Please welcome to the world of Civil War blogging Matthew Stewart, of The War Bureau.
Al Mackey has put up an interview with Tony Horwitz, author of the 1990s best-seller Confederates in the Attic. Horwitz' depiction of the fringier elements of the "heritage" community, done back in the olden days before anyone ever imagined things like Facebook and Twitter, has held up pretty well.
The first season of Mercy Street comes to an end on Sunday evening. It has its problems, but its fictional story is better grounded in historical events than a lot of what gets passed off as non-fiction documentaries. I hope it gets picked up for more episodes.
The Virginia Flaggers put up their eleventy-third Confederate Battle Flag the other day, this one dedicated to Wade Hampton, who abandoned Columbia, South Carolina to Uncle Billy Sherman 151 years ago this week without a fight. This flag is located on I-95 south of Petersburg, across the highway from the Bexley Mobile Home Park.
Just when you got to where you could say, "Texas Board of Education" with a straight face again, along comes Mary Lou Bruner.
Do you suppose this proud Texas flagger understands that Sam Houston was a Unionist who opposed secession, and accurately predicted disastrous defeat for the Confederacy?
Supreme Court Associate Justice Antonin Scalia passed away last weekend, after three decades on the nation's highest court. Although Scalia prided himself as an "originalist," who insisted on reading the Constitution as he thought the Founders did more than two centuries ago, even he believed the legality of secession was a long-settled issue.
It's a lot of fun watching the heritage crowd argue about whether a native-born Canadian or a New York real estate mogul from Queens are the most supportive of Confederate symbols.
Meanwhile, a poll taken back in December showed Governor Nikki Haley with an 81% approval rating among likely South Carolina GOP primary voters, and 84% among self-identified Tea Party supporters. Looks like the odious Kirk Lyons is gonna need a lot more airplanes.
Got any more? Put 'em in the comments below.
It is laughable that Scalia, or anyone else for that matter, thinks the question of the constitutionality of secession was decided by war. If constitutional disputes are to be decided by war, then we surely don't need a Supreme Court. We just go to war each time there is a dispute. His answer is patently ridiculous. I also note that he did not point to the specific provision in the Constitution which makes secession unconstitutional. But in fairness to Scalia, there is no provision in the Constitution which makes secession unconstitutional. And there never has been.
That's true. But Scalia's view on the matter is interesting because, of all the justices in recent memory who might be thought to be sympathetic to unilateral secession, Scalia was that justice. He believed he knew the minds of the Founders, and what they intended. And he wasn't buying into it.
He also did not point to any provision in the Constitution that made secession constitutional. However, we can point to the ratification debates as well as Madison himself about what many Founders thought regarding secession. They for the most part thought that once the states joined the union under the Constitution it was permanent. Why include secession for something that was permanent? It was only later when Jefferson needed to score political points that he brought up the compact theory and secession. Even then Jefferson seemed to reject those ideas during his two terms as president. Madison would reject them as well as did the SCOTUS in the early 19th century.
But he didn't say that. He simply said that the war decided the matter. He made no mention of the Founders or any constitutional language of the Founders which made secession unlawful. And if reference is to be made to the Framers, they surely did not intend, or provide for, war settling constitutional disputes. That's what the federal judiciary is for. Right?
He didn't offer an opinion either way about what the Framers intended in terms of secession.
Thank you for this post. After reading the various links, I don't know if I should laugh or cry. After spending 10 winters in Florida, it was always a relief to get back to sanity. I always enjoy your blog.
Welcome to Dixie. Don't stay long. And remember, we are always very glad to see you leave.
And nowhere does the Constitution express a law of permanency and perpetuity. Absolutely nowhere. Which is ironic, because the Articles of Confederation did explicitly declare a law of perpetuity. But Madison and the framers ignored it anyway, thereby establishing a clear precedent for the right of separation (unless, of course, you count the colonial separation from the British Empire as the precedent). And the question of separation and secession was never litigated before the Court. Never.
The Constitution does not say anything either way, but that's not the end of the story. What did the Founders say? What did they write down? What was their version of the Constitution and the intent behind it? Why put secession in it when secession was not envisioned? Patrick Henry said flat out in the Virginia ratification debate that once a state joined this union, it was permanent. No one, NO ONE, disagreed with him and he was on the Anti-Federalist side of that argument.
You can say whatever you want to say, but to say Madison and the framers ignored it is erroneous. Madison firmly stated in very clear terms at several points in his life that secession was not possible. Now, if you want to ignore the facts, that is your choice. But don't say the Founders were silent on the issue because they definitely were not.
Ever hear of Texas v. White, 1869? It was after the Civil War, but it dealt with secession. The official position of the Supreme Court is that the Constitution did not permit states to unilaterally secede from the US. Therefore, until another case comes before the SCOTUS and they rule differently, the case is closed.
Actually, it is the end of the story. The Constitution, and absolutely nothing else, is the supreme law of the land. As for "what they wrote down", well, once again, it's called "The Constitution of the United States". And to repeat, it does not declare a law of perpetuity or prohibit a state from withdrawing from the union. If, as you falsely claim, it was the intent of the framers to establish a perpetual union which prohibited a state from seceding from that union, they were required to say so (as they did in the Articles of Confederation). But they did not (as you readily admit).
As for "Texas v White", I am afraid you are quite wrong there too. "White" most certainly did not litigate the right of secession. Rather, Salmon Chase simply made an appallingly dishonest obiter comment which actually proves my point. Indeed, so desperate was he for a prohibition against the right of secession, he actually used the law of perpetuity from the Articles of Confederation. Proving, beyond the shadow of a doubt, that if there was a law of perpetuity in the Constitution he would have used it to renounce the right of secession. But alas, there is no such law. The states had, and still have, the right to secede if they wish.
So, you reject the facts regarding the Constitution and instead repeat yourself. You also disagree with the Chief Justice of the US Supreme Court in his majority report and reject his finding which is the legal interpretation of secession in the US.
Looks like the only thing you did was deny reality to meet your delusional fantasy.
Andy, are we dealing with another one of Caldwell/Reed/Austin/Tybalt's many aliases? If so, time to close up shop on this thread and ignore the sound of the broken record.
Yes, so it appears we are.
The Preamble to the Constitution states "in order to form a more perfect union" which means improvement of the existing union, the Articles, which as you state mentions perpetuity. The reason the Constitution doesn't mention secession is because it didn't have to, as it was understood what union meant.
Secondly, the passage of the 13th, 14th and 15th amendments. These amendments were passed in order to rectify the flaws in the Constitution which caused the Civil War, nowhere in these amendments is secession mentioned, therefore it was not necessary to declare secession illegal because once again it was understood that it already was.
Alas that blog is unreadable due to white type on a very-light-to-white background.
Perhaps off-topic buthere is Cruz's comment on Trump's view of the removal of the Confederate flag in Columbia.
Looks like the War Bureau blog could be good. However, with my old eyes, I need black on white. The picture backgrounds, especially "white," make the white words disappear. Too bad.
We need a new state flag every Mississippian can look at and be proud of. We don't need one that is clearly divisive, not to mention offensive to many.
That's fine. Let the voters decide. But if we get this kind of crap submitted as a contest entry, just think of the nastiness that will arise during a campaign to change the state flag.
Our lawmakers can stand up and do what is right — which is to unite the state under a banner that appeals to all Mississippians — or they can continue to allow our state to be divided by a symbol that has become synonymous with racism. The history of the symbol be damned; only a fool would say today that society does not associate the confederate symbol with the legacy of slavery and racial divisiveness.
And if you don't believe me, take a look at that photo above. Tell me that's not racist. Tell me that something as simple as a drawing contest should raise anyone to draw such an offensive image. Tell me that the defense of any symbol — in this case the confederate symbol — should stir such racist expressions.
Then tell me our current state flag has nothing to do with race.
The white print on the War Bureau is annoying, but if you simply highlight the text it is readable.
I struggled to read it too but I discovered that if you click on the title of the articles it takes you to a different page with black on white print.


Tupper Lake, N.Y. - Art enables us to experience nature - including the Adirondack Park - from a fresh perspective. Drawing and painting refines our observation skills and helps us notice new details like the purple-green scales on a fish or the unique way a flower unfurls its petals in the morning sunlight. Scientists and explorers have used art throughout the ages to open their eyes to the wonders of the natural world. Every Monday morning in July and August, The Wild Center will host a two-hour adult beginner art classes taught by Wild Center staff and local guest artists. Ages 15 and up are welcome for each class. Classes are from 9am until 11am.
Cost: $35 non-members/$30 members. Includes materials.
Using nature as our inspiration, this hands-on printmaking workshop will focus on generating a series of prints from nature. With basic printmaking techniques, participants will create unique monoprints on a printing plate and then run them through a small table press for a one of a kind work piece. We may work from a collection of natural objects such as flowers, leaves, and more to do direct printing from the natural objects. All inks are water-based and non-toxic. No prior printmaking experience is necessary.
Cost: $20 non-members/$15 members. Includes materials.
Have you ever experienced a spectacular mountaintop sunset but been unable to fully capture the moment with your camera? Try painting it instead! Watercolor is the perfect medium for depicting the smoothly-blended oranges and reds of the evening sky. In this hands-on workshop you will learn how create your own sunset silhouette masterpiece. Our naturalists will guide you through a step-by-step process and discuss techniques like washes, wet-on-wet color blending and silhouette painting. No prior watercolor experience is necessary.
Do you think watercolor painting is for the birds? Whether you consider yourself a novice or an advanced artist, join us for a beginner art course all about birds. We will discuss techniques for drawing and painting beaks, feathers, eyes, nests and more. Our naturalists will guide you through a step-by-step process and you will go home with an original painting of a native Adirondack bird. Come and let your creativity soar! No prior watercolor experience is necessary.
Join artist Sandy Hildreth for a hands-on workshop focused on composition. When learning to paint and draw from nature, it is important to choose subjects and compositions that are pleasing to look at, attract the viewers' attention, and are well balanced. These elements matter whether doing something up close like a wildflower or working on a large panoramic landscape. Participants will learn how to create good compositions and interesting arrangements of subject matter through instruction, demonstration, and practice drawing and painting from nature. This workshop will incorporate a variety of materials including pencils, oil pastels, markers, and watercolors and may venture outside, weather dependent.
Have you ever doodled a tree in the margin of your notebook or planner? This workshop will help you paint more realistic trees with textured bark, lush leaves and beautiful backgrounds. You will learn how to paint native Adirondack trees in all four seasons and will go home with a series of original tree paintings. All skill levels are encouraged to join us for this beginner art class. No prior watercolor experience is necessary.
In this hands-on art workshop you will learn how to paint monarchs step by step from caterpillar to chrysalis to butterfly. Learn to see the smallest details from the pattern on wings to the wispy seeds of milkweed plants that monarchs love to eat. Learn about their incredible migration journey and maybe even see a few live butterflies in the Wild Center gardens. You will go home with a series of original monarch-themed watercolor paintings. No prior art experience is necessary.
Cost: $35 non-member/$30 members. Includes materials.
Through demonstrations and talks, painting techniques such as washes, brush strokes, color and layer applications will be covered. We will also cover basics such as setting up your palette, brush and paper selection, and how to get started. Watercolor can be challenging so a major focus will be to instill confidence in the student by providing proven techniques that can "fix" most disappointments that emerge from the painting process. A relaxed and encouraging environment will be provided. In addition to bringing a notebook and any painting materials you may have, please include your sense of humor as the artist has a tendency to enjoy himself while teaching.
Artist Georgeanne Gaffney will lead you through the steps of painting a landscape using a unique style of layering acrylic paint on a canvas board. Working from photographs from the same location/landscape at different times, spring into summer, participants will layer each time period building toward a complete piece. Students will paint from a series of site-specific photographs that show the landscape through the seasons, creating a storied landscape.
The Wild Center is open daily from 10 a.m. until 6 p.m. between Memorial Day and Labor Day. For more information, visit www.wildcenter.org.


text:
Q: MS Project single resource assigned to multiple concurrent activities In Microsoft Project (MSP), is it possible to have two parallel/concurrent activities with the same resource assigned to both? For example:

The worker resource "matt" is assigned to both activities, hence the overallocation error showing in the info column (red human icon).
Why do I require such a structure you may ask? In reality, one task would continually be temporarily interrupted to do the other one, and vice versa. But in MSP, it would be counter-productive to do so. Hence, my simplified approach - parallel activities.
So how should I fix this issue?

*

*Ignore it?

*Allocate 50% of the resource to each (and fix up finish dates which are automatically extended by MSP?)

*Or is there a better solution?

A: if they indeed overlap then the best way to put this in your project is to allocate 50% on each task.  But why fix up finish date, the program will recalculate the new duration of the task based on the new work, while the allocation is lowered to 50% then the duration should double ... Or you can declare the task as duration driven if that is the case, for such tasks duration will stay as set though allocation is changed

A: I do not think there is a better solution. So solution number 2 that is adjusting assignment units is the best in your case.

redpajama_set_name: RedPajamaStackExchange


text:
Cool Global Biz
On global culture, spirituality, compassionate business. Founded by former USA Today reporter Edward Iwata.
Summer Festivals and One Japanese American Family's Tale
The Reader in the Coffee Shop -- And Why I Write for Her
Global Art Thriving in India, China, Other Fast-Growing Nations
Blake Shelton, Usher Duet on NBC's "Healing in the Heartland" for Oklahoma Hurricane
Opinion Piece in Seattle Times on Rise of Global Workplace Diversity and U.S. Competitiveness
CNN Honors Nepalese Activist Pushpa Basnet as "Hero of the Year"
Make a Joyful Noise with Psalms: Happy Thanksgiving to All, With Much Gratitude
President Obama & the Great American Cultural Mash-Up, Or Will the Republic Survive?
Here's a Real Split Ticket: Barack Romney and Mitt Obama. Get Out and Vote.
Golden Advice from Author Seth Godin: "Start Down the Wrong Path, Right Now"
Twitter @EdwardIwata
Cross-cultural business
Cross-cultural consumers
Film, music, art
Gays & lesbians
« New York Times' Kristof Poses Most Important Question: Can the Arab World Embrace Democracy? | Main | "You Say You Want a Revolution / Well, You Know / We All Want to Change the World . . . . " »
Paris Street Artist, Photographer JR Creates Global Public Art on Soulful, Human Scale
From "JR in LA" by Lord Jim (Stefan Kloo), under a Creative Commons license on flickr. Kloo is a German photographer in Los Angeles, California, U.S.A.
CoolGlobalBiz, March 2, 2011
UNLIKE ART HANGING in galleries, street art has the mojo to smash class boundaries and cultural biases. The eye-opening work of JR, the Paris-based photographer and artist, can be found in France's slums, Brazil's favelas and other impoverished areas. The pieces are large and looming, but still connect on a soulful, human scale. This is public art that people embrace -- not pretend to enjoy, to be polite. All are welcome, and they pass on the spirit. In his new film, Women Are Heroes (see below), a proud old matriach says: "I won't be here, but that doesn't matter. Others may benefit."
From JR's Web site : "JR owns the biggest art gallery in the world. He exhibits freely in the streets of the world, catching the attention of people who are not the museum visitors. His work mixes Art and Act, talks about commitment, freedom, identity and limit."
From the TED video (below), after the global think tank awarded JR $100,000 last year: "I'm not trying to change the world," he says. "But you know when I see a smile up there in the favelas, or down there in Cambodia, in a way I feel like I achieved my goal."
(Photo, above) "Freeze, You're Being Filmed" by Miguel 77, under a Creative Commons license on flickr. JR artwork at the Tate Modern national art museum in London, England.
I especially enjoy his ongoing project in Los Angeles, where his work can be seen on old buildings and walls, in many neighborhoods from my youth. My late grandparents ran a grocery store in "Little Tokyo" in downtown L.A., before big business took hold. Relatives lived in the Silver Lake barrio, long before gentrification. And I spent way too many summer days getting charbroiled by the sun at Venice, the funkiest beach town in Southern Cal. Powerful images by JR in L.A., the city of 10 million mulattoes. Migration is a state of mind, and the European artist gets it.
(Photo, above) From the "JR in LA" photo series by Lord Jim (Stefan Kloo), under a Creative Commons license on flickr.
LAWeekly blogs, "JR Throws 'Westside' Hand Sign on East Wall of Bristol Hotel for 'The Wrinkles of the City' " by Shelley Leopold.
New York Times Magazine, "Super Colossal Street Art" by Gaby Wood.
HuffingtonPost.com, "JR's Wholesome Illegalities" by Bill Lasarow.
ArtInfo.com, "Mysterious Globetrotting Street Artist JR Wins $100,000 TED Prize."
The Sunday Times, "JR: the Hippest Street Artist Since Banksy" by Ed Caesar.
BBC.co.uk, "Audio Slideshow: Faces of the Favelas" by Helen Clegg and Paul Kerley.
A look at JR. Video courtesy of the Ted Prize, via YouTube. Video credits: post-production company OTRA, art director Guillaume Cagniard, editor Hugo Caruana, post producer Cyril Bordesoulle, music by Massive Attack, sound mix by les Kouz.
"Wrinkles in City" project in Shanghai, China. Photo courtesy of JR and BasilicStudio // aKkY.
A favela in Rio de Janeiro, Brazil. Photo courtesy of JR and BasilicStudio // aKkY.
JR's "Face2Face" project on the Israel-Palestine barrier. Photo courtesy of JR and BasilicStudio // aKkY.
Posted on March 02, 2011 at 11:47 AM in Cultural identity, Diversity, Film, music, art, Media & entertainment | Permalink
Tags: artist, JR, Paris, photographer, public art, street artist, TED, Women are Heroes
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Payment is made through the secure bank server from our partner, Crédit Agricole. This implies that no banking information from you shall transit through the website Prieur Sports.
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After being unable to hike for almost 6 weeks since my last hike in August due to back and knee pain, I was finally able to get back to the mountains for some much needed therapy with Mother Nature. Ever since my first trip to the Big Lost Cove Cliffs with my friend Dave Aldridge, I had been wanting to go back as we did not get to spend enough time there on that trip due to a strong thunder and lightning storm that came up just as we got onto the lower part of the cliffs. I knew there was much more to explore and on this trip we would certainly make an all day expedition of doing just that. I would be accompanied by my fellow friends and mountaineers Tommy 'Bol'Dar' Warden, John Forbes, and Dan Till. It was a warm September day as we made our way up the first hill from the trail head.
Posted on 21 October '15 by admin, under RATtreks. 1 Comment.
On the first day of August I decided it would be nice to take a trip to Beauty Spot near the summit of Unaka Mountain to hopefully catch a nice sunset there before work. I stopped on the way to pick up some supper at the 'Hawg N Dog' in Erwin which turned out to be some smoked ribs, a hot dog, some bbq beans and some coleslaw. I planned to eat this on the mountain while I waited on the sun to set. As I made my way slowly up the rough gravel road I noticed a red truck behind me but, it was not until I parked and got out at the top that I recognized my good friend and fellow mountaineer Larry Jarrett. He was on his way back from Lower California Creek Falls where he had devised a makeshift 'Hillbilly Life Vest' flotation device in order to get across the Nolichucky River which is the shortest way to reach those falls. We had a nice visit there before he continued on his journey home and I towards the summit where I would pick a spot to eat and await the approaching sunset. There were several others already there with the same ideas in mind. I decided to go off the top a ways to get a view towards the South and find a place to myself where I set up my tripod and began to eat the awesome food I had brought along.
Posted on 14 October '15 by admin, under RATtreks. No Comments.


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In her spare time Stacy likes to spend time with family and friends! She rides quads, fishes, camps, plays basketball and volleyball, and enjoys watching movies!


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Rick Derringer - All American Boy
CD - Sold Out
2006 digitally remastered edition of the former Edgar Winter Group guitarist's solo debut album. Includes the Top 40 single and Rock 'n' Roll anthem "Rock 'n' Roll Hoochie Koo". Rick Derringer found fame as guitar player and singer with band the McCoy's in the 1960's and enjoyed a worldwide pop hit with "Hang on Sloopy". Derringer later worked with both Johnny and Edgar Winter and has also played on albums by Alice Cooper, Steely Dan and Todd Rundgren. Derringer made several solo albums starting with "All American Boy" in 1974. It's garish pin up style cover created a big impact and the music proved equally attractive. 12 tracks in all on the album, including the instrumentals "Joy Ride" and "Time Warp", both of which display all the different facets of Derringer's exuberant musical expertise.


The AVA library recently received a visit from Mrs Sandy Smith of the Aylesbury and District Soroptimist Club who kindly donated to us a copy of Aneeta Prem's book "But It's Not Fair". The club is the local branch of Soroptimist International – an organisation with more than 80,000 members spread across 127 countries which endeavours to inspire action and create opportunities to transform the lives of women worldwide.
The work of the Club is local, national and global and they apply the 3Es – Educate, Empower and Enable which includes fundraising and campaigning activities. The visit coincided with International Women's Day on 8th March. IWD is a day for encouraging effective action for advancing and recognising women. The book tells the story of two sisters, Sofia, 10 and Vinny, 15 – two typical teenagers living in the East End of London and what happens when their friend Abby goes on holiday abroad for a family wedding and never comes back. The book, aimed at Young Adult readers, asks what would you do in that situation – would you turn a blind eye or stand up and shout "But It's Not Fair".


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Current Issue / DU Alumni / People
Alumna Lucretia McClure is one of America's longest-practicing medical librarians
By Larry Getlen
Lucretia McClure flies from New York to Boston every week to work at the Countway Library of Medicine at Harvard Medical School. Photo: Rose Lincoln/Harvard University
"Medical students are very bright to get into medical school. But they're totally ignorant of medical literature."
This provocative statement comes from one who should know. Lucretia McClure (MA '64) learned her trade at the University of Denver's School of Librarianship (now the Library and Information Science Program) and is now one of the oldest practicing librarians in the Medical Library Association (MLA).
As a medical librarian, McClure is charged with knowing the full breadth of medical research materials old and new—from journals to textbooks to specific articles on any medical subject—thereby serving as an essential resource for a doctor in need of crucial information.
"I see medical students who have not been given the instruction in college they used to give," says McClure, who spent almost 30 years at the Edward G. Miner Library at the University of Rochester Medical Center and now works at the Countway Library of Medicine at Harvard Medical School, where she has been for nearly 15 years. Now 85, she takes the one-hour flight to campus from her home in Rochester, N.Y., every week and stays at her apartment in Boston.
"It's presumed that anybody in college is computer literate and doesn't need help," she says. "But they do, because there's so much wonderful old medical literature, and students who never look at it are missing what makes medicine so rich."
McClure grew up in Denver, attended the University of Missouri and moved to Rochester with her husband in 1951. As their two sons got older, McClure wanted a career. She enrolled at DU in part because she and the boys could stay with her mother while she attended school.
After college, McClure returned home to Rochester. In 1964 she got a job at the Miner Library, where she worked for almost three decades, eventually rising to the position of director. She became eminent in the field, serving as president of the Association of Academic Health Sciences Libraries and the MLA and sitting on the New York State Board of Regents Council on Libraries.
Along the way, she became a prominent advocate for her profession: fighting hard to secure funding, speaking at industry events and representing the MLA's position on various issues.
McClure's husband passed away in 1992 and she retired a year later, but when a friend at the Countway Library asked for her assistance on a project, she couldn't say no. She became a Countway employee shortly thereafter, and she has been there ever since.
"She's the quintessential librarian and a fountain of knowledge," says Judith Messerle, the former director of the Countway Library. "Lucretia understands the literature of medicine and the history of the field, so she can talk the same language as doctors and medical students. And because she knows the literature, she's an incredible sleuth. She can find the hardest answer."
McClure has thought about retiring again, but she understands from experience that an attempt at retirement could be just the next step on what has been a long, distinguished and rewarding career.
"As soon as I retired the first time, I got calls asking me to do things," she says. "I figure the same thing will happen again — something will come my way that I hadn't planned. So I figure that I'll find out when I retire what's out there."


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Q: Do C++ enums Start at 0? If I have an enum that does not assign numbers to the enumerations, will it's ordinal value be 0? For example:
enum enumeration { ZERO,
                   ONE,
                   TWO,
                   THREE,
                   FOUR,
                   FIVE,
                   SIX,
                   SEVEN,
                   EIGHT,
                   NINE };

I've been able to find a post citing that the C99 standard requires a 0 ordinal number. But I know C++ ignores several things in the C99 standard. And I've also been able to find a post witnessing the compiler using an ordinal value of 1, something I also seem recall seeing, though I can't say how long ago that was.
I would really like to see an answer that confirms this for C++, but I'd also like to know if an ordinal 0 holds even if I specify a value in the middle of an enum:
enum enumeration { ZERO,
                   ONE,
                   TWO,
                   THREE = 13,
                   FOUR,
                   FIVE,
                   SIX,
                   SEVEN,
                   EIGHT,
                   NINE };

A: from § 7.2, p 165

. If the first enumerator has no initializer, the value of the corresponding constant is zero

source: http://open-std.org/JTC1/SC22/WG21/docs/papers/2015/n4527.pdf

A: Per that standard [dcl.enum]

The enumeration type declared with an enum-key of only enum is an unscoped enumeration, and its enumerators are unscoped enumerators. The enum-keys enum class and enum struct are semantically equivalent; an enumeration type declared with one of these is a scoped enumeration, and its enumerators are scoped
enumerators. The optional identifier shall not be omitted in the declaration of a scoped enumeration. The type-specifier-seq of an enum-base shall name an integral type; any cv-qualification is ignored. An opaqueenum-declaration declaring an unscoped enumeration shall not omit the enum-base. The identifiers in an enumerator-list are declared as constants, and can appear wherever constants are required. An enumeratordefinition with = gives the associated enumerator the value indicated by the constant-expression. If the first
enumerator has no initializer, the value of the corresponding constant is zero. An enumerator-definition without an initializer gives the enumerator the value obtained by increasing the value of the previous enumerator by one.

Emphasis mine
So yes, if you do not specify a start value, it will default to 0.

I would really like to see an answer that confirms this for C++, but I'd also like to know if an ordinal 0 holds even if I specify a value in the middle of an enum:

This also works.  It will start at 0 and increment up along the way.  Then after the enum you assign the value to it will begin to increase by one from that value for subsequent enumerator.

A: From the C++11 specification (7.2/2):

If the first enumerator has no initializer, the value of the corresponding constant is zero. An enumerator-definition without an initializer gives the enumerator the value obtained by increasing the value of the previous enumerator by one.

So yes, the first identifier in the enumeration will have the value zero (if it's not explicitly initialized to another value), and each consecutive identifier will have the value of the previous plus one.


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Q: 'operator<' error while creating an std::pair I already have a workaround for this but would still like to understand the problem.
I have a Multimap
multimap<QPoint,Figure*> mymap;

QPoint is a class from Qt 5.4. Figure* is a pointer to a
class I have concocted myself.
Now I want to add elements to that map.
This sample works fine:
multimap<int,int> test;
test.insert(pair<int,int>(41,43));

As does this one (being said workaround)
std::pair<QPoint,Figure*> p;
p.first = pos;
p.second =  sub_fig;
mymap.insert(p);

However, the plain first reflex of
std::pair<QPoint,Figure*> p(pos, sub_fig);

has the compiler at that line state something like:
[..]
scanner.cpp:264:17:   required from here
/usr/include/c++/4.9/bits/stl_function.h:371:20: error: no match for
'operator<' (operand types are 'const QPoint' and 'const QPoint')
  { return __x < __y; }
[..]

followed by the usual five kilometers of stacked STL error messages.
First: The 'types' are not QPoint and QPoint. They are, as
stated above, QPoint and Figure*.
Anyone who can riddle this?
CORRECTION
My work-around does not work either after all. I had forgotten to
de-comment
    res.insert(p);
Here is the complete pertinent code:
multimap<QPoint,Figure*> res;
// ...
vector<Figure*> stack = figure->get_above_figure_stack();
  for (vector<Figure*>::const_iterator CI2=stack.begin();
    CI2!=stack.end();CI2++)
  {
    // ..
    Figure* sub_fig = *CI2;
    std::pair<QPoint,Figure*> p;
    p.first = pos;
    p.second =  sub_fig;
    res.insert(p); // <- The bad line.
  }

A: The keys in a multimap are ordered by default with std::less which invokes operator< on the key type.
Your key object (QPoint) has no operator< to do the comparison.
You will need to provide your own comparison function using the approprate multimap constructor.

A: multimap needs an ordering relation for the keys, and its default is to use < (in the guise of std::less).
Since QPoint doesn't have an overload of operator<, the compiler is complaining that it doesn't exist.
It's not difficult to provide one:
bool operator< (const QPoint& lhs, const QPoint& rhs)
{
    return lhs.x() < rhs.x() || (lhs.x() == rhs.x() && lhs.y() < rhs.y());
}

or
bool lessQPoints (const QPoint& lhs, const QPoint& rhs)
{
    return lhs.x() < rhs.x() || (lhs.x() == rhs.x() && lhs.y() < rhs.y());
}

multimap<QPoint, Figure*, lessQPoints> mymap;


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We work with some great organisations, large and small – in the UK and globally. Below is a list of some of the amazing clients we have had the pleasure of working with so far.
Due to the confidential nature of much of our work, we are unable to showcase any examples on our site, but do drop us a line if you would like to learn more about what we do.
© Gatehouse 2019 All rights reserved.


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text:
Cloud Crunch
By 2nd Watch
Today we dive into the second strategy you should consider using to maximize your cloud's value - accelerating application development with DevOps. Google Cloud DevOps expert and the Solution Manager Lead for App Modernization on GCP, Harish Jayakumar, joins 2nd Watch's own Joey Yore to talk about the power of brining applications to market faster and fully immersing your company in a DevOps transformation.
S2E11: 5 Strategies to Maximize Your Cloud's Value: Strategy 2 - Accelerating Application Development with DevOps
...involve Solve, evolve, welcome to cloudCrunch, the podcast for any large enterprise planning on moving to or isin the midst of moving to the cloud hosted by the cloud computing expertsfrom Second Watch, Ian will be chief architect Cloud Solutions and SkipBerry, executive director of Cloud Enablement. And now here are your hostsof Cloud Crunch. Welcome back to Cloud crunch. This weekwe have an internal special guest with me that I've had the opportunity towork with quite a bit. Joey, your second watch. He's a principal cloudconsultant here with our team and also have a very special guest today. Who'sa Google Cloud Dev Ops expert Parish Jayakumar The solution manager lead forAP modernization on Google Cloud So welcome to the show, everybody. Joey,good to see you and hear from you again and nourish. Thanks for joining us.Thank you for having me. Awesome. Very good. So now I just want to giveeverybody a little quick background on our special guest. Today, Harish leadsthe Global Application Modernization Solutions team for Google Cloud. Histeam helps customers with their application modernization journey bybuilding solutions around G C P products. Our rich comes having spentseveral milestone years with Docker, and we definitely want to drill intothat a little bit. Where his experience includes helping customers transformtheir businesses with their application modernization journey, as well asaccelerating growth at Docker as their worldwide VP of solutions engineering,he brings in more than two decades of expertise across solution, sales andproduct while working in several capacities at Microsoft, Dell and EMCsupporting their enterprise customers. We've been talking about strategies youcan use to increase the value of being in the cloud, and that is obviously are occurring theme of the show. Last week we examine how you can createcompetitive advantages with your cloud data now that you're an expert on thattopic, and I'm sure everybody is after a 30 minute podcast listening sessionwith us. Let's look at accelerating application development with Dev ops.If you move to the cloud to take advantage of the rapid deployment ofinfrastructure to support development, you understand the power of bringingapplications to market fast. All about driving that customer value quick. Nowit may be time to fully immerse your company into a Dev Ops transformation.All right, now on our end, I know Joey, Joey and I have done some great Dev opswork together when I say that I take credit for his work because he did allthe work. Uh, but, Joey, let's kick this off. I I know that you're anexpert in the field as well. I would love for you guys to start someconversation. Thanks again. And to get things started off, I kind of wanna goover a question that we get all the time. What is Dev ops mean? And whatdoes it mean to start a dev Ops transformation? Uh, how much time do wehave way? Uh, it's really interesting, right? And, you know, I've seen thisbeing in the space, as I wouldn't say as long as, uh, many people over here,I don't think there's any specific canonical definition itself. And Ithink that's by design that as a community, I think everyone you know,we're still learning how to get better at building and operating softwaresystems. That's why there's no, like one definite thing. But in my opinion,kind of finally boils it down to your software delivery velocity and thereliability around it right on. And if I was to, like, take that up, it'scompletely mostly a cultural in an organization moment, toe increase this.So if these two are not type that, then it's not, in my opinion, a very that'snot the definition of develop. So it's basically a cultural in an organizationmoment that is aiming to increase this software reliability and velocity.That's that's how I would kind of like put on what develops this. Yeah, I Icompletely agree. Any times I get into...
...a develops discussion, I always try tohammer the the Its's really a cultural shift. It's gotta be, Ah, full culturaltransformation first. So let's say company wants toe pursue Dev ops, right?How should we start looking at performing that transformation withthem? Yeah, So I mean, I don't think on your previous point their joy, right?So what? And if you break that next to the cultural level is what is the setoff practices, guidelines and culture that's designed to break down thesesilos? So So as an organization, I'm trying to answer your second questionwith Based of that is, that's where you stop right is. What do we need to breakdown the silos and designed to development? That's the first questionwe wanna be ableto think about it, right? Five key areas. And if you, ifyou see from our SRE implementation, develops the way. Google's book. If yousee that the five key areas to think about is reduced, these organizationalsilos, right, accept failure as normal, right? That's that's that's again, backto the cultural piece as well as from the methodology. How you want to thinkabout it on then Don't try to boil the ocean right its's. You've gottaimplement gradual changes every small step that you wanna be able to go takestep forward. You wanna be able to leverage tooling and automation that'sthat's super super important. In fact, the key part of this is being able toautomation. And then finally, you gotta be able to measure anything that Z Iwould say, even though I'm saying it the last, it's fundamentally importantbecause that just shows you how you're moving in those gradual changes. Oneafter the other. Yeah, absolutely. So when we go in and do Dev Ops work atsecond watch, we use a model called Calm. Are you familiar with that one?No. Okay, it's calm. It's an acronym. C a L m s on drily. It kind of highlightsthe same points that you mentioned. It stands for culture automation. Lean,Azzan lean. You know, manufacturing lean deployments, metrics and sharingis the last one. Eso when we do kind of maturity assessments, we like to usethat model to really dive down and see where an organization is. Gotcha. Soyeah. No, that kind of makes sense, actually. Right. And I don't know ifyou've heard about Google's methodology. I was gonna kind of jumping, but maybethis is a good point that she talked about it. Have you heard off, daughter?It was a company that Google acquired. Think it was back in 2018? If I'm not,if I'm not mistaken, Um, I've heard a little bit, but probably not enoughthio being expert on it. So please, here's some more. Yeah, jump in andtell us about it. Yeah. So the thing is that it's kind of like the defectstandard, even in the industry before even Google acquitted a big big fans ofthis and Google a quiet then. So basically daughter stands for developsresearch an assessment, right? And the idea behind this is the whole DorisResearch is what makes high performing teams functional in the develop space.That's that's where their entire studies about right. So every year, dayand I'm going to say now us have produced this develops research reporton it. Zero. Even when I talked to customers every time they bring upthose reports and it's fundamentally based on Doris leadership in thedeveloped space was it was a natural fit for Google Cloud when you know whenboth were looking to help improve both the developer and the operationsecosystem. But the idea behind Dora is it follows a very strong, data drivenapproach that helps teams leverage put automation, process, cultural changes,everything around it. Right? So that's that's the fundamental idea behind howdata works. So basically Doris research is based on four key metrics, rightdeployment frequency lead time for changes on which is basically from thetime you actually come into your code,...
...right and then change fail rate andthen finally, the time to restore the service. Now these four metrics can beapplied to any kind of software delivery, whether it's farm where ormobile or anything that you want to be able to go do so if you are able tomeasure that kind of a software delivery performance based off thisthis is a valid and reliable way to do this. And this is Dora's mantra acrossthese four metrics, right? And every research, every analysis is based onthese four things, right? Right? Yeah. So, uh, we dio use those for metrics aswell. And yeah, as far as measuring your your delivery and and kind of, I'dsay the end result of how well you're you're performing in terms of thatdelivery, those air Absolutely the four of the main points. I'd be looking intoa swell Yeah, And you know, the way it kind of works is that, you know, basedon these four metrics, then you can go and start evaluating theseorganizations, and you can see where they are, whether there are, you know,lower performer, medium high and elite performer based on these numbers, right?And then it's proven that elite performers in these four metrics are3.5 x times more likely to have stronger availability practice and Iwant to tie this to the business side of this is that you can make thatbusiness impact with this. There's a strong correlation between these eliteperformers and the business impact off the organization, which has this kindof elite performers in it. So which is why all these are tied together. Yeah,that's fascinating because, you know, kind of drilling into these things. Itsounds a lot like, you know, from the outside sometimes what gets measuredgets, you know, you know that whole business adage, but you've got tomeasure things in order. Thio manage it. And then secondly, you know some of thethings that you talked about some of these five principles really kind ofresonate for me or reducing those silos and creating that culture where failureis common. So and I want to get into this a little bit of get yourinterpretation of some of the challenges that you see out there. Buta lot of that the cornerstone to that, in my opinion, for an organization iscreating trust. So what other challenges do you see that are outthere in order to keep these transformations, Dev Ops particularlymoving forward. Yeah, that's a great question. So I think honestly, to me,I'm a big, big, firm believer off This is mostly the culture thing. You know,I think that's the first thing you need to be. Just be able to embrace that.You could be able to do these things right. The second thing challenge, likeI said, was, you know, just not able to be ableto measure these things right? Ithink that's the second problem that I've seen over here on. The third thingis that if you actually see, like, you know, the concept of this eliteperformers that I talked about, they don't see trade off. So sometimes theysay, like, Oh, you either do You can only do speed or you can only doeducate you Let me do this or you can't do this. You know, you could write on.That's the That's the big thing as well. If you see the the daughter talks thatthe founders have done is that high performers are not actually trading off.Any of the speed was the stability associate it so it comes down again andagain, having like a lean team and being able to quickly innovate andchange repeatedly outside of this. So you need to be asking these questions.How long is it taking for your organization to deploy that one line ofchange? How long is it taking you able to do this repeatedly? What? How longdoes it take? When you discover security volume between your stack? Howlong does it take for you to patch and deployed us? Great. Is it five days?Why is it five days? What can we do that? So those are the kind ofquestions that you need to keep repeatedly asking and being able to dothose things right? So and and things to enable it are the organization andstructural changes falling Just simple basic practices like C I C d. Itself.We could spend, like, you know, like to ours, talking about what's the rightway to do. See, I see what what's the you know, like, how do I measure C I Cd. On it and and some And some of these...
...things is where, like, you know, whenyou see challenges with customers is when you move to things like the clouda lot of these could get a little bit more easier because you have thingslike, you know, it makes itself service on demand. Self service. You know, allthose things kind of coming to get your elasticity. You get those things out ofthe walks. That makes it much, much more easier on this because, say,suppose you random built all this right now. Let's just take a step back andsay, I suppose you can buy the cloud and you can put the developers all thatstuff. But guess what? If you have to still step back and raise a ticket inservice now, in wait weeks for a test environment, well, it's not the cow,right? So it's like it's like biting the Tesla and still taking to the gasstation and saying Why I'm not able to fill this. I mean, well, threeecosystem, you gotta build it on it now. Absolutely. That's a very good point. Ithink also the both the models that you're all are saying are veryinteresting, particularly the measure, because I think a lot of people kind ofstagnate on that, but it sounds like you've got some good ideas in thesemodels. Particularly before that, you discussed to really kind of kick startthat. So going on, you know, you talked about how culture is so very important.Both of you have. What do you feel is also very, you know, what are some ofthe core requirements beyond kind of that cultural shift in order to besuccessful when you go to this type of transformation? Yeah. Yeah. Like toyour question about this, right? I mean, the fundamental idea, even in theculture piece that Dora, what it preaches is that, you know, teamsdeliver results, right? Not individuals. So how do we build these highperforming teams and enable them to deliver the speed and stability inthese Across these four metrics is what we're talking about. So after theculture pieces like, great next, let's talk about you know, what is your lienteam that you're gonna be following What is continuous delivery in your Inyour opinion, ever. You need to get these changes. Bug fixes quickly intoproduction, right? Those are things that I would say after the culturepieces like then start looking into forming that lane team getting intolike talking about your application, a lead times measuring them and startfixing each one of them in a specific way. Yeah, absolutely. And I know we'resaying, other than culture. But again, culture, it's It's so important here.So I do want to emphasize there's gotta be by in both top down from management,down to developers and also from developers up. If everyone's not on thesame page, it makes it very difficult to be successful also, you know, we'vetalked about measuring. I've seen many places where they'll measure, butthey're not actually doing thing with those measurements. You really need tomake sure that as you're measuring your continuously looking to improve onthose measurements, if you're at a month lead time for deployment, youknow, you probably want to get that a lot lower. So whatever barriers thereare in the way, you want to make sure that your really trying to knock thosedown another area. I think I'd like to point some attention to is around thesilos and having sort of those big silos teams of like the database team,the development team, the ops team, it really is kind of anti Dev ops and andreally, what we want to start doing is making cross functional teams to betteraid and knocking down those silos to better aid in improving thosedeployment metrics. And, uh, ultimately get us towards that successfultransformation where we're smooth running Dev ops organization Agree,Agree Plus 100 or 1000. How much we want to put to that to the point thatyou just made because that's that's one of that is the planning side that youhave these small batch sizes dedicated cross functional teams and goingthrough this continues planning. And then there is, you know, from theplanning phase. The next is the If it was to look in the development andtests right there looking at agile development, continuous integration,automation built into it. And then there's the release in the deploy side,which is Do I have standardized platform and processes? Is that anautomated environment provisioning...
...automated, you know, release and deployto change that they have, and then finally, again, back to the Can Imonitor it, optimize it, measure it, you know. So those four buckets arekind of like, you know, Kiki building blocks off the growing capabilities, soObviously, what we're trying to do with this, you know, is is really evangelize.Acceleration of application development, but not just the acceleration. It'salso the quality and those types of things as well. And then, of course,you know, just bringing teams together and get him to talk, right? Thecollaboration pieces is amazing. So how do you see this really affecting theorganization? As far as how much can this accelerate bringing to customervalue on really realizing that value? What? Have you seen some of the kind of,you know that use names or anything like that? But how does it accelerate?Sure. I mean, like, I could start first with, like, numbers. And then we cantalk about the methodology, as you said, right? I mean, we've actually this isagain from the studies that we've shown that you know what we call about Highperformers are more agile. We've seen 46 times more frequent deployments fromthem coming just from these high performance right, and it also morereliable. And they say you know, they're five x more likely to exceedany profitability market share on productivity goals on it, in my opinion,like you know when they say accelerate development, it's what you get out offsimply by moving to this model is the speed faster delivery of features. Icome up with an idea today three of us just sat down. Can I quickly spend thisup? Coming to my get, you know, just get this rolling. Can I do this ASAP?Like that's those things becomes super important, right? The second thing isalso the agility on it, right? I wanna be able to quickly. There's a new tech.I want to try it out. Can I quickly go start using those things? These are allthe things I think you will start seeing in terms often acceleratedapplication development right. And that automatically brings in tow, improvedquality of court as well. And also quick recovery. Because now you're ableto like with these automated things, you know immediately how quickly youcan find out that you're called bricks, so you can immediately come back, findout about it. But the Landes continues tests again and go back and patch itagain. So that improves the quality of the cold. Quick recovery makes it a bitmore efficient around it. right. So those are the kind of things that it'salmost like a It's like a circle that each of the student toe one another.Yeah, and just attack on there. The other thing you get. So in order to gofaster and be more agile and, you know, get this accelerated deployment, you'regonna naturally be working with smaller and smaller pieces with much mawrautomated testing. So whenever you're making smaller changes through thisprocess as well, you're actually gonna be lowering your risk of anyonedeployment, causing some sort of catastrophic failure. And again likelike you said, whenever there is a failure, it's easy toe is it recoverfrom? But I think the minimizing the risk per change is another reallyimportant thing about Dev ops andan. The other point I'd like toe bring upis also in your development phase, not just your deployment phase. Having agood dev ops culture. Really? Let's you experiment more so you can not belocked into a specific technology stack. You can discover new new technologiesto use new tools, new languages that may be better fit for a specific task,and being in that good Dev ops kind of momentum. You can really start to failfast or succeed fast, right? You can quickly figure out. Is this going towork? Is this not going to work? And you can make better informed decisionsand And that, I think, is a big part of the accelerated development cycle aswell. Yeah, in that failure part, I think is very key. What comes to mindthis week was I was watching a space six test. Where there, uh, testing someof the components toe get to Mars. And...
...they've been landing these boosters outon the drone ship quite frequently, but they were bringing down a new boosterrocket that they haven't done before. It blew up and everybody was like, Thisis awesome. We got all kinds of great data from it. And like that, to me, islike the epitome of celebrating failure. And yeah, that's a good thing. Thatthat that's what I'm saying. It was not that. It's It's It's awesome. Man. Withthat, Yeah. I mean, what did you learn from it? Right. And so I think, andwhat I keep hearing you I'll talk about, you know, is measuring and feeding itback in the system. It's really those feedback loops. And again, you know,that's part of Dev Ops. But it's really listening to that empathetically and,you know, from my business perspective and really incorporating the lessonslearned and doing it so rapidly, not waiting months to come back and look atit. And I think that is, uh, just such incredible power. And, you know, andwhat I also want to kind of implore people to is this methodology doesn'tIt's not just for software development, right? I mean, it could be for anythinginside your business to some degree. Absolutely. Yeah, And you mentionedfeedback loops. And ultimately, what we're trying to do with a lot of theDev ops methodology is we want to reduce the time it takes to getfeedback. We want fast feedback as quickly and as often as possible sothat we can constantly make those decisions. That's why we're breakingthings in the smaller pieces. That's why we're getting rid of silos,increasing collaboration with our and sharing throughout the organization.And ultimately, you know, that's why it becomes a cultural thing is because,yeah, we have to build the culture that could support those minimized feedbacktimes. Yeah, and that feedback to for you know, what you're all are saying,You know, put words in your mouth. It's not just from the data of the technicalaspects of it, but it's also incorporating that that data back fromcustomer experience, that the value that they're seeing And of course, thebusiness owners inside the organization as well. It could even be sales. Andthey're like, Yeah, this is great. We're getting great feedback from it,So Oh, yeah, 100%. I mean, it's it's feedback from tech feedback fromprocess and feedback from culture, right? I mean, these are the threefundamental pillars behind these transformations. And, like, I mean, Ihonestly I I am part of sales here, and through my entire career, I've been insales, and I always tell, you know, the people are higher and everything it islike you could spend six weeks sitting and reading as much as you can when youwant to ramp up. Or you could go attend three customer meetings and you willget so much more knowledge about anything that you want than any of thevideos are things that you're listening to. So yeah, that's great. Now I wantto kind of wrap it up for a question for both of you. And when you you'recoming into a new environment and somebody wants toe, you know, embracethis, let's say and obviously we talked about some analysis that may take placeat the beginning, and everybody's results may be different. But what isthe typical first step that you tell people they should probably take inorder to develop this culture developed a culture? Or how do you get startedimplementing Dev ops? So everything even develops, we say a small, small,small cycles that you want to be able to go do. I would use the same approachon how you want to get started. Ah, former small team, take a small projectand go experiment with that right? That's how I would start. I mean, Ibelieve you. If you really want to do that, I would say start with a doorassessment, which is what you know a lot of the customers were working withtoday. That's how we do that is like first understand your current state,right? Once you know where your current status, then it's easy for you to seewhere we wouldn't see easy to make the transformation. But we know where wewanna go. So if I was to force and say what to do, I would say Let's startwith an assessment of your current capabilities that you have because evenif you take that small team and you just cause they don't know what theboxes, what are they gonna do? Right?...
So transformation starts withunderstanding first where you are today. Step one, Step two. Let's take the dataand see. OK, this is where you stand. This is where you're missing. Maybe youdon't have the skills. You don't have the tools for automation. You don'thave the, you know, small set off things that we need to go build. Steptwo. Step three. Let's build those pieces. Where do we start for shrinkingthem? Maybe the first step is to form the steep Wait, Let's form the steep.Let's pick two metrics that are really one metric we wanna work on. Let's workon that one metric, and then everything else kind of falls into place. That'show I would go with the step by step approach on it. Yeah, I wish I coulddisagree or have a different line of thinking, but I I I pretty much woulddirectly agree there. Start off with the assessment. Understand where yourcompany is strong and where they're weak. Leverage where you're alreadystrong. Improve where it's weak. Using a pilot team, as you mentioned, is agreat way to start because you're minimizing risk to your organization asa whole. And you're gaining those learning experiences of what you'reprobably going to see as you open up the transformation. The rest oforganization, I think on top of that, I would add, though training inparticular if you're weaker and some of the automation and metrics types areas.I often seen customers that have largely neglected automated testing,and that's not something you can just add overnight or just say, Hey, we'regoing to start doing automated testing again. That's another thing thatrequires a lot of buying. Your automated testing has to be good tests.If they're bad tests, they're not really useful. And, you know,infrastructure is code. When we're talking about building cloud resourceis and everything as well, and I found you could go ahead and startintroducing portions of your organization to those topics. If that'san area you're not strong in, Um, if you are strong in those areas, then youknow, maybe it's some of the other culture deployment metrics or justgeneral sharing opportunities that you're lacking in. That's really thatassessment. Being honest eyes super important. Having the right people askquestions is a good idea because you know, people will answer differentlydepending on who they're talking. Thio whether you like to admit it or not,right, Right? Absolutely. Harry, one of the things that kind of stood out to meand your background I just gotta want to close out on this is that you camefrom a docker background, obviously, and you know, that's a very interestingtool in this whole ecosystem as well. We see it often, right, but we spentvery little time talking about too late, because I think, you know, put morewords in your mouth. And ultimately it seems like a two people challenge.Would you agree with that? I would 5000% agree Attack, you know, like it'sonly as good as the people who you could give it to right? I've spent somany times like just spend 100 meetings and at one time I still remember. Ijust I think I got up and told this. I don't know if it's a customer or likeanother, you know, made up or something. And at at some point, I'm like and I'vebeen talking to you for six months about this. We just have multiplemeetings I've taught you. And I've you've read every book about swimmingright now, just going to jump into the water. It sometimes it's that it's thisover analysis, paralysis on it and thats why this the mentality to likequickly just do something and see it and it's okay, you know you're gonnafail. And whereas I've seen some companies before that they've adoptedDoctor is very, very, very early stage, right, even though, like I mean, it wasnot even ready for running in production. But we were like, you knowwhat? They were ready to experiment with it. It was a hard journey, but wecame out really, really successful, and...
...at the end of it, they had the teamstrained. They had the people trained and they had things around it there wastrained well as well. So that's why for me, like, I can give you the mostshiniest object. But if you're gonna keep it inside your bedroom and not useit, it's useless. So that's great. Well, I want to thank both of you very muchfor joining me this week. Larry. Fantastic conversation, Joey. Hope tosee again after this pandemic as well. And, uh, yeah, thanks again, Greatconversation. And wow, it's always, you know, we talk about the evolves all thetime, but it's it's always good to get this perspective. I feel like this ispretty actionable stuff that you guys were ableto uncover for us. So thanksagain for that. Next week, we're gonna be looking at the third and the fourthstrategies. Do increasing your clouds value to that, go hand in hand,increasing the security of the cloud environment and ensuring compliance. Asalways, we welcome your feedback, please. Email is that cloud crunch atsecond watch dot com for your ideas, comments and suggestions. Thanks again.See you next week. You've been listening to Cloud Crunchwith Ian Willoughby and Skip Very. For more information, check out the blogged.Second watch dot com slash company slash vlog or reach out to second watchon Twitter.
S2E13: 5 Strategies to Maximize Your Cloud's Value: Strategy 5 - Reducing Cloud Spend While Accelerating Application Deployment
Covering the 5th and final strategy in our series on maximizing your cloud's value, cloud cost optimization expert, Jeff Collins, joins us today to examine our 7 Pillars of Cloud Cost Optimization. Find out how to apply these pillars to reduce your cloud spend without decreasing the benefits of your cloud environment.
S2E12: 5 Strategies to Maximize Your Cloud's Value: Strategies 3 & 4 - Increase Your Cloud's Security & Ensure Compliance
When thinking about ways to maximize the value of your cloud, two important factors to consider are security and compliance. These strategies go hand-in-hand but are vastly different. Security and compliance expert, Ken Weinreich, joins us today to discuss ways security and compliance can improve your cloud use.
S2E10: 5 Strategies to Maximize Your Cloud's Value: Strategy 1 - Create Competitive Advantage from your Data
AWS Data Expert, Saunak Chandra, joins today's episode to break down the first of five strategies used to maximize your cloud's value - creating competitive advantage from your data. We look at tactics including Amazon Redshift, RA3 node type, best practices for performance, data warehouses, and varying data structures.


LPG as a fuel for Very Large Gas Carrier (VLGC) – Approval in Principle granted.
Presentation of the AiP to Hyundai Heavy Industries (HHI) was made in a ceremony at the LR stand, C130, at Gastech 2018.
HHI has received an AiP today during a presentation at Gastech – the leading exhibition and conference for the global gas, LNG and energy industries held 17-20 September in Barcelona, Spain – from LR for a VLGC design capable of using LPG as fuel. This development was the result of collaboration between HHI, Hyundai Global Service (HGS) and LR.
It is the first time the shipyard has received an AiP for LPG as a fuel design, as per the new IGC code. This demonstrates HHI's firm commitment that it will play a progressive and active, leading role in environmental protection through technical innovation in the marine industry.
LPG has major advantages over MDO and HFO when a VLGC utilises the LPG cargo onboard as a fuel. However, safety issues need to be thoroughly examined particularly in relation to potential leaks of LPG in a confined space and the implications for ventilation. It is critical when considering the system design that, in the event of a leak from the fuel system any leaked LPG is prevented from collecting inside the vessel, especially the confined space within the engine room considering the 'heavier than air' property of LPG.
LR has facilitated a high-level hazard identification (HAZID) workshop for the LPG fuel supply system and associated ancillaries in accordance with LR's established ShipRight Procedure Risk Based Designs (RBD). The concept design has been examined in conjunction with the result of HAZID.
HGS was also involved in this joint development project, HGS is a subsidiary of the HHI group specialising in providing all round services in marine, offshore and the power generation segment. Recently, HGS has been working with major global shipping companies on the feasibility for conversion of LPGC vessels to LPG-fuelled propulsion systems in response to the upcoming environmental regulations. To pursue customer needs HGS has stepped up as a pioneer for eco-friendly retrofit solutions. As HHI and LR have now successfully completed the JDP, HGS is one step closer to providing safe and beneficial conversions for LPG players.
David Barrow, LR Commercial Director – Marine & Offshore presents the AiP to Kisun Chung, Deputy COO in Group Ship/Offshore Marketing of HHI and CEO in Hyundai Global Service at Gastech.


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Scottish football revamp: SPL must reject 10-team league, says Dundee United chairman Stephen Thompson
EXCLUSIVE: Dundee United chairman Stephen Thompson has urged football chiefs to save our game today.
Hugh Keevins
DUNDEE UNITED chairman Stephen Thompson has urged football chiefs to save our game today.
The top-flight decision makers will head to Hampden this morning to vote on a 10-team SPL the fans don't want.
Attendances are plummeting, standards are declining and supporters are looking for reconstruction to revolutionise our domestic game.
Thompson is desperate to see the idea of returning to a 10-team Premier League kicked into touch because he believes it carries too severe a financial penalty for the clubs lost to the SPL.
And he wants the summit conference to avoid a chaotic ending that takes an ailing game further into the mire.
The Tannadice chief said: "A stalemate would be bad for the brand that is the SPL.
"It will look bad if we're seen to be descending into chaos on the back of indecision.
"There can't be a vote that determines the size of the league but there can be a show of hands at Hampden that gives an indication of the preferred option.
"The only thing I know in advance is that it won't be the easiest of meetings.
"There are too many strongly-held points of view for that to be the case.
"I'm prepared to listen to what other people have to say and I want to be open minded.
"I have admitted I'm not for a top 10 but it's important to listen to what people have to say on other ideas."
Record Sport's campaign for a 14-team league has grown in strength.
However, one of the main backers, St Mirren chairman Stewart Gilmour, fears the SPL voting system could paralyse the game.
A 10-2 majority is necessary to make the league bigger or smaller.
Any change to the distribution of income in the SPL must go through on an 11-1 vote.
Gilmour said: "All the clubs agree a league of 12 is not working. But the problem is the 11-1 voting system.
"It stops any change and it's impossible to get any consensus on this basis."
St Mirren, Inverness Caley Thistle and Kilmarnock are definitely in favour of an expansion to a 14-team set-up.
Aberdeen and Hibs are thought to have rejected the idea because being out of the top half of the league would deny them high-profile matches against the Old Firm.
Motherwell have admitted they will go to the meeting in nobody's camp until they have listened to all points of view.
The Old Firm are also open to persuasion.
Meanwhile, the fans wait and hold their breath.
Neil LennonNeil Lennon reveals Ismaila Soro Celtic breakthrough as he lifts lid on club's meticulous transfer approachThe 21-year-old midfielder is on the verge of becoming the club's second summer signing.
IrvineIrvine woman swaps beach park sand dunes for Sahara charity trek in memory of late palHeather Kerr, 40, wants to raise £3000 after being inspired by her late friend who had been cared for by the hospice.
Scottish NewsDog Calendar
DisabilityPornhub sued by deaf man who 'can't follow storylines' without subtitlesYaroslav Suris has allegedly filed a lawsuit under the Americans with Disabilities Act as he can't understand the videos.
WindfarmWind turbines generate more cash when switched off and Scots customers shouldering £650m blameConstraint payments have been paid to energy firms in charge of wind farms, when demand for electricity falls or winds are too strong for turbines to operate.


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text:
Q: nothing is being update after the execution of cmd.ExecuteNonQuery() I am doing this check_Clicked procedure to update a ListView but the update doesn't seems to works after the exec of cmd.ExecuteNonQuery();    When I am debugging I can see the keyId value which is the proper Id in my table but for a unknow reason it didn't do the update.  Any hints why ?    Thanks
protected void Check_Clicked(Object sender, EventArgs e)
{
    int keyId = 0;

    foreach (ListViewDataItem item in ListView1.Items)
    {
       CheckBox MyCheckBox = (CheckBox)item.FindControl("MyCheckBox");
       if (MyCheckBox.Checked)
       {
          keyId = Convert.ToInt32(ListView1.DataKeys[item.DataItemIndex].Value);
       }
    }

    SqlConnection con = new SqlConnection(System.Configuration.ConfigurationManager.
       ConnectionStrings["ConnectionString"].ConnectionString);

    //======= Insert Query.
    string cmdText = "UPDATE Doctor SET doctorName=@doctorName,dateApt=@dateApt,
       hrApt=@hrApt,clientname=@clientName WHERE apointmentId=@apointementId";

    SqlCommand cmd = new SqlCommand(cmdText, con);

    cmd.Parameters.AddWithValue("@clientName", Convert.ToString(Session["nom"]));
    cmd.Parameters.AddWithValue("@isAvailable", "False");

    cmd.Parameters.AddWithValue("@apointementId", keyId);

    if (con.State == ConnectionState.Closed)
    {
        con.Open();
    }
    cmd.ExecuteNonQuery();
    con.Close();
    ListApointement();
}

private void ListApointement()
{
   using (ListApointementDataContext db = new ListApointementDataContext())
   {
      var aptItems = from ListApointement in db.ListApointement select ListApointement;
      ListView1.DataSourceID = null;
      ListView1.DataSource = aptItems;
      ListView1.DataBind();
   };
}

A: Your query, as it is now, looks like this:
string cmdText = "UPDATE Doctor SET doctorName=@doctorName,dateApt=@dateApt,
   hrApt=@hrApt,clientname=@clientName WHERE apointmentId=@apointementId";

It looks to me like you are including a parameter you aren't using in your query:
cmd.Parameters.AddWithValue("@isAvailable", "False");
// You aren't passing this in your query but have it listed as a parameter...

And have parameters referenced in your query that you aren't using:
cmd.Parameters.AddWithValue("@doctorName", // @doctorName type needs to go here);
cmd.Parameters.AddWithValue("@dateApt", // @dateApt type needs to go here);
cmd.Parameters.AddWithValue("@hrApt", // @hrApt type needs to go here);


Congrats to Gio Savarese for being named @TimbersFC manager. Portland will love his leadership, charisma and class.
A couple of things about Gio Savarese: He has earned this move to @TimbersFC , he's prepared, he's motivated, and above all he's a good man!!!....Vamos Venezuela! Vamos Vinotinto!


text:
Oppenweiler település Németországban, azon belül Baden-Württembergben.

Népesség
A település népessége az elmúlt években az alábbi módon változott:

Híres személyek

 Albert Niethammer (1833–1908) német papírgyáros és politikus
 Walter Bertsch (1900–1952) német politikus
 Wilfried Klenk (1959) német politikusPolitiker

Kapcsolódó szócikkek
 Baden-Württemberg települései

További információk

Források

Baden-Württemberg települései
Bottal létrehozott német település cikkek

redpajama_set_name: RedPajamaWikipedia


The VAT rules will probably change on Brexit and life will get complicated it you order and pay VAT and then again on import to the EU. We will block all EU orders so we can sort our systems out approx 1 week before.
York, Epsom, Derby, Expo EM, Railex Aylesbury, Doncaster G0G - See Exhibitions tab for full info.
Please note due to operational reasons form we will no longer accept payment by cheque. If cheques are received and we cannot easily contct the sender we will shred them unless SAE is provided.
Slaters Midland wagons SLT4026 (Coke), SLT4027 (5 Plank), SLT4029 (3 Plank), SLT4030 (MR 8T Van), SLT4031 (MR Large Cattle Wagon), SLT4032 (MR Brake), SLT4043 (NER Birdcage Brake) and SLT4042 (NER Hopper).
We have now in stock almost all 4mm HMRS Transfers and lots of the currently available 8000 series Minipack. We are adding more Modelmaster transfers from the 4000 series. We are adding a selection of Ratio N and 00 products, materials will be stocked during Spring 2019, most kits will be to order.
We are suppliers of a wide range of tools, equipment and materials needed by all model makers, whatever their level of experience or expertise. Many of these products are also useful for other activities including Antiques Restoration, Clock Making, Craft and Beading etc.
Eileen's Emporium have been in business for over 30 years. See "About Us" for historical details.