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  • Ubuntu 14.04 Nvidia Optimus Bumblebee error

    - by Cristian
    I know that in Ubuntu 14.04 there exists nvidia-prime for Nvidia Optimus, but I don't like it and neither am I able to get it work. After upgrading from Ubuntu 12.04 everything crashed, and I made a clean install of Ubuntu 14.04 and Bumblebee, but now I have new troubles. After running optirun glxgears I get the following error: **[ 4703.996785] [ERROR]Cannot access secondary GPU, secondary X is not active.** **[ 4703.996910] [ERROR]Aborting because fallback start is disabled.** Please help.

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  • Nvidia driver cannot be installed with jockey for old hardware

    - by Alen
    I have a GeForce FX/5-series card and I cannot install the driver using the Additional Drivers (jokey) tool. I just installed Ubuntu 12.04 and installed all nvidia drivers, but my drivers are not activated, when I open Nvidia settings manager I get the following message: You do not appear to be using the NVIDIA X driver. Please edit your X configuration file (just run nvidia-xconfig as root), and restart the X server. Can you help me with this?

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  • Resources for Learning CSS [closed]

    - by historicus
    I am a server-side programmer that is proficient in Java. I have fairly good knowledge of client-side scripting - primarily Javascript - but my ability in CSS is lacking. While I have the know-how to modify basic styles, I'd like to understand a bit more about CSS layouts and styling. Can anyone with expert knowledge of CSS provide a good source for diving into the topic? Also, are there any short, online courses that might help in gaining the information I seek?

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  • 12.04.1 desktop monitor "Out of Range"

    - by Zach
    I know this question has been asked many-a-times, but I cant seem to get a definite answer to it. I am running 12.04.1 on my HP Pavillion a6 109n PC. Processor is a AMD Athlon 64 x2 Dual core Processor. Every time I boot up my desktop, it runs BIOS, then it boots up Linux. After about 10 seconds, a little blue screen comes up saying: Out of Range: H. Frequency: 92.7KHz V. Frequency: 58.3Hz Can anyone help with this?

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  • What source code organization approach helps improve modularity and API/Implementation separation?

    - by Berin Loritsch
    Few languages are as restrictive as Java with file naming standards and project structure. In that language, the file name must match the public class declared in the file, and the file must live in a directory structure matching the class package. I have mixed feelings about that approach. While I never have to guess where a file lives, there's still a lot of empty directories and artificial constraints. There's several languages that define everything about a class in one file, at least by convention. C#, Python (I think), Ruby, Erlang, etc. The commonality in most these languages is that they are object oriented, although that statement can probably be rebuffed (there is one non-OO language in the list already). Finally, there's quite a few languages mostly in the C family that have a separate header and implementation file. For C I think this makes sense, because it is one of the few ways to separate the API interface from implementations. With C it seems that feature is used to promote modularity. Yet, with C++ the way header and implementation files are split seems rather forced. You don't get the same clean API separation that you do with C, and you are forced to include some private details in the header you would rather keep only in the implementation. There's quite a few languages that have a concept that overlaps with interfaces like Java, C#, Go, etc. Some languages use what feels like a hack to provide the same concept like C# using pure virtual abstract classes. Still others don't really have an interface concept and rely on "duck" typing--for example Ruby. Ruby has modules, but those are more along the lines of mixing in behaviors to a class than they are for defining how to interact with a class. In OO terms, interfaces are a powerful way to provide separation between an API client and an API implementation. So to hurry up and ask the question, from a personal experience point of view: Does separation of header and implementation help you write more modular code, or does it get in the way? (it helps to specify the language you are referring to) Does the strict file name to class name scheme of Java help maintainability, or is it unnecessary structure for structure's sake? What would you propose to promote good API/Implementation separation and project maintenance, how would you prefer to do it?

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  • Final Series Webcast: Exalogic Enables Super Fast Oracle Apps - Nov 29, 18:00 GMT

    - by swalker
    Invite customers to learn how Exalogic provides high-speed performance for Oracle JD Edwards, E-Business Suite, and PeopleSoft Enterprise applications. The third and final webcast in this series "Oracle Exalogic for Oracle PeopleSoft Applications," November 29, 2011 at 10AM PT, will show customers how Exalogic can simplify their PeopleSoft architecture and help them achieve new levels of performance, scalability, and reliability. Share this evite.

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  • Agile and different facet of software development

    - by arjun
    It is said that the Kanban methodology is suited for software maintenance and support areas, whereas Scrum is more suited for new product development. No process or methods are complete. Using the right one will help you succeed, but they will not guarantee success. Which agile approach is best suited for a project which is basically a re-platforming from one technology to another (say from Java to .NET).

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  • Ethernet connection for Internet

    - by user103173
    I have just installed the Ubuntu 11.10 and facing challenges connecting to Internet using Ethernet connection. Below is the configuration details: IP address: 172.19.40.16 Subnet mask: 255.255.255.0 Default gateway: 172.19.40.1 When I run the command ifconfig I don't find the IP address in inet addr: Even when I try to change the Network device to "Ethernet" in Network tools, the changes are not getting saved. Please help. Let me know if you want further information.

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  • Oiling the gears for the data dictionary

    Documenting the database is always a challenge, and there are many techniques you can use to help all the people on your team understand what all your tables are used for. David Poole brings us an easy way to implement a framework for documentation. The Future of SQL Server Monitoring "Being web-based, SQL Monitor 2.0 enables you to check on your servers from almost any location" Jonathan Allen.Try SQL Monitor now.

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  • How do you avoid being a "blowhard"?

    - by Conrad Frix
    When I'm passionate about something (particularly programming) I find it really easy come off like the guy Peter G. was talking about in Dealing with the “programming blowhard”. So what techniques do you use to 1) Identify when you are indeed a blowhard? 2) Communicate something "important" without seeming self important? Specific example help like When giving criticism ask "have you considered what happens when XXX changes" instead of "never take dependencies on implementation details" When giving advice "showing with code is better than talking" or use a reference.

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  • SBUG --> UK Connected Systems User Group

    - by Michael Stephenson
    Following a recent user group meeting we have decided that the UK SOA/BPM User Group will be renamed to the UK Connected Systems User Group.  The reasons for this are as follows: 1. Other user groups who cover the same topics as us are all called something similar 2. We feel the name change will help to increase user group membership The focus and topics of the user group will remain the same.

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  • Desktop Fun: Christmas 2012 Wallpaper Collection [Bonus Edition]

    - by Asian Angel
    Christmas will soon be here and we have just what you need to help make your desktop as beautiful and colorful as the holiday itself. Add the perfect touch of holiday charm to your desktop with our Christmas 2012 Wallpaper collection. Secure Yourself by Using Two-Step Verification on These 16 Web Services How to Fix a Stuck Pixel on an LCD Monitor How to Factory Reset Your Android Phone or Tablet When It Won’t Boot

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  • Thunderbird 16 and Lightning

    - by Kim
    I have just upgraded from Thunderbird 15 to 16 and then found that Lightning 1.7 is not compatible with Thunderbird 16, leaving me without a calendar. What are my options? Should I try and go back to Thunderbird 15 or is there someway of finding a version of Lightning that is compatible with Thunderbird 16? I need to have a working calender and have been happily using Lightning for many years. I am using Ubuntu 12.04 (precise) 32-bit if that is any help

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  • Xubuntu 14.04 resolution low

    - by user3203576
    I installed Xubuntu 14.04 amd64 on the computer at the computer repair shop where I work, but the screen resolution is way low, like 1024 x 768 (that wouldn't be low for a laptop or anything, but for a large desktop screen it is) I went to the display settings, but the resolution wouldn't go higher than that. When I installed Xubuntu 14.04 i386 at my computer at home, I didn't have any problems with the resolution. Any help? update: I ran lspci | grep VGA and got: 00:0d.0 VGA compatible controller: NVIDIA Corporation C61 [GeForce 6150SE nForce 430] (rev a2)

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  • Rights and use of developed software

    - by Nils Munch
    I have been working on a piece of software for a company, that they wish to resell. There was an mail-based agreement upon a flat hourly rate for my work, and eager me chose to accept a rather low fee. Due to the stress and tempo of the task, a direct contract was never formed or signed. The software was developed locally on my machine, and I was pretty much alone with it, except by excellent help from StackOverflow when I got stuck. Now, the software is nearing completion, I suddenly hear that they have hired a new developer to make the same piece of software as me, and that I was expected to resign within long. Confused I ask around, and realize that the CEO of the company had informed the rest of the company that I was terminally ill and had cancer, and was expected to leave the company soon. Since I'm perfectly healthy, this confused me even more, until I realized what was going on. When I confronted my boss with this, I was no longer seen as a member of the company, and I left the same day, never to return. Later, I raised the question about my missing pay, since I had been working for quite a bit, and not received any payment for my software. I saw that they had already sold a fair copy of my software, and since it's not exactly sold cheap, the company should have plenty of gold to pay me. The company refused, and said that they owned the software, and everything it contained. That was a lot of drama, but my question is this: Who has the rights to the software ? The source code had my personal watermarks and copyrights inprinted, but they have since simply deleted it. The company claim that they have all the rights, because they have a website made about the product, where they write that they have "All rights reserved" in the bottom. My instinct tells me that if a company buys a service like this, and then refuses to pay their developer, then they should not be allowed to keep, and much less resell the product. I have not signed any agreements about giving the company the use of this product, I have made it in my own time and without help from the rest of the company. This all takes place in Denmark, Europe, but I would guess that the rules about this is somewhat universal. Im not the strongest person to legal-talk, so I might be wrong.

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  • Does Your Customer Engagement Create an Ah Feeling?

    - by Richard Lefebvre
    An (Oracle CX Blog) article by Christina McKeon Companies that successfully engage customers all have one thing in common. They make it seem easy for the customer to get what they need. No one would argue that brands don’t want to leave customers with this “ah” feeling. Since 94% of customers who have a low-effort service experience will buy from that company again, it makes financial sense for brands.1 Some brands are thinking differently about how they engage their customers to create ah feelings. How do they do it? Toyota is a great example of using smart assistance technology to understand customer intent and answer questions before customers hit the submit button online. What is unique in this situation is that Toyota captures intent while customers are filling out email forms. Toyota analyzes the data in the form and suggests responses before the customer sends the email. The customer gets the right answer, and the email never makes it to your contact center — which makes you and the customer happy. Most brands are fully aware of chat as a service channel, but some brands take chat to a whole new level. Beauty.com, part of the drugstore.com and Walgreens family of brands, uses live chat to replicate the personal experience that one would find at high-end department store cosmetic counters. Trained beauty advisors, all with esthetician or beauty counter experience, engage in live chat sessions with online shoppers to share immediate advice on the best products for their personal needs. Agents can watch customer activity online and determine the right time to reach out and offer help, just as help would be offered in a brick-and-mortar store. And, agents can co-browse along with the customer helping customers with online check-out. These personal chat discussions also give Beauty.com the opportunity to present products, advertise promotions, and resolve customer issues when they arise. Beauty.com converts approximately 25% of chat sessions into product orders. Photobox, the European market leader in online photo services, wanted to deliver personal and responsive service to its 24 million members. It ensures customer inquiries on personalized photo products are routed based on agent knowledge so customers get what they need from the company experts. By using a queuing system to ensure that the agent with the most appropriate knowledge handles the query, agent productivity increased while response times to 1,500 customer queries per day decreased. A real-time dashboard prevents agents from being overloaded with queries. This approach has produced financial results with a 15% increase in sales to existing customers and a 45% increase in orders from newly referred customers.

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  • USB: Missing Operating System - MAC

    - by Viraj Rao
    Have installed Ubuntu 11.10 on USB using Live CD. Followed the steps as provided in below link https://help.ubuntu.com/community/MactelSupportTeam/AppleIntelInstallation After installation is complete in Refit menu, when i click on Linux icon I receive "Missing Operating System" message. I followed the steps provided in the below link from this forum, but am still receiving the same message. Unable to boot: Missing Operating system Any assistance is highly appreciated.

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  • Installing the Wacom Bamboo Pen & Touch

    - by federico
    I would like to use the Wacom Bamboo "Pen & Touch" with Ubuntu Maverick and I don't have any idea how to do this. In addition, when I see "change or add kernel" I become really scared. :-) I would really appreciate your help. Thanks in advance I saw answers for the Wacom Bamboo "pen" but I don't know if the installation instructions are the same or if some different additions need to be made to my system.

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  • Why We Should Learn to Stop Worrying and Love Millennials

    - by HCM-Oracle
    By Christine Mellon Much is said and written about the new generations of employees entering our workforce, as though they are a strange specimen, a mysterious life form to be “figured out,” accommodated and engaged – at a safe distance, of course.  At its worst, this talk takes a critical and disapproving tone, with baby boomer employees adamantly refusing to validate this new breed of worker, let alone determine how to help them succeed and achieve their potential.   The irony of our baby-boomer resentments and suspicions is that they belie the fact that we created the very vision that younger employees are striving to achieve.  From our frustrations with empty careers that did not fulfill us, from our opposition to “the man,” from our sharp memories of our parents’ toiling for 30 years just for the right to retire, from the simple desire not to live our lives in a state of invisibility, came the seeds of hope for something better. One characteristic of Millennial workers that grew from these seeds is the desire to experience as much as possible.  They are the “Experiential Employee”, with a passion for growing in diverse ways and expanding personal and professional horizons.  Rather than rooting themselves in a single company for a career, or even in a single career path, these employees are committed to building a broad portfolio of experiences and capabilities that will enable them to make a difference and to leave a mark of significance in the world.  How much richer is the organization that nurtures and leverages this inclination?  Our curmudgeonly ways must be surrendered and our focus redirected toward building the next generation of talent ecosystems, if we are to optimize what future generations have to offer.   Accelerating Professional Development In spite of our Boomer grumblings about Millennials’ “unrealistic” expectations, the truth is that we have a well-matched set of circumstances.  We have executives-in-waiting who want to learn quickly and a concurrent, urgent need to ramp up their development time, based on anticipated high levels of retirement in the next 10+ years.  Since we need to rapidly skill up these heirs to the corporate kingdom, isn’t it a fortunate coincidence that they are hungry to learn, develop and move fluidly throughout our organizations??  So our challenge now is to efficiently operationalize the wisdom we have acquired about effective learning and development.   We have already evolved from classroom-based models to diverse instructional methods.  The next step is to find the best approaches to help younger employees learn quickly and apply new learnings in an impactful way.   Creating temporary or even permanent functional partnerships among Millennial employees is one way to maximize outcomes.  This might take the form of 2 or more employees owning aspects of what once fell under a single role.  While one might argue this would mean duplication of resources, it could be a short term cost while employees come up to speed.  And the potential benefits would be numerous:  leveraging and validating the inherent sense of community of new generations, creating cross-functional skills with broad applicability, yielding additional perspectives and approaches to traditional work outcomes, and accelerating the performance curve for incumbents through Cooperative Learning (Johnson, D. and Johnson R., 1989, 1999).  This well-researched teaching strategy, where students support each other in the absorption and application of new information, has been shown to deliver faster, more efficient learning, and greater retention. Alternately, perhaps short term contracts with exiting retirees, or former retirees, to help facilitate the development of following generations may have merit.  Again, a short term cost, certainly.  However, the gains realized in shortening the learning curve, and strengthening engagement are substantial and lasting. Ultimately, there needs to be creative thinking applied for each organization on how to accelerate the capabilities of our future leaders in unique ways that mesh with current culture. The manner in which performance is evaluated must finally shift as well.  Employees will need to be assessed on how well they have developed key skills and capabilities vs. end-to-end mastery of functional positions they have no interest in keeping for an entire career. As we become more comfortable in placing greater and greater weight on competencies vs. tasks, we will realize increased organizational agility via this new generation of workers, which will be further enhanced by their natural flexibility and appetite for change. Revisiting Succession  For many years, organizations have failed to deliver desired succession planning outcomes.  According to CEB’s 2013 research, only 28% of current leaders were pre-identified in a succession plan. These disappointing results, along with the entrance of the experiential, Millennial employee into the workforce, may just provide the needed impetus for HR to reinvent succession processes.   We have recognized that the best professional development efforts are not always linear, and the time has come to fully adopt this philosophy in regard to succession as well.  Paths to specific organizational roles will not look the same for newer generations who seek out unique learning opportunities, without consideration of a singular career destination.  Rather than charting particular jobs as precursors for key positions, the experiences and skills behind what makes an incumbent successful must become essential in succession mapping.  And the multitude of ways in which those experiences and skills may be acquired must be factored into the process, along with the individual employee’s level of learning agility. While this may seem daunting, it is necessary and long overdue.  We have talked about the criticality of competency-based succession, however, we have not lived up to our own rhetoric.  Many Boomers have experienced the same frustration in our careers; knowing we are capable of shining in a particular role, but being denied the opportunity due to how our career history lined up, on paper, with documented job requirements.  These requirements usually emphasized past jobs/titles and specific tasks, versus capabilities, drive and willingness (let alone determination) to learn new things.  How satisfying would it be for us to leave a legacy where such narrow thinking no longer applies and potential is amplified? Realizing Diversity Another bloom from the seeds we Boomers have tried to plant over the past decades is a completely evolved view of diversity.  Millennial employees assume a diverse workforce, and are startled by anything less.  Their social tolerance, nurtured by wide and diverse networks, is unprecedented.  College graduates expect a similar landscape in the “real world” to what they experienced throughout their lives.  They appreciate and seek out divergent points of view and experiences without needing any persuasion.  The face of our U.S. workforce will likely see dramatic change as Millennials apply their fresh take on hiring and building strong teams, with an inherent sense of inclusion.  This wonderful aspect of the Millennial wave should be celebrated and strongly encouraged, as it is the fulfillment of our own aspirations. Future Perfect The Experiential Employee is operating more as a free agent than a long term player, and their commitment will essentially last as long as meaningful organizational culture and personal/professional opportunities keep their interest.  As Boomers, we have laid the foundation for this new, spirited employment attitude, and we should take pride in knowing that.  Generations to come will challenge organizations to excel in how they identify, manage and nurture talent. Let’s support and revel in the future that we’ve helped invent, rather than lament what we think has been lost.  After all, the future is always connected to the past.  And as so eloquently phrased by Antoine Lavoisier, French nobleman, chemist and politico:  “Nothing is Lost, Nothing is Created, and Everything is Transformed.” Christine has over 25 years of diverse HR experience.  She has held HR consulting and corporate roles, including CHRO positions for Echostar in Denver, a 6,000+ employee global engineering firm, and Aepona, a startup software firm, successfully acquired by Intel. Christine is a resource to Oracle clients, to assist in Human Capital Management strategy development and implementation, compensation practices, talent development initiatives, employee engagement, global HR management, and integrated HR systems and processes that support the full employee lifecycle. 

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  • Ideal programming language learning sequence?

    - by Gulshan
    What do you think? What is the ideal programming language learning sequence which will cover most of the heavily used languages and paradigms today as well as help to grasp common programming basics, ideas and practices? You can even suggest learning sequence for paradigms rather than languages. N.B. : This is port of the question I asked in stackoverflow and was closed for being subjective and argumentative.

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  • Ubuntu 12.04 won't load - hangs at Busybox v1.18.5 / initramfs

    - by Marty
    I want to start by saying that I am very new with Linux (about 1 month using it). I have had no problems up until now. I am running Ubuntu 12.04 from a Toshiba laptop with 250 GB hard drive and 3 GB of ram. Everything worked fine yesterday. The only changes I made was was that I downloaded Banshee to try as a replacement for Rhythmbox and did a few recommended updates. This morning I tried to boot and it took a long time and I finally got this error: mount: mounting /dev/disk/by-uuid/02bc41cc-1e21-4700-a179-be2805a658c4 on /root failed: Invalid argument mount: mounting /dev on /root/dev failed: No such file or directory mount: mounting /sys on /root/sys failed: No such file or directory mount: mounting /proc on /root/proc failed: No such file or directory Target filesystem doesn't have requested /sbin/init. No init found. Try passing init= bootarg. BusyBox v1.18. (Ubuntu 1:1.18.5-1ubuntu4) built-in shell (ash) Enter 'help' for a list of built-in commands (initramfs) I'm not sure what to do beyond this point. I have read around on here and haven't found the help I need. I did try to boot it from the Live CD. I can boot up to the Try Ubuntu/Install Ubuntu screen. When I go through the Try Ubuntu selection I can't access my hard disk. When I clicked on it I got this error: Unable to mount 247 GB Filesystem Error mounting: mount: wrong fs type, bad option, bad superblock on /dev/sda/1, missing codepage or helper program, or other error. In some cases useful info is found in syslog - try dmesg|tail or so. I tried dmesg|tail and saw a string of values but nothing that looked helpful. I have also tried to boot from the GRUB screen as recovery mode and previous Linux version but they didn't work either. I tried to load Windows Recovery Environment (loader) (on /dev/sdc3) and got this message: error: no such device: 268057B1805785E9 error: hd1 cannot get C/H/S values I had saw somewhere that I could fix this with the Live CD but my knowledge isn't good enough to try. I tried something with Gpart that I had read, but the system told me that I didn't have Gpart. Could someone please explain to me what I need to do and/or haven't tried yet. Thanks so much!

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  • openfeint or gamecenter?

    - by Gajet
    which one has more potential customers, easier API, and wider feature list? i'm going to develop implement one of those two for highscore recording in my game which ones gives more advantages? and by the way I might be going to port my game to android, so if you know any thing that can help me not to rewrite my code (for example a C++ wrapper for both of them) that would mean a greate plus for openfeint in my point of veiw.

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  • What's Old is New Again

    - by David Dorf
    Last night I told my son he could stream music to his tablet "from the cloud" (in this case, the Amazon Cloud).  He paused, then said, "what is the cloud?"  I replied, "a bunch of servers connected to the internet."  Apparently he had visions of something much more magnificent.  Another similar term is "big data."  These marketing terms help to quickly convey topics but are oversimplifications that are open to many interpretations.  At their core, those terms a shiny packages holding recycled ideas. I see many headlines declaring big data changes everything, but it doesn't.  Savvy retailers have been dealing with large volumes of data since the electronic cash register was invented.  But the there have a been a few changes to the landscape that make big data a topic of conversation: 1. Computing power has caught up to storage volumes. Its now possible to more thoroughly analyze the copious volumes of data retailers have been squirreling away.  CPUs are faster, sold state drives more plentiful, and new ways to store and search data are available.  My iPhone is more power than the computer used in the Apollo mission to the moon. 2. Unstructured data is everywhere.  The Web used to be where retailers published product information, but now users are generating the bulk of the content in the form of comments, videos, and "likes."  The variety of information available to retailers is huge, and it meaning difficult to discern. 3. Everything is connected.  Looking at a report from my router, there are no less than 20 active devices on my home network.  We can track the location of mobile phones, tag products with RFID, and set our thermostats (I love my Nest) from a thousand miles away.  Not only is there more data, but its arriving at higher velocity. Careful readers will note the three Vs that help define so-called big data: volume, variety, and velocity. We now have more volume, more variety, and more velocity and different technologies to deal with them.  But at the heart, the objectives are still the same: Informed decisions Accurate forecasts Improved optimizations So don't let the term "big data" throw you off the scent.  Retailers still need to execute on the basics.  But do take a fresh look at the data that's available and the new technologies to process it.  The landscape will continue to change and agile organizations will always be reevaluating their approaches.  You can just add some more weapons to the arsenal.

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  • Apple MBP 7,1 Color profile xcalib

    - by cloudlight
    I have installed Kubuntu 64bit on my MBP 7,1. After installation I was going through following documentation (screen) https://help.ubuntu.com/community/MacBookPro7-1/Maverick#Screen I am confused about line /usr/bin/xcalib "/etc/xcalib/<insert name of profile here>" which profile to put at that place? I am getting following output on command prompt bharat@bharat-MacBookPro:~$ ls /etc/xcalib Color LCD-00000610-0000-9CC5-0000-000004273140.icc EPSON PJ -00004CA3-0000-A600-0000-000028E98001.icc SyncMaster-00004C2D-0000-0117-4C45-31370B4074F5.icc

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