help business and IT executives assess the impact of new inflection points on their business and applications roadmap: changing workforces, shifting customer and constituent bases, and increased volatility. Learn how innovations ranging from new deployment models like cloud computing to the introduction of social applications and smart devices are delivering results across all areas of business and industry. THIS DOCUMENT IS FOR INFORMATIONAL PURPOSES ONLY AND MAY NOT BE INCORPORATED INTO A CONTRACT OR AGREEMENT.

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  • Source-control 'wet-work'?

    - by Phil Factor
    When a design or creative work is flawed beyond remedy, it is often best to destroy it and start again. The other day, I lost the code to a long and intricate SQL batch I was working on. I’d thought it was impossible, but it happened. With all the technology around that is designed to prevent this occurring, this sort of accident has become a rare event.  If it weren’t for a deranged laptop, and my distraction, the code wouldn’t have been lost this time.  As always, I sighed, had a soothing cup of tea, and typed it all in again.  The new code I hastily tapped in  was much better: I’d held in my head the essence of how the code should work rather than the details: I now knew for certain  the start point, the end, and how it should be achieved. Instantly the detritus of half-baked thoughts fell away and I was able to write logical code that performed better.  Because I could work so quickly, I was able to hold the details of all the columns and variables in my head, and the dynamics of the flow of data. It was, in fact, easier and quicker to start from scratch rather than tidy up and refactor the existing code with its inevitable fumbling and half-baked ideas. What a shame that technology is now so good that developers rarely experience the cleansing shock of losing one’s code and having to rewrite it from scratch.  If you’ve never accidentally lost  your code, then it is worth doing it deliberately once for the experience. Creative people have, until Technology mistakenly prevented it, torn up their drafts or sketches, threw them in the bin, and started again from scratch.  Leonardo’s obsessive reworking of the Mona Lisa was renowned because it was so unusual:  Most artists have been utterly ruthless in destroying work that didn’t quite make it. Authors are particularly keen on writing afresh, and the results are generally positive. Lawrence of Arabia actually lost the entire 250,000 word manuscript of ‘The Seven Pillars of Wisdom’ by accidentally leaving it on a train at Reading station, before rewriting a much better version.  Now, any writer or artist is seduced by technology into altering or refining their work rather than casting it dramatically in the bin or setting a light to it on a bonfire, and rewriting it from the blank page.  It is easy to pick away at a flawed work, but the real creative process is far more brutal. Once, many years ago whilst running a software house that supplied commercial software to local businesses, I’d been supervising an accounting system for a farming cooperative. No packaged system met their needs, and it was all hand-cut code.  For us, it represented a breakthrough as it was for a government organisation, and success would guarantee more contracts. As you’ve probably guessed, the code got mangled in a disk crash just a week before the deadline for delivery, and the many backups all proved to be entirely corrupted by a faulty tape drive.  There were some fragments left on individual machines, but they were all of different versions.  The developers were in despair.  Strangely, I managed to re-write the bulk of a three-month project in a manic and caffeine-soaked weekend.  Sure, that elegant universally-applicable input-form routine was‘nt quite so elegant, but it didn’t really need to be as we knew what forms it needed to support.  Yes, the code lacked architectural elegance and reusability. By dawn on Monday, the application passed its integration tests. The developers rose to the occasion after I’d collapsed, and tidied up what I’d done, though they were reproachful that some of the style and elegance had gone out of the application. By the delivery date, we were able to install it. It was a smaller, faster application than the beta they’d seen and the user-interface had a new, rather Spartan, appearance that we swore was done to conform to the latest in user-interface guidelines. (we switched to Helvetica font to look more ‘Bauhaus’ ). The client was so delighted that he forgave the new bugs that had crept in. I still have the disk that crashed, up in the attic. In IT, we have had mixed experiences from complete re-writes. Lotus 123 never really recovered from a complete rewrite from assembler into C, Borland made the mistake with Arago and Quattro Pro  and Netscape’s complete rewrite of their Navigator 4 browser was a white-knuckle ride. In all cases, the decision to rewrite was a result of extreme circumstances where no other course of action seemed possible.   The rewrite didn’t come out of the blue. I prefer to remember the rewrite of Minix by young Linus Torvalds, or the rewrite of Bitkeeper by a slightly older Linus.  The rewrite of CP/M didn’t do too badly either, did it? Come to think of it, the guy who decided to rewrite the windowing system of the Xerox Star never regretted the decision. I’ll agree that one should often resist calls for a rewrite. One of the worst habits of the more inexperienced programmer is to denigrate whatever code he or she inherits, and then call loudly for a complete rewrite. They are buoyed up by the mistaken belief that they can do better. This, however, is a different psychological phenomenon, more related to the idea of some motorcyclists that they are operating on infinite lives, or the occasional squaddies that if they charge the machine-guns determinedly enough all will be well. Grim experience brings out the humility in any experienced programmer.  I’m referring to quite different circumstances here. Where a team knows the requirements perfectly, are of one mind on methodology and coding standards, and they already have a solution, then what is wrong with considering  a complete rewrite? Rewrites are so painful in the early stages, until that point where one realises the payoff, that even I quail at the thought. One needs a natural disaster to push one over the edge. The trouble is that source-control systems, and disaster recovery systems, are just too good nowadays.   If I were to lose this draft of this very blog post, I know I’d rewrite it much better. However, if you read this, you’ll know I didn’t have the nerve to delete it and start again.  There was a time that one prayed that unreliable hardware would deliver you from an unmaintainable mess of a codebase, but now technology has made us almost entirely immune to such a merciful act of God. An old friend of mine with long experience in the software industry has long had the idea of the ‘source-control wet-work’,  where one hires a malicious hacker in some wild eastern country to hack into one’s own  source control system to destroy all trace of the source to an application. Alas, backup systems are just too good to make this any more than a pipedream. Somehow, it would be difficult to promote the idea. As an alternative, could one construct a source control system that, on doing all the code-quality metrics, would systematically destroy all trace of source code that failed the quality test? Alas, I can’t see many managers buying into the idea. In reading the full story of the near-loss of Toy Story 2, it set me thinking. It turned out that the lucky restoration of the code wasn’t the happy ending one first imagined it to be, because they eventually came to the conclusion that the plot was fundamentally flawed and it all had to be rewritten anyway.  Was this an early  case of the ‘source-control wet-job’?’ It is very hard nowadays to do a rapid U-turn in a development project because we are far too prone to cling to our existing source-code.

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  • Source-control 'wet-work'?

    - by Phil Factor
    When a design or creative work is flawed beyond remedy, it is often best to destroy it and start again. The other day, I lost the code to a long and intricate SQL batch I was working on. I’d thought it was impossible, but it happened. With all the technology around that is designed to prevent this occurring, this sort of accident has become a rare event.  If it weren’t for a deranged laptop, and my distraction, the code wouldn’t have been lost this time.  As always, I sighed, had a soothing cup of tea, and typed it all in again.  The new code I hastily tapped in  was much better: I’d held in my head the essence of how the code should work rather than the details: I now knew for certain  the start point, the end, and how it should be achieved. Instantly the detritus of half-baked thoughts fell away and I was able to write logical code that performed better.  Because I could work so quickly, I was able to hold the details of all the columns and variables in my head, and the dynamics of the flow of data. It was, in fact, easier and quicker to start from scratch rather than tidy up and refactor the existing code with its inevitable fumbling and half-baked ideas. What a shame that technology is now so good that developers rarely experience the cleansing shock of losing one’s code and having to rewrite it from scratch.  If you’ve never accidentally lost  your code, then it is worth doing it deliberately once for the experience. Creative people have, until Technology mistakenly prevented it, torn up their drafts or sketches, threw them in the bin, and started again from scratch.  Leonardo’s obsessive reworking of the Mona Lisa was renowned because it was so unusual:  Most artists have been utterly ruthless in destroying work that didn’t quite make it. Authors are particularly keen on writing afresh, and the results are generally positive. Lawrence of Arabia actually lost the entire 250,000 word manuscript of ‘The Seven Pillars of Wisdom’ by accidentally leaving it on a train at Reading station, before rewriting a much better version.  Now, any writer or artist is seduced by technology into altering or refining their work rather than casting it dramatically in the bin or setting a light to it on a bonfire, and rewriting it from the blank page.  It is easy to pick away at a flawed work, but the real creative process is far more brutal. Once, many years ago whilst running a software house that supplied commercial software to local businesses, I’d been supervising an accounting system for a farming cooperative. No packaged system met their needs, and it was all hand-cut code.  For us, it represented a breakthrough as it was for a government organisation, and success would guarantee more contracts. As you’ve probably guessed, the code got mangled in a disk crash just a week before the deadline for delivery, and the many backups all proved to be entirely corrupted by a faulty tape drive.  There were some fragments left on individual machines, but they were all of different versions.  The developers were in despair.  Strangely, I managed to re-write the bulk of a three-month project in a manic and caffeine-soaked weekend.  Sure, that elegant universally-applicable input-form routine was‘nt quite so elegant, but it didn’t really need to be as we knew what forms it needed to support.  Yes, the code lacked architectural elegance and reusability. By dawn on Monday, the application passed its integration tests. The developers rose to the occasion after I’d collapsed, and tidied up what I’d done, though they were reproachful that some of the style and elegance had gone out of the application. By the delivery date, we were able to install it. It was a smaller, faster application than the beta they’d seen and the user-interface had a new, rather Spartan, appearance that we swore was done to conform to the latest in user-interface guidelines. (we switched to Helvetica font to look more ‘Bauhaus’ ). The client was so delighted that he forgave the new bugs that had crept in. I still have the disk that crashed, up in the attic. In IT, we have had mixed experiences from complete re-writes. Lotus 123 never really recovered from a complete rewrite from assembler into C, Borland made the mistake with Arago and Quattro Pro  and Netscape’s complete rewrite of their Navigator 4 browser was a white-knuckle ride. In all cases, the decision to rewrite was a result of extreme circumstances where no other course of action seemed possible.   The rewrite didn’t come out of the blue. I prefer to remember the rewrite of Minix by young Linus Torvalds, or the rewrite of Bitkeeper by a slightly older Linus.  The rewrite of CP/M didn’t do too badly either, did it? Come to think of it, the guy who decided to rewrite the windowing system of the Xerox Star never regretted the decision. I’ll agree that one should often resist calls for a rewrite. One of the worst habits of the more inexperienced programmer is to denigrate whatever code he or she inherits, and then call loudly for a complete rewrite. They are buoyed up by the mistaken belief that they can do better. This, however, is a different psychological phenomenon, more related to the idea of some motorcyclists that they are operating on infinite lives, or the occasional squaddies that if they charge the machine-guns determinedly enough all will be well. Grim experience brings out the humility in any experienced programmer.  I’m referring to quite different circumstances here. Where a team knows the requirements perfectly, are of one mind on methodology and coding standards, and they already have a solution, then what is wrong with considering  a complete rewrite? Rewrites are so painful in the early stages, until that point where one realises the payoff, that even I quail at the thought. One needs a natural disaster to push one over the edge. The trouble is that source-control systems, and disaster recovery systems, are just too good nowadays.   If I were to lose this draft of this very blog post, I know I’d rewrite it much better. However, if you read this, you’ll know I didn’t have the nerve to delete it and start again.  There was a time that one prayed that unreliable hardware would deliver you from an unmaintainable mess of a codebase, but now technology has made us almost entirely immune to such a merciful act of God. An old friend of mine with long experience in the software industry has long had the idea of the ‘source-control wet-work’,  where one hires a malicious hacker in some wild eastern country to hack into one’s own  source control system to destroy all trace of the source to an application. Alas, backup systems are just too good to make this any more than a pipedream. Somehow, it would be difficult to promote the idea. As an alternative, could one construct a source control system that, on doing all the code-quality metrics, would systematically destroy all trace of source code that failed the quality test? Alas, I can’t see many managers buying into the idea. In reading the full story of the near-loss of Toy Story 2, it set me thinking. It turned out that the lucky restoration of the code wasn’t the happy ending one first imagined it to be, because they eventually came to the conclusion that the plot was fundamentally flawed and it all had to be rewritten anyway.  Was this an early  case of the ‘source-control wet-job’?’ It is very hard nowadays to do a rapid U-turn in a development project because we are far too prone to cling to our existing source-code.

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  • Simplifying Human Capital Management with Mobile Applications

    - by HCM-Oracle
    By Aaron Green If you're starting to think 'mobility' is a recurring theme in your reading, you'd be right. For those who haven't started to build organisational capabilities to leverage it, it's fair to say you're late to the party. The good news: better late than never. Research firm eMarketer says the worldwide smartphone audience will total 1.75 billion this year, while communications technology and services provider Ericsson suggests smartphones will triple to 5.6 billion globally by 2019. It should be no surprise, smart phone adoption is reaching the farthest corners of the globe; the subsequent impact of enterprise applications enabled by these devices is driving business performance improvement and will continue to do so. Companies using advanced workforce analytics can add significantly to the bottom line, while impacting customer satisfaction, quality and productivity. It's a statement that makes most business leaders sit forward in their chairs. Achieving these three standards is like sipping The Golden Elixir for the business world. No-one would argue their importance. So what are 'advanced workforce analytics?' Simply, they're unprecedented access to workforce trends and performance markers. Many are made possible by a mobile world and the enterprise applications that come with it on smart devices. Some refer to it as 'the consumerisation of IT'. As this phenomenon has matured and become more widely appreciated it has impacted the spectrum of functional units within an enterprise differently, but powerfully. Whether it's sales, HR, marketing, IT, or operations, all have benefited from a more mobile approach. It has been the catalyst for improvement in, and management of, the employee experience. The net result of which is happier customers. The obvious benefits but the lesser realised impact Most people understand that mobility allows for greater efficiency and productivity, collaboration and flexibility, but how that translates into business outcomes within the various functional groups is lesser known. In actuality mobility has helped galvanise partnerships between cross-functional groups within the enterprise. Where in some quarters it was once feared mobility could fragment a workforce, its rallying cry of support is coming from what you might describe as an unlikely source - HR. As the bedrock of an enterprise, it is conceivable HR might contemplate the possible negative impact of a mobile workforce that no-longer sits in an office, at the same desks every day. After all, who would know what they were doing or saying? How would they collaborate? It's reasonable to see why HR might have a legitimate claim to try and retain as much 'perceived control' as possible. The reality however is mobility has emancipated human capital and its management. Mobility and enterprise applications are expediting decision making. Google calls it Zero Moment of Truth, or ZMOT. It enables smoother operation and can contribute to faster growth. From a collaborative perspective, with the growing use of enterprise social media, which in many cases is being driven by HR, workforce planning and the tangible impact of change is much easier to map. This in turn provides a platform from which individuals and teams can thrive. With more agility and ability to anticipate, staff satisfaction and retention is higher, and real time feedback constant. The management team can save time, energy and costs with more accurate data, which is then intelligently applied across the workforce to truly engage with staff, customers and partners. From a human capital management (HCM) perspective, mobility can help you close the loop on true talent management. It can enhance what managers can offer and what employees can provide in return. It can create nested relationships and powerful partnerships. IT and HR - partners and stewards of mobility One effect of enterprise mobility is an evolution in the nature of the relationship between HR and IT from one of service provision to partnership. The reason for the dynamic shift is largely due to the 'bring your own device' (BYOD) movement, which is transitioning to a 'bring your own application' (BYOA) scenario. As enterprise technology has in some ways reverse-engineered its solutions to help manage this situation, the partnership between IT (the functional owner) and HR (the strategic enabler) is deeply entrenched. And it has to be. The CIO and the HR leader are faced with compliance and regulatory issues and concerns around information security and personal privacy on a daily basis, complicated by global reach and varied domestic legislation. There are tens of thousands of new mobile apps entering the market each month and, unlike many consumer applications which get downloaded but are often never opened again after initial perusal, enterprise applications are being relied upon by functional groups, not least by HR to enhance people management. It requires a systematic approach across all applications in use within the enterprise in order to ensure they're used to best effect. No turning back, and no desire to With real time analytics on performance and the ability for immediate feedback, there is no turning back for managers. In my experience with Oracle, our customers' operational efficiency is at record levels. It's clear as a result of the combination of individual KPIs and organisational goals, CIOs have been able to give HR leaders the ability to build predictive models that feed into an enterprise organisations' evolving strategy. It also helps them ensure regulatory compliance much more easily. Once an arduous task, with mobile enabled automation and quality data, compliance is simpler. Their world has changed for the better. For the CIO, mobility also assists them to optimise performance. While it doesn't come without challenges, mobile-enabled applications and the native experience users have with them means employees don't need high-level technical expertise to train users. It reduces the training and engagement required from the IT team so they can focus on other things that deliver value to the bottom line; all the while lowering the cost of assets and related maintenance work by simplifying processes. Rewards of a mobile enterprise outweigh risks With mobile tools allowing us to increasingly integrate our personal and professional lives, terms like "office hours" are becoming irrelevant, so work/life balance is a cultural must. Enterprises are expected to offer tools that enable workers to access information from anywhere, at any time, from any device. Employees want simplicity and convenience but it doesn't stop at private enterprise. This is a societal shift. Governments, which traditionally have been known to be slower to adopt newer technology, are also offering support for local businesses to go mobile. Several state government websites have advice on how to create mobile apps and more. And as recently as last week the Victorian Minister for Technology Gordon Rich-Phillips unveiled his State government's ICT roadmap for the next two years, which details an increased use of the public cloud, as well as mobile communications, and improved access to online data-sets. Tech giants are investing significantly in solutions designed to simplify mobile deployment and enablement. The mobility trend is creating a wave of change in the industry and driving transformation in the enterprise. If you're not on that wave, the business risk continues to rise as your competitiveness drops. Aaron is the Vice President of HCM Strategy at Oracle Corporation where he is responsible for researching and identifying emerging trends in the practice of Human Resources and works to deliver industry-leading technology solutions. Other responsibilities include, ownership of Oracle's innovative HCM solutions across JAPAC and enabling organisations to transform and modernise their workforce tools. Follow him on Twitter @aaronjgreen

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  • Right-Time Retail Part 1

    - by David Dorf
    This is the first in a three-part series. Normal 0 false false false EN-US X-NONE X-NONE /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} Right-Time Revolution Technology enables some amazing feats in retail. I can order flowers for my wife while flying 30,000 feet in the air. I can order my groceries in the subway and have them delivered later that day. I can even see how clothes look on me without setting foot in a store. Who knew that a TV, diamond necklace, or even a car would someday be as easy to purchase as a candy bar? Can technology make a mattress an impulse item? Wake-up and your back is hurting, so you rollover and grab your iPad, then a new mattress is delivered the next day. Behind the scenes the many processes are being choreographed to make the sale happen. This includes moving data between systems with the least amount for friction, which in some cases is near real-time. But real-time isn’t appropriate for all the integrations. Think about what a completely real-time retailer would look like. A consumer grabs toothpaste off the shelf, and all systems are immediately notified so that the backroom clerk comes running out and pushes the consumer aside so he can replace the toothpaste on the shelf. Such a system is not only cost prohibitive, but it’s also very inefficient and ineffectual. Retailers must balance the realities of people, processes, and systems to find the right speed of execution. That’ what “right-time retail” means. Retailers used to sell during the day and count the money and restock at night, but global expansion and the Web have complicated that simplistic viewpoint. Our 24hr society demands not only access but also speed, which constantly pushes the boundaries of our IT systems. In the last twenty years, there have been three major technology advancements that have moved us closer to real-time systems. Networking is the first technology that drove the real-time trend. As systems became connected, it became easier to move data between them. In retail we no longer had to mail the daily business report back to corporate each day as the dial-up modem could transfer the data. That was soon replaced with trickle-polling, when sale transactions were occasionally sent from stores to corporate throughout the day, often through VSAT. Then we got terrestrial networks like DSL and Ethernet that allowed the constant stream of data between stores and corporate. When corporate could see the sales transactions coming from stores, it could better plan for replenishment and promotions. That drove the need for speed into the supply chain and merchandising, but for many years those systems were stymied by the huge volumes of data. Nordstrom has 150 million SKU/Store combinations when planning (RPAS); The Gap generates 110 million price changes during end-of-season (RPM); Argos does 1.78 billion calculations executed each day for replenishment planning (AIP). These areas are now being alleviated by the second technology, storage. The typical laptop disk drive runs at 5,400rpm with PCs stepping up to 7,200rpm and servers hitting 15,000rpm. But the platters can only spin so fast, so to squeeze more performance we’ve had to rely on things like disk striping. Then solid state drives (SSDs) were introduced and prices continue to drop. (Augmenting your harddrive with a SSD is the single best PC upgrade these days.) RAM continues to be expensive, but compressing data in memory has allowed more efficient use. So a few years back, Oracle decided to build a box that incorporated all these advancements to move us closer to real-time. This family of products, often categorized as engineered systems, combines the hardware and software so that they work together to provide better performance. How much better? If Exadata powered a 747, you’d go from New York to Paris in 42 minutes, and it would carry 5,000 passengers. If Exadata powered baseball, games would last only 18 minutes and Boston’s Fenway would hold 370,000 fans. The Exa-family enables processing more data in less time. So with faster networks and storage, that brings us to the third and final ingredient. If we continue to process data in traditional ways, we won’t be able to take advantage of the faster networks and storage. Enter what Harvard calls “The Sexiest Job of the 21st Century” – the data scientist. New technologies like the Hadoop-powered Oracle Big Data Appliance, Oracle Advanced Analytics, and Oracle Endeca Information Discovery change the way in which we organize data. These technologies allow us to extract actionable information from raw data at incredible speeds, often ad-hoc. So the foundation to support the real-time enterprise exists, but how does a retailer begin to take advantage? The most visible way is through real-time marketing, but I’ll save that for part 3 and instead begin with improved integrations for the assets you already have in part 2.

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  • CUDA: Memory copy to GPU 1 is slower in multi-GPU

    - by zenna
    My company has a setup of two GTX 295, so a total of 4 GPUs in a server, and we have several servers. We GPU 1 specifically was slow, in comparison to GPU 0, 2 and 3 so I wrote a little speed test to help find the cause of the problem. //#include <stdio.h> //#include <stdlib.h> //#include <cuda_runtime.h> #include <iostream> #include <fstream> #include <sstream> #include <string> #include <cutil.h> __global__ void test_kernel(float *d_data) { int tid = blockDim.x*blockIdx.x + threadIdx.x; for (int i=0;i<10000;++i) { d_data[tid] = float(i*2.2); d_data[tid] += 3.3; } } int main(int argc, char* argv[]) { int deviceCount; cudaGetDeviceCount(&deviceCount); int device = 0; //SELECT GPU HERE cudaSetDevice(device); cudaEvent_t start, stop; unsigned int num_vals = 200000000; float *h_data = new float[num_vals]; for (int i=0;i<num_vals;++i) { h_data[i] = float(i); } float *d_data = NULL; float malloc_timer; cudaEventCreate(&start); cudaEventCreate(&stop); cudaEventRecord( start, 0 ); cudaMemcpy(d_data, h_data, sizeof(float)*num_vals,cudaMemcpyHostToDevice); cudaMalloc((void**)&d_data, sizeof(float)*num_vals); cudaEventRecord( stop, 0 ); cudaEventSynchronize( stop ); cudaEventElapsedTime( &malloc_timer, start, stop ); cudaEventDestroy( start ); cudaEventDestroy( stop ); float mem_timer; cudaEventCreate(&start); cudaEventCreate(&stop); cudaEventRecord( start, 0 ); cudaMemcpy(d_data, h_data, sizeof(float)*num_vals,cudaMemcpyHostToDevice); cudaEventRecord( stop, 0 ); cudaEventSynchronize( stop ); cudaEventElapsedTime( &mem_timer, start, stop ); cudaEventDestroy( start ); cudaEventDestroy( stop ); float kernel_timer; cudaEventCreate(&start); cudaEventCreate(&stop); cudaEventRecord( start, 0 ); test_kernel<<<1000,256>>>(d_data); cudaEventRecord( stop, 0 ); cudaEventSynchronize( stop ); cudaEventElapsedTime( &kernel_timer, start, stop ); cudaEventDestroy( start ); cudaEventDestroy( stop ); printf("cudaMalloc took %f ms\n",malloc_timer); printf("Copy to the GPU took %f ms\n",mem_timer); printf("Test Kernel took %f ms\n",kernel_timer); cudaMemcpy(h_data,d_data, sizeof(float)*num_vals,cudaMemcpyDeviceToHost); delete[] h_data; return 0; } The results are GPU0 cudaMalloc took 0.908640 ms Copy to the GPU took 296.058777 ms Test Kernel took 326.721283 ms GPU1 cudaMalloc took 0.913568 ms Copy to the GPU took[b] 663.182251 ms[/b] Test Kernel took 326.710785 ms GPU2 cudaMalloc took 0.925600 ms Copy to the GPU took 296.915039 ms Test Kernel took 327.127930 ms GPU3 cudaMalloc took 0.920416 ms Copy to the GPU took 296.968384 ms Test Kernel took 327.038696 ms As you can see, the cudaMemcpy to the GPU is well double the amount of time for GPU1. This is consistent between all our servers, it is always GPU1 that is slow. Any ideas why this may be? All servers are running windows XP.

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  • Matrix Multiplication with Threads: Why is it not faster?

    - by prelic
    Hey all, So I've been playing around with pthreads, specifically trying to calculate the product of two matrices. My code is extremely messy because it was just supposed to be a quick little fun project for myself, but the thread theory I used was very similar to: #include <pthread.h> #include <stdio.h> #include <stdlib.h> #define M 3 #define K 2 #define N 3 #define NUM_THREADS 10 int A [M][K] = { {1,4}, {2,5}, {3,6} }; int B [K][N] = { {8,7,6}, {5,4,3} }; int C [M][N]; struct v { int i; /* row */ int j; /* column */ }; void *runner(void *param); /* the thread */ int main(int argc, char *argv[]) { int i,j, count = 0; for(i = 0; i < M; i++) { for(j = 0; j < N; j++) { //Assign a row and column for each thread struct v *data = (struct v *) malloc(sizeof(struct v)); data->i = i; data->j = j; /* Now create the thread passing it data as a parameter */ pthread_t tid; //Thread ID pthread_attr_t attr; //Set of thread attributes //Get the default attributes pthread_attr_init(&attr); //Create the thread pthread_create(&tid,&attr,runner,data); //Make sure the parent waits for all thread to complete pthread_join(tid, NULL); count++; } } //Print out the resulting matrix for(i = 0; i < M; i++) { for(j = 0; j < N; j++) { printf("%d ", C[i][j]); } printf("\n"); } } //The thread will begin control in this function void *runner(void *param) { struct v *data = param; // the structure that holds our data int n, sum = 0; //the counter and sum //Row multiplied by column for(n = 0; n< K; n++){ sum += A[data->i][n] * B[n][data->j]; } //assign the sum to its coordinate C[data->i][data->j] = sum; //Exit the thread pthread_exit(0); } source: http://macboypro.com/blog/2009/06/29/matrix-multiplication-in-c-using-pthreads-on-linux/ For the non-threaded version, I used the same setup (3 2-d matrices, dynamically allocated structs to hold r/c), and added a timer. First trials indicated that the non-threaded version was faster. My first thought was that the dimensions were too small to notice a difference, and it was taking longer to create the threads. So I upped the dimensions to about 50x50, randomly filled, and ran it, and I'm still not seeing any performance upgrade with the threaded version. What am I missing here?

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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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  • SQL Navigator startup error: Unhandled Exception at startup - Cannot find OCI DLL: oci.dll

    - by Imageree
    I am using 64 bits Windows 7. Oracle Development Tool: SQL Navigator 5.5 was installed on my computer. When I try to start the program I get this error: "Unhandled Exception at startup - Cannot find OCI DLL: oci.dll" Then I get this error: "Access violation at address 0101916B in module 'SQLNav5.exe'. Read of address 00000000" and then the program is terminatied. Any ideas what is the problem? Update: I am trying to install Oracle client - sql navigator - not sure if the server is 64 bits or not.

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  • SQL Navigator startup error: Unhandled Exception at startup - Cannot find OCI DLL: oci.dll

    - by Imageree
    I am using 64 bits Windows 7. Oracle Development Tool: SQL Navigator 5.5 was installed on my computer. When I try to start the program I get this error: "Unhandled Exception at startup - Cannot find OCI DLL: oci.dll" Then I get this error: "Access violation at address 0101916B in module 'SQLNav5.exe'. Read of address 00000000" and then the program is terminatied. Any ideas what is the problem? Update: I am trying to install Oracle client - sql navigator - not sure if the server is 64 bits or not.

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  • Windows Server 2003 Terminal Server with installed licenses will not go beyond 2 connections

    - by Erwin Blonk
    I installed the Terminal Server role in Windows Server 2003 Standard 64-bits. Still, only 2 connections are allowed. The License Manager says that there are 10 Device CALs available, which is correct, and that none are given out. For good measure I let the server reboot, to no effect. Before this, there was another server (same Windows, except that it is 32 bits) active as a licensing server. I removed the role first and then then added it to the new server. I then removed the Terminal Server Licensing Server component off the old one and added it to the new one. After that, I added to licenses. When that didn't give the required result, I rebooted to new server. Still, the new server, with licenses and all, acts as if it has the 2 license RDP. The server are all stand-alone, there is no active directory been set up. Both servers are in different workgroups.

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  • httpd keeps crashing without any reference to why in the logs

    - by Fred
    I have the logs set to debug in the hopes of tracking down what's causing the crash, but I can't find anything. Here is the error_log. [Thu Jan 06 10:27:35 2011] [debug] proxy_util.c(1967): proxy: initialized single connection worker 0 in child 19999 for (*) [Thu Jan 06 14:47:04 2011] [notice] suEXEC mechanism enabled (wrapper: /usr/sbin/suexec) [Thu Jan 06 14:47:04 2011] [info] Init: Seeding PRNG with 256 bytes of entropy [Thu Jan 06 14:47:04 2011] [info] Init: Generating temporary RSA private keys (512/1024 bits) [Thu Jan 06 14:47:04 2011] [info] Init: Generating temporary DH parameters (512/1024 bits) [Thu Jan 06 14:47:04 2011] [info] Init: Initializing (virtual) servers for SSL [Thu Jan 06 14:47:04 2011] [info] Server: Apache/2.2.3, Interface: mod_ssl/2.2.3, Library: OpenSSL/0.9.8e-fips-rhel5 [Thu Jan 06 14:47:04 2011] [notice] Digest: generating secret for digest authentication ... [Thu Jan 06 14:47:04 2011] [notice] Digest: done [Thu Jan 06 14:47:04 2011] [debug] util_ldap.c(2021): LDAP merging Shared Cache conf: shm=0xb9dc2480 rmm=0xb9dc24b0 for VHOST: server.fredfinn.com [Thu Jan 06 14:47:04 2011] [info] APR LDAP: Built with OpenLDAP LDAP SDK [Thu Jan 06 14:47:04 2011] [info] LDAP: SSL support available [Thu Jan 06 14:47:05 2011] [info] Init: Seeding PRNG with 256 bytes of entropy [Thu Jan 06 14:47:05 2011] [info] Init: Generating temporary RSA private keys (512/1024 bits) [Thu Jan 06 14:47:05 2011] [info] Init: Generating temporary DH parameters (512/1024 bits) [Thu Jan 06 14:47:05 2011] [debug] ssl_scache_shmcb.c(374): shmcb_init allocated 512000 bytes of shared memory [Thu Jan 06 14:47:05 2011] [debug] ssl_scache_shmcb.c(554): entered shmcb_init_memory() [Thu Jan 06 14:47:05 2011] [debug] ssl_scache_shmcb.c(576): for 512000 bytes, recommending 4266 indexes [Thu Jan 06 14:47:05 2011] [debug] ssl_scache_shmcb.c(619): shmcb_init_memory choices follow [Thu Jan 06 14:47:05 2011] [debug] ssl_scache_shmcb.c(621): division_mask = 0x1F [Thu Jan 06 14:47:05 2011] [debug] ssl_scache_shmcb.c(623): division_offset = 64 [Thu Jan 06 14:47:05 2011] [debug] ssl_scache_shmcb.c(625): division_size = 15998 [Thu Jan 06 14:47:05 2011] [debug] ssl_scache_shmcb.c(627): queue_size = 1604 [Thu Jan 06 14:47:05 2011] [debug] ssl_scache_shmcb.c(629): index_num = 133 [Thu Jan 06 14:47:05 2011] [debug] ssl_scache_shmcb.c(631): index_offset = 8 [Thu Jan 06 14:47:05 2011] [debug] ssl_scache_shmcb.c(633): index_size = 12 [Thu Jan 06 14:47:05 2011] [debug] ssl_scache_shmcb.c(635): cache_data_offset = 8 [Thu Jan 06 14:47:05 2011] [debug] ssl_scache_shmcb.c(637): cache_data_size = 14386 [Thu Jan 06 14:47:05 2011] [debug] ssl_scache_shmcb.c(650): leaving shmcb_init_memory() [Thu Jan 06 14:47:05 2011] [info] Shared memory session cache initialised [Thu Jan 06 14:47:05 2011] [info] Init: Initializing (virtual) servers for SSL [Thu Jan 06 14:47:05 2011] [info] Server: Apache/2.2.3, Interface: mod_ssl/2.2.3, Library: OpenSSL/0.9.8e-fips-rhel5 [Thu Jan 06 14:47:05 2011] [warn] pid file /etc/httpd/run/httpd.pid overwritten -- Unclean shutdown of previous Apache run? [Thu Jan 06 14:47:05 2011] [debug] proxy_util.c(1854): proxy: grabbed scoreboard slot 0 in child 26527 for worker proxy:reverse [Thu Jan 06 14:47:05 2011] [debug] proxy_util.c(1967): proxy: initialized single connection worker 0 in child 26527 for (*) [Thu Jan 06 14:47:05 2011] [debug] proxy_util.c(1854): proxy: grabbed scoreboard slot 0 in child 26528 for worker proxy:reverse [Thu Jan 06 14:47:05 2011] [debug] proxy_util.c(1873): proxy: worker proxy:reverse already initialized [Thu Jan 06 14:47:05 2011] [debug] proxy_util.c(1967): proxy: initialized single connection worker 0 in child 26528 for (*) [Thu Jan 06 14:47:05 2011] [debug] proxy_util.c(1854): proxy: grabbed scoreboard slot 0 in child 26529 for worker proxy:reverse [Thu Jan 06 14:47:05 2011] [debug] proxy_util.c(1873): proxy: worker proxy:reverse already initialized [Thu Jan 06 14:47:05 2011] [debug] proxy_util.c(1967): proxy: initialized single connection worker 0 in child 26529 for (*) [Thu Jan 06 14:47:05 2011] [debug] proxy_util.c(1854): proxy: grabbed scoreboard slot 0 in child 26530 for worker proxy:reverse [Thu Jan 06 14:47:05 2011] [debug] proxy_util.c(1873): proxy: worker proxy:reverse already initialized [Thu Jan 06 14:47:05 2011] [debug] proxy_util.c(1967): proxy: initialized single connection worker 0 in child 26530 for (*) [Thu Jan 06 14:47:05 2011] [debug] proxy_util.c(1854): proxy: grabbed scoreboard slot 0 in child 26532 for worker proxy:reverse [Thu Jan 06 14:47:05 2011] [debug] proxy_util.c(1873): proxy: worker proxy:reverse already initialized [Thu Jan 06 14:47:05 2011] [debug] proxy_util.c(1967): proxy: initialized single connection worker 0 in child 26532 for (*) [Thu Jan 06 14:47:05 2011] [debug] proxy_util.c(1854): proxy: grabbed scoreboard slot 0 in child 26533 for worker proxy:reverse [Thu Jan 06 14:47:05 2011] [debug] proxy_util.c(1873): proxy: worker proxy:reverse already initialized [Thu Jan 06 14:47:05 2011] [debug] proxy_util.c(1967): proxy: initialized single connection worker 0 in child 26533 for (*) [Thu Jan 06 14:47:05 2011] [debug] proxy_util.c(1854): proxy: grabbed scoreboard slot 0 in child 26534 for worker proxy:reverse [Thu Jan 06 14:47:05 2011] [debug] proxy_util.c(1873): proxy: worker proxy:reverse already initialized [Thu Jan 06 14:47:05 2011] [debug] proxy_util.c(1967): proxy: initialized single connection worker 0 in child 26534 for (*) [Thu Jan 06 14:47:05 2011] [notice] Apache/2.2.3 (CentOS) configured -- resuming normal operations [Thu Jan 06 14:47:05 2011] [info] Server built: Aug 30 2010 12:32:08 [Thu Jan 06 14:47:05 2011] [debug] prefork.c(991): AcceptMutex: sysvsem (default: sysvsem) [Thu Jan 06 14:47:05 2011] [debug] proxy_util.c(1854): proxy: grabbed scoreboard slot 0 in child 26531 for worker proxy:reverse [Thu Jan 06 14:47:05 2011] [debug] proxy_util.c(1873): proxy: worker proxy:reverse already initialized [Thu Jan 06 14:47:05 2011] [debug] proxy_util.c(1967): proxy: initialized single connection worker 0 in child 26531 for (*) The logs are setup as: ErrorLog logs/error_log LogLevel debug LogFormat "%h %l %u %t \"%r\" %>s %b \"%{Referer}i\" \"%{User-Agent}i\"" combined LogFormat "%h %l %u %t \"%r\" %>s %b" common LogFormat "%{Referer}i -> %U" referer LogFormat "%{User-agent}i" agent CustomLog logs/access_log common CustomLog logs/access_log combined ServerSignature On

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  • Basic networking problem with Ubuntu 9.04 on Acer Extensa 5635Z laptop

    - by sapporo
    I just installed Ubuntu 9.04 on a brand new Acer Extensa 5635Z laptop, but ethernet networking does't work (wireless doesn't work either, but I'd be happy with ethernet for now). eth0 isn't listed in /etc/network/interfaces: $ cat /etc/network/interfaces auto lo iface lo inet loopback lshw does show the nic, but I can't make much sense out of the information: $ sudo lshw -class network -sanitize *-network DISABLED description: Wireless interface product: AR928X Wireless Network Adapter (PCI-Express) vendor: Atheros Communications Inc. physical id: 0 bus info: pci@0000:07:00.0 logical name: wmaster0 version: 01 serial: [REMOVED] width: 64 bits clock: 33MHz capabilities: pm msi pciexpress msix bus_master cap_list logical ethernet physical wireless configuration: broadcast=yes driver=ath9k latency=0 module=ath9k multicast=yes wireless=IEEE 802.11bgn *-network UNCLAIMED description: Ethernet controller product: Attansic Technology Corp. vendor: Attansic Technology Corp. physical id: 0 bus info: pci@0000:09:00.0 version: c0 width: 64 bits clock: 33MHz capabilities: pm msi pciexpress vpd cap_list configuration: latency=0 *-network DISABLED description: Ethernet interface physical id: 1 logical name: pan0 serial: [REMOVED] capabilities: ethernet physical configuration: broadcast=yes driver=bridge driverversion=2.3 firmware=N/A link=yes multicast=yes Thanks for your help!

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  • Acer M5 481pt 6488 use of touchscreen stylus

    - by Scott Decker
    I am wanting to do some basic drawing with Adobe Illustrator using a touchscreen stylus. I was looking at an answer to a different question, and Ben Richards had made mention that laptops that support digitizer (possibly wrong terminology) technology is superior. I tried a quick search to see if my model supports that, but I couldn't find anything. How can I find out if my laptop supports this technology? Thanks a bunch!

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  • Difference between Software Services & IT Consulting.

    - by Rohit
    I have been looking into sites of IT companies but I am confused with the terms they use for their offerings. Some write: "Software Services, IT Consulting", some write: "Technology, Consulting", some write" "Product engineering, Application Development". Can someone clarify what is the difference between: (1) Software services & IT Consulting. (2) Technology and Consulting.

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