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  • The future for Microsoft

    - by Scott Dorman
    Originally posted on: http://geekswithblogs.net/sdorman/archive/2013/10/16/the-future-for-microsoft.aspxMicrosoft is in the process of reinventing itself. While some may argue that it’s “too little, too late” or that their growing consumer-focused strategy is wrong, the truth of the situation is that Microsoft is reinventing itself into a new company. While Microsoft is now calling themselves a “devices and services” company, that’s not entirely accurate. Let’s look at some facts: Microsoft will always (for the long-term foreseeable future) be financially split into the following divisions: Windows/Operating Systems, which for FY13 made up approximately 24% of overall revenue. Server and Tools, which for FY13 made up approximately 26% of overall revenue. Enterprise/Business Products, which for FY13 made up approximately 32% of overall revenue. Entertainment and Devices, which for FY13 made up approximately 13% of overall revenue. Online Services, which for FY13 made up approximately 4% of overall revenue. It is important to realize that hardware products like the Surface fall under the Windows/Operating Systems division while products like the Xbox 360 fall under the Entertainment and Devices division. (Presumably other hardware, such as mice, keyboards, and cameras, also fall under the Entertainment and Devices division.) It’s also unclear where Microsoft’s recent acquisition of Nokia’s handset division will fall, but let’s assume that it will be under Entertainment and Devices as well. Now, for the sake of argument, let’s assume a slightly different structure that I think is more in line with how Microsoft presents itself and how the general public sees it: Consumer Products and Devices, which would probably make up approximately 9% of overall revenue. Developer Tools, which would probably make up approximately 13% of overall revenue. Enterprise Products and Devices, which would probably make up approximately 47% of overall revenue. Entertainment, which would probably make up approximately 13% of overall revenue. Online Services, which would probably make up approximately 17% of overall revenue. (Just so we’re clear, in this structure hardware products like the Surface, a portion of Windows sales, and other hardware fall under the Consumer Products and Devices division. I’m assuming that more of the income for the Windows division is coming from enterprise/volume licenses so 15% of that income went to the Enterprise Products and Devices division. Most of the enterprise services, like Azure, fall under the Online Services division so half of the Server and Tools income went there as well.) No matter how you look at it, the bulk of Microsoft’s income still comes from not just the enterprise but also software sales, and this really shouldn’t surprise anyone. So, now that the stage is set…what’s the future for Microsoft? The future I see for Microsoft (again, this is just my prediction based on my own instinct, gut-feel and publicly available information) is this: Microsoft is becoming a consumer-focused enterprise company. Let’s look at it a different way. Microsoft is an enterprise-focused company trying to create a larger consumer presence.  To a large extent, this is the exact opposite of Apple, who is really a consumer-focused company trying to create a larger enterprise presence. The major reason consumer-focused companies (like Apple) have started making in-roads into the enterprise is the “bring your own device” phenomenon. Yes, Apple has created some “game-changing” products but their enterprise influence is still relatively small. Unfortunately (for this blog post at least), Apple provides revenue in terms of hardware products rather than business divisions, so it’s not possible to do a direct comparison. However, in the interest of transparency, from Apple’s Quarterly Report (filed 24 July 2013), their revenue breakdown is: iPhone, which for the 3 months ending 29 June 2013 made up approximately 51% of revenue. iPad, which for the 3 months ending 29 June 2013 made up approximately 18% of revenue. Mac, which for the 3 months ending 29 June 2013 made up approximately 14% of revenue. iPod, which for the 3 months ending 29 June 2013 made up approximately 2% of revenue. iTunes, Software, and Services, which for the 3 months ending 29 June 2013 made up approximately 11% of revenue. Accessories, which for the 3 months ending 29 July 2013 made up approximately 3% of revenue. From this, it’s pretty clear that Apple is a consumer-and-hardware-focused company. At this point, you may be asking yourself “Where is all of this going?” The answer to that lies in Microsoft’s shift in company focus. They are becoming more consumer focused, but what exactly does that mean? The biggest change (at least that’s been in the news lately) is the pending purchase of Nokia’s handset division. This, in combination with their Surface line of tablets and the Xbox, will put Microsoft squarely in the realm of a hardware-focused company in addition to being a software-focused company. That can (and most likely will) shift the revenue split to looking at revenue based on software sales (both consumer and enterprise) and also hardware sales (mostly on the consumer side). If we look at things strictly from a Windows perspective, Microsoft clearly has a lot of irons in the fire at the moment. Discounting the various product SKUs available and painting the picture with broader strokes, there are currently 5 different Windows-based operating systems: Windows Phone Windows Phone 7.x, which runs on top of the Windows CE kernel Windows Phone 8.x+, which runs on top of the Windows 8 kernel Windows RT The ARM-based version of Windows 8, which runs on top of the Windows 8 kernel Windows (Pro) The Intel-based version of Windows 8, which runs on top of the Windows 8 kernel Xbox The Xbox 360, which runs it’s own proprietary OS. The Xbox One, which runs it’s own proprietary OS, a version of Windows running on top of the Windows 8 kernel and a proprietary “manager” OS which manages the other two. Over time, Windows Phone 7.x devices will fade so that really leaves 4 different versions. Looking at Windows RT and Windows Phone 8.x paints an interesting story. Right now, all mobile phone devices run on some sort of ARM chip and that doesn’t look like it will change any time soon. That means Microsoft has two different Windows based operating systems for the ARM platform. Long term, it doesn’t make sense for Microsoft to continue supporting that arrangement. I have long suspected (since the Surface was first announced) that Microsoft will unify these two variants of Windows and recent speculation from some of the leading Microsoft watchers lends credence to this suspicion. It is rumored that upcoming Windows Phone releases will include support for larger screen sizes, relax the requirement to have a hardware-based back button and will continue to improve API parity between Windows Phone and Windows RT. At the same time, Windows RT will include support for smaller screen sizes. Since both of these operating systems are based on the same core Windows kernel, it makes sense (both from a financial and development resource perspective) for Microsoft to unify them. The user interfaces are already very similar. So similar in fact, that visually it’s difficult to tell them apart. To illustrate this, here are two screen captures: Other than a few variations (the Bing News app, the picture shown in the Pictures tile and the spacing between the tiles) these are identical. The one on the left is from my Windows 8.1 laptop (which looks the same as on my Surface RT) and the one on the right is from my Windows Phone 8 Lumia 925. This pretty clearly shows that from a consumer perspective, there really is no practical difference between how these two operating systems look and how you interact with them. For the consumer, your entertainment device (Xbox One), phone (Windows Phone) and mobile computing device (Surface [or some other vendors tablet], laptop, netbook or ultrabook) and your desktop computing device (desktop) will all look and feel the same. While many people will denounce this consistency of user experience, I think this will be a good thing in the long term, especially for the upcoming generations. For example, my 5-year old son knows how to use my tablet, phone and Xbox because they all feature nearly identical user experiences. When Windows 8 was released, Microsoft allowed a Windows Store app to be purchased once and installed on as many as 5 devices. With Windows 8.1, this limit has been increased to over 50. Why is that important? If you consider that your phone, computing devices, and entertainment device will be running the same operating system (with minor differences related to physical hardware chipset), that means that I could potentially purchase my sons favorite Angry Birds game once and be able to install it on all of the devices I own. (And for those of you wondering, it’s only 7 [at the moment].) From an app developer perspective, the story becomes even more compelling. Right now there are differences between the different operating systems, but those differences are shrinking. The user interface technology for both is XAML but there are different controls available and different user experience concepts. Some of the APIs available are the same while some are not. You can’t develop a Windows Phone app that can also run on Windows (either Windows Pro or RT). With each release of Windows Phone and Windows RT, those difference become smaller and smaller. Add to this mix the Xbox One, which will also feature a Windows-based operating system and the same “modern” (tile-based) user interface and the visible distinctions between the operating systems will become even smaller. Unifying the operating systems means one set of APIs and one code base to maintain for an app that can run on multiple devices. One code base means it’s easier to add features and fix bugs and that those changes become available on all devices at the same time. It also means a single app store, which will increase the discoverability and reach of your app and consolidate revenue and app profile management. Now, the choice of what devices an app is available on becomes a simple checkbox decision rather than a technical limitation. Ultimately, this means more apps available to consumers, which is always good for the app ecosystem. Is all of this just rumor, speculation and conjecture? Of course, but it’s not unfounded. As I mentioned earlier, some of the prominent Microsoft watchers are also reporting similar rumors. However, Microsoft itself has even hinted at this future with their recent organizational changes and by telling developers “if you want to develop for Xbox One, start developing for Windows 8 now.” I think this pretty clearly paints the following picture: Microsoft is committed to the “modern” user interface paradigm. Microsoft is changing their release cadence (for all products, not just operating systems) to be faster and more modular. Microsoft is going to continue to unify their OS platforms both from a consumer perspective and a developer perspective. While this direction will certainly concern some people it will excite many others. Microsoft’s biggest failing has always been following through with a strong and sustained marketing strategy that presents a consistent view point and highlights what this unified and connected experience looks like and how it benefits consumers and enterprises. We’ve started to see some of this over the last few years, but it needs to continue and become more aggressive and consistent. In the long run, I think Microsoft will be able to pull all of these technologies and devices together into one seamless ecosystem. It isn’t going to happen overnight, but my prediction is that we will be there by the end of 2016. As both a consumer and a developer, I, for one, am excited about the future of Microsoft.

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  • Different Flavors of Leases Back On

    - by Theresa Hickman
    Given the continued interest regarding the proposed changes to Lease Accounting, I decided to write another entry on this controversial topic with colorful commentary from our resident accounting expert, Seamus Moran. Background (A History Lesson) Back in 1976, the FASB issued FAS 13, “Accounting for Leases” that permitted leases to be either an operating lease or capital (finance) lease. In substance, operating leases are a form of off-balance sheet financing. According to Seamus, operating leases date back to the launch of the Boeing 707 in the 1950s.  Because the aircraft was so much more expensive than previous aircrafts, the industry came up with the operating lease concept to accommodate these jet liners that dominated air transport.  How it worked was the bank would buy the plane and lease it to the airline.  Because the bank never controlled or flew the plane, they never placed the asset on their balance sheet, and because the airline never owned the plane, they didn’t place it on their balance sheet either. They simply treated the monthly lease payments as rental expenses on the P&L.   August 2010 Original Lease Accounting Changes In August 2010, FASB and IASB decided to overhaul lease accounting as part of their joint commitment “to insure that investors and other users of financial statements are provided useful, transparent, and complete information about leasing transactions in the financial statements.”  Some say that the current lease accounting standards are broken because it keeps assets off the balance sheet, hidden from investors’ view. The original proposal abolished operating leases and only permitted capital leases where all leases would be recorded on the balance sheet as assets and liabilities. The asset side would reflect the right to use the asset for the leased term, and the liability side would reflect the obligation to make lease payments.   Why Companies Were Freaking Out According to the SEC, the financial impact of the aforementioned lease changes was estimated to add more than $1.3 trillion of operating lease obligations to corporate balance sheets. Many companies in various industries, especially retail, are concerned because the changes are significant and will impact existing leases with no grandfather clause for existing operating leases. Of course, the banks and airlines I mentioned earlier really hate this because neither wants to report the airplane (now costing around $60 M) as an asset. Regular companies were concerned that they would have to report routine short term leases of real estate or equipment as fixed assets, even though they were really just longer term rentals.  One company we spoke to leased roadside billboards, and really did not consider them to be fixed assets in any way. Obviously, these changes would have had a profound and lasting effect on a company’s financial and real estate strategies and significantly impact its financial statements.  Financial statements would show higher depreciation and interest expense with significantly higher total assets and debt. In terms of financial metrics, they’re negatively impacted. It would raise a company’s debt-to-capital ratio to reflect the higher debt compared to equity, it would negatively impact their return-on-assets because now companies will appear more asset intensive, and it will decrease EPS, lowering shareholder ROI. Feb. 2011 Recent Update The comment period on leases closed in December 2010. The FASB and the IASB have met several times since then and published their initial responses to the input they received from the various interested parties.  They are “redeliberating” the principles involved in Lease Accounting.  Some of the issues they are looking at include: The core definition of a lease.  This will articulate principles on what is a lease and what is “not-a-lease.” One theory or supposition is that they might define a lease as the transfer of certain but not all major ownership attributes for a certain period of time.  So a year’s lease of an aircraft might be a “lease,” but a year’s lease of half a floor in an office building would be “not-a-lease.”  The ownership attributes transferred from the core owner to the user are different; the airline must maintain, paint, and do whatever it needs to do on the aircraft. However, the office renter will have strictly limited rights in respect to the rented space. The differences between a lease contract and service contract.  Even if they call them “leases” for the purpose of commercial law, a service contract might not be accounted for as a lease. The accounting to be done by the lessee.  They would define when the bank or landlord would retain the asset on their balance sheet, and perhaps by implication, when the lessor would not need to include the asset on theirs.  So if the finance house keeps the airplane or office on their balance sheet, the tenant doesn’t need to.  I’m not sure that I can draw the opposite conclusion where the finance house doesn’t report but the tenant must. The difference, if any, between a financing lease and other leases, and the implications to the accounting. The present value calculation when renewable terms exist. They have reduced the circumstances in which one must look at the renewable terms of a lease in calculating the present value.  In most circumstances, you will use the lease term rather than the potential renewable term. Their latest discussion this past week with the contents of the discussion was not available at the time of me writing this entry.  For more details, the results of the discussions are posted on both the FASB and the IASB websites. Implied Software Changes Whatever the final rules turn out to be, all ERP systems, such as Oracle E-Business Suite, PeopleSoft Enterprise, JD Edwards, and Oracle Hyperion will need to change their software to accommodate the new rules. The following lists some changes that might have to be made to accounting software depending on what the final standards will be in June 2011: Lease tracking may require modifications with tracking of additional lease details that might require a centralized repository to maintain Accounting may need to be modified as there are many changes to how capital leases and the new “other than finance” leases are accounted for both on the lessee and lessor side.  For example, valuation, amortization, and disclosure will be considerably different requiring different types of data to be captured. Companies may need to modify their chart of accounts depending on how they want to track leases, which could then impact financial reporting and consolidation Business processes may require changes which could then impact internal controls Software applications may need to perform more advanced computations on leases Reports and KPIs may need to reflect new operating metrics Hold Onto Your Seats           Before you redo all your lease agreements and call your software vendors asking when the changes to the software will be made, remember that the rules are not finalized yet, and from appearances, will not reflect the proposals in the exposure draft.  Not only are there objections to putting the operating lease assets on anyone’s balance sheet, there are lots of objections to subjectivity and the data required for the valuation.  According to Seamus, there is huge opposition from New York bankers, the airlines, the EU, the Communist Party of China (since it impacts their exporting business), and Republicans (hearing complaints from small and large businesses). Even if everyone can agree on the proposed changes, 2013 might be the earliest that companies would need to change how they report leases. The Boards will finish their deliberations in April, May or June 2011.  As we’ve seen with other Exposure Drafts, if the changes are minor and the principles met the General Acceptance consensus criteria, the Standard could be finalized at that time.  However, if substantial changes are made, a fresh exposure draft, comment period, and review period might be involved, too. Seamus added an interesting perspective. Even if the proposed changes do pass, don’t you think our customers, such as Boeing, GE Capital, United Airlines, etc. will be clever enough to come up with a new kind of financing arrangement that complies with the new accounting? How about the large retail customers, such as Best Buy and Macerich? Don’t you think they might simply cut deals around retail locations with new contracts that prevent their leases from being capital leases? Instead of blindly adapting the software to meet the principles outlined in the final standard, our software needs to accommodate how businesses will respond to the new rules. We cannot know our customers’ responses until the rules are finalized. Oracle is aware of the potential changes and is staying abreast of the developments through our domain expertise staff, our relationship with customers, our market awareness, and, of course, our relationships with the Big 4. This is part of our normal process with respect to worldwide regulatory compliance. Oracle products have been IFRS and GAAP compliant for years and we will continue to maintain those standards going forward.

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  • protobuf-net: Issues deserializing DataMember fields in lieu of read-only property

    - by Paul Smith
    I'm having issues deserializing certain properties of ORM-generated entities using protobuf-net. I suspect something in the way the ORM manages serialization attributes on read-only properties (uses public backing fields with DataMember attributes & [de]serializes) those instead of the corresponding read-only property, which has an IgnoreDataMember attribute). Guid properties might have issues of their own, but the field vs. property thing is my working theory now. Here's a simplified example of the code. Say I have a class, Account with an AccountID read-only guid, and an AccountName read-write string. I serialize & immediately deserialize a clone. In this scenario I get one of two results (depending on the entity, haven't isolated the specific commonality yet). The deserialized clone either: ...has a different AccountID from the original, or ...throws an Incorrect wire-type deserializing Guid exception while deserializing. Here's example usage... Account acct = new Account() { AccountName = "Bob's Checking" }; Debug.WriteLine(acct.AccountID.ToString()); using (MemoryStream ms = new MemoryStream()) { ProtoBuf.Serializer.Serialize<Account>(ms, acct); Debug.WriteLine(Encoding.UTF8.GetString(ms.GetBuffer())); ms.Position = 0; Account clone = ProtoBuf.Serializer.Deserialize<Account>(ms); Debug.WriteLine(clone.AccountID.ToString()); } And here's an example ORM'd class (simplified; hopefully haven't removed the cause of the issue in the process). Uses a shell game to deserialize read-only properties by exposing the backing field ("can't write" essentially becomes "shouldn't write," but we can scan code for instances of assigning to these fields, so the hack works for our purposes): [DataContract()] [Serializable()] public partial class Account { public Account() { _accountID = Guid.NewGuid(); } [XmlAttribute("AccountID")] [DataMember(Name = "AccountID", Order = 0)] public Guid _accountID; /// <summary> /// A read-only property; XML, JSON and DataContract serializers all seem /// to correctly recognize the public backing field when deserializing: /// </summary> [IgnoreDataMember] [XmlIgnore] public Guid AccountID { get { return this._accountID; } } [IgnoreDataMember] protected string _accountName; [DataMember(Name = "AccountName", Order = 1)] [XmlAttribute] public string AccountName { get { return this._accountName; } set { this._accountName = value; } } } XML, JSON and DataContract serializers all seem to serialize / deserialize matching object graphs here, so this attribute arrangement apparently causes those serializers to correctly assign to the public backing field when deserializing. I've tried protobuf-net with lists vs. single instances, different prefix styles, etc., but always either get the 'incorrect wire type ... Guid' exception, or the Guid property (field) not deserializing correctly. So the specific questions are, is there a quick workaround for this, and/or is there an explanation for both of outcomes 1 & 2 above, and/or can protobuf-net somehow be corralled into behaving like WCF in cases like this (i.e. follow the same DataMember/IgnoreDataMember semantics)? We hope not to have to create a protobuf dependency directly in the entity layer; if that's the case, we'll probably create proxy DTO entities with all public properties having protobuf attributes. (This is a subjective issue I have with all declarative serialization models; it's a ubiquitous pattern, but IMO, "normal" should be to have objects and serialization contracts decoupled.) Thanks!

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  • protobuf-net: incorrect wire-type exception deserializing Guid properties

    - by Paul Smith
    I'm having issues deserializing certain Guid properties of ORM-generated entities using protobuf-net. Here's a simplified example of the code (reproduces most elements of the scenario, but doesn't reproduce the behavior; I can't expose our internal entities, so I'm looking for clues to account for the exception). Say I have a class, Account with an AccountID read-only guid, and an AccountName read-write string. I serialize & immediately deserialize a clone. Deserializing throws an Incorrect wire-type deserializing Guid exception while deserializing. Here's example usage... Account acct = new Account() { AccountName = "Bob's Checking" }; Debug.WriteLine(acct.AccountID.ToString()); using (MemoryStream ms = new MemoryStream()) { ProtoBuf.Serializer.Serialize<Account>(ms, acct); Debug.WriteLine(Encoding.UTF8.GetString(ms.GetBuffer())); ms.Position = 0; Account clone = ProtoBuf.Serializer.Deserialize<Account>(ms); Debug.WriteLine(clone.AccountID.ToString()); } And here's an example ORM'd class (simplified, but demonstrates the relevant semantics I can think of). Uses a shell game to deserialize read-only properties by exposing the backing field ("can't write" essentially becomes "shouldn't write," but we can scan code for instances of assigning to these fields, so the hack works for our purposes). Again, this does not reproduce the exception behavior; I'm looking for clues as to what could: [DataContract()] [Serializable()] public partial class Account { public Account() { _accountID = Guid.NewGuid(); } [XmlAttribute("AccountID")] [DataMember(Name = "AccountID", Order = 1)] public Guid _accountID; /// <summary> /// A read-only property; XML, JSON and DataContract serializers all seem /// to correctly recognize the public backing field when deserializing: /// </summary> [IgnoreDataMember] [XmlIgnore] public Guid AccountID { get { return this._accountID; } } [IgnoreDataMember] protected string _accountName; [DataMember(Name = "AccountName", Order = 2)] [XmlAttribute] public string AccountName { get { return this._accountName; } set { this._accountName = value; } } } XML, JSON and DataContract serializers all seem to serialize / deserialize these object graphs just fine, so the attribute arrangement basically works. I've tried protobuf-net with lists vs. single instances, different prefix styles, etc., but still always get the 'incorrect wire-type ... Guid' exception when deserializing. So the specific questions is, is there any known explanation / workaround for this? I'm at a loss trying to trace what circumstances (in the real code but not the example) could be causing it. We hope not to have to create a protobuf dependency directly in the entity layer; if that's the case, we'll probably create proxy DTO entities with all public properties having protobuf attributes. (This is a subjective issue I have with all declarative serialization models; it's a ubiquitous pattern & I understand why it arose, but IMO, if we can put a man on the moon, then "normal" should be to have objects and serialization contracts decoupled. ;-) ) Thanks!

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  • How do I properly add existing source code files to my Xcode project?

    - by BeachRunnerJoe
    I'm new to iPhone development and I'm still getting familiar with the Mac dev environment, including Xcode. I want to add some 3rd party code to my iPhone project, but when I add the "existing files" to my Xcode project, I'm presented with a dialog box that has far too many options that I don't understand and, as such, my project isn't working. When I #import headerfilename.h, I get a build error that reads headerfilename.h: No such file or directory. Can anyone explain to me what all these options mean or give me a link to some documentation that can? I'm having a hard time finding anything in Apple's docs. Which options do I want to choose to add existing source code files to my Xcode project? I should note that the source code files that I'm trying to add are located in my project/Classes/frameworkname/ directory. After they're added, do I need to reference this new code directory in my project settings anywhere (i.e. some kind of header file directory variable)? Thanks so much! Update: I found the following answers/responses on the apple dev forums that were very useful and helped me fix my issue... To make it simple : - if you do not check the copy option, the file stay where it is. - if you check it, it is copied in your project folders In the first case (what it seems you are doing) you need to tell the compiler that the header files are in another directory : - project info - build - search paths - User Header Search Path : add the directory from where you took the header file Hope this will help You have discovered the most confusing dialog box that ever came out of Cupertino. Six years of Xcode, and this thing still is partly a mystery to me. To even get that far, I had to make many test projects to try and reverse-engineer what this thing does. The "Copy" box means that it will copy the files as they are right now, into the project. If this box is not checked, then it just references those files during a build and copies them as they are at THAT time. For source code, you want the Copy box checked. The "relative to" is a total mystery to me and I can't help you with that. I usually leave it however it is already set. Does it mean relative to where they are on disk, or the arrangement in Xcode, or in the bundle? Who knows. The last 2 radio buttons SEEM to mean that it will either re-create the folder structure of the folder you are adding, or just put "fake" folders in Xcode that point to the real folders. This is probably your problem - you are adding source code that is not all at the top level, and when it goes to find it, it does not re-create the hierarchy. Others can supply a better way, hopefully, but what I would do is put all of the source in one folder and add that, using the Copy box. Then in Xcode you can make whatever bogus folders you want and put the source file names in those fake folders.

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  • mediaelement.js control sizes are wrong when clip nested in a hidden element

    - by Martin Francis
    It's a nasty one this. In an audio control placed within a container element whose display property is initially set to none, the audio clip does NOT correctly size the progress bar when it is initialised. This is clear when the container's display property is changed from 'none' to '' (which is equivalent to 'static'). But who would ever do that? I make extensive use of 'tabbed' display arrangements on community sites like this one: http://www.churchesInBracebridge.ca Owing to the page arrangement, the audio controls which you see under 'sermons' (which at the time of writing still using Flash rather than John's excellent library here) are initially rendered in a div that is hidden. Simplified Test case Rather than have anyone have to wade through all of that, here's a much simplified test case: http://jsfiddle.net/sJL6T/36 Here's the full page source for those who'd prefer to work with it that way. <!DOCTYPE html> <html> <head> <meta http-equiv="content-type" content="text/html; charset=UTF-8"/> <title>MediaElementPlayer.js</title> <script type="text/javascript" src="//ajax.googleapis.com/ajax/libs/jquery/1.9.1/jquery.min.js"></script> <script src="http://mediaelementjs.com/js/mejs-2.13.1/mediaelement-and-player.js"></script> <link rel="stylesheet" href="http://mediaelementjs.com/js/mejs-2.13.1/mediaelementplayer.css" /> <script type="text/javascript"> function toggle(id){ document.getElementById(id).style.display= (document.getElementById(id).style.display=='none' ? '' : 'none'); } </script> </head> <body> <h1>MediaElementPlayer.js</h1> <h2 onclick="return toggle('test1')">Initially Hidden (Click to toggle)</h2> <div id='test1' style='display:none'> <audio controls="controls"> <source src="http://mediaelementjs.com/media/AirReview-Landmarks-02-ChasingCorporate.mp3" type="audio/mp3" /> </audio> </div> <h2 onclick="return toggle('test2')">Initially Shown (Click to toggle)</h2> <div id='test2' style=''> <audio controls="controls"> <source src="http://mediaelementjs.com/media/AirReview-Landmarks-02-ChasingCorporate.mp3" type="audio/mp3" /> </audio> </div> <script> $('audio').mediaelementplayer(); </script> </body> </html> Possible Workarounds Now I know that Google maps has the same quirk and there are two possible ways I've used to deal with that: Use absolute positioning in a displayed div to place the element 10,000px to the left then bring it onto the stage when we want to see it Have the map pane displayed when loading then hide it as soon as it's loaded (ugly I know, but it usually works) However either approach would be a pain to do, as I have a lot of legacy code using the simpler div hiding method. I know that JQuery can get the dimensions of an element event if it is hidden - someone thoughtfully fiddled that and it does work: http://jsfiddle.net/sJL6T/9 Perhaps it may be possible to modify the actual library to find correct dimensions, even if the container itself is hidden? That would be wonderful, if it can be done! Initial experiments on mediaelement-and-player.js code I found that when I provided a fixed value in the setControlsSize function for railWidth, I got consistent results with both controls in the test case above (and obviously I'm working with my own copy of the library to do that, not the one stored at mediaelementjs.com): // outer area rail.width(railWidth); Change to this: // outer area railWidth=216; rail.width(railWidth); Many thanks in anticipation! Martin Francis <<

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  • Neo4j increasing latency as SKIP increases on Cypher query + REST API

    - by voldomazta
    My setup: Java(TM) SE Runtime Environment (build 1.7.0_45-b18) Java HotSpot(TM) 64-Bit Server VM (build 24.45-b08, mixed mode) Neo4j 2.0.0-M06 Enterprise First I made sure I warmed up the cache by executing the following: START n=node(*) RETURN COUNT(n); START r=relationship(*) RETURN count(r); The size of the table is 63,677 nodes and 7,169,995 relationships Now I have the following query: START u1=node:node_auto_index('uid:39') MATCH (u1:user)-[w:WANTS]->(c:card)<-[h:HAS]-(u2:user) WHERE u2.uid <> 39 WITH u2.uid AS uid, (CASE WHEN w.qty < h.qty THEN w.qty ELSE h.qty END) AS have RETURN uid, SUM(have) AS total ORDER BY total DESC SKIP 0 LIMIT 25 This UID has about 40k+ results that I want to be able to put a pagination to. The initial skip was around 773ms. I tried page 2 (skip 25) and the latency was around the same even up to page 500 it only rose up to 900ms so I didn't really bother. Now I tried some fast forward paging and jumped by thousands so I did 1000, then 2000, then 3000. I was hoping the ORDER BY arrangement will already have been cached by Neo4j and using SKIP will just move to that index in the result and wont have to iterate through each one again. But for each thousand skip I made the latency increased by alot. It's not just cache warming because for one I already warmed up the cache and two, I tried the same skip a couple of times for each skip and it yielded the same results: SKIP 0: 773ms SKIP 1000: 1369ms SKIP 2000: 2491ms SKIP 3000: 3899ms SKIP 4000: 5686ms SKIP 5000: 7424ms Now who the hell would want to view 5000 pages of results? 40k even?! :) Good point! I will probably put a cap on the maximum results a user can view but I was just curious about this phenomenon. Will somebody please explain why Neo4j seems to be re-iterating through stuff which appears to be already known to it? Here is my profiling for the 0 skip: ==> ColumnFilter(symKeys=["uid", " INTERNAL_AGGREGATE65c4d6a2-1930-4f32-8fd9-5e4399ce6f14"], returnItemNames=["uid", "total"], _rows=25, _db_hits=0) ==> Slice(skip="Literal(0)", _rows=25, _db_hits=0) ==> Top(orderBy=["SortItem(Cached( INTERNAL_AGGREGATE65c4d6a2-1930-4f32-8fd9-5e4399ce6f14 of type Any),false)"], limit="Add(Literal(0),Literal(25))", _rows=25, _db_hits=0) ==> EagerAggregation(keys=["uid"], aggregates=["( INTERNAL_AGGREGATE65c4d6a2-1930-4f32-8fd9-5e4399ce6f14,Sum(have))"], _rows=41659, _db_hits=0) ==> ColumnFilter(symKeys=["have", "u1", "uid", "c", "h", "w", "u2"], returnItemNames=["uid", "have"], _rows=146826, _db_hits=0) ==> Extract(symKeys=["u1", "c", "h", "w", "u2"], exprKeys=["uid", "have"], _rows=146826, _db_hits=587304) ==> Filter(pred="((NOT(Product(u2,uid(0),true) == Literal(39)) AND hasLabel(u1:user(0))) AND hasLabel(u2:user(0)))", _rows=146826, _db_hits=146826) ==> TraversalMatcher(trail="(u1)-[w:WANTS WHERE (hasLabel(NodeIdentifier():card(1)) AND hasLabel(NodeIdentifier():card(1))) AND true]->(c)<-[h:HAS WHERE (NOT(Product(NodeIdentifier(),uid(0),true) == Literal(39)) AND hasLabel(NodeIdentifier():user(0))) AND true]-(u2)", _rows=146826, _db_hits=293696) And for the 5000 skip: ==> ColumnFilter(symKeys=["uid", " INTERNAL_AGGREGATE99329ea5-03cd-4d53-a6bc-3ad554b47872"], returnItemNames=["uid", "total"], _rows=25, _db_hits=0) ==> Slice(skip="Literal(5000)", _rows=25, _db_hits=0) ==> Top(orderBy=["SortItem(Cached( INTERNAL_AGGREGATE99329ea5-03cd-4d53-a6bc-3ad554b47872 of type Any),false)"], limit="Add(Literal(5000),Literal(25))", _rows=5025, _db_hits=0) ==> EagerAggregation(keys=["uid"], aggregates=["( INTERNAL_AGGREGATE99329ea5-03cd-4d53-a6bc-3ad554b47872,Sum(have))"], _rows=41659, _db_hits=0) ==> ColumnFilter(symKeys=["have", "u1", "uid", "c", "h", "w", "u2"], returnItemNames=["uid", "have"], _rows=146826, _db_hits=0) ==> Extract(symKeys=["u1", "c", "h", "w", "u2"], exprKeys=["uid", "have"], _rows=146826, _db_hits=587304) ==> Filter(pred="((NOT(Product(u2,uid(0),true) == Literal(39)) AND hasLabel(u1:user(0))) AND hasLabel(u2:user(0)))", _rows=146826, _db_hits=146826) ==> TraversalMatcher(trail="(u1)-[w:WANTS WHERE (hasLabel(NodeIdentifier():card(1)) AND hasLabel(NodeIdentifier():card(1))) AND true]->(c)<-[h:HAS WHERE (NOT(Product(NodeIdentifier(),uid(0),true) == Literal(39)) AND hasLabel(NodeIdentifier():user(0))) AND true]-(u2)", _rows=146826, _db_hits=293696) The only difference is the LIMIT clause on the Top function. I hope we can make this work as intended, I really don't want to delve into doing an embedded Neo4j + my own Jetty REST API for the web app.

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  • Enterprise Process Maps: A Process Picture worth a Million Words

    - by raul.goycoolea
    p { margin-bottom: 0.08in; }h1 { margin-top: 0.33in; margin-bottom: 0in; color: rgb(54, 95, 145); page-break-inside: avoid; }h1.western { font-family: "Cambria",serif; font-size: 14pt; }h1.cjk { font-family: "DejaVu Sans"; font-size: 14pt; }h1.ctl { font-size: 14pt; } Getting Started with Business Transformations A well-known proverb states that "A picture is worth a thousand words." In relation to Business Process Management (BPM), a credible analyst might have a few questions. What if the picture was taken from some particular angle, like directly overhead? What if it was taken from only an inch away or a mile away? What if the photographer did not focus the camera correctly? Does the value of the picture depend on who is looking at it? Enterprise Process Maps are analogous in this sense of relative value. Every BPM project (holistic BPM kick-off, enterprise system implementation, Service-oriented Architecture, business process transformation, corporate performance management, etc.) should be begin with a clear understanding of the business environment, from the biggest picture representations down to the lowest level required or desired for the particular project type, scope and objectives. The Enterprise Process Map serves as an entry point for the process architecture and is defined: the single highest level of process mapping for an organization. It is constructed and evaluated during the Strategy Phase of the Business Process Management Lifecycle. (see Figure 1) Fig. 1: Business Process Management Lifecycle Many organizations view such maps as visual abstractions, constructed for the single purpose of process categorization. This, in turn, results in a lesser focus on the inherent intricacies of the Enterprise Process view, which are explored in the course of this paper. With the main focus of a large scale process documentation effort usually underlying an ERP or other system implementation, it is common for the work to be driven by the desire to "get to the details," and to the type of modeling that will derive near-term tangible results. For instance, a project in American Pharmaceutical Company X is driven by the Director of IT. With 120+ systems in place, and a lack of standardized processes across the United States, he and the VP of IT have decided to embark on a long-term ERP implementation. At the forethought of both are questions, such as: How does my application architecture map to the business? What are each application's functionalities, and where do the business processes utilize them? Where can we retire legacy systems? Well-developed BPM methodologies prescribe numerous model types to capture such information and allow for thorough analysis in these areas. Process to application maps, Event Driven Process Chains, etc. provide this level of detail and facilitate the completion of such project-specific questions. These models and such analysis are appropriately carried out at a relatively low level of process detail. (see figure 2) Fig. 2: The Level Concept, Generic Process HierarchySome of the questions remaining are ones of documentation longevity, the continuation of BPM practice in the organization, process governance and ownership, process transparency and clarity in business process objectives and strategy. The Level Concept in Brief Figure 2 shows a generic, four-level process hierarchy depicting the breakdown of a "Process Area" into progressively more detailed process classifications. The number of levels and the names of these levels are flexible, and can be fit to the standards of the organization's chosen terminology or any other chosen reference model that makes logical sense for both short and long term process description. It is at Level 1 (in this case the Process Area level), that the Enterprise Process Map is created. This map and its contained objects become the foundation for a top-down approach to subsequent mapping, object relationship development, and analysis of the organization's processes and its supporting infrastructure. Additionally, this picture serves as a communication device, at an executive level, describing the design of the business in its service to a customer. It seems, then, imperative that the process development effort, and this map, start off on the right foot. Figuring out just what that right foot is, however, is critical and trend-setting in an evolving organization. Key Considerations Enterprise Process Maps are usually not as living and breathing as other process maps. Just as it would be an extremely difficult task to change the foundation of the Sears Tower or a city plan for the entire city of Chicago, the Enterprise Process view of an organization usually remains unchanged once developed (unless, of course, an organization is at a stage where it is capable of true, high-level process innovation). Regardless, the Enterprise Process map is a key first step, and one that must be taken in a precise way. What makes this groundwork solid depends on not only the materials used to construct it (process areas), but also the layout plan and knowledge base of what will be built (the entire process architecture). It seems reasonable that care and consideration are required to create this critical high level map... but what are the important factors? Does the process modeler need to worry about how many process areas there are? About who is looking at it? Should he only use the color pink because it's his boss' favorite color? Interestingly, and perhaps surprisingly, these are all valid considerations that may just require a bit of structure. Below are Three Key Factors to consider when building an Enterprise Process Map: Company Strategic Focus Process Categorization: Customer is Core End-to-end versus Functional Processes Company Strategic Focus As mentioned above, the Enterprise Process Map is created during the Strategy Phase of the Business Process Management Lifecycle. From Oracle Business Process Management methodology for business transformation, it is apparent that business processes exist for the purpose of achieving the strategic objectives of an organization. In a prescribed, top-down approach to process development, it must be ensured that each process fulfills its objectives, and in an aggregated manner, drives fulfillment of the strategic objectives of the company, whether for particular business segments or in a broader sense. This is a crucial point, as the strategic messages of the company must therefore resound in its process maps, in particular one that spans the processes of the complete business: the Enterprise Process Map. One simple example from Company X is shown below (see figure 3). Fig. 3: Company X Enterprise Process Map In reviewing Company X's Enterprise Process Map, one can immediately begin to understand the general strategic mindset of the organization. It shows that Company X is focused on its customers, defining 10 of its process areas belonging to customer-focused categories. Additionally, the organization views these end-customer-oriented process areas as part of customer-fulfilling value chains, while support process areas do not provide as much contiguous value. However, by including both support and strategic process categorizations, it becomes apparent that all processes are considered vital to the success of the customer-oriented focus processes. Below is an example from Company Y (see figure 4). Fig. 4: Company Y Enterprise Process Map Company Y, although also a customer-oriented company, sends a differently focused message with its depiction of the Enterprise Process Map. Along the top of the map is the company's product tree, overarching the process areas, which when executed deliver the products themselves. This indicates one strategic objective of excellence in product quality. Additionally, the view represents a less linear value chain, with strong overlaps of the various process areas. Marketing and quality management are seen as a key support processes, as they span the process lifecycle. Often, companies may incorporate graphics, logos and symbols representing customers and suppliers, and other objects to truly send the strategic message to the business. Other times, Enterprise Process Maps may show high level of responsibility to organizational units, or the application types that support the process areas. It is possible that hundreds of formats and focuses can be applied to an Enterprise Process Map. What is of vital importance, however, is which formats and focuses are chosen to truly represent the direction of the company, and serve as a driver for focusing the business on the strategic objectives set forth in that right. Process Categorization: Customer is Core In the previous two examples, processes were grouped using differing categories and techniques. Company X showed one support and three customer process categorizations using encompassing chevron objects; Customer Y achieved a less distinct categorization using a gradual color scheme. Either way, and in general, modeling of the process areas becomes even more valuable and easily understood within the context of business categorization, be it strategic or otherwise. But how one categorizes their processes is typically more complex than simply choosing object shapes and colors. Previously, it was stated that the ideal is a prescribed top-down approach to developing processes, to make certain linkages all the way back up to corporate strategy. But what about external influences? What forces push and pull corporate strategy? Industry maturity, product lifecycle, market profitability, competition, etc. can all drive the critical success factors of a particular business segment, or the company as a whole, in addition to previous corporate strategy. This may seem to be turning into a discussion of theory, but that is far from the case. In fact, in years of recent study and evolution of the way businesses operate, cross-industry and across the globe, one invariable has surfaced with such strength to make it undeniable in the game plan of any strategy fit for survival. That constant is the customer. Many of a company's critical success factors, in any business segment, relate to the customer: customer retention, satisfaction, loyalty, etc. Businesses serve customers, and so do a business's processes, mapped or unmapped. The most effective way to categorize processes is in a manner that visualizes convergence to what is core for a company. It is the value chain, beginning with the customer in mind, and ending with the fulfillment of that customer, that becomes the core or the centerpiece of the Enterprise Process Map. (See figure 5) Fig. 5: Company Z Enterprise Process Map Company Z has what may be viewed as several different perspectives or "cuts" baked into their Enterprise Process Map. It has divided its processes into three main categories (top, middle, and bottom) of Management Processes, the Core Value Chain and Supporting Processes. The Core category begins with Corporate Marketing (which contains the activities of beginning to engage customers) and ends with Customer Service Management. Within the value chain, this company has divided into the focus areas of their two primary business lines, Foods and Beverages. Does this mean that areas, such as Strategy, Information Management or Project Management are not as important as those in the Core category? No! In some cases, though, depending on the organization's understanding of high-level BPM concepts, use of category names, such as "Core," "Management" or "Support," can be a touchy subject. What is important to understand, is that no matter the nomenclature chosen, the Core processes are those that drive directly to customer value, Support processes are those which make the Core processes possible to execute, and Management Processes are those which steer and influence the Core. Some common terms for these three basic categorizations are Core, Customer Fulfillment, Customer Relationship Management, Governing, Controlling, Enabling, Support, etc. End-to-end versus Functional Processes Every high and low level of process: function, task, activity, process/work step (whatever an organization calls it), should add value to the flow of business in an organization. Suppose that within the process "Deliver package," there is a documented task titled "Stop for ice cream." It doesn't take a process expert to deduce the room for improvement. Though stopping for ice cream may create gain for the one person performing it, it likely benefits neither the organization nor, more importantly, the customer. In most cases, "Stop for ice cream" wouldn't make it past the first pass of To-Be process development. What would make the cut, however, would be a flow of tasks that, each having their own value add, build up to greater and greater levels of process objective. In this case, those tasks would combine to achieve a status of "package delivered." Figure 3 shows a simple example: Just as the package can only be delivered (outcome of the process) without first being retrieved, loaded, and the travel destination reached (outcomes of the process steps), some higher level of process "Play Practical Joke" (e.g., main process or process area) cannot be completed until a package is delivered. It seems that isolated or functionally separated processes, such as "Deliver Package" (shown in Figure 6), are necessary, but are always part of a bigger value chain. Each of these individual processes must be analyzed within the context of that value chain in order to ensure successful end-to-end process performance. For example, this company's "Create Joke Package" process could be operating flawlessly and efficiently, but if a joke is never developed, it cannot be created, so the end-to-end process breaks. Fig. 6: End to End Process Construction That being recognized, it is clear that processes must be viewed as end-to-end, customer-to-customer, and in the context of company strategy. But as can also be seen from the previous example, these vital end-to-end processes cannot be built without the functionally oriented building blocks. Without one, the other cannot be had, or at least not in a complete and organized fashion. As it turns out, but not discussed in depth here, the process modeling effort, BPM organizational development, and comprehensive coverage cannot be fully realized without a semi-functional, process-oriented approach. Then, an Enterprise Process Map should be concerned with both views, the building blocks, and access points to the business-critical end-to-end processes, which they construct. Without the functional building blocks, all streams of work needed for any business transformation would be lost mess of process disorganization. End-to-end views are essential for utilization in optimization in context, understanding customer impacts, base-lining all project phases and aligning objectives. Including both views on an Enterprise Process Map allows management to understand the functional orientation of the company's processes, while still providing access to end-to-end processes, which are most valuable to them. (See figures 7 and 8). Fig. 7: Simplified Enterprise Process Map with end-to-end Access Point The above examples show two unique ways to achieve a successful Enterprise Process Map. The first example is a simple map that shows a high level set of process areas and a separate section with the end-to-end processes of concern for the organization. This particular map is filtered to show just one vital end-to-end process for a project-specific focus. Fig. 8: Detailed Enterprise Process Map showing connected Functional Processes The second example shows a more complex arrangement and categorization of functional processes (the names of each process area has been removed). The end-to-end perspective is achieved at this level through the connections (interfaces at lower levels) between these functional process areas. An important point to note is that the organization of these two views of the Enterprise Process Map is dependent, in large part, on the orientation of its audience, and the complexity of the landscape at the highest level. If both are not apparent, the Enterprise Process Map is missing an opportunity to serve as a holistic, high-level view. Conclusion In the world of BPM, and specifically regarding Enterprise Process Maps, a picture can be worth as many words as the thought and effort that is put into it. Enterprise Process Maps alone cannot change an organization, but they serve more purposes than initially meet the eye, and therefore must be designed in a way that enables a BPM mindset, business process understanding and business transformation efforts. Every Enterprise Process Map will and should be different when looking across organizations. Its design will be driven by company strategy, a level of customer focus, and functional versus end-to-end orientations. This high-level description of the considerations of the Enterprise Process Maps is not a prescriptive "how to" guide. However, a company attempting to create one may not have the practical BPM experience to truly explore its options or impacts to the coming work of business process transformation. The biggest takeaway is that process modeling, at all levels, is a science and an art, and art is open to interpretation. It is critical that the modeler of the highest level of process mapping be a cognoscente of the message he is delivering and the factors at hand. Without sufficient focus on the design of the Enterprise Process Map, an entire BPM effort may suffer. For additional information please check: Oracle Business Process Management.

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  • How to change Matlab program for solving equation with finite element method?

    - by DSblizzard
    I don't know is this question more related to mathematics or programming and I'm absolute newbie in Matlab. Program FEM_50 applies the finite element method to Laplace's equation -Uxx(x, y) - Uyy(x, y) = F(x, y) in Omega. How to change it to apply FEM to equation -Uxx(x, y) - Uyy(x, y) + U(x, y) = F(x, y)? At this page: http://sc.fsu.edu/~burkardt/m_src/fem_50/fem_50.html additional code files in case you need them. function fem_50 ( ) %% FEM_50 applies the finite element method to Laplace's equation. % % Discussion: % % FEM_50 is a set of MATLAB routines to apply the finite % element method to solving Laplace's equation in an arbitrary % region, using about 50 lines of MATLAB code. % % FEM_50 is partly a demonstration, to show how little it % takes to implement the finite element method (at least using % every possible MATLAB shortcut.) The user supplies datafiles % that specify the geometry of the region and its arrangement % into triangular and quadrilateral elements, and the location % and type of the boundary conditions, which can be any mixture % of Neumann and Dirichlet. % % The unknown state variable U(x,y) is assumed to satisfy % Laplace's equation: % -Uxx(x,y) - Uyy(x,y) = F(x,y) in Omega % with Dirichlet boundary conditions % U(x,y) = U_D(x,y) on Gamma_D % and Neumann boundary conditions on the outward normal derivative: % Un(x,y) = G(x,y) on Gamma_N % If Gamma designates the boundary of the region Omega, % then we presume that % Gamma = Gamma_D + Gamma_N % but the user is free to determine which boundary conditions to % apply. Note, however, that the problem will generally be singular % unless at least one Dirichlet boundary condition is specified. % % The code uses piecewise linear basis functions for triangular elements, % and piecewise isoparametric bilinear basis functions for quadrilateral % elements. % % The user is required to supply a number of data files and MATLAB % functions that specify the location of nodes, the grouping of nodes % into elements, the location and value of boundary conditions, and % the right hand side function in Laplace's equation. Note that the % fact that the geometry is completely up to the user means that % just about any two dimensional region can be handled, with arbitrary % shape, including holes and islands. % clear % % Read the nodal coordinate data file. % load coordinates.dat; % % Read the triangular element data file. % load elements3.dat; % % Read the quadrilateral element data file. % load elements4.dat; % % Read the Neumann boundary condition data file. % I THINK the purpose of the EVAL command is to create an empty NEUMANN array % if no Neumann file is found. % eval ( 'load neumann.dat;', 'neumann=[];' ); % % Read the Dirichlet boundary condition data file. % load dirichlet.dat; A = sparse ( size(coordinates,1), size(coordinates,1) ); b = sparse ( size(coordinates,1), 1 ); % % Assembly. % for j = 1 : size(elements3,1) A(elements3(j,:),elements3(j,:)) = A(elements3(j,:),elements3(j,:)) ... + stima3(coordinates(elements3(j,:),:)); end for j = 1 : size(elements4,1) A(elements4(j,:),elements4(j,:)) = A(elements4(j,:),elements4(j,:)) ... + stima4(coordinates(elements4(j,:),:)); end % % Volume Forces. % for j = 1 : size(elements3,1) b(elements3(j,:)) = b(elements3(j,:)) ... + det( [1,1,1; coordinates(elements3(j,:),:)'] ) * ... f(sum(coordinates(elements3(j,:),:))/3)/6; end for j = 1 : size(elements4,1) b(elements4(j,:)) = b(elements4(j,:)) ... + det([1,1,1; coordinates(elements4(j,1:3),:)'] ) * ... f(sum(coordinates(elements4(j,:),:))/4)/4; end % % Neumann conditions. % if ( ~isempty(neumann) ) for j = 1 : size(neumann,1) b(neumann(j,:)) = b(neumann(j,:)) + ... norm(coordinates(neumann(j,1),:) - coordinates(neumann(j,2),:)) * ... g(sum(coordinates(neumann(j,:),:))/2)/2; end end % % Determine which nodes are associated with Dirichlet conditions. % Assign the corresponding entries of U, and adjust the right hand side. % u = sparse ( size(coordinates,1), 1 ); BoundNodes = unique ( dirichlet ); u(BoundNodes) = u_d ( coordinates(BoundNodes,:) ); b = b - A * u; % % Compute the solution by solving A * U = B for the remaining unknown values of U. % FreeNodes = setdiff ( 1:size(coordinates,1), BoundNodes ); u(FreeNodes) = A(FreeNodes,FreeNodes) \ b(FreeNodes); % % Graphic representation. % show ( elements3, elements4, coordinates, full ( u ) ); return end

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  • Any way to view dynamic java content ex-post? Browser session still open

    - by Ryan
    I feel like a grandpa from 1996 asking this, but is it at all possible to view a representation of a particular screen that was rendered as part of a java-based online checkout process I executed a couple days ago? I haven't cleared my browser cache or temp files or anything, and I don't think I've restarted the comp or even the browser since. I'm using mac OS X 10.6.8, and the page(s) were viewed with Chrome version 21.0.1180.89 in standard mode (not incognito). Specifically the page in question was part of Verizon Wireless's 'iconic' contract/checkout process, which leads the user through several pages to make selections on various criteria and seems to be based on java. (Obviously I'm a dummy regarding web stuff so the question is probably not very well defined, I'm happy to elaborate). ^This is the tl;dr question. If it belongs on another site please just let me know. This is what I've been able to figure out on my own, for the bored / ultra-helpful / those who could use a laugh at a noob fumbling his way around cache files with no idea what he's doing: The progress through the selection pages is very clear in Chrome's browser history, the sequential pages are: https://www.verizonwireless.com/b2c/accountholder/estore/phoneupgrade?execution=e3s2 https://www.verizonwireless.com/b2c/accountholder/estore/phoneupgrade?execution=e3s3 https://www.verizonwireless.com/b2c/accountholder/estore/phoneupgrade?execution=e3s4 https://www.verizonwireless.com/b2c/accountholder/estore/phoneupgrade?execution=e3s5 https://preorder.verizonwireless.com/iconic/?format=JSON&value={%22action%22:%22START_ORDER%22,%22custType%22:%22EXISTING%22,%22orderType%22:%22UPGRADE%22,%22lookupMtn%22:%22*(NumberA)*%22,%22lineData%22:[{%22mtn%22:%22*(NumberA)*%22,%22upgType%22:%22ALTERNATE_UPGRADE%22,%22eligibleMtn%22:%22*(NumberB)*%22}]} https://preorder.verizonwireless.com/iconic/iconic/secured/screens/IconicOrder.do?format=JSON&value={%22action%22:%22START_ORDER%22,%22custType%22:%22EXISTING%22,%22orderType%22:%22UPGRADE%22,%22lookupMtn%22:%22*(NumberA)*%22,%22lineData%22:[{%22mtn%22:%22*(NumberA)*%22,%22upgType%22:%22ALTERNATE_UPGRADE%22,%22eligibleMtn%22:%22*(NumberB)*%22}]} https://preorder.verizonwireless.com/iconic/iconic/secured/screens/IconicEligibility.do https://preorder.verizonwireless.com/iconic/iconic/secured/screens/IconicDeviceSelection.do https://preorder.verizonwireless.com/iconic/iconic/secured/screens/PlanOptions.do https://preorder.verizonwireless.com/iconic/iconic/secured/screens/IconicFeatures.do https://preorder.verizonwireless.com/iconic/iconic/secured/screens/IconicAccessories.do https://preorder.verizonwireless.com/iconic/iconic/secured/screens/IconicShipmentBilling.do https://preorder.verizonwireless.com/iconic/iconic/secured/screens/IconicReview.do https://preorder.verizonwireless.com/iconic/iconic/secured/screens/IconicPaymentCreditInfo.do https://preorder.verizonwireless.com/iconic/iconic/secured/screens/IconicConfirmation.do The visual representation I would need could come from any of these pages, as the necessary information was shown at the top of each of them (although the two with long URLs were just like redirects or something). Of course, clicking the link to the page in History right now requires a new sign-in and just returns the user to the initial step for doing the process again; it does not pull up a representation of the page as it was seen several days ago. This I understand. Instead using Chrome's integrated cache viewer by typing about:cache in the address bar, I can search and find links that appear to be relevant, when I click on the link I just get a http header and a bunch of hexadecimal gobbledygook. I've tried to use the URL at the top of the cache and URLs in the http headers, but they take me to current versions of those pages and not the versions I saw during the checkout process. I tried this with a few of them but stopped because I noticed that it updated the date in the http header to the present moment and I don't want to take chances overwriting the cache files since I don't know what I'm doing. The links to the cache files look like this: https://login.verizonwireless.com/amserver/UI/Login?realm=vzw&goto=https%3A%2F%2Fpreorder.verizonwireless.com%3A443%2Ficonic%2Ficonic%2Fsecured%2Fscreens%2FPlanOptions.do https://preorder.verizonwireless.com/iconic/iconic/screens/customerTypeOverlay.jsp https://verizonwireless.tt.omtrdc.net/m2/verizonwireless/mbox/standard?mboxHost=login.verizonwireless.com&mboxSession=1347776884663-145230&mboxPC=1347609748832-956765.19&mboxPage=1347776884663-145230&screenHeight=1200&screenWidth=1920&browserWidth=1299&browserHeight=868&browserTimeOffset=-420&colorDepth=24&mboxCount=1&mbox=My_Verizon_Global&mboxId=0&mboxTime=1347751684666&mboxURL=https%3A%2F%2Flogin.verizonwireless.com%2Famserver%2FUI%2FLogin%3Frealm%3Dvzw%26goto%3Dhttps%253A%252F%252Fpreorder.verizonwireless.com%253A443%252Ficonic%252Ficonic%252Fsecured%252Fscreens%252FPlanOptions.do&mboxReferrer=&mboxVersion=41 and https://verizonwireless.tt.omtrdc.net/m2/verizonwireless/mbox/standard?mboxHost=login.verizonwireless.com&mboxSession=1347735676953-663794&mboxPC=1347609748832-956765.19&mboxPage=1347738347511-550383&screenHeight=1200&screenWidth=1920&browserWidth=1299&browserHeight=845&browserTimeOffset=-420&colorDepth=24&mboxCount=1&mbox=My_Verizon_Global&mboxId=0&mboxTime=1347713147517&mboxURL=https%3A%2F%2Flogin.verizonwireless.com%2Famserver%2FUI%2FLogin%3Frealm%3Dvzw%26goto%3Dhttps%253A%252F%252Fpreorder.verizonwireless.com%253A443%252Ficonic%252Ficonic%252Fsecured%252Fscreens%252FIconicOrder.do%253Fformat%253DJSON%2526value%253D%257B%252522action%252522%253A%252522START_ORDER%252522%252C%252522custType%252522%253A%252522EXISTING%252522%252C%252522orderType%252522%253A%252522UPGRADE%252522%252C%252522lookupMtn%252522%253A%252522*(NumberA)*%252522%252C%252522lineData%252522%253A%255B%257B%252522mtn%252522%253A%252522*(NumberA)*%252522%252C%252522upgType%252522%253A%252522ALTERNATE_UPGRADE%252522%252C%252522eligibleMtn%252522%253A%252522*(NumberB)*%252522%257D%255D%257D&mboxReferrer=&mboxVersion=41 and the http headers look like this: HTTP/1.1 200 OK Server: VZW Date: Sun, 16 Sep 2012 14:55:48 GMT Cache-control: private Pragma: no-cache Expires: 0 X-dsameversion: VZW Am_client_type: genericHTML Content-type: text/html;charset=ISO-8859-1 Content-Encoding: gzip Content-Length: 6220 and HTTP/1.1 200 OK Cache-Control: no-cache Date: Sun, 16 Sep 2012 16:16:30 GMT Content-Type: text/html Expires: Thu, 01 Jan 1970 00:00:00 GMT Content-Encoding: gzip X-Powered-By: Servlet/2.5 JSP/2.1 and HTTP/1.1 302 Moved Temporarily Server: VZW Date: Sun, 16 Sep 2012 16:29:32 GMT Cache-control: private Pragma: no-cache X-dsameversion: VZW Am_client_type: genericHTML Location: https://preorder.verizonwireless.com:443/iconic/iconic/secured/screens/IconicOrder.do?format=JSON&value={%22action%22:%22START_ORDER%22,%22custType%22:%22EXISTING%22,%22orderType%22:%22UPGRADE%22,%22lookupMtn%22:%22*(*(NumberA)*%22,%22lineData%22:[{%22mtn%22:%22*(NumberA)*%22,%22upgType%22:%22ALTERNATE_UPGRADE%22,%22eligibleMtn%22:%22*(NumberB)*%22}]} Content-length: 0 ^^this last one actually returned me to a page in the middle of the process when I used the "Location:" given in this http header rather than the URL at the top of the cache page (and was signed in to Verizon's website through a separate tab), but the page it took me to had already been updated to reflect new information, it wasn't presented as of the time the actions were taken several days ago when the page was originally viewed. (It's clear I can't achieve what I'm looking for by visiting current versions of these pages on the web…I should actually probably disable my network adapter while testing this out). The cache folder seems promising, but I don't know what to make of all that hexadecimal mess - if it contains what I'm looking for and if so, how to view it. Finally, the third thing I've come across is the Google Chrome cache folder on my local machine, at ~/Library/Caches/Google/Chrome/ then there are 'Default' and 'Media Cache' folders within. There are ~4,000 files in the former averaging ~100kb each, and 100 files in the latter averaging ~900kb each. The filenames all start "f_00xxxx" except for files titled data_0 through data_4 in each folder. I'm not sure how to observe the contents of these files and don't really want to start opening them up and potentially overwriting existing cached pages, as I notice there are already some holes in the arrangement of the files which I have never deleted manually. Hopefully this is an easy question to answer for someone who knows this stuff, admittedly web stuff is my weak point. As such, I've spent the past five hours searching around and trying to provide all the information I can. I'm probably asking for a miracle - like can those cached pages full of hexadecimal data be used to recreate the representation of the information that was on screen during the process? Or could screenshots of the previously viewed webpages be lurking in the /Caches folder? I have doubt because the content wasn't viewed at a permanent link, rather it seems like the on-screen information was served by Verizon's db, and probably securely so. I'm just not sure if Chrome saves the visual rendering of the page contents somewhere, even just temporarily. Alternatively I would be happy just to get the raw data that was on the page, even if not a visual representation…I just need to be able to demonstrate the phone line that was referenced on this page: https://preorder.verizonwireless.com/iconic/iconic/secured/screens/IconicFeatures.do . Can anyone point me in the right direction?

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  • Windows Server 2008 R2 network adapter stops working, requires hard reboot

    - by Geoff Dalgas
    TL;DR version: Turns out this was a Windows Server 2008 R2 kernel networking bug. After siccing Microsoft support on it, we (eventually) got an unpublished kernel hotfix from Microsoft to address it. If you, too, are experiencing mysterious low-level network driver failures requiring a reboot/bluescreen cycle, you might want that hotfix (or maybe Service Pack 1 whenever it is released, too.) We have been using HAProxy along with heartbeat from the Linux-HA project. We are using two linux instances to provide a failover. Each server has with their own public IP and a single IP which is shared between the two using a virtual interface (eth1:1) at IP: 69.59.196.211 The virtual interface (eth1:1) IP 69.59.196.211 is configured as the gateway for the windows servers behind them and we use ip_forwarding to route traffic. We are experiencing an occasional network outage on one of our windows servers behind our linux gateways. HAProxy will detect the server is offline which we can verify by remoting to the failed server and attempting to ping the gateway: Pinging 69.59.196.211 with 32 bytes of data: Reply from 69.59.196.220: Destination host unreachable. Running arp -a on this failed server shows that there is no entry for the gateway address (69.59.196.211): Interface: 69.59.196.220 --- 0xa Internet Address Physical Address Type 69.59.196.161 00-26-88-63-c7-80 dynamic 69.59.196.210 00-15-5d-0a-3e-0e dynamic 69.59.196.212 00-21-5e-4d-45-c9 dynamic 69.59.196.213 00-15-5d-00-b2-0d dynamic 69.59.196.215 00-21-5e-4d-61-1a dynamic 69.59.196.217 00-21-5e-4d-2c-e8 dynamic 69.59.196.219 00-21-5e-4d-38-e5 dynamic 69.59.196.221 00-15-5d-00-b2-0d dynamic 69.59.196.222 00-15-5d-0a-3e-09 dynamic 69.59.196.223 ff-ff-ff-ff-ff-ff static 224.0.0.22 01-00-5e-00-00-16 static 224.0.0.252 01-00-5e-00-00-fc static 225.0.0.1 01-00-5e-00-00-01 static On our linux gateway instances arp -a shows: peak-colo-196-220.peak.org (69.59.196.220) at <incomplete> on eth1 stackoverflow.com (69.59.196.212) at 00:21:5e:4d:45:c9 [ether] on eth1 peak-colo-196-215.peak.org (69.59.196.215) at 00:21:5e:4d:61:1a [ether] on eth1 peak-colo-196-219.peak.org (69.59.196.219) at 00:21:5e:4d:38:e5 [ether] on eth1 peak-colo-196-222.peak.org (69.59.196.222) at 00:15:5d:0a:3e:09 [ether] on eth1 peak-colo-196-209.peak.org (69.59.196.209) at 00:26:88:63:c7:80 [ether] on eth1 peak-colo-196-217.peak.org (69.59.196.217) at 00:21:5e:4d:2c:e8 [ether] on eth1 Why would arp occasionally set the entry for this failed server as <incomplete>? Should we be defining our arp entries statically? I've always left arp alone since it works 99% of the time, but in this one instance it appears to be failing. Are there any additional troubleshooting steps we can take help resolve this issue? THINGS WE HAVE TRIED I added a static arp entry for testing on one of the linux gateways which still didn't help. root@haproxy2:~# arp -a peak-colo-196-215.peak.org (69.59.196.215) at 00:21:5e:4d:61:1a [ether] on eth1 peak-colo-196-221.peak.org (69.59.196.221) at 00:15:5d:00:b2:0d [ether] on eth1 stackoverflow.com (69.59.196.212) at 00:21:5e:4d:45:c9 [ether] on eth1 peak-colo-196-219.peak.org (69.59.196.219) at 00:21:5e:4d:38:e5 [ether] on eth1 peak-colo-196-209.peak.org (69.59.196.209) at 00:26:88:63:c7:80 [ether] on eth1 peak-colo-196-217.peak.org (69.59.196.217) at 00:21:5e:4d:2c:e8 [ether] on eth1 peak-colo-196-220.peak.org (69.59.196.220) at 00:21:5e:4d:30:8d [ether] PERM on eth1 root@haproxy2:~# arp -i eth1 -s 69.59.196.220 00:21:5e:4d:30:8d root@haproxy2:~# ping 69.59.196.220 PING 69.59.196.220 (69.59.196.220) 56(84) bytes of data. --- 69.59.196.220 ping statistics --- 7 packets transmitted, 0 received, 100% packet loss, time 6006ms Rebooting the windows web server solves this issue temporarily with no other changes to the network but our experience shows this issue will come back. Swapping network cards and switches I noticed the link light on the port of the switch for the failed windows server was running at 100Mb instead of 1Gb on the failed interface. I moved the cable to several other open ports and the link indicated 100Mb for each port that I tried. I also swapped the cable with the same result. I tried changing the properties of the network card in windows and the server locked up and required a hard reset after clicking apply. This windows server has two physical network interfaces so I have swapped the cables and network settings on the two interfaces to see if the problem follows the interface. If the public interface goes down again we will know that it is not an issue with the network card. (We also tried another switch we have on hand, no change) Changing network hardware driver versions We've had the same problem with the latest Broadcom driver, as well as the built-in driver that ships in Windows Server 2008 R2. Replacing network cables As a last ditch effort we remembered another change that occurred was the replacement of all of the patch cords between our servers / switch. We had purchased two sets, one green of lengths 1ft - 3ft for the private interfaces and another set of red cables for the public interfaces. We swapped out all of the public interface patch cables with a different brand and ran our servers without issue for a full week ... aaaaaand then the problem recurred. Disable checksum offload, remove TProxy We also tried disabling TCP/IP checksum offload in the driver, no change. We're now pulling out TProxy and moving to a more traditional x-forwarded-for network arrangement without any fancy IP address rewriting. We'll see if that helps. Switch Virtualization providers On the off chance this was related to Hyper-V in some way (we do host Linux VMs on it), we switched to VMWare Server. No change. Switch host model We've reached the end of our troubleshooting rope and are now formally involving Microsoft support. They recommended changing the host model: http://en.wikipedia.org/wiki/Host_model http://technet.microsoft.com/en-us/magazine/2007.09.cableguy.aspx We did that, and.. we'll see.

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  • Improving Partitioned Table Join Performance

    - by Paul White
    The query optimizer does not always choose an optimal strategy when joining partitioned tables. This post looks at an example, showing how a manual rewrite of the query can almost double performance, while reducing the memory grant to almost nothing. Test Data The two tables in this example use a common partitioning partition scheme. The partition function uses 41 equal-size partitions: CREATE PARTITION FUNCTION PFT (integer) AS RANGE RIGHT FOR VALUES ( 125000, 250000, 375000, 500000, 625000, 750000, 875000, 1000000, 1125000, 1250000, 1375000, 1500000, 1625000, 1750000, 1875000, 2000000, 2125000, 2250000, 2375000, 2500000, 2625000, 2750000, 2875000, 3000000, 3125000, 3250000, 3375000, 3500000, 3625000, 3750000, 3875000, 4000000, 4125000, 4250000, 4375000, 4500000, 4625000, 4750000, 4875000, 5000000 ); GO CREATE PARTITION SCHEME PST AS PARTITION PFT ALL TO ([PRIMARY]); There two tables are: CREATE TABLE dbo.T1 ( TID integer NOT NULL IDENTITY(0,1), Column1 integer NOT NULL, Padding binary(100) NOT NULL DEFAULT 0x,   CONSTRAINT PK_T1 PRIMARY KEY CLUSTERED (TID) ON PST (TID) );   CREATE TABLE dbo.T2 ( TID integer NOT NULL, Column1 integer NOT NULL, Padding binary(100) NOT NULL DEFAULT 0x,   CONSTRAINT PK_T2 PRIMARY KEY CLUSTERED (TID, Column1) ON PST (TID) ); The next script loads 5 million rows into T1 with a pseudo-random value between 1 and 5 for Column1. The table is partitioned on the IDENTITY column TID: INSERT dbo.T1 WITH (TABLOCKX) (Column1) SELECT (ABS(CHECKSUM(NEWID())) % 5) + 1 FROM dbo.Numbers AS N WHERE n BETWEEN 1 AND 5000000; In case you don’t already have an auxiliary table of numbers lying around, here’s a script to create one with 10 million rows: CREATE TABLE dbo.Numbers (n bigint PRIMARY KEY);   WITH L0 AS(SELECT 1 AS c UNION ALL SELECT 1), L1 AS(SELECT 1 AS c FROM L0 AS A CROSS JOIN L0 AS B), L2 AS(SELECT 1 AS c FROM L1 AS A CROSS JOIN L1 AS B), L3 AS(SELECT 1 AS c FROM L2 AS A CROSS JOIN L2 AS B), L4 AS(SELECT 1 AS c FROM L3 AS A CROSS JOIN L3 AS B), L5 AS(SELECT 1 AS c FROM L4 AS A CROSS JOIN L4 AS B), Nums AS(SELECT ROW_NUMBER() OVER (ORDER BY (SELECT NULL)) AS n FROM L5) INSERT dbo.Numbers WITH (TABLOCKX) SELECT TOP (10000000) n FROM Nums ORDER BY n OPTION (MAXDOP 1); Table T1 contains data like this: Next we load data into table T2. The relationship between the two tables is that table 2 contains ‘n’ rows for each row in table 1, where ‘n’ is determined by the value in Column1 of table T1. There is nothing particularly special about the data or distribution, by the way. INSERT dbo.T2 WITH (TABLOCKX) (TID, Column1) SELECT T.TID, N.n FROM dbo.T1 AS T JOIN dbo.Numbers AS N ON N.n >= 1 AND N.n <= T.Column1; Table T2 ends up containing about 15 million rows: The primary key for table T2 is a combination of TID and Column1. The data is partitioned according to the value in column TID alone. Partition Distribution The following query shows the number of rows in each partition of table T1: SELECT PartitionID = CA1.P, NumRows = COUNT_BIG(*) FROM dbo.T1 AS T CROSS APPLY (VALUES ($PARTITION.PFT(TID))) AS CA1 (P) GROUP BY CA1.P ORDER BY CA1.P; There are 40 partitions containing 125,000 rows (40 * 125k = 5m rows). The rightmost partition remains empty. The next query shows the distribution for table 2: SELECT PartitionID = CA1.P, NumRows = COUNT_BIG(*) FROM dbo.T2 AS T CROSS APPLY (VALUES ($PARTITION.PFT(TID))) AS CA1 (P) GROUP BY CA1.P ORDER BY CA1.P; There are roughly 375,000 rows in each partition (the rightmost partition is also empty): Ok, that’s the test data done. Test Query and Execution Plan The task is to count the rows resulting from joining tables 1 and 2 on the TID column: SET STATISTICS IO ON; DECLARE @s datetime2 = SYSUTCDATETIME();   SELECT COUNT_BIG(*) FROM dbo.T1 AS T1 JOIN dbo.T2 AS T2 ON T2.TID = T1.TID;   SELECT DATEDIFF(Millisecond, @s, SYSUTCDATETIME()); SET STATISTICS IO OFF; The optimizer chooses a plan using parallel hash join, and partial aggregation: The Plan Explorer plan tree view shows accurate cardinality estimates and an even distribution of rows across threads (click to enlarge the image): With a warm data cache, the STATISTICS IO output shows that no physical I/O was needed, and all 41 partitions were touched: Running the query without actual execution plan or STATISTICS IO information for maximum performance, the query returns in around 2600ms. Execution Plan Analysis The first step toward improving on the execution plan produced by the query optimizer is to understand how it works, at least in outline. The two parallel Clustered Index Scans use multiple threads to read rows from tables T1 and T2. Parallel scan uses a demand-based scheme where threads are given page(s) to scan from the table as needed. This arrangement has certain important advantages, but does result in an unpredictable distribution of rows amongst threads. The point is that multiple threads cooperate to scan the whole table, but it is impossible to predict which rows end up on which threads. For correct results from the parallel hash join, the execution plan has to ensure that rows from T1 and T2 that might join are processed on the same thread. For example, if a row from T1 with join key value ‘1234’ is placed in thread 5’s hash table, the execution plan must guarantee that any rows from T2 that also have join key value ‘1234’ probe thread 5’s hash table for matches. The way this guarantee is enforced in this parallel hash join plan is by repartitioning rows to threads after each parallel scan. The two repartitioning exchanges route rows to threads using a hash function over the hash join keys. The two repartitioning exchanges use the same hash function so rows from T1 and T2 with the same join key must end up on the same hash join thread. Expensive Exchanges This business of repartitioning rows between threads can be very expensive, especially if a large number of rows is involved. The execution plan selected by the optimizer moves 5 million rows through one repartitioning exchange and around 15 million across the other. As a first step toward removing these exchanges, consider the execution plan selected by the optimizer if we join just one partition from each table, disallowing parallelism: SELECT COUNT_BIG(*) FROM dbo.T1 AS T1 JOIN dbo.T2 AS T2 ON T2.TID = T1.TID WHERE $PARTITION.PFT(T1.TID) = 1 AND $PARTITION.PFT(T2.TID) = 1 OPTION (MAXDOP 1); The optimizer has chosen a (one-to-many) merge join instead of a hash join. The single-partition query completes in around 100ms. If everything scaled linearly, we would expect that extending this strategy to all 40 populated partitions would result in an execution time around 4000ms. Using parallelism could reduce that further, perhaps to be competitive with the parallel hash join chosen by the optimizer. This raises a question. If the most efficient way to join one partition from each of the tables is to use a merge join, why does the optimizer not choose a merge join for the full query? Forcing a Merge Join Let’s force the optimizer to use a merge join on the test query using a hint: SELECT COUNT_BIG(*) FROM dbo.T1 AS T1 JOIN dbo.T2 AS T2 ON T2.TID = T1.TID OPTION (MERGE JOIN); This is the execution plan selected by the optimizer: This plan results in the same number of logical reads reported previously, but instead of 2600ms the query takes 5000ms. The natural explanation for this drop in performance is that the merge join plan is only using a single thread, whereas the parallel hash join plan could use multiple threads. Parallel Merge Join We can get a parallel merge join plan using the same query hint as before, and adding trace flag 8649: SELECT COUNT_BIG(*) FROM dbo.T1 AS T1 JOIN dbo.T2 AS T2 ON T2.TID = T1.TID OPTION (MERGE JOIN, QUERYTRACEON 8649); The execution plan is: This looks promising. It uses a similar strategy to distribute work across threads as seen for the parallel hash join. In practice though, performance is disappointing. On a typical run, the parallel merge plan runs for around 8400ms; slower than the single-threaded merge join plan (5000ms) and much worse than the 2600ms for the parallel hash join. We seem to be going backwards! The logical reads for the parallel merge are still exactly the same as before, with no physical IOs. The cardinality estimates and thread distribution are also still very good (click to enlarge): A big clue to the reason for the poor performance is shown in the wait statistics (captured by Plan Explorer Pro): CXPACKET waits require careful interpretation, and are most often benign, but in this case excessive waiting occurs at the repartitioning exchanges. Unlike the parallel hash join, the repartitioning exchanges in this plan are order-preserving ‘merging’ exchanges (because merge join requires ordered inputs): Parallelism works best when threads can just grab any available unit of work and get on with processing it. Preserving order introduces inter-thread dependencies that can easily lead to significant waits occurring. In extreme cases, these dependencies can result in an intra-query deadlock, though the details of that will have to wait for another time to explore in detail. The potential for waits and deadlocks leads the query optimizer to cost parallel merge join relatively highly, especially as the degree of parallelism (DOP) increases. This high costing resulted in the optimizer choosing a serial merge join rather than parallel in this case. The test results certainly confirm its reasoning. Collocated Joins In SQL Server 2008 and later, the optimizer has another available strategy when joining tables that share a common partition scheme. This strategy is a collocated join, also known as as a per-partition join. It can be applied in both serial and parallel execution plans, though it is limited to 2-way joins in the current optimizer. Whether the optimizer chooses a collocated join or not depends on cost estimation. The primary benefits of a collocated join are that it eliminates an exchange and requires less memory, as we will see next. Costing and Plan Selection The query optimizer did consider a collocated join for our original query, but it was rejected on cost grounds. The parallel hash join with repartitioning exchanges appeared to be a cheaper option. There is no query hint to force a collocated join, so we have to mess with the costing framework to produce one for our test query. Pretending that IOs cost 50 times more than usual is enough to convince the optimizer to use collocated join with our test query: -- Pretend IOs are 50x cost temporarily DBCC SETIOWEIGHT(50);   -- Co-located hash join SELECT COUNT_BIG(*) FROM dbo.T1 AS T1 JOIN dbo.T2 AS T2 ON T2.TID = T1.TID OPTION (RECOMPILE);   -- Reset IO costing DBCC SETIOWEIGHT(1); Collocated Join Plan The estimated execution plan for the collocated join is: The Constant Scan contains one row for each partition of the shared partitioning scheme, from 1 to 41. The hash repartitioning exchanges seen previously are replaced by a single Distribute Streams exchange using Demand partitioning. Demand partitioning means that the next partition id is given to the next parallel thread that asks for one. My test machine has eight logical processors, and all are available for SQL Server to use. As a result, there are eight threads in the single parallel branch in this plan, each processing one partition from each table at a time. Once a thread finishes processing a partition, it grabs a new partition number from the Distribute Streams exchange…and so on until all partitions have been processed. It is important to understand that the parallel scans in this plan are different from the parallel hash join plan. Although the scans have the same parallelism icon, tables T1 and T2 are not being co-operatively scanned by multiple threads in the same way. Each thread reads a single partition of T1 and performs a hash match join with the same partition from table T2. The properties of the two Clustered Index Scans show a Seek Predicate (unusual for a scan!) limiting the rows to a single partition: The crucial point is that the join between T1 and T2 is on TID, and TID is the partitioning column for both tables. A thread that processes partition ‘n’ is guaranteed to see all rows that can possibly join on TID for that partition. In addition, no other thread will see rows from that partition, so this removes the need for repartitioning exchanges. CPU and Memory Efficiency Improvements The collocated join has removed two expensive repartitioning exchanges and added a single exchange processing 41 rows (one for each partition id). Remember, the parallel hash join plan exchanges had to process 5 million and 15 million rows. The amount of processor time spent on exchanges will be much lower in the collocated join plan. In addition, the collocated join plan has a maximum of 8 threads processing single partitions at any one time. The 41 partitions will all be processed eventually, but a new partition is not started until a thread asks for it. Threads can reuse hash table memory for the new partition. The parallel hash join plan also had 8 hash tables, but with all 5,000,000 build rows loaded at the same time. The collocated plan needs memory for only 8 * 125,000 = 1,000,000 rows at any one time. Collocated Hash Join Performance The collated join plan has disappointing performance in this case. The query runs for around 25,300ms despite the same IO statistics as usual. This is much the worst result so far, so what went wrong? It turns out that cardinality estimation for the single partition scans of table T1 is slightly low. The properties of the Clustered Index Scan of T1 (graphic immediately above) show the estimation was for 121,951 rows. This is a small shortfall compared with the 125,000 rows actually encountered, but it was enough to cause the hash join to spill to physical tempdb: A level 1 spill doesn’t sound too bad, until you realize that the spill to tempdb probably occurs for each of the 41 partitions. As a side note, the cardinality estimation error is a little surprising because the system tables accurately show there are 125,000 rows in every partition of T1. Unfortunately, the optimizer uses regular column and index statistics to derive cardinality estimates here rather than system table information (e.g. sys.partitions). Collocated Merge Join We will never know how well the collocated parallel hash join plan might have worked without the cardinality estimation error (and the resulting 41 spills to tempdb) but we do know: Merge join does not require a memory grant; and Merge join was the optimizer’s preferred join option for a single partition join Putting this all together, what we would really like to see is the same collocated join strategy, but using merge join instead of hash join. Unfortunately, the current query optimizer cannot produce a collocated merge join; it only knows how to do collocated hash join. So where does this leave us? CROSS APPLY sys.partitions We can try to write our own collocated join query. We can use sys.partitions to find the partition numbers, and CROSS APPLY to get a count per partition, with a final step to sum the partial counts. The following query implements this idea: SELECT row_count = SUM(Subtotals.cnt) FROM ( -- Partition numbers SELECT p.partition_number FROM sys.partitions AS p WHERE p.[object_id] = OBJECT_ID(N'T1', N'U') AND p.index_id = 1 ) AS P CROSS APPLY ( -- Count per collocated join SELECT cnt = COUNT_BIG(*) FROM dbo.T1 AS T1 JOIN dbo.T2 AS T2 ON T2.TID = T1.TID WHERE $PARTITION.PFT(T1.TID) = p.partition_number AND $PARTITION.PFT(T2.TID) = p.partition_number ) AS SubTotals; The estimated plan is: The cardinality estimates aren’t all that good here, especially the estimate for the scan of the system table underlying the sys.partitions view. Nevertheless, the plan shape is heading toward where we would like to be. Each partition number from the system table results in a per-partition scan of T1 and T2, a one-to-many Merge Join, and a Stream Aggregate to compute the partial counts. The final Stream Aggregate just sums the partial counts. Execution time for this query is around 3,500ms, with the same IO statistics as always. This compares favourably with 5,000ms for the serial plan produced by the optimizer with the OPTION (MERGE JOIN) hint. This is another case of the sum of the parts being less than the whole – summing 41 partial counts from 41 single-partition merge joins is faster than a single merge join and count over all partitions. Even so, this single-threaded collocated merge join is not as quick as the original parallel hash join plan, which executed in 2,600ms. On the positive side, our collocated merge join uses only one logical processor and requires no memory grant. The parallel hash join plan used 16 threads and reserved 569 MB of memory:   Using a Temporary Table Our collocated merge join plan should benefit from parallelism. The reason parallelism is not being used is that the query references a system table. We can work around that by writing the partition numbers to a temporary table (or table variable): SET STATISTICS IO ON; DECLARE @s datetime2 = SYSUTCDATETIME();   CREATE TABLE #P ( partition_number integer PRIMARY KEY);   INSERT #P (partition_number) SELECT p.partition_number FROM sys.partitions AS p WHERE p.[object_id] = OBJECT_ID(N'T1', N'U') AND p.index_id = 1;   SELECT row_count = SUM(Subtotals.cnt) FROM #P AS p CROSS APPLY ( SELECT cnt = COUNT_BIG(*) FROM dbo.T1 AS T1 JOIN dbo.T2 AS T2 ON T2.TID = T1.TID WHERE $PARTITION.PFT(T1.TID) = p.partition_number AND $PARTITION.PFT(T2.TID) = p.partition_number ) AS SubTotals;   DROP TABLE #P;   SELECT DATEDIFF(Millisecond, @s, SYSUTCDATETIME()); SET STATISTICS IO OFF; Using the temporary table adds a few logical reads, but the overall execution time is still around 3500ms, indistinguishable from the same query without the temporary table. The problem is that the query optimizer still doesn’t choose a parallel plan for this query, though the removal of the system table reference means that it could if it chose to: In fact the optimizer did enter the parallel plan phase of query optimization (running search 1 for a second time): Unfortunately, the parallel plan found seemed to be more expensive than the serial plan. This is a crazy result, caused by the optimizer’s cost model not reducing operator CPU costs on the inner side of a nested loops join. Don’t get me started on that, we’ll be here all night. In this plan, everything expensive happens on the inner side of a nested loops join. Without a CPU cost reduction to compensate for the added cost of exchange operators, candidate parallel plans always look more expensive to the optimizer than the equivalent serial plan. Parallel Collocated Merge Join We can produce the desired parallel plan using trace flag 8649 again: SELECT row_count = SUM(Subtotals.cnt) FROM #P AS p CROSS APPLY ( SELECT cnt = COUNT_BIG(*) FROM dbo.T1 AS T1 JOIN dbo.T2 AS T2 ON T2.TID = T1.TID WHERE $PARTITION.PFT(T1.TID) = p.partition_number AND $PARTITION.PFT(T2.TID) = p.partition_number ) AS SubTotals OPTION (QUERYTRACEON 8649); The actual execution plan is: One difference between this plan and the collocated hash join plan is that a Repartition Streams exchange operator is used instead of Distribute Streams. The effect is similar, though not quite identical. The Repartition uses round-robin partitioning, meaning the next partition id is pushed to the next thread in sequence. The Distribute Streams exchange seen earlier used Demand partitioning, meaning the next partition id is pulled across the exchange by the next thread that is ready for more work. There are subtle performance implications for each partitioning option, but going into that would again take us too far off the main point of this post. Performance The important thing is the performance of this parallel collocated merge join – just 1350ms on a typical run. The list below shows all the alternatives from this post (all timings include creation, population, and deletion of the temporary table where appropriate) from quickest to slowest: Collocated parallel merge join: 1350ms Parallel hash join: 2600ms Collocated serial merge join: 3500ms Serial merge join: 5000ms Parallel merge join: 8400ms Collated parallel hash join: 25,300ms (hash spill per partition) The parallel collocated merge join requires no memory grant (aside from a paltry 1.2MB used for exchange buffers). This plan uses 16 threads at DOP 8; but 8 of those are (rather pointlessly) allocated to the parallel scan of the temporary table. These are minor concerns, but it turns out there is a way to address them if it bothers you. Parallel Collocated Merge Join with Demand Partitioning This final tweak replaces the temporary table with a hard-coded list of partition ids (dynamic SQL could be used to generate this query from sys.partitions): SELECT row_count = SUM(Subtotals.cnt) FROM ( VALUES (1),(2),(3),(4),(5),(6),(7),(8),(9),(10), (11),(12),(13),(14),(15),(16),(17),(18),(19),(20), (21),(22),(23),(24),(25),(26),(27),(28),(29),(30), (31),(32),(33),(34),(35),(36),(37),(38),(39),(40),(41) ) AS P (partition_number) CROSS APPLY ( SELECT cnt = COUNT_BIG(*) FROM dbo.T1 AS T1 JOIN dbo.T2 AS T2 ON T2.TID = T1.TID WHERE $PARTITION.PFT(T1.TID) = p.partition_number AND $PARTITION.PFT(T2.TID) = p.partition_number ) AS SubTotals OPTION (QUERYTRACEON 8649); The actual execution plan is: The parallel collocated hash join plan is reproduced below for comparison: The manual rewrite has another advantage that has not been mentioned so far: the partial counts (per partition) can be computed earlier than the partial counts (per thread) in the optimizer’s collocated join plan. The earlier aggregation is performed by the extra Stream Aggregate under the nested loops join. The performance of the parallel collocated merge join is unchanged at around 1350ms. Final Words It is a shame that the current query optimizer does not consider a collocated merge join (Connect item closed as Won’t Fix). The example used in this post showed an improvement in execution time from 2600ms to 1350ms using a modestly-sized data set and limited parallelism. In addition, the memory requirement for the query was almost completely eliminated  – down from 569MB to 1.2MB. The problem with the parallel hash join selected by the optimizer is that it attempts to process the full data set all at once (albeit using eight threads). It requires a large memory grant to hold all 5 million rows from table T1 across the eight hash tables, and does not take advantage of the divide-and-conquer opportunity offered by the common partitioning. The great thing about the collocated join strategies is that each parallel thread works on a single partition from both tables, reading rows, performing the join, and computing a per-partition subtotal, before moving on to a new partition. From a thread’s point of view… If you have trouble visualizing what is happening from just looking at the parallel collocated merge join execution plan, let’s look at it again, but from the point of view of just one thread operating between the two Parallelism (exchange) operators. Our thread picks up a single partition id from the Distribute Streams exchange, and starts a merge join using ordered rows from partition 1 of table T1 and partition 1 of table T2. By definition, this is all happening on a single thread. As rows join, they are added to a (per-partition) count in the Stream Aggregate immediately above the Merge Join. Eventually, either T1 (partition 1) or T2 (partition 1) runs out of rows and the merge join stops. The per-partition count from the aggregate passes on through the Nested Loops join to another Stream Aggregate, which is maintaining a per-thread subtotal. Our same thread now picks up a new partition id from the exchange (say it gets id 9 this time). The count in the per-partition aggregate is reset to zero, and the processing of partition 9 of both tables proceeds just as it did for partition 1, and on the same thread. Each thread picks up a single partition id and processes all the data for that partition, completely independently from other threads working on other partitions. One thread might eventually process partitions (1, 9, 17, 25, 33, 41) while another is concurrently processing partitions (2, 10, 18, 26, 34) and so on for the other six threads at DOP 8. The point is that all 8 threads can execute independently and concurrently, continuing to process new partitions until the wider job (of which the thread has no knowledge!) is done. This divide-and-conquer technique can be much more efficient than simply splitting the entire workload across eight threads all at once. Related Reading Understanding and Using Parallelism in SQL Server Parallel Execution Plans Suck © 2013 Paul White – All Rights Reserved Twitter: @SQL_Kiwi

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  • questions regarding the use of A* with the 15-square puzzle

    - by Cheeso
    I'm trying to build an A* solver for a 15-square puzzle. The goal is to re-arrange the tiles so that they appear in their natural positions. You can only slide one tile at a time. Each possible state of the puzzle is a node in the search graph. For the h(x) function, I am using an aggregate sum, across all tiles, of the tile's dislocation from the goal state. In the above image, the 5 is at location 0,0, and it belongs at location 1,0, therefore it contributes 1 to the h(x) function. The next tile is the 11, located at 0,1, and belongs at 2,2, therefore it contributes 3 to h(x). And so on. EDIT: I now understand this is what they call "Manhattan distance", or "taxicab distance". I have been using a step count for g(x). In my implementation, for any node in the state graph, g is just +1 from the prior node's g. To find successive nodes, I just examine where I can possibly move the "hole" in the puzzle. There are 3 neighbors for the puzzle state (aka node) that is displayed: the hole can move north, west, or east. My A* search sometimes converges to a solution in 20s, sometimes 180s, and sometimes doesn't converge at all (waited 10 mins or more). I think h is reasonable. I'm wondering if I've modeled g properly. In other words, is it possible that my A* function is reaching a node in the graph via a path that is not the shortest path? Maybe have I not waited long enough? Maybe 10 minutes is not long enough? For a fully random arrangement, (assuming no parity problems), What is the average number of permutations an A* solution will examine? (please show the math) I'm going to look for logic errors in my code, but in the meantime, Any tips? (ps: it's done in Javascript). Also, no, this isn't CompSci homework. It's just a personal exploration thing. I'm just trying to learn Javascript. EDIT: I've found that the run-time is highly depend upon the heuristic. I saw the 10x factor applied to the heuristic from the article someone mentioned, and it made me wonder - why 10x? Why linear? Because this is done in javascript, I could modify the code to dynamically update an html table with the node currently being considered. This allowd me to peek at the algorithm as it was progressing. With a regular taxicab distance heuristic, I watched as it failed to converge. There were 5's and 12's in the top row, and they kept hanging around. I'd see 1,2,3,4 creep into the top row, but then they'd drop out, and other numbers would move up there. What I was hoping to see was 1,2,3,4 sort of creeping up to the top, and then staying there. I thought to myself - this is not the way I solve this personally. Doing this manually, I solve the top row, then the 2ne row, then the 3rd and 4th rows sort of concurrently. So I tweaked the h(x) function to more heavily weight the higher rows and the "lefter" columns. The result was that the A* converged much more quickly. It now runs in 3 minutes instead of "indefinitely". With the "peek" I talked about, I can see the smaller numbers creep up to the higher rows and stay there. Not only does this seem like the right thing, it runs much faster. I'm in the process of trying a bunch of variations. It seems pretty clear that A* runtime is very sensitive to the heuristic. Currently the best heuristic I've found uses the summation of dislocation * ((4-i) + (4-j)) where i and j are the row and column, and dislocation is the taxicab distance. One interesting part of the result I got: with a particular heuristic I find a path very quickly, but it is obviously not the shortest path. I think this is because I am weighting the heuristic. In one case I got a path of 178 steps in 10s. My own manual effort produce a solution in 87 moves. (much more than 10s). More investigation warranted. So the result is I am seeing it converge must faster, and the path is definitely not the shortest. I have to think about this more. Code: var stop = false; function Astar(start, goal, callback) { // start and goal are nodes in the graph, represented by // an array of 16 ints. The goal is: [1,2,3,...14,15,0] // Zero represents the hole. // callback is a method to call when finished. This runs a long time, // therefore we need to use setTimeout() to break it up, to avoid // the browser warning like "Stop running this script?" // g is the actual distance traveled from initial node to current node. // h is the heuristic estimate of distance from current to goal. stop = false; start.g = start.dontgo = 0; // calcHeuristic inserts an .h member into the array calcHeuristicDistance(start); // start the stack with one element var closed = []; // set of nodes already evaluated. var open = [ start ]; // set of nodes to evaluate (start with initial node) var iteration = function() { if (open.length==0) { // no more nodes. Fail. callback(null); return; } var current = open.shift(); // get highest priority node // update the browser with a table representation of the // node being evaluated $("#solution").html(stateToString(current)); // check solution returns true if current == goal if (checkSolution(current,goal)) { // reconstructPath just records the position of the hole // through each node var path= reconstructPath(start,current); callback(path); return; } closed.push(current); // get the set of neighbors. This is 3 or fewer nodes. // (nextStates is optimized to NOT turn directly back on itself) var neighbors = nextStates(current, goal); for (var i=0; i<neighbors.length; i++) { var n = neighbors[i]; // skip this one if we've already visited it if (closed.containsNode(n)) continue; // .g, .h, and .previous get assigned implicitly when // calculating neighbors. n.g is nothing more than // current.g+1 ; // add to the open list if (!open.containsNode(n)) { // slot into the list, in priority order (minimum f first) open.priorityPush(n); n.previous = current; } } if (stop) { callback(null); return; } setTimeout(iteration, 1); }; // kick off the first iteration iteration(); return null; }

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