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  • Is there a Python module for handling Python object addresses?

    - by cool-RR
    (When I say "object address", I mean the string that you type in Python to access an object. For example 'life.State.step'. Most of the time, all the objects before the last dot will be packages/modules, but in some cases they can be classes or other objects.) In my Python project I often have the need to play around with object addresses. Some tasks that I have to do: Given an object, get its address. Given an address, get the object, importing any needed modules on the way. Shorten an object's address by getting rid of redundant intermediate modules. (For example, 'life.life.State.step' may be the official address of an object, but if 'life.State.step' points at the same object, I'd want to use it instead because it's shorter.) Shorten an object's address by "rooting" a specified module. (For example, 'garlicsim_lib.simpacks.prisoner.prisoner.State.step' may be the official address of an object, but I assume that the user knows where the prisoner package is, so I'd want to use 'prisoner.prisoner.State.step' as the address.) Is there a module/framework that handles things like that? I wrote a few utility modules to do these things, but if someone has already written a more mature module that does this, I'd prefer to use that. One note: Please, don't try to show me a quick implementation of these things. It's more complicated than it seems, there are plenty of gotchas, and any quick-n-dirty code will probably fail for many important cases. These kind of tasks call for battle-tested code. UPDATE: When I say "object", I mostly mean classes, modules, functions, methods, stuff like these. Sorry for not making this clear before.

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  • Where does jQuery fit-in with frameworks like JavaScriptMVC, BackboneJS, SproutCore and Knockout?

    - by Prisoner ZERO
    I have been happily using JQuery for the last 2 years and have been quite sucessful creating some really cool functionality with it...so I am very comfortable with it. I also beleive the future of the web will continue on the current client-side path. However... The next challenge seems to be coming in the form of various controller frameworks: KnockoutJS, BackboneJS, SproutCore, JavaScriptMVC (the list goes on). Additonally, there are some great AMD Loader tools for use like RequireJS or LabJS etc. However, jQuery now has define and then capabilities baked-in. It's getting harder-and-harder to keep track of it all... And now, my task seems to be to evaluate/decide-on a strategic-direction for using some form of either an MVC or MVVM framework client-side...but I have so many questions. Where does JQuery fit-in with the various controller-frameworks mentioned above? Is JQuery used alongside each or do some of them have their own 'JQuery-styled version' baked-in? Are tools like RequireJS still needed if you implement one of the various controller-frameworks mentioned above? Does the define and then capabilities baked-into JQuery now supercede the AMD Loader mentioned above? Which one seems most modular? (see notes below) NOTES: One thing I don't want in any future-framework is the requirement of having to take-in vast amounts of functionality that I don't use. Meaning, I would rather use a framework that is truly modular. For example, to use jQuery UI you have to take-in a lot other core libraries that you might not actually use. I will be experimenting with each one, but some REAL feedback would be great. I've seen some 'similar' questions, but none have really answered the above skew. Thanks in advance!

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  • Choosing a JavaScript Asynch-Loader

    - by Prisoner ZERO
    I’ve been looking at various asynchronous resource-loaders and I’m not sure which one to use yet. Where I work we have disparate group-efforts whose class-modules may use different versions of jQuery (etc). As such, nested dependencies may differ, as well. I have no control over this, so this means I need to dynamically load resources which may use alternate versions of the same library. As such, here are my requirements: Load JavaScript and CSS resource files asynchronously. Manage dependency-order and nested-dependencies across versions. Detect if a resource is already loaded. Must allow for cross-domain loading (CDN's) (optional) Allow us to unload a resource. I’ve been looking at: Curl RequireJS JavaScriptMVC LABjs I might be able to fake these requirements myself by loading versions into properly-namespaced variables & using an array to track what is already loaded...but (hopefully) someone has already invented this. So my questions are: Which ones do you use? And why? Are there others that my satisfy my requirements fully? Which do you find most eloquent and easiest to work with? And why?

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  • Should I pass an object into a constructor, or instantiate in class?

    - by Prisoner
    Consider these two examples: Passing an object to a constructor class ExampleA { private $config; public function __construct($config) { $this->config = $config; } } $config = new Config; $exampleA = new ExampleA($config); Instantiating a class class ExampleB { private $config; public function __construct() { $this->config = new Config; } } $exampleA = new ExampleA(); Which is the correct way to handle adding an object as a property? When should I use one over the other? Does unit testing affect what I should use?

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  • How do I make the first row of an Excel chart be treated as a heading when it's a number?

    - by Andrew Grimm
    Given a data sample like Prisoner 24601 0.50 Day 1 80 90 Day 2 81 89 Day 3 82 90 Day 4 81 91 What's the easiest way to tell Excel that 24601 and 0.50 are data series names rather than Y axis values when creating a line chart? Approaches I'm aware of: Turn Prisoner numbers into text by having ="24601" and ="0.50" Only select rows 2 onwards as data, and then add in the labels once the graph has been created? Approaches that don't appear to work: Ask Excel to format the first row's numbers as text.

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  • SQLAuthority Guest Post – Lessons from Life and Work by Srini Chandra (Author of 3 Lives, in search of bliss)

    - by pinaldave
    Work and life are confusing terms together. How can one consider work outside of life. Work should be part of life or are we considering ourselves dead when we are at work. I have often seen developers and DBA complaining and confused about their job, work and life. Complaining is easy and everyone can do. I have heard quite often expression – “I do not have any other option.” I requested Srini Chanda (renowned author of Amazon Best Seller 3 Lives, in search of bliss (Amazon | Flipkart) to write a guest post on this subject which developer can read and appreciate. Let us see Srini’s thoughts in his own words. Each of us who works in the technology industry carries an especially heavy burden nowadays. For, fate has placed in our hands an awesome power to shape our society and its consciousness. For that reason, we must pay more and more attention to issues of professionalism, social responsibility and ethics. Equally importantly, the responsibility lies in our hands to ensure that we view our work and career as an opportunity to enlighten and lift ourselves up. Story: A Prisoner, 20 years and a Wheel Many years ago, I heard this story from a professor when I was a student at Carnegie Mellon. A man was sentenced to 20 years in prison. During his time in prison, he was asked to turn a wheel every day. So, every day he turned the wheel. At times, when he was tired or puzzled and stopped turning the wheel, he would be flogged with a whip. The man did not know anything about the wheel other than that it was placed outside his jail somewhere. He wondered if the wheel crushed corn or if it ground wheat or something similar. He wondered if turning the wheel was useful to anyone. At the end of his jail term, he rushed out to see what the wheel was doing. To his disappointment, he found that the wheel was not connected to anything. All these years, he had been toiling for nothing. He gave a loud, frustrated shout and dropped dead. How many of us are turning wheels wondering what it is connected to? How many of us have unstated, uncaring attitudes towards our careers? How many of us view work as drudgery, as no more than a way to earn that next paycheck? How many of us have wondered about the spiritually uplifting aspect of work? Can a workforce that views work as merely a chore, be ethical? Can it produce truly life enhancing technology? Can it make positive contributions to the quality of life of a society? I think not. Thanks to Pinal and you, his readers, for giving me this opportunity to share my thoughts in a series of guest posts. I’d like to present a few ways over the next few weeks, in which we can tap into the liberating potential of work and make our lives better in the process. Now, please allow me to tell you another version of the story that the good professor shared with us in the classroom that day. Story: A Prisoner, 20 years, a Wheel and the LIFE A man was sentenced to 20 years in prison. During his time in prison, he was asked to turn a wheel every day. So, every day he turned the wheel. At first, his whole body and mind rebelled against his predicament. So, his limbs grew weary and his mind became numb and confused. And then, his self-awareness began to grow. He began to wonder how he came to be in the prison in the first place. He looked around and saw all his fellow prisoners also turning the wheel. His wife, his parents, his friends and his children – they were all in the prison too, and turning their own wheels! He began to wonder how this came about. As he wondered more and more, he began to focus less on his physical drudgery and boredom. And he began to clearly see his inner spirit which guided him in ways that allowed him to see the world with a universal view. His inner spirit guided him towards the source of eternal wisdom and happiness. He began to see the source of happiness in everything around him – his prison bound relationships, even his jailers and in his wheel. He became a source of light to those around him. His wheel jokes and humor infected them with joy and happiness. Finally, the day came for his release from jail. He walked calmly outside the jail and laughed aloud when he saw that the wheel was not connected to anything. He knelt down, kissed it and thanked it for the wisdom it taught him. Life is the prison. The wheel is your work. Both are sacred. Both have enormous powers to teach us wisdom and bring us happiness. Whether we allow them to do so, is a choice we have to make. Over the next few weeks, I hope to share with you a few lessons that I have learnt at the wheel in my two decades of my career (prison). Thank you for reading, and do let me know what you think. Reference: Srini Chandra (3 Lives, in search of bliss), Pinal Dave (http://blog.sqlauthority.com) Filed under: PostADay, SQL, SQL Authority, SQL Query, SQL Server, SQL Tips and Tricks, SQLAuthority Book Review, T SQL, Technology

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  • CEO Taken Captive in His Own Factory?

    - by Stephen Slade
    Last Friday was no ordinary day for Chip Starnes, the 42 year old factory owner of Specialty Medical Supplies in China. He recently announced movement of some of the production of their diabetes testing equipment from Beijing to Mumbai India.  Of the 110 employees at the facility, about 80 protested by blocking the doors and refusing to let Chip Starnes out of the facility.  He has been trapped in his office several days now.  The employees think the factory was closing but Mr. Starnes said it was not. Mis-information? Poor communications? Work-stoppage. This is a good example of supply chain disruption. Parked cars are blocking the entrance to the facility, front gates are chained close, the CEO a prisoner in his own factory. Chip Starnes was presented with documents to sign in Chinese indicating he would pay severance and other demands he did not understand, possibly bankrupting the company.    If you depend on supply from China and other foreign suppliers, how reliable are your sources? For example how are the shopfloor employee relations? Is it possible to predict these types of HR risks and plan around them? What are your contingencies? It's important to ask the right questions and hear good answers. Having tools in place to rapidly evaluate, assess and react to these disruptions are the keys to survival. Hear how leading organizations are reinforcing their supply chains and mitigating risk through technology with Oracle's latest release of Oracle Supply Chain Management. Source: WSJ pg.B1, June 25, 2013

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  • Synchronize model in MySQL Workbench

    - by Álvaro G. Vicario
    After reading the documentation for MySQL Workbench I got the impression that it's possible to alter a database in the server (e.g. add a new column) and later incorporate the DDL changes into your EER diagram. At least, it has a Synchronize Model option in the Database menu. I found it a nice feature because I could use a graphic modelling tool without becoming its prisoner. In practice, when I run such tool I'm offered these options: Model Update Source ================ ====== ====== my_database_name --> ! N/A my_table_name --> ! N/A N/A --> ! my_database_name N/A --> ! my_table_name I can't really understand it, but leaving it as is I basically get: DROP SCHEMA my_database_name CREATE SCHEMA my_database_name CREATE TABLE my_table_name This is dump of the model that overwrites all remote changes in my_table_name. Am I misunderstanding the feature?

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  • Storing database records into array

    - by zerey
    I would want to create an array that will hold records retrieved from a database using a query of SELECT statement. The records to be retrieved have multiple fields such as lastname, firstname, mi and 20 more fields. What would be the best approach on coding this function? alright i have followed what prisoner have given below.. the next question is how do i search through this kind of array using queries? for example i want to search for a username..

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  • Meet Peter, 80 years old today

    - by AdamRG
    You have to arrive at the office early in the morning to meet Peter. He arrives at 5am and by 8:30am he's gone. Peter has been a cleaner here for several years. He is 80 years old today. Peter was born only a couple of km from our office in Cambridge, England and was for many years an Engineer for Pye Electronics. I'm lucky enough to arrive in the office early enough to catch Peter, dressed smarter than most of us in shirt and tie, and he tells stories of how Cambridge was years ago. He says the site of our office is on land between what would have been a prisoner of war camp (camp 1025), and a few hundred metres North, a camp of American allies. In February 1944, Peter was 13 years old. One night, a Dornier Do 217 heavy bomber heading towards London was hit by anti-aircraft fire and the crew of four parachuted from the plane. The plane however, continued on autopilot for over 50km. Gradually dropping lower and lower, narrowly missing the spires of Cambridge, it eventually came to land, largely intact, in allotment gardens by Peter's house near Milton Road. He told me that he was quick to the scene, along with some other young lads, and grabbed parts of the plane as souvenirs. It's one of many tales that Peter recounts, but I happened to discover a chapter about this particular plane crash in a history book called the War Torn Skies of Great Britain by Julian Evan-Hart. It reads: 'It slid to a halt in the allotment gardens of Milton Road. The cockpit ended up crumpled against a wooden fence and several incendiary bombs that had broken loose from their containers in the ruptured bomb bay were strewn over the ground behind the Dornier.' I smiled when I read the following line: 'Many residents came to see the Dornier in the allotments. Several lads made off with souvenirs' It seems a young Peter has been captured in print! For his birthday, among other things, we gave him a copy of the book. Working for a software company and rushing headlong through the 21st century, it's easy to forget even our recent history, or what feet stood on the same ground before us. That aircraft crashed only 700 metres from where our office now stands. The disused and overgrown railway line that runs down the side of the office closed to passengers 30 years ago. The industrial estate the other side was the site of a farm, Trinity Hall Farm, as recently as 60 years ago. Roman rings and Palaeolithic handaxes have been unearthed nearby. I suppose Peter will be one of the last people I'll ever hear talking first-hand about Cambridge during the war. It's a privilege to know him. Happy birthday Peter.

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  • Image drawing library for Haskell?

    - by absz
    I'm working on a Haskell program for playing spatial games: I have a graph of a bunch of "individuals" playing the Prisoner's Dilemma, but only with their immediate neighbors, and copying the strategies of the people who do best. I've reached a point where I need to draw an image of the world, and this is where I've hit problems. Two of the possible geometries are easy: if people have four or eight neighbors each, then I represent each one as a filled square (with color corresponding to strategy) and tile the plane with these. However, I also have a situation where people have six neighbors (hexagons) or three neighbors (triangles). My question, then, is: what's a good Haskell library for creating images and drawing shapes on them? I'd prefer that it create PNGs, but I'm not incredibly picky. I was originally using Graphics.GD, but it only exports bindings to functions for drawing points, lines, arcs, ellipses, and non-rotated rectangles, which is not sufficient for my purposes (unless I want to draw hexagons pixel by pixel*). I looked into using foreign import, but it's proving a bit of a hassle (partly because the polygon-drawing function requires an array of gdPoint structs), and given that my requirements may grow, it would be nice to use an in-Haskell solution and not have to muck about with the FFI (though if push comes to shove, I'm willing to do that). Any suggestions? * That is also an option, actually; any tips on how to do that would also be appreciated, though I think a library would be easier.

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  • Is your team is a high-performing team?

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

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