It’s a blessing when you meet someone that has the same purpose as you. And it’s what makes us dream-driven, passionate, and eager every day. Because we have that someone that will continue to enjoy the things we do every day, and we are blessed to share that purpose together. Not everyone in this world gets to do something like us.
Bruce and Natasha are both veterinarians, working with the most beautiful animals in the world and have been continuing what they’re doing since 2015. They have been in a relationship for 5 years and it's time to tie the knot. So they invite you to join their special day, and celebrate their journey and their passion.
ABOUT THE GROOM
Bruce is passionate and loyal personnel. He always taught me to not give up in any situation, he teaches me a lot in life and at the point where he would never let me down in any way.
- Natasha
ABOUT THE BRIDE
Natasha is simply amazing, how she is always curious, always willing to learn everything to achieve her dream. She is someone that I looked up to for so long, and maybe she doesn’t even notice! I can’t thank her enough for what she does for me, to keep me strong, and to be what am I today.
-Bruce
WHEN
23 September 2020
09.30 - 10.00 am
Join us in Our Holy Matrimony and celebrate our wedding blessing!
23 September 2020
17.00 - 19.00 am
Join us in Our Wedding Reception and be part of the unforgettable celebration of our lives!
Dresscode: Floral Pattern Attire
SEE LOCATIONWHERE
23 September 2020
09.30 - 10.00 am
Join us in a holy matrimony of blabla
lorem ipsum dolor sit amet
23 September 2020
09.30 - 10.00 am
Join us in a holy matrimony of blabla
lorem ipsum dolor sit amet
Dresscode: Floral Pattern Attire
SEE LOCATION
ABOUT THE
ACCOMMODATION
1 Night Stay at Kamaya Bali,
in a Suite Bedroom
Kamaya Bali is famous for its gorgeous
space and serenity within the heart of Bali,
Indonesia, We wanted to welcome you
through our journey to the beginning of
our lives. We hope you enjoy your stay at
Kamaya Bali, Indonesia.
SEE LOCATION
ABOUT THE
ACCOMMODATION
1 Night Stay at Kamaya Bali,
in a Suite Bedroom
Kamaya Bali is famous for its gorgeous
space and serenity within the heart of Bali,
Indonesia, We wanted to welcome you
through our journey to the beginning of
our lives. We hope you enjoy your stay at
Kamaya Bali, Indonesia.
SEE LOCATION
days
Hours
Minutes
Seconds


Class: SwitchGear::CircuitBreaker::Redis
- Inherits:
-
Object
- Object
- SwitchGear::CircuitBreaker::Redis
- Includes:
- SwitchGear::CircuitBreaker
- Defined in:
- lib/switch_gear/circuit_breaker/redis.rb
Instance Attribute Summary collapse
-
#circuit ⇒ Object
(look to Memory#circuit).
-
#client ⇒ Object
An instance of an redis client.
-
#failure_limit ⇒ Object
(look to Memory#failure_limit).
-
#failures ⇒ Object
(look to Memory#failures).
-
#logger ⇒ Object
(look to Memory#logger).
-
#namespace ⇒ String
A unique name that will be used across servers to sync state and failures.
-
#reset_timeout ⇒ Object
(look to Memory#reset_timeout).
-
#state ⇒ Object
(look to Memory#state).
Instance Method Summary collapse
- #add_failure(failure) ⇒ Object
-
#initialize {|circuit, failure_limit, reset_timeout, logger, client, namespace| ... } ⇒ SwitchGear::CircuitBreaker::Redis
constructor
The main class to instantiate the CircuitBraker class.
Methods included from SwitchGear::CircuitBreaker
#call, #closed?, #failure_count, #half_open?, #open?
Constructor Details
#initialize {|circuit, failure_limit, reset_timeout, logger, client, namespace| ... } ⇒ SwitchGear::CircuitBreaker::Redis
The main class to instantiate the CircuitBraker class.
49 50 51 52 53 54 55 56 57 58 |
# File 'lib/switch_gear/circuit_breaker/redis.rb', line 49 def initialize yield self @client = client @namespace = namespace @failure_limit ||= 5 @reset_timeout ||= 10 @logger = Logger.new(STDOUT) run_validations @namespace = "circuit_breaker:#{namespace}" end |
Instance Attribute Details
#circuit ⇒ Object
(look to Memory#circuit)
6 7 8 |
# File 'lib/switch_gear/circuit_breaker/redis.rb', line 6 def circuit @circuit end |
#client ⇒ Object
An instance of an redis client. This library does not have a hard dependency on a particular redis client but for testing I've used [redis-rb](github.com/redis/redis-rb). Whatever you pass in here simply has to implement a few redis commands such as `sadd`, `del`, `smembers`, `get` and `set`. The client will ensure these exist before the breaker can be instantiated.
29 30 31 |
# File 'lib/switch_gear/circuit_breaker/redis.rb', line 29 def client @client end |
#failure_limit ⇒ Object
(look to Memory#failure_limit)
8 9 10 |
# File 'lib/switch_gear/circuit_breaker/redis.rb', line 8 def failure_limit @failure_limit end |
#failures ⇒ Object
(look to Memory#failures)
16 17 18 |
# File 'lib/switch_gear/circuit_breaker/redis.rb', line 16 def failures @failures end |
#logger ⇒ Object
(look to Memory#logger)
12 13 14 |
# File 'lib/switch_gear/circuit_breaker/redis.rb', line 12 def logger @logger end |
#namespace ⇒ String
A unique name that will be used across servers to sync state and failures. I'd recommend `your_class.name:your_method_name` or whatever is special about what's being invoked in the `circuit`. See examples/example_redis.rb
21 22 23 |
# File 'lib/switch_gear/circuit_breaker/redis.rb', line 21 def namespace @namespace end |
#reset_timeout ⇒ Object
(look to Memory#reset_timeout)
10 11 12 |
# File 'lib/switch_gear/circuit_breaker/redis.rb', line 10 def reset_timeout @reset_timeout end |
#state ⇒ Object
(look to Memory#state)
14 15 16 |
# File 'lib/switch_gear/circuit_breaker/redis.rb', line 14 def state @state end |
Instance Method Details
#add_failure(failure) ⇒ Object
79 80 81 |
# File 'lib/switch_gear/circuit_breaker/redis.rb', line 79 def add_failure(failure) client.sadd(fail_namespace, failure.to_json) end |


EECS 397 Group Project3
Application Background
This site tracks ratings over time received by various EECS professors at case on the site ratemyprofessors.com. Each rating can be viewed independantly, or comparitively to other ratings. An option for the overall EECS department is also included. This html page refreshes every 60 seconds.


Appearance
Seaking - Pokemon Goldfish. His body is orange with black marks. Its fins are long and white. He has a long horn on his head. Females have a shorter horn than males.


Hey,
I wrote my first line of code +15 years ago and have kept learning ever since.
You can see how I code from my Github open-source projects, quite a few are public.
People I worked with left recommandations about me on LinkedIn.
I publish programming videos on YouTube and articles on Medium.
If we could work together, let me know by email (French, English or Mandarin whichever works best for you).
Have a great day,
— Arnaud


Dueling Fates
Today the Dueling Fates collide, as two new heroes—Dark Willow & Pangolier—join the battle of the Ancients.
And neither arrives to the fight empty-handed. Each hero has a debut Immortal item available in the Emblems of the Dueling Fates bundle, which also contains a Ward set, courier, and taunts for both heroes.
Along with the new heroes, Dueling Fates also introduces the 7.07 Gameplay Update; new ranked seasons for MMR; an entirely new game mode; and more. Visit the update page for details on each hero and all the other changes we’ve made.
Looking beyond today’s update, we’re also currently reworking the Battle Pass system and will have more information on those changes coming in the future.


--- layout: page title: Open Source Agriculture subtitle: Open-sourcing AgTech ---
Creating open-source Agriculture Technology is a crucial path forward to ensure the prosperity and sustainability of our planet.
Open-source software is software that has its source code published and licensed to allow copying and redistribution. These are many benefits to the user (farmers) that non-open-source solutions cannot have.
Your farm data is your asset. By using an open-source product, you can be sure that your data isn't being sent or used without your consent. Others in the open-source community may inspect the source-code and ensure nothing untoward is going on.
Being open-source also create an open environment around the projects. This environment allows anyone to contribute to new features. As these are already a demand for them, these new features solve real problems and not imaginary ones. The end product ends up having more useability. It also provides a space for users to make suggestions in the form of "feature requests". If a feature is too niche, a spin-off product may easily produced by another community.


CyberZoo
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Your e-mail address -
Your home page URL -
Leave a message! -
Thanks for visiting.


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Back to Main Menu
Sargent Dining Hall
Make your own meal
Protein
Grilled Chicken
Turkey
Steak
Tofu
Carbohydrate
Brown Rice
Burger Bun
Wheat Pasta
Quinoa
Vegetable
Diced Tomatoes
Baby Arugula
Broccoli
Green Beans
Sauteed Spinach
Roasted Potatoes
Salad Bar
Dessert
Banana
Apple
Yogurt Berry Parfait


| 007:126 Khan | : |
"And you take vengeance on us only because we believed in the Ayat (proofs, evidences, lessons, signs, etc.) of our Lord when they reached us!  |
| 007:126 Maulana | : |
And thou takest revenge on us only because we believed in the messages of our Lord when they came to us. Our Lord, pour out on us patience and cause us to die in submission (to Thee)! |
| 007:126 Pickthal | : |
Thou takest vengeance on us only forasmuch as we believed the tokens of our Lord when they came unto us. Our Lord! Vouchsafe unto us steadfastness and make us die as men who have surrendered (unto Thee). |
| 007:126 Rashad | : |
"You persecute us simply because we believed in the proofs of our Lord when they came to us." "Our Lord, grant us steadfastness, and let us die as submitters." |
| 007:126 Sarwar | : |
You only take revenge on us because we believed in the Lord when we saw His miracles.  |
| 007:126 Shakir | : |
And you do not take revenge on us except because we have believed in the communications of our Lord when they came to us! Our Lord: Pour out upon us patience and cause us to die in submission. |
| 007:126 Sherali | : |
'And thou does not wreck vengeance on us but because we have believed in the Signs of our Lord, when they came to us. Our Lord, pour forth upon us steadfastness and cause us to die resigned unto Thee.' |
| 007:126 Yusufali | : |
"But thou dost wreak thy vengeance on us simply because we believed in the Signs of our Lord when they reached us! Our Lord! pour out on us patience and constancy, and take our souls unto thee as Muslims (who bow to thy will)! |
Concepts/Themes Covered: أركان الإسلام > الصلاة > الدعاء > المأثور من الدعاء Pillars of Islam> The Prayers>The Invocation> What is said Concerning Invocation الإنسان والعلاقات الأخلاقية > الأخلاق الحميدة > الصبر Man and The Moral Relations> Good Morals>Patience
This tool uses eight English parallel translations for the Holy Quran imported from Mr. Clay Smith. You can also visit Qurany Concepts for browsing the Quran themes or topics. If you want to search the Holy Quran for keywords, please visit Qurany Keywords.


Dominic has a diverse amount of interests to his liking. First and foremost is his love and passion for toy cars in general, as in Hot Wheels die-cast cars and tracks. His absolute number one toy, in that realm of little boy toys, is the Disney Pixar Cars franchise. Of course, for Dominic, it's Lightening McQueen all the way.
Another interest that Dominic displays a devoted interest in is any kind of iPhone, iPad, or tablet device, he is all-in! He's quite the little techie too. Dominic loves to produce videos of himself with the camera app in the iPhone iOS. He absolutely goes crazy over those "face character" apps. He makes pretty good videos, and aiso takes a decent photo as well.
Moving forward, Dominic shows a deep fondiness for Thomas the Tank Engine. He has a lot of Thomas Track Master track sets. All the rage right now, as far as Thomas toys go, is glow-in-the-dark track sets with the Thomas train having an LED blacklight underneath it with the glow tracks. Dominic loves when him and his Dad build them together!
In this section of Dominic Wilson's interests, comes his passion for music. He plays with the GarageBand app on his iPad a lot. He comes up with some unique musical compositions. I just recently found out that Dominic loves to dance. In fact, he loves to dance to the 80's hit "Shake Your Love" by Debbie Gibson. Go figure. Check out the song video fed from YouTube below.


Average: 0.200585 ms/packet
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Average: 0.286184 ms/packet
Average: 87.428865 ms/packet
Average: 88.489368 ms/packet
Average: 97.829143 ms/packet
Average: 13.969519 ms/packet
Average: 13.979361 ms/packet
Average: 13.176498 ms/packet


| Coupon Cashback Rewards | +₹25 | |
| (Credited to Bonus Amount) | 22 June 2021 | |
|
Transaction ID ASDF01215150610Transaction Date & Time 22June 2021 12:12:09PMDownload Invoice
|
| Wallet | +₹25 | |
| (Credited to Deposit Amount) | 22 June 2021 | |
|
Transaction ID ASDF01215150610Transaction Date & Time 22June 2021 12:12:09PMDownload Invoice
|
| Game Played | -₹10 | |
| (Debited from Deposit Amount) | 22 June 2021 | |
|
Transaction ID ASDF01215150610Transaction Date & Time 22June 2021 12:12:09PM |
| Spin Wheel Bonus | +₹10 | |
| (Credited to Bonus Amount) | 22 June 2021 | |
|
Transaction ID ASDF01215150610Transaction Date & Time 22June 2021 12:12:09PM |
| Game Played | -₹10 | |
| (Debited from Deposit Amount) | 22 June 2021 | |
|
Transaction ID ASDF01215150610Transaction Date & Time 22June 2021 12:12:09PMDownload Invoice
|
| Spin Wheel Bonus | +₹10 | |
| (Credited to Bonus Amount) | 22 June 2021 | |
|
Transaction ID ASDF01215150610Transaction Date & Time 22June 2021 12:12:09PMDownload Invoice
|
| Coupon Cashback Rewards | +₹25 | |
| (Credited to Bonus Amount) | 22 June 2021 | |
|
Transaction ID ASDF01215150610Transaction Date & Time 22June 2021 12:12:09PMDownload Invoice
|
| Wallet | +₹25 | |
| (Credited to Deposit Amount) | 22 June 2021 | |
|
Transaction ID ASDF01215150610Transaction Date & Time 22June 2021 12:12:09PMDownload Invoice
|
| Game Played | -₹10 | |
| (Debited from Deposit Amount) | 22 June 2021 | |
|
Transaction ID ASDF01215150610Transaction Date & Time 22June 2021 12:12:09PMDownload Invoice
|
| Spin Wheel Bonus | +₹10 | |
| (Credited to Bonus Amount) | 22 June 2021 | |
|
Transaction ID ASDF01215150610Transaction Date & Time 22June 2021 12:12:09PMDownload Invoice
|
| Game Played | -₹10 | |
| (Debited from Deposit Amount) | 22 June 2021 | |
|
Transaction ID ASDF01215150610Transaction Date & Time 22June 2021 12:12:09PMDownload Invoice
|
| Spin Wheel Bonus | +₹10 | |
| (Credited to Bonus Amount) | 22 June 2021 | |
|
Transaction ID ASDF01215150610Transaction Date & Time 22June 2021 12:12:09PMDownload Invoice
|


Double MSc in Computer Vision and Machine Learning at EIT Digital (Sorbonne and Aalto Universities). I apply design thinking and creative problem solving in developing immersive technologies to transform the challenges of today into the solutions of tomorrow. I'm interested in the ways technology influences and augments the human experience.
View CVOpenCV implemented in C++ or Python, NumPy and SciPy.
Experience with OpenGL, Open3D, OpenCL and CUDA.
Solving difficult problems using TensorFlow, Keras, PyTorch and Scikit-learn.
I'm familiar with using React, HTML, CSS, and WebGL.
Looking for a talented Computer Vision or Computer Graphics Engineer?
Send me an email and I'll get back to you ASAP!
firstname.lastname@aalto.fi


5etools is a suite of browser-based tools for players and DMs of D&D 5e. You can download the entire project from get.5e.tools. To run a local (offline) copy, simply download the project, extract it all to a folder, and open the html files in a browser. You're free to host your own mirror, or contribute to the project via GitHub.
The above message is from the original creators of this site, and we've left it there for posterity. This version of 5eTools is built and maintained by Superphage, and you can get it from here. Note, however, that this is still in active development, and is not guaranteed to be stable, or even work.
Classes
Classes.html allows you to quickly browse each of the official classes in 5e. You can also filter for the class' specific subclasses for easier reference, sharing the produced URL for quick-access.
Bestiary
Bestiary.html provides a searchable, filterable list of the more than 1,000 stat blocks in D&D 5e. You can display them and each attack and damage roll can be done in-line with just a click.
Backgrounds
Backgrounds.html lists the official backgrounds in D&D 5e, including those from supplement material.
Conditions
Conditions.html lists all the conditions in D&D 5e.
Feats
Feats.html provides a quick-use list of the feats in D&D 5e, including those from Unearthed Arcana and supplements.
Cults & Demonic Boons/Deities
Cultsboons.html lists all cults and demonic boons in the UA: Fiendish Options. Deities.html lists all the gods in D&D 5e.
Races
Races.html lists each of the races in D&D 5e, including subraces and variants.
Items
Items.html lists the mundane and magical items currently in D&D 5e, allowing quick access to their properties.
Names
Names.html lists a name roller for each of the races in D&D 5e.
Other Rewards
Rewards.html lists the blessings, boons, and charms currently in D&D 5e, allowing quick access to their properties.
This Is Your Life
Lifegen.html provides an automated version of the character background generator from Xanathar's Guide to Everything.
Spells/Psionics
Spells.html lists all of the official spells in D&D 5e. Psionics.html lists all psionics in the UA: The Mystic Class. Both lists can be easily searched and filtered and the entries can be shared through the generated URL.
CR Calculator
CRcalculator.html provides a verbose, in-depth Challenge Rating calculator, for determining the CR of custom monsters made for D&D 5e.
Quick Reference
Quickreference.html provides a searchable selection of commonly used rules and tables.
Loot Generator
Lootgen.html is a random loot generator for both individual and hoard treasure based on CR for D&D 5e.
Variant Rules
Variantrules.html lists the variant and optional rules in D&D 5e.
Adventures
Adventures.html is a work-in-progress list of officially released adventures for D&D 5e.
Eldritch Invocations
Invocations.html lists all of the official Eldritch Invocations for the Warlock Class in D&D 5e, from the PHB, XGE, and various UA. Filterable by prerequisites, and entries can be shared through the generated URL.
Use Roll20?
Get Tampermonkey (Chrome/Firefox), and install the 5etools companion script using this link! This userscript allows you to import much of 5etools' data without paying a dime.
As a player, you can import character options, spells, and items to quickly fill out a sheet. As a GM, you can make handout copies of these, as well as import monsters, objects, and adventures.
To import monsters, your game must have a default character sheet. We strongly recommend using OGL when importing, then switching to another afterwards if desired.
If you are using the Shaped sheet, be sure to open up the NPC sheets and let them convert before using it.
Beyond importing, the script features a custom initiative tracker; the ability to add custom map/token images by URL; enhanced journal functionality; and more.
FAQ: Check the Help page for some basic pointers on how to use the script.


The game where you design a car for an autonomus (AI) driver!
In this study, your goal is to design a car for an AI driver that is learning how to drive. We'll ask you to watch videos of an AI driving a 2D car, analyze what the driver is doing well or struggling with, then redesign the car to improve it's performance or help it to learn faster. This study will consist of several rounds. Since it takes the driver a long time to train on a new design, we will ask you to submit your design when you're happy and come back later for the next round.
When you first open ChopShop, you'll see the Info Screen. On the Info Screen, you will see ten videos of the driver driving with the initial design for this round. If you've completed more than one round, you'll also see some statistics about your driver's progress since the last round. Based on these observations, please fill out the four questions below the videos. Finally, you can access help information here. You can close the info screen by clicking "Continue" or anywhere outside the screen. You can always get back to it by clicking "Open Info Screen" on the top left of the interface.
The main interface consists of three parts. The left side of the screen is where you can redesign the body of your car. You can do this by dragging horizontally on any of the vertices (highlighted in white or yellow) on the car body.
The right-hand side of the workspace contains a set of sliders on top, which you can use to tune different features in your car, like the engine horsepower or the tire tread. Below that is a panel to watch test drives with your design.
In order to test drive your car, hit the blue "Test Drive This Car" button on the left side above the car body panel. You should see a spinning loading icon over the test drive panel. Test drives can take several minutes to complete, so please be patient.
When you're happy with your design, hit the pink "I'm Finished, Submit my Design!" button. This will prompt you to answer a couple questions describing your design, then you can hit finalize design to submit.
This controls how large your wheels are. The larger your wheels, the faster you can travel in a single rotation, but larger wheels are heavier, and can affect control.
This affects how wide your wheels are. Again, larger wheels are heavier, but wider wheels can affect the traction of the car.
This controls how tightly your tires are able to grip the road. A higher number implies better traction.
This controls how powerful your engine is, affecting the acceleration of your car. Larger horsepower engines accelerate faster and are also heavier.
This affects how sensitive the brakes are. A number less than one reduces the sensitivity of the brakes, a number greater than one increases it.
This affects how much the car's front wheels turn with the steering wheel. A lower number turns more slowly than a higher number.
 By default, it is set to 0, or disabled.
This tries to control the top speed of the car. Note that it is not always able to given the car's momentum. But it will try to prevent the car from going over the miles per hour that you set it at.
This sets the paint color for your car.


This is my first WordPress site. I received the design for this fictional marketing company through my Skillcrush WordPress class. I went through all the typical install steps, from copying over the client’s “live” site to local, implementing their design request, pushing to a staging site, and going live; to making subsequent edits and adding features, pushing to staging, and going live again. The install process can be a tedious one, but it is thorough and rewarding. This site isn't completely responsive yet, as it's just a demo.
Some skills I leveraged in this project include: creating a child theme, modifying the wp_query, creating custom pages (the post archives, 404, and About), building custom post types (for the Case Studies), working with the Advanced Custom Fields plugin (to simplify adding in new Case Studies), building a custom contact form, and cusomizing some social plugins like the Twitter module, newsletter signup, & social scharing buttons.


|
WAToolkit
1.0
|
Public Member Functions | |
| (void) | - signRequest: |
Properties | |
| NSString * | appliesTo |
| NSString * | tokenType |
| NSInteger | expires |
| NSInteger | created |
| NSDate * | expireDate |
| NSDate * | createDate |
| NSString * | securityToken |
| NSString * | identityProvider |
| NSDictionary * | claims |
A class that represents an access token when authenticated from Windows Azure Access Control Service (ACS).
| - (void) signRequest: | (NSMutableURLRequest *) | request |
Signs the request and adds the OAuth token.
| request | The request to sign. |
- (NSString*) appliesTo [read, assign] |
The audeince for the token.
- (NSDictionary*) claims [read, assign] |
The claims associated with the token.
- (NSInteger) created [read, assign] |
The create time for the token.
- (NSDate *) createDate [read, assign] |
The creation date for the token.
- (NSDate *) expireDate [read, assign] |
The expiration date for the token.
- (NSInteger) expires [read, assign] |
The expiration time for the token.
- (NSString*) identityProvider [read, assign] |
The identity provider for the token
- (NSString*) securityToken [read, assign] |
The security token to sign requests.
- (NSString*) tokenType [read, assign] |
The token type.


| Fig. 1 |
Season stratified maps of VC for Europe for Ae. aegypti (i), ... |
| Fig. 2 |
Seasonality of VC for 13 selected cities for Ae. aegypti (a) ... |
| Fig. 3 |
Season stratified maps of VC for Europe of the last decade o ... |
| Fig. 4 |
Seasonality comparison in VC among ten European cities over ... |
| Fig. 5 |
Transmission intensity and seasonal time window of dengue ep ... |


|
Winning through Innovation |
|||||||||||||||
|
|
Michael
L Tushman and Charles Oíreilly
III Introduction Innovation is the name of the game today. But managing innovations has become a fairly challenging task. Leadership teams must be able to manage streams of innovations. They must be able to handle existing products and services even as they create new ones. They should be able to manage both incremental and radical innovations. Balancing
the short term and the long term Success in the past is
often leads to complacence. But success need not be paralyzing. The most
successful firms are able to capture the benefits of short-term
advantage even as they build organizational capabilities for long-term
strategic renewal. They
transform themselves through proactive innovation and change management. Competing in the short
term, requires increasing the alignment among strategy, structure,
people, culture, and processes. This
essentially means increasing the efficiency by mastering the basics.
Yet efficiency alone will not ensure long-term success. For sustainable success, managers must understand how and
when to initiate revolutionary innovation and, in turn, revolutionary
organizational change. Because they focus on
the product rather than the process, successful organizations are
usually conservative. They actively try to preserve their core
competencies. This conservatism can make it very difficult for any
successful organization or system to reform itself. Complacence and
satisfactory under performance describe the state of affairs in many
organizations. As long as there is no gap between expectations and
performance, a successful system will remain stable.
Managers of successful organizations learn what works and
incorporate their learning into the firmís formal and informal
structures and processes. Being effective requires uniformity and
conformity. Yet, if the
learning emphasizes today and yesterday, the organization runs the risk
of unresponsive to the changing environment. While flexibility,
speed, innovation, and responsiveness are crucial as product classes
evolve, so, too, are characteristics such as consistency, reliability,
and efficiency. Too much of
the former, and organizations may fail to capture the value of their
early innovations. Too much
of the latter, and firms may develop toxic levels of resistance and
inertia. According to the
authors, the need of the hour is ambidextrous organizations Ė
organizations that are comfortable with stability and incremental change
as well as experimentation and discontinuous change simultaneously.
Creating
Ambidextrous Organizations As firms grow, they
develop structures, processes, and systems to handle the increased
complexity of their work. These
structures and systems are interlinked, making proposed changes
difficult, costly, and time-consuming to implement.
Structural inertia gradually sets in. In nature
organizations, part of the learning is embedded in the shared
expectations about how things are to be done.
These expectations are manifest in the informal norms, values,
social networks, and in myths and heroes that have evolved over time.
The more successful an organization has been, the more
institutionalized or ingrained this learning becomes, further increasing
cultural inertia and organizational complacency. Organizational culture
can provide competitive advantage, but it can also create obstacles to
the innovation and change necessary to be successful. Great managers
understand the need to manage effectively the short-term demands for
increasing congruence and bolstering todayís culture and the periodic
need to transform their organization and re-create their unitís
culture. The key to long term
success is creating performance gaps that tell people a lot remains to
be done. Excellent managers are those whose units have no performance
gaps today but are able to define future opportunities to energize the
organization now. The ability to create opportunity gaps even when none
apparently exist, is what distinguishes an excellent from an average
organization. But defining
opportunity gaps is not easy when an organization is resting on its past
laurels. Highly effective
organizations may not have any pressing problems at a given point in
time. In such cases, they
must look outside the firm and ask what will or might happen in the
product class in the future. Based
on these predictions, managers can create an opportunity for the future
to which the organization must respond today. Aligning the organization with strategy Alignment, or congruence, between strategy and four organizational building blocks Ė critical tasks and work flows, formal organizational arrangements, people, and culture Ė drives todayís success. Incongruence, a lack of alignment, or inconsistencies among these elements is almost always at the root of todayís performance gaps. Unless managers and their teams clearly understand the roots of todayís performance gaps or those barriers to achieving strategic opportunities, their attempts to solve these problems or realize the opportunities, are likely to be incomplete or may cause other unanticipated problems. Once the critical tasks and work processes for implementing the strategy have been defined, the alignment or congruence of the three other major organizational building blocks (formal organization structure and systems, people, and the culture or informal organization) can be examined to ensure that these elements are supporting the attainment of the critical tasks. The key diagnostic questions for assessing congruence are: Given the critical tasks and work flows that must be accomplished, how aligned or congruent are the current formal organizational arrangements, culture and people? Do these organizational building blocks fit with task requirements? Do they fit with each other? Once core inconsistencies are identified, managers can then take targeted action to bring the system back into alignment. The greater the number of inconsistencies among the organizational building blocks, the more substantial the interventions must be. For instance, a change in only one or two components, such as a new reward system or a shift in culture to reflect a new competitive demand, can usually be managed in incremental fashion. Systemwide lack of congruence, requiring changes in three or more of the organizational building blocks, demands discontinuous organizational change. Since any action is likely to be incomplete, it is improbable that all performance gaps will be reduced. The diagnosis and actions will typically reveal other problems. But managers and their teams can learn from these situations and reinitiate the process. The idea is to continually refine and readjust the internal congruence of the unit, not to determine the optimal solution for all problems. Successful problem solving is a function of both what managers do and how they do. Effective managers do the right thing and do it well. Knowing what to do must be backed by effective implementation. Great ideas executed poorly are as bad as poor ideas executed flawlessly. Using the
Congruence Model The reason an organization exists is to accomplish the tasks necessary to achieve its strategic goals and vision. Organizational diagnosis must begin by systematically describing the critical tasks, always posing the question: Do these tasks and task processes help achieve our strategic goals? To ensure that people are aligned with critical tasks and work processes, managers must assess four aspects of the companiesí human resources: competencies (What are they good or bad at?), motives (What rewards are most effective in motivating them?), demographics (How long have people worked together?), and country differences (What is the cultural mix?). Then comes an examination of the congruence between critical tasks and the formal organization. The formal arrangements include the stated structures, roles, procedures, measures, and systems that managers use to direct, control, and motivate individuals and groups to perform the unitís critical tasks. While organizational arrangements reflect decisions about formal structure, rewards, and roles, the informal organization reflects emergent structures, rewards, and roles. Informal patterns of interaction drive a firmís informal structure, power, and communication networks. Emergent norms and values define the organizationís culture and act as a social control system. While culture can facilitate innovation, it can also get in the way. Unless managers are sensitive to the effects of social control and actively shape informal patterns of interaction, culture may hinder innovation and change. An organization or groupís culture is defined by its values and norms. Values reflect beliefs about what is really important. Norms are the widely shared and strongly held social expectations about appropriate attitudes and behavior such that compliance with the norm is seen as right and appropriate and noncompliance is punished. Norms and values are the foundations of organizational culture that can help or hinder the execution of a unitís strategy. The formal and informal organization can be viewed graphically. The vertical axis, defined by critical tasks and work flows and the formal organization, represents the formal control system, the organizationís hardware. The horizontal axis, consisting of people and culture, represents the social control system, the organizationís software. Almost all managers learn to use the formal control axis effectively. Most managers are, however, far less comfortable and adept at using the social control system, perceiving issues of psychology and culture as less precise and harder to manage. Yet, it is the social control system that often holds the key to the effective management of innovation and change. With work requirements becoming more complex, uncertain, and changing, control systems cannot be static and formal. Rather, control must come in the form of social control systems that allow directed autonomy and rely on the judgment of employees informed by clarity about the vision and objectives of the business. Culture serves as a social control system. In order to diagnose and manage culture, we need to appreciate that norms vary in two important ways. First, they can vary in the extent of their consensus, or in how widely shared they are. Before a social control system can operate, there needs to be shared agreement that certain values, attitudes, and behaviors are important. Simple consensus, however, is not sufficient. With enough publicity, espoused values like quality or customer service may become widely known, but not necessarily practiced. Therefore, in order to have a strong culture, the norm must also be characterized by intensity. People who share the norm must feel so strongly enough about it that they are willing to tell others when the norm is violated. From a managerial perspective, the relevant question is whether the organizationís social control system supports or hinders managers in accomplishing their critical tasks. Managing organizational culture Because innovation involves unpredictability, risk taking, and nonstandard solutions Ė factors not easily managed by formal control systems, the effective management of culture lies at the heart of organizational innovation. Innovation is reflected in norms that promote the two component processes of creativity and implementation. Groups that have comparatively strong norms for both are rated as the most innovative. Simply promoting creativity or focusing on speed to implement it does not guarantee innovation. Both are needed. Two main ingredients stimulate creativity: support for risk taking and change and tolerance of mistakes. Aligning culture sometimes involves modifying the formal reward system. More often, however, it requires that managers simple use foresight and imagination to provide small rewards and informal recognition for creative attempt. Another important means for encouraging support for creativity and risk taking is to promote a positive attitude toward change. The second set of norms that are critical in enhancing innovation are those that are actionable. Once creative ideas and approaches are identified, will they be enacted? There are two important types of norms that ensure action: those that emphasize effective teamwork and group functioning, and those that emphasize speed and urgency. There are three important levers managers can use to influence the social control system of their units: shaping culture through participation or systems of involvement that lead people to feel responsible, using management behavior to convey vivid messages about what attitudes and behaviors are important, and designing comprehensive systems of reward and recognition that are targeted at those attitudes and behaviors critical for success. Three characteristics of the participation process lead people toward increasing commitment: choice, or the opportunity to participate; visibility, or making choices that are public and can be witnessed by others who matter; and irrevocability, or a sense that some line has been crossed. Managers design processes that label some decisions as important, get people involved in making choices about how to proceed, and encourage these choices to be made visible to others who matter. The combined effect of these systems of participation is to promote a sense of ownership, responsibility, and positive feelings toward the result of the choices. How a company deals with a decision can be far more important than the decision itself. In organizations, what is important is that managers of change help their subordinates come to a common interpretation of the meaning of managerial actions. Without a consensus on meaning, implementation will be difficult. In this sense, a primary leadership role of managers is to help people interpret decisions and events in the ways that maximize the probability of success. Managersí
actions signal what values and what attitudes and behavior are
appropriate. Whether or not
managers are conscious of the signals they are sending, their behaviors
are always being observed and define for others what is valued and
important. To ensure that
actions are not misinterpreted, managers must be unrelentingly
consistent in words and actions so that over time they clearly signal
which norms are crucial. Consistency reduces uncertainty. In the face of inconsistent behavior, people tend to attribute outcomes to luck or some other external cause. The moment they notice inconsistency, they begin to wonder if the person is serious. Mixed messages are an excuse to do nothing while waiting to understand what managers really mean. Organizations with a strong culture begin with a rigorous employee selection system, one that involves multiple steps, an emphasis on core values, and clear expectations of appropriate attitudes and behaviors. Strong culture firms typically begin by identifying candidates who are likely to value the organizationís norms or whose recent experience is likely to make them amenable to a new approach. Once a new employee has joined the firm, a period of intensive socialization begins, during which he or she is exposed to the core values, beliefs, behaviors, and attitudes of the organization. The third mechanism common across strong culture firms is the use of comprehensive reward and recognition systems that provide rapid feedback for compliance or noncompliance with organizational norms. Managing
Innovation Streams Great firms compete over time by actively shaping innovation streams. These streams include incremental innovation, architectural innovation and discontinuous innovation. By actively managing streams of innovation, firms take advantage of fundamentally new markets for existing technology and proactively introduce substitute products, which, even as they cannibalize existing products, create new markets and competitive rules. Sustained competitive advantage involves producing streams of innovation. This means redirecting managerial attention away from a particular innovation or innovation orientation and toward a series of contrasting innovations that must be produced within a firm over time. Innovation streams highlight the importance of maintaining control over core product subsystems as well as shaping dominant designs and architectural innovation and initiating product substitutes. By proactively shaping dominant designs, undertaking architectural innovations, and initiating product substitutes, managers can capitalize on windows of opportunity to shape technological evolution and, in turn, change the rules of the game. During periods of incremental change, organizations require units with relatively formalized roles and responsibilities, centralized procedures, functional structures, efficiency-oriented cultures, highly engineered work processes, strong manufacturing and sales capabilities, and relatively homogeneous, older, and experienced human resources. These units are highly inertial, and often have glorious histories. Their cultures emphasize efficiency, teamwork, and continuous improvement. In contrast, the discontinuous innovation during periods of ferment demands entrepreneurial, skunk-works types of organizations. These units are relatively small, have loose, decentralized product structures, experimental cultures, loose work processes, strong entrepreneurial and technical competencies, and relatively young and heterogeneous employees. Entrepreneurial units build new experience bases and knowledge systems. They generate the experiments, the failures, the variation from which the senior team can make bets on possible dominant designs and/or technological discontinuities. In contrast to the larger, more mature units, these small entrepreneurial units are inefficient, rarely profitable, and do not have established histories. They often deliberately violate the norms valued in older parts of the organization. If the diverse capabilities of ambidextrous organizations can be harnessed, they permit the organization to lead streams of innovation. Without integration, however, the potential of ambidextrous organizations is lost. The challenge for managers and their teams, then, is to create co-existing highly differentiated and highly integrated organizations.
Managerial
Roles in Leading Innovation and Change
Implementing Strategic Change There are three generic change problems that all managers face in managing discontinuous change: dealing with the problem of power and politics, dealing with individual anxiety and resistance, and maintaining control during the transition period. Large-scale change often gets derailed because of inconsistencies in words and actions. The CEO says one thing is important, but the actions of other executives suggest something else. More speeches are given, but the same actions are rewarded. Stories about larger-than-life figures are a quick, vivid way of conveying a sense of whatís important. During transition periods, executives need to consider creating new heroes and stories to illustrate the change in standards and direction. A
final action for encouraging appropriate behavior is building in
stability, even as the change occurs. To mitigate the destructive aspects of political behavior,
managers can begin by preparing key people for the change, providing
information and detail on the change in advance, being honest and
candid, and constantly sending consistent messages to lessen
uncertainty. Part of this
signaling is to be clear about what is not changing.
If some aspects will not change, these anchors to the past need
to be communicated and reinforced early on.
Clarity about what will not change helps moderate fears about the
future. The first and most important step in motivating constructive behavior is to ensure that people understand emotionally, not just intellectually, why they have to change. How do successful change managers generate the emotional energy to change?  Managers of change must convey both a credible reason for the change and offer a constructive channel for the release of the anxiety. Extremely anxious individuals have trouble focusing and listening. So the rationale for the change needs to be simple, realistic, and over communicated. Until this has been done, people will wait hopefully for the crisis to pass. The authors suggest that four things must be done to maintain control during the transition period: communicate a clear image of the future state, use multiple levers to promote change, design transition management structures, and use feedback data to measure progress. According to the authors, transition periods are most effectively managed when the transition manger is the most senior person in the organization. Even though it is difficult to simultaneously manage the current state, build the future state, and manage the transition period, the symbolic importance of hands-on senior management responsibility for the transition cannot be overestimated. The transition manager must have the formal and informal power and the resources to make the transition happen. Concluding
Notes The authors have summarized the important lessons for managers. ∑ Vision, strategy, and objectives are the bedrock for managing innovation and change. ∑ Without a performance gap, innovation is unlikely. ∑ Innovation is about execution, about getting it done. ∑ Congruence is the key to diagnosis ∑
Inertia
kills. Managing culture is
the most neglected, and highest leverage, tool for promoting
∑ Successful innovation requires skilled management of organizational politics. ∑ Technology cycles drive innovation streams. ∑ Ambidextrous organizations help compete for today and tomorrow. ∑ Managing innovation streams means managing discontinuous change. ∑ Innovation is a team sport. Innovation requires both creativity and discipline. Strategic clarity alone is not sufficient. Many competitors have similar visions and strategies. Success comes not from the articulation of vision, strategy, and objectives, but from their execution. To succeed, managers need to build organizations that are capable of accomplishing their strategic objectives more rapidly than their competitors. This requires that they build organizations to get todayís work done more effectively and no anticipate tomorrowís discontinuities. A crucial part of any managerís job is setting and clarifying todayís most important organizational problems. Without engaging problems, organizations become complacent and resistant to innovation and change. Managers can define problems as real or potential gaps between strategic requirements and actual organizational performance. While it is easy to define problems when an organization is facing a crisis, it is more difficult to proactively create crises while an organization is successful. Long-term innovation involves linking innovation steams, market requirements, and organizational capabilities. This requires building functional competencies, such as technology, marketing, or distribution, and linking them to develop products or services that meet customer requirements. Since managing innovation involves linking diverse competencies across multiple boundaries, executive teams must manage organizational processes down within their units, across with their peers, up with more senior mangers, and outside the firm with important suppliers, vendors, alliance partners, and customers. These external linkages often require managers to work without formal power or control. So, culture becomes an important factor. Understanding the fundamental dynamics of integrated change management is a crucial determinant of successful innovation. This means shaping the politics of change, dealing with individual anxiety and resistance, and maintaining control during transition periods. The difficulties of managing innovation are formidable. Leadership and organizational capabilities are more important than technological prowess. Effective innovation is achieved by managers who can build, embrace, and take advantage of the contradictions inherent in ambidextrous organizations. These managers are able to take advantage of and yet are not yet trapped by, todayís culture and the firmís historical success. They are able to implement change in proactive fashion in often complacent or inertial organizations.
|


My First Blog
Version control, git, and Github!
January 23, 2016
This week I learned about version control, a version control program, git, and, a website, Github. Version control is enormously helpful in keeping track of changes as you work on various project both solo, and, collaboratively.
Git is a version control program that allows for you to create save points or “commits" within your work that you can label and later return to, either for reference, or to begin again. This can be essential when collaborating with a team on a project as it gives your teammates the opportunity to review your changes prior to adding them to the master copy. It helps your team work simultaneously, while safeguarding against mistakes, and, prevents you from stepping on other people’s toes.
Github is a website that serves as a hub for git repositories, making things even easier. It streamlines your work further by showing you who changed what, when, and then allowing you to merge the changes, all within an easy to use graphical user interface. It saves time when collaborating because instead of sending the file back and forth, everything can be reviewed and merged on Github.


Testing with Apache Shiro
This part of the documentation explains how to enable Shiro in unit tests.
What to know for tests
As we've already covered in the Subject reference, we know that a Subject is security-specific view of the 'currently executing' user, and that Subject instances are always bound to a thread to ensure we know who is executing logic at any time during the thread's execution.
This means three basic things must always occur in order to support being able to access the currently executing Subject:
- A Subject instance must be created
- The Subject instance must be bound to the currently executing thread.
- After the thread is finished executing (or if the thread's execution results in a Throwable), the Subject must be unbound to ensure that the thread remains 'clean' in any thread-pooled environment.
Shiro has architectural components that perform this bind/unbind logic automatically for a running application. For example, in a web application, the root Shiro Filter performs this logic when filtering a request. But as test environments and frameworks differ, we need to perform this bind/unbind logic ourselves for our chosen test framework.
Test Setup
So we know after creating a Subject instance, it must be bound to thread. After the thread (or in this case, a test) is finished executing, we must unbind the Subject to keep the thread 'clean'.
Luckily enough, modern test frameworks like JUnit and TestNG natively support this notion of 'setup' and 'teardown' already. We can leverage this support to simulate what Shiro would do in a 'complete' application. We've created a base abstract class that you can use in your own testing below - feel free to copy and/or modify as you see fit. It can be used in both unit testing and integration testing (we're using JUnit in this example, but TestNG works just as well):
AbstractShiroTest
import org.apache.shiro.SecurityUtils; import org.apache.shiro.UnavailableSecurityManagerException; import org.apache.shiro.mgt.SecurityManager; import org.apache.shiro.subject.Subject; import org.apache.shiro.subject.support.SubjectThreadState; import org.apache.shiro.util.LifecycleUtils; import org.apache.shiro.util.ThreadState; import org.junit.AfterClass; /** * Abstract test case enabling Shiro in test environments. */ public abstract class AbstractShiroTest { private static ThreadState subjectThreadState; public AbstractShiroTest() { } /** * Allows subclasses to set the currently executing {@link Subject} instance. * * @param subject the Subject instance */ protected void setSubject(Subject subject) { clearSubject(); subjectThreadState = createThreadState(subject); subjectThreadState.bind(); } protected Subject getSubject() { return SecurityUtils.getSubject(); } protected ThreadState createThreadState(Subject subject) { return new SubjectThreadState(subject); } /** * Clears Shiro's thread state, ensuring the thread remains clean for future test execution. */ protected void clearSubject() { doClearSubject(); } private static void doClearSubject() { if (subjectThreadState != null) { subjectThreadState.clear(); subjectThreadState = null; } } protected static void setSecurityManager(SecurityManager securityManager) { SecurityUtils.setSecurityManager(securityManager); } protected static SecurityManager getSecurityManager() { return SecurityUtils.getSecurityManager(); } @AfterClass public static void tearDownShiro() { doClearSubject(); try { SecurityManager securityManager = getSecurityManager(); LifecycleUtils.destroy(securityManager); } catch (UnavailableSecurityManagerException e) { //we don't care about this when cleaning up the test environment //(for example, maybe the subclass is a unit test and it didn't // need a SecurityManager instance because it was using only // mock Subject instances) } setSecurityManager(null); } }
| Testing & Frameworks The code in the AbstractShiroTest class uses Shiro's ThreadState concept and a static SecurityManager. These techniques are useful in tests and in framework code, but rarely ever used in application code. Most end-users working with Shiro who need to ensure thread-state consistency will almost always use Shiro's automatic management mechanisms, namely the Subject.associateWith and the Subject.execute methods. These methods are covered in the reference on Subject thread association. |
Unit Testing
Unit testing is mostly about testing your code and only your code in a limited scope. When you take Shiro into account, what you really want to focus on is that your code works correctly with Shiro's API - you don't want to necessarily test that Shiro's implementation is working correctly (that's something that the Shiro development team must ensure in Shiro's code base).
Testing to see if Shiro's implementations work in conjunction with your implementations is really integration testing (discussed below).
ExampleShiroUnitTest
Because unit tests are better suited for testing your own logic (and not any implementations your logic might call), it is a great idea to mock any APIs that your logic depends on. This works very well with Shiro - you can mock the Subject interface and have it reflect whatever conditions you want your code under test to react to. We can leverage modern mock frameworks like EasyMock and Mockito to do this for us.
But as stated above, the key in Shiro tests is to remember that any Subject instance (mock or real) must be bound to the thread during test execution. So all we need to do is bind the mock Subject to ensure things work as expected.
(this example uses EasyMock, but Mockito works equally as well):
import org.apache.shiro.subject.Subject; import org.junit.After; import org.junit.Test; import static org.easymock.EasyMock.*; /** * Simple example test class showing how one may perform unit tests for code that requires Shiro APIs. */ public class ExampleShiroUnitTest extends AbstractShiroTest { @Test public void testSimple() { //1. Create a mock authenticated Subject instance for the test to run: Subject subjectUnderTest = createNiceMock(Subject.class); expect(subjectUnderTest.isAuthenticated()).andReturn(true); //2. Bind the subject to the current thread: setSubject(subjectUnderTest); //perform test logic here. Any call to //SecurityUtils.getSubject() directly (or nested in the //call stack) will work properly. } @After public void tearDownSubject() { //3. Unbind the subject from the current thread: clearSubject(); } }
As you can see, we're not setting up a Shiro SecurityManager instance or configuring a Realm or anything like that. We're simply creating a mock Subject instance and binding it to the thread via the setSubject method call. This will ensure that any calls in our test code or in the code we're testing to SecurityUtils.getSubject() will work correctly.
Note that the setSubject method implementation will bind your mock Subject to the thread and it will remain there until you call setSubject with a different Subject instance or until you explicitly clear it from the thread via the clearSubject() call.
How long you keep the subject bound to the thread (or swap it out for a new instance in a different test) is up to you and your testing requirements.
tearDownSubject()
The tearDownSubject() method in the example uses a Junit 4 annotation to ensure that the Subject is cleared from the thread after every test method is executed, no matter what. This requires you to set up a new Subject instance and set it (via setSubject) for every test that executes.
This is not strictly necessary however. For example, you could just bind a new Subject instance (via setSujbect) at the beginning of every test, say, in an @Before-annotated method. But if you're going to do that, you might as well have the @After tearDownSubject() method to keep things symmetrical and 'clean'.
You can mix and match this setup/teardown logic in each method manually or use the @Before and @After annotations as you see fit. The AbstractShiroTest super class will however unbind the Subject from the thread after all tests because of the @AfterClass annotation in its tearDownShiro() method.
Integration Testing
Now that we've covered unit test setup, let's talk a bit about integration testing. Integration testing is testing implementations across API boundaries. For example, testing that implementation A works when calling implementation B and that implementation B does what it is supposed to.
You can easily perform integration testing in Shiro as well. Shiro's SecurityManager instance and things it wraps (like Realms and SessionManager, etc) are all very lightweight POJOs that use very little memory. This means you can create and tear down a SecurityManager instance for every test class you execute. When your integration tests run, they will be using 'real' SecurityManager and Subject instances like your application will be using at runtime.
ExampleShiroIntegrationTest
The example code below looks almost identical to the Unit Test example above, but the 3 step process is slightly different:
- There is now a step '0', which sets up a 'real' SecurityManager instance.
- Step 1 now constructs a 'real' Subject instance with the Subject.Builder and binds it to the thread.
Thread binding and unbinding (steps 2 and 3) function the same as the Unit Test example.
import org.apache.shiro.config.IniSecurityManagerFactory; import org.apache.shiro.mgt.SecurityManager; import org.apache.shiro.subject.Subject; import org.apache.shiro.util.Factory; import org.junit.After; import org.junit.BeforeClass; import org.junit.Test; public class ExampleShiroIntegrationTest extends AbstractShiroTest { @BeforeClass public static void beforeClass() { //0. Build and set the SecurityManager used to build Subject instances used in your tests // This typically only needs to be done once per class if your shiro.ini doesn't change, // otherwise, you'll need to do this logic in each test that is different Factory<SecurityManager> factory = new IniSecurityManagerFactory("classpath:test.shiro.ini"); setSecurityManager(factory.getInstance()); } @Test public void testSimple() { //1. Build the Subject instance for the test to run: Subject subjectUnderTest = new Subject.Builder(getSecurityManager()).buildSubject(); //2. Bind the subject to the current thread: setSubject(subjectUnderTest); //perform test logic here. Any call to //SecurityUtils.getSubject() directly (or nested in the //call stack) will work properly. } @AfterClass public void tearDownSubject() { //3. Unbind the subject from the current thread: clearSubject(); } }
As you can see, a concrete SecurityManager implementation is instantiated and made accessible for the remainder of the test via the setSecurityManager method. Test methods can then use this SecurityManager when using the Subject.Builder later via the getSecurityManager() method.
Also note that the SecurityManager instance is set up once in a @BeforeClass setup method - a fairly common practice for most test classes. But if you wanted to, you could create a new SecurityManager instance and set it via setSecurityManager at any time from any test method - for example, you might reference two different .ini files to build a new SecurityManager depending on your test requirements.
Finally, just as with the Unit Test example, the AbstractShiroTest super class will clean up all Shiro artifacts (any remaining SecurityManager and Subject instance) via its @AfterClass tearDownShiro() method to ensure the thread is 'clean' for the next test class to run.
Lend a hand with documentation
While we hope this documentation helps you with the work you're doing with Apache Shiro, the community is improving and expanding the documentation all the time. If you'd like to help the Shiro project, please consider corrected, expanding, or adding documentation where you see a need. Every little bit of help you provide expands the community and in turn improves Shiro.
The easiest way to contribute your documentation is to send it to the User Forum or the User Mailing List.


High School Digital Communication Arts
Because technology is ever changing, Mr. Greider uses Wikispaces for all of his class notes. That gives him the flexibility to change the curriculum as technology changes.
The following Links go to the Wikispace of each individual class


{% extends 'base.html' %} {% block title%} Project Details {% endblock%} {% block content %}
This project is in sector of {{projd.sectors}}, and lies within {{projd.county_nam}} county, in a place called {{projd.location}}, the amount allocated to this project is {{projd.amount}}, the status of the project is {{projd.status}}
The brief introduction to the project: {{projd.descrition }} and finally the remarks from the responsible department: {{projd.remarks}}
No comments here yet :(
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Simon
High Scores
Instrcutions
Press Play
A pattern will play
Repeat the pattern with mouse or keyboard
Each tile contains a number. You may play with those numbers or (going clockwise starting a the upper left tile) D K M C, or click on the tiles with the mouse
Options
Play with timer (score will not be saved)
Cound down alert (5 seconds)
PLAY
1
2
3
4


National Statistics
Early years provision for children under 5 years of age in the local-authority-maintained, private, voluntary and independent sectors.
Ref: SFR13/2012 PDF , 1.78MB , 17 pages
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Reference Id: SFR13/2012
Publication Type: Statistical First Release
Publication data: Local Authority data
Local Authority data: LA data
Region: England
Release Date: 28 June 2012
Coverage status: Final
Publication Status: Published
This publication includes data on the provision of education for children under 5 years of age, including funded places and overall numbers of children benefiting from early years education.
The latest statistics are for January 2012 and update those previously released on 22 June 2011.
The information included in this publication is sourced from the early years census and school census. Further guidance and technical specifications for the censuses can be found at:
The key points from the latest release are:
The number of 3- and 4-year old benefiting from some free early education at local authority (LA) level is also included in this publication for the first time. Take-up rates in London region are lower than the national average; London has a take-up rate of 89% for 3- and 4-year-olds compared to the national value of 96%. The north-east, Yorkshire and the Humber, and the south-west are the regions with the highest take-up rates with a take-up rate of 98% for 3- and 4-year-olds.
Chris Noble
01325 735421
Published: 28 June 2012


A fully featured tower defense game built with <canvas>.
A friendly JavaScript reference, currently under development.
Regulated distraction.
A simple yet powerful Chrome extension for managing sets of tabs.
OMFG, upgrade! / keystop / demos / essays
I'm a 15 year old web & game developer, currently interning at Game Closure. I love making beautiful, useful, and fun things. Feel free to look around, and if you'd like to know more, shoot me an email.


PickZ()
语法
Result.f = PickZ()概要
After MousePick() or RayPick(), it returns the 'z' position of the picked object in world coordinates.
After PointPick(), it returns the 'z' direction of the picked point, between -1 and 1.
已支持操作系统
所有


Welcome to my first webpage written with HTML and CSS for an assignment in Harvard University's Computer Science for Business Professionals. This preliminary webpage serves as a token of appreciation to the CS50 staff and is targeted towards those interested in learning more about the course. Anyone interested in the course can find some of the lectures as well as other curated CS50 content on this page.
Before commencing this course I was unfamiliar with many concepts in computer science. However, the top-down nature and pedagogy has made certain principles easily understandable. These topics included cloud computing, networking, privacy, scalability, security, and more. Detailed algorithmic processes were emphasized alongside time and space complexities - wherein trade-offs and optimization scenarios are explained. The course structure was a big help into being able to grasp what used to be challenging, abstract ideas and I can say with full confidence I have learned more useful information in this class than most others.
A big thank you to Dr. David J. Malan and his wonderful teaching assistants for all of their hard work in both the preparation and delivery. The breadth of the topics covered are succint and extremely practical. The passion they exude for the subject is evident in every lesson and the feedback in submissions have been extremely helpful.
After progressing through the course content — computational thinking, programming languages, internet technologies, and web development not least among them — my journey into computer science is only getting started. I'm excited to say the least, as the utility for such skills will undoubtedly be a springboard into additional opportunities for future endeavors and a way of expressing some creativity while having fun. Thanks again.
As mentioned above, these lessons are pertinent to anyone wanting to grasp introductory concepts to computer science. Brian Yu's melodic rendition of the CS50 introduction in the first video most likely sums up the emotions of anyone who has had the privelage of learning the material. It hasn't been easy but the journey has been exciting nonetheless. Feel free to cue the intro and watch the lectures alongside a supplementary podcast below:


Use Projects to organize checks in your SITE_NAME account. Your account initially has a single default project. You can create additional projects and transfer your checks between them as your usage grows.
Checks and integrations are project-scoped: each check and each configured integration always belongs to a particular project. Checks can be transferred between projects. The transfer operation preserves check's ping address:
You can grant your colleagues access to a project by inviting them into the project's team. Each project has its separate team so you can grant access selectively. Inviting team members is more convenient and more secure than sharing a password to a single account.
The user who created the project is listed as Owner. When you invite an user to the project, you can select one of the three roles for their membership: Team Member (what you usually want), Manager or Read-only.
Team Members can:
Team Members can not:
Managers have the same permissions as Team Members, with one exception: Managers can invite new members and remove existing members from the project's team. Managers still can not change or remove project's owner, or manage billing.
Read-only members can:
Read-only members can not modify checks, integrations, or project settings. They also cannot access the project's API keys as that would effectively give them read-write access through API.
Check Limit is the total number of checks your account can have. The specific limit depends on the account's billing plan. When you reach the Check Limit you will not be able to create new checks.
All projects owned by your account shares your account's Check Limit. For example, consider a Business account with two projects, "Project A" and "Project B." If A has 70 checks, then B cannot have more than 30 checks in order to not exceed the Business account's total limit of 100.
However, only checks from your own projects count towards your account's quota. If you get invited to somebody else's project, that does not change the number of checks you can create in your projects.
Team Size is the number of unique users you can invite to your projects. Same as with Check Limit, all projects share your account's Team Size limit. However, if you invite the same user (using the same email address) into multiple projects, it only takes up a single seat.
SITE_NAME sends periodic email reports with a summary of checks from all your projects. The reports contain status summaries for both the projects you own and the projects you are a member of.
You can configure the frequency of the reports (monthly, on the 1st of every month, or weekly, on Mondays) or turn them off altogether in Account Settings › Email Reports.


alt down to switch to draw ovals.
double + click to get a modal window with number inputs.
command + drag to center the shape.
control + drag to move the shape around.
good luck!


With years of experience in libraries working with IT and Web Design, I have the technical skills of a developer and the experience of working and engaging with a wide variety of technical and non-technical people.
That is what they all say about us
Nan Chief Fun Officer Acme Toys
Instead of focusing on content creation and hard work, we have learned how to master the art of doing nothing by providing massive amounts of whitespace and generic content that can seem massive, monolithic and worth your attention.
Read MoreYes I know you probably disregarded the earlier boasts as non-sequitur filler content, but its really true. It took years of gene splicing and combinatory DNA research, but our bananas can really dance.
I'm Still Quite Interested


Dec 1, 2020
Reddit user jgatcomb started an interesting thread about the impact of Covid-19 on Social Security recipients born in 1960 . In it, jgatcomb referred to a morningstar article suggesting that those born in 1960 will potentially have their benefits permanently reduced by 9.1%. How true is this? Let's use the SSA.Tools calculator to understand this better.
We want to simulate a earner who:
I've created a data file with exactly this setup. You can try it for yourself by copying the entire file at covidpaste.txt and then pasting it in to the text box on the SSA.tools Calculator. After doing so, select a birthday in 1960, but not Jan 1, because with Social Security law, you attain an age the day before your standard birthday.
The resulting earnings table will look like this:
From this table, Social Security will calculate your AIME or Average Indexed Monthly Earnings. If you have 35 vaules, it's really just the average of all of the values in the "Indexed Earnings" column divided by 12 to get from annual to monthly. The calculation is a little further down the page:
At this point, we can start to think about how Covid-19 might affect the AIME calculation for this 1960-born earner. The key is the "Multiplier" collumn in the earnings table. The ssa.tools calculator doesn't currently explain where these multipliers come from, since the user has no control over them, but I will attempt to do so now.
These multipliers are only estimates until a person turns 62. In the year one turns 62, the final multipliers are calculated for all years up to and including age 60. All later years, the multiplier will always be 1.0. For the years up to and including age 60, the multipler for a given year will be the Average Wage Index (AWI) in the year you turned 60 divided by the AWI of the multiplier year. So, for someone who turns 60 in year 2020:
| Multiplier (year X) = | AWI (year 2020) |
| AWI (year X) |
We can then multiply this by Taxed Earnings to see how AWI affects the Indexed Earnings in each year:
| Indexed Earnings (year X) = | Taxed Earnings (year X) x AWI (year 2020) |
| AWI (year X) |
We can also see why calculations are made 2-years "late". The AWI for a given year is not known until taxes are filed the following year. So the AWI for 2020 won't be known until late in 2021. By the start of 2022, we will know the AWI correctly.
Typically multipliers only increase every year, because typically AWI only increases every year, but this is not guaranteed. In fact, you can see the 2008 multiplier is slightly lower than the 2009 multiplier (1.31 vs 1.33) because of the 2008 recession.
How does Covid-19 factor into this? If the AWI (year 2020) is reduced by 9.1% for example, then every Indexed Earnings value is also reduced by 9.1%. If every Indexed Earnings value is reduced by 9.1%, then the AIME is also reduced by 9.1% since it is just an average of the top 35 years of Indexed Earnings values.
The morningstar article suggest that AWI could be 9.1% less than expected (or 5.9% less than 2019 depending on what you are comparing it to). This is based on the Social Security Trustees report, so it is probably a good estimate.
The number one really cares about is the Primary Insurance Amount (PIA), not AIME, since PIA is the number that benefits are based on. However, since the bend points in the PIA formula are also adjusted by AWI, the effect on PIA is also very close to the same as on AIME. The calculator provides no easy means for manually modifying bend points to demonstrate easily, but we can do so manually for this example.
First, let's see what the calculator predicts as the PIA if there was not a covid related drop:
Next, adjust both the AIME and the bendpoints downward by 9.1%:
Going from $1,977.60 to $1,798.40 is a 9.06% drop, very similar to the 9.1% number we started with. In conclusion, a significant drop in AWI in a single year can have an similarly outsized effect on the Social Security benefits for those who turn 60 in that year. In the history of the Social Security program, there has not been such a dramatic drop in AWI from one year to the next like Covid appears to have produced, so this has never been much of an issue until now.
See your personal benefit data and ask 'What If?' Questions. The tool is absolutely free.


The Reddit network
In April 2013 I posed the question: has anyone ever tried to perform social network analysis on Reddit by visualising the links between different subreddits? As you can see from the discussion on that page, several other attempts have also been made at answering this question, mainly by using sidebar links to define connections between subreddits.
This page is my first attempt at answering this question in a new way. I've produced a graph showing links between subreddits, where a link is defined as a redditor posting a link in one subreddit to another subreddit.
This graph was based on data collected from public Reddit posts since 2008, kindly provided by Deimorz.
In order to identify the most interesting cliques, the following process was applied to the data (if you aren't familiar with the nomenclature of graph theory, a "node" is a point on a graph (so one of the subreddits in this case), an "edge" is a link between two nodes and the "degree" of a node is the number of edges connected to it):
- Removed edges between subreddits that have less than eight occurrances.
- Removed nodes with a degree greater than 75 (this was enough to get rid of every sub in the top 20 subreddits (by subscriber). Since these subs are likely to link to a wide variety of topics, an association with one of these subs is not particularly interesting to us.
- Remove any remaining nodes that are now orphaned (i.e. no edges link to them).
- Use a ForceAtlas layout in Gephi to define the cliques.
The nodes have been sized and coloured according to their degree (i.e. the number of edges connected to them), so subreddits that link to lots of other parts of reddit will appear to be bigger and redder.
There are many different ways to define associations and many different ways to filter/identify niches, so if you have any other ideas then feel free to post something on the comments for this page if you'd like to suggest anything. A link to download the graph file displayed here can be found at the bottom of the page.
The graph below is zoomable, draggable and searchable, so have an explore! It covers posts from Thu, 23 Jun 2005 18:50:02 GMT to Thu, 28 Mar 2013 01:24:17 GMT. If you click on a subreddit, it will open in a new tab.


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DataUnit (DU).
Holds a set of files (that generally share the same locality and are used together).
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get current state of Pilot Data: New => Initialized Pending => Files are synchronized with a pilot store Running => PD is in sync with all replicas Done => Terminated |
| Home | Trees | Indices | Help |
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| Generated by Epydoc 3.0.1 on Sat Jan 26 22:29:04 2013 | http://epydoc.sourceforge.net |


Lines of Code
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Development Statistics for /trunk
Total Lines of Code:
1886507
Most Recent Commit:
2015-01-26 16:14
Generated by
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0.7.0


VKRequest Class Reference
| Inherits from | NSObject |
| Conforms to | NSCopying NSURLConnectionDataDelegate |
| Declared in | VKRequest.h |
Tasks
Properties
-
delegate
Delegate
property -
signature
Request signature. Can be used as identifier for each request object.
property -
cacheLiveTime
Cache lifetime for current request. Defaults to one hour.
property -
offlineMode
Offline mode for current request. Current mode is used to return cache data even if its lifetime ended, no deletion occurs (use this mode if no internet connection exists).
property
Class methods
-
+ request:delegate:
Creates a VKRequest request
-
+ requestHTTPMethod:URL:headers:body:delegate:
Creates a VKRequest request
-
+ requestHTTPMethod:methodName:options:delegate:
Creates a VKRequest request
-
+ requestMethod:options:delegate:
Creates a VKRequest request
Instance methods
-
– initWithRequest:
Main method for VKRequest initialization
-
– initWithHTTPMethod:URL:headers:body:
Method for VKRequest initialization
-
– initWithMethod:options:
Method for VKRequest initialization
-
– start
Starts request
-
– cancel
Cancels request
Appending files
-
– appendAudioFile:name:field:
Content of an audio file is added
-
– appendVideoFile:name:field:
Content of a video file is added
-
– appendDocumentFile:name:field:
Content of a document file is added
-
– appendImageFile:name:field:
Content of an image file is added
Properties
cacheLiveTime
Cache lifetime for current request. Defaults to one hour.
@property (nonatomic, assign, readwrite) VKCacheLiveTime cacheLiveTime
Declared In
VKRequest.h
delegate
Delegate
@property (nonatomic, weak, readwrite) id<VKRequestDelegate> delegate
Declared In
VKRequest.h
Class Methods
request:delegate:
Creates a VKRequest request
+ (instancetype)request:(NSURLRequest *)request delegate:(id<VKRequestDelegate>)delegate
Parameters
- request
NSURLRequest which will be used as base for VKRequest
- delegate
delegate that will receive notifications (should conform to VKRequestDelegate protocol)
Return Value
VKRequest instance
Declared In
VKRequest.h
requestHTTPMethod:URL:headers:body:delegate:
Creates a VKRequest request
+ (instancetype)requestHTTPMethod:(NSString *)httpMethod URL:(NSURL *)url headers:(NSDictionary *)headers body:(NSData *)body delegate:(id<VKRequestDelegate>)delegate
Parameters
- httpMethod
GET/POST/PUT/DELETE
- url
NSURL on which a request will be performed
- headers
request headers
- body
request body
- delegate
delegate that will receive notifications (should conform to VKRequestDelegate protocol)
Return Value
VKRequest instance
Declared In
VKRequest.h
requestHTTPMethod:methodName:options:delegate:
Creates a VKRequest request
+ (instancetype)requestHTTPMethod:(NSString *)httpMethod methodName:(NSString *)methodName options:(NSDictionary *)options delegate:(id<VKRequestDelegate>)delegate
Parameters
- httpMethod
GET/POST/PUT/DELETE
- methodName
VK method name (users.get, wall.post etc)
- options
params which should be sent (key = value)
- delegate
delegate that will receive notifications (should conform to VKRequestDelegate protocol)
Return Value
VKRequest instance
Declared In
VKRequest.h
requestMethod:options:delegate:
Creates a VKRequest request
+ (instancetype)requestMethod:(NSString *)methodName options:(NSDictionary *)options delegate:(id<VKRequestDelegate>)delegate
Parameters
- methodName
VK method name (user.get, wall.post etc)
- options
params which should be sent (key = value)
- delegate
delegate that will receive notifications (should conform to VKRequestDelegate protocol)
Return Value
VKRequest instance
Declared In
VKRequest.h
Instance Methods
appendAudioFile:name:field:
Content of an audio file is added
- (void)appendAudioFile:(NSData *)file name:(NSString *)name field:(NSString *)field
Parameters
- file
audio file in byte representation
- name
audio file name
- field
HTML field name, which will be used to send (wrap) data
Declared In
VKRequest.h
appendDocumentFile:name:field:
Content of a document file is added
- (void)appendDocumentFile:(NSData *)file name:(NSString *)name field:(NSString *)field
Parameters
- file
document file in byte representation
- name
document file name
- field
HTML field name, which will be used to send (wrap) data
Declared In
VKRequest.h
appendImageFile:name:field:
Content of an image file is added
- (void)appendImageFile:(NSData *)file name:(NSString *)name field:(NSString *)field
Parameters
- file
image file in byte representation
- name
image file name
- field
HTML field name, which will be used to send (wrap) data
Declared In
VKRequest.h
appendVideoFile:name:field:
Content of a video file is added
- (void)appendVideoFile:(NSData *)file name:(NSString *)name field:(NSString *)field
Parameters
- file
video file in byte representation
- name
video file name
- field
HTML field name, which will be used to send (wrap) data
Declared In
VKRequest.h
initWithHTTPMethod:URL:headers:body:
Method for VKRequest initialization
- (instancetype)initWithHTTPMethod:(NSString *)httpMethod URL:(NSURL *)url headers:(NSDictionary *)headers body:(NSData *)body
Parameters
- httpMethod
GET/POST/PUT/DELETE
- url
NSURL on which a request will be performed
- headers
request headers
- body
request body
Return Value
VKRequest instance
Declared In
VKRequest.h
initWithMethod:options:
Method for VKRequest initialization
- (instancetype)initWithMethod:(NSString *)methodName options:(NSDictionary *)options
Parameters
- methodName
VK method name (users.get, wall.post etc)
- options
params that should be transmitted to VK method
Return Value
VKRequest instance
Discussion
Example:
VKRequest *request = [[VKRequest alloc]<EMAIL_ADDRESS>options:@{@"fields": @"nickname,bdate,status"}];
Declared In
VKRequest.h


¶ demarcate.js 1.1.4demarcate.js is an MIT licensed, jQuery backed library for editing web pages "in place" and genearting Markdown from the resulting HTML. This documentation is for developers and describes how to install and utilise demarcate.js. For instructions for using demarcate.js, have a look at the user manual
|
|
¶ InstallationTo install textr in a web page you need to include one CSS file, two image files and one javascript file. demarcate.js depends on a couple of dependencies
The overall directory structure should look like this: |
<!-- the minified version includes dependencies -->
<link rel="stylesheet" href="css/demarcate.min.css">
<script src="js/demarcate.min.js" type="text/javascript"></script>
|
|
If you include the minified ( Don't forget to include jQuery as well! For development you may wish to include the full demarcate.js source as opposed to the minfied version. In this case, you need to include all the dependencies. |
<!-- the development version requires dependencies to be included -->
<link rel="stylesheet" href="css/demarcate.min.css">
<script src="http://code.jquery.com/jquery.min.js" type="text/javascript"></script>
<script src="js/jquery.autosize.js" type="text/javascript"></script>
<script src="js/showdown.min.js" type="text/javascript"></script>
<script src="js/demarcate.js" type="text/javascript"></script>
|
¶ Methods
demarcate.js exposes two main methods -
A third method, |
|
¶ demarcate.demarcateSince v1.0Takes the given jQuery DOM element and converts the HTML to Markdown. The given element does not have to be the demarcate editor. If no element is provided, the Markdown from the current editor will be returned. Params
elem
jQuery object
The top level DOM object you want to edit with demarcate.js
|
// get the Markdown from the current editor
demarcate.demarcate();
// get the Markdown for any element
demarcate($("#any_element"));
$("#any_element").demarcate();
|
¶ demarcate.disableSince v1.1.3disables the demarcate.js editor, unbinding all event handlers and removing all demarcate.js css classes. Allows toggling of editing on and off. |
demarcate.disable();
$("#dom_to_edit").disable_demarcate();
|
¶ demarcate.enableSince v1.1.3
take a jQuery dom element and set it up for demarcate editing. This applies a class
of Params
elem
jQuery object
The top level DOM object you want to edit with demarcate.js
|
demarcate.enable($("#dom_to_edit");
$("#dom_to_edit").enable_demarcate();
|
¶ demarcate.isActiveSince v1.1.4Helps determine if demarcate.js is currently editing a block. Return
boolean
true if currently editing a block, false otherwise
|
// for instance
if (demarcate.isActive()) {
demarcate.save();
}
|
¶ demarcate.isEnabledSince v1.1.4
Helps determine if demarcate.js is "enabled" meaning that it is set up for
blocks to be clicked on and edited. Calling Return
boolean
true if currently enabled for editing, false otherwise
|
// for instance
if (demarcate.isEnabled()) {
demarcate.disable();
}
|
¶ Eventsdemarcate.js triggers several events to allow your web page to respond to actions made by the user or editor. |
|
¶ demarcate_editor_closedSince v1.0Triggered when an editor is closed, either because of the user cancelling changes or cancelling changes or closing and saving a block. Raised When
An editor block is closed or saved
Provides
elem
jQuery object
The element that was edited
|
// bind to the editor closed event and push the resulting Markdown to a server
$(document).bind('demarcate_editor_closed', function(e, elem) {
var op = demarcate.demarcate();
ajax_to_server(op);
});
|
¶ demarcate_editor_enabledSince v1.0
Triggered when an editor is enabled using Raised When
An DOM element is enabled for demarcate.js editing
|
|
¶ Styling
demarcate.js uses two images and a stylesheet for editor styles.
Additionally you can replace
You can also apply your own styles in |


Add New Customer
Dashboard
Human Resource
General Journal
Customers
Cash Account(Hand)
First Name
Last Name
Company name
Street name
Address line 1
Address line 2
Country
Select country
Post Code
Office phone
Mobile phone
Email address
Note
Create Ledger Account
Apply {{'5%'}} Discount
Reset
Save


Dogy {{card.id}}Breed: {{selectedBreed}} Sub Breed: {{selectedSubBreed}}
The Shiba Inu is the smallest of the six original and distinct spitz breeds of dog from Japan. A small, agile
dog that copes
very well with mountainous terrain, the Shiba Inu was originally bred for hunting.


HTMLControlGenerator Example v0.1
Text Field
Password Field
Submit Button
Reset Button
Radio Buttons
Checkboxes
Button
Color picker
Date picker
DateTime Picker
Email field
File picker
Month picker
Number Field
Range field
Search field
Telephone number field
Time picker
URL picker
Week field
Select input
UL input
OL input
Hungarian Personal Insurance Number input
Hungarian Company Registration Number input
Hungarian TAX Number input


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Z-index Example
An element with greater stack order is always above an element with a lower stack order.
Black box (z-index: 1)
Gray box (z-index: 3)
Green box (z-index: 2)


Learn how save a lot of money with our weekly Deals
This is a short description. Lorem ipsum dolor sit amet, consectetur adipiscing elit.
6 reviews


<%- T('You are currently using Two Factor Authentication. If you would like to disable it, enter your auth code below and we will remove it') %>:
<% } else { %><%- T('Two factor authentication allows you to require a code from your phone from Login. Onewallet uses Google Authenticator, which you will need to download to use this.') %>
<%- T('Generate QR Code to Scan') %> <% } %>


Animate entity,[,mode][,speed#][,sequence][,transition#]
Parameters:
| entity - entity handle mode (optional) - mode of animation. 0: stop animation 1: loop animation (default) 2: ping-pong animation 3: one-shot animation speed# (optional) - speed of animation. Defaults to 1. sequence (optional) - specifies which sequence of animation frames to play. Defaults to 0. transition# (optional) - used to tween between an entities current position rotation and the first frame of animation. Defaults to 0. |
Description:
| Animates an entity. More info about the optional parameters: speed# - a negative speed will play the animation backwards. sequence - Initially, an entity loaded with LoadAnimMesh will have a single animation sequence. More sequences can be added using either LoadAnimSeq or AddAnimSeq. Animation sequences are numbered 0,1,2...etc. transition# - A value of 0 will cause an instant 'leap' to the first frame, while values greater than 0 will cause a smooth transition. |
| None. |


DfE enquiries
Central newsdesk 020 7783 8300
General enquiries 0370 000 2288
News story
Information about the grant awarded to the New Schools Network (NSN) by the Department for Education.
Following a competitive bidding process, the Department for Education has approved grant funding for New Schools Network (NSN) to provide pre-application support to parents, teachers and community groups and others hoping to open free schools. NSN is a registered charity.
The grant will be a maximum of £400,000 for the remainder of this financial year (2011 to 2012), and a maximum of £650,000 in 2012 to 2013. There is an option to extend the grant for one year beyond this.
The grant is expected to commence on 1 November 2011, subject to final negotiations on the grant agreement. This will be published in due course.
The grant was awarded after a rigorous bid assessment conducted by senior Department for Education officials and an independent official from outside the Department.
Some 40 groups requested information about how to bid for the grant, with two applications being made. NSN was judged to have submitted the strongest bid by a clear margin.
You can download the letter from the Department for Education , informing NSN of their successful bid.
You can also download the letter from the Permanent Secretary to Andy Burnham MP and the letter from the Cabinet Secretary to Andy Burnham MP . These letters set out how NSN’s previous grant was awarded.
Central newsdesk 020 7783 8300
General enquiries 0370 000 2288
Published: 19 October 2011
From: Department for Education
Part of: Academies and free schools


--- layout: post title: cfcUnit tags: [] status: publish type: post published: true meta: {} ---
Paul Kenney released few days back his equivalent to JUnit for ColdFusion Components: <cfcUnit/>. It requires cfmx 6.1 and the Mach-II framework. The documentation is not complete yet, however the install instructions are up. Be sure to check back!!
Paul has also kindly put up an excerpt from Christian's Cantrell's article “What is Unit Testing?”, which was initially published on the Macromedia DRK 3. The full article was called: "CFUnit Testing Components".