K. Scott Allen : Remote Desktop Hacks
K. Scott Allen : Remote Desktop Hacks: "re: Remote Desktop Hacks
If you download the server 2003 admin pack (free), you can create an MMC snapin for remote desktops. In a multi server environment it is invaluable. Basically looks like windows explorer, your list or remote desktops on the left, and you can just toggle between them.
Also it is configurable per connection whether you want to use a console connection or not.
http://www.microsoft.com/downloads/details.aspx?FamilyID=C16AE515-C8F4-47EF-A1E4-A8DCBACFF8E3&displaylang=en"
If you download the server 2003 admin pack (free), you can create an MMC snapin for remote desktops. In a multi server environment it is invaluable. Basically looks like windows explorer, your list or remote desktops on the left, and you can just toggle between them.
Also it is configurable per connection whether you want to use a console connection or not.
http://www.microsoft.com/downloads/details.aspx?FamilyID=C16AE515-C8F4-47EF-A1E4-A8DCBACFF8E3&displaylang=en"
TestNG - testing framework
TestNG is a testing framework inspired from JUnit and NUnit but introducing some new functionalities that make it more powerful and easier to use, such as:
* JDK 5 Annotations (JDK 1.4 is also supported with JavaDoc annotations).
* Flexible test configuration.
* Support for data-driven testing (with @DataProvider).
* Support for parameters.
* Allows distribution of tests on slave machines.
* Powerful execution model (no more TestSuite).
* Supported by a variety of tools and plug-ins (Eclipse, IDEA, Maven, etc...).
* Embeds BeanShell for further flexibility.
* Default JDK functions for runtime and logging (no dependencies).
* Dependent methods for application server testing.
* JDK 5 Annotations (JDK 1.4 is also supported with JavaDoc annotations).
* Flexible test configuration.
* Support for data-driven testing (with @DataProvider).
* Support for parameters.
* Allows distribution of tests on slave machines.
* Powerful execution model (no more TestSuite).
* Supported by a variety of tools and plug-ins (Eclipse, IDEA, Maven, etc...).
* Embeds BeanShell for further flexibility.
* Default JDK functions for runtime and logging (no dependencies).
* Dependent methods for application server testing.
How to save Google Video as AVI - EXTREME Overclocking Forums
How to save Google Video as AVI - EXTREME Overclocking Forums : "How to save Google Video as AVI
This article is the result of me being asked countless times how to change the .mp4 from http://video.google.com to .AVI, when you can simply download them as .AVI to begin with.
Step 1 Navigate to the Google Video that you want to download as if you were simply watching it normally.
Step 2 Click the Download button on the right side of the screen. It will ask if you want to download the Google Video Player. Click Cancel/No!.
Step 3 Click Manually download the video on the right side of the screen, under the Download button. Save this GVP file and open it with Notepad.
Step 4 If its not already on, turn on Word Wrap in Notepad by clicking the Format menu, then Word Wrap.
Step 5 In Notepad, select and copy all the text in between url: and docid:
Step 6 Paste this address into your internet browser or download manager, and let the download begin!
You can delete the GVP file you downloaded, its not needed any more.
That's all folks! AVI straight from Google Video.
Thanks to Fatsobob!
EDIT: Please remember, some (very rarely) Google videos are set to no download mode, which means there's no way to download them as far as I can tell. You can tell this type because it simply won't have a 'Download' button on the right. If you find a way to save them, let me know.
Attached Images
File Type: jpg step 1.JPG (139.2 KB, 38 views)
File Type: jpg step 2.JPG (137.4 KB, 37 views)
File Type: jpg step 3.JPG (141.2 KB, 36 views)
File Type: jpg step 4.JPG (146.4 KB, 42 views)
File Type: jpg step 5.JPG (145.0 KB, 39 views)
__________________
AMD 2400+ 35Watt IQYHA (2.42 GhZ (11 x 220@1.7v) 1x512 Patriot XBL PC3200 (2-3-3-6@1:1, 2.7v) Abit NF7-S 2.0 with
D23 3dFire BIOS (TYVM TicTac) 2MB Cirrus PCI Video Card (RIP 9800PRO) OCZ Powerstream 470
--Socket A Fanboy for life!!!--
1.2.3.4.5.6.7.8.9.10.
AS5 is 6-9 times more expe"
This article is the result of me being asked countless times how to change the .mp4 from http://video.google.com to .AVI, when you can simply download them as .AVI to begin with.
Step 1 Navigate to the Google Video that you want to download as if you were simply watching it normally.
Step 2 Click the Download button on the right side of the screen. It will ask if you want to download the Google Video Player. Click Cancel/No!.
Step 3 Click Manually download the video on the right side of the screen, under the Download button. Save this GVP file and open it with Notepad.
Step 4 If its not already on, turn on Word Wrap in Notepad by clicking the Format menu, then Word Wrap.
Step 5 In Notepad, select and copy all the text in between url: and docid:
Step 6 Paste this address into your internet browser or download manager, and let the download begin!
You can delete the GVP file you downloaded, its not needed any more.
That's all folks! AVI straight from Google Video.
Thanks to Fatsobob!
EDIT: Please remember, some (very rarely) Google videos are set to no download mode, which means there's no way to download them as far as I can tell. You can tell this type because it simply won't have a 'Download' button on the right. If you find a way to save them, let me know.
Attached Images
File Type: jpg step 1.JPG (139.2 KB, 38 views)
File Type: jpg step 2.JPG (137.4 KB, 37 views)
File Type: jpg step 3.JPG (141.2 KB, 36 views)
File Type: jpg step 4.JPG (146.4 KB, 42 views)
File Type: jpg step 5.JPG (145.0 KB, 39 views)
__________________
AMD 2400+ 35Watt IQYHA (2.42 GhZ (11 x 220@1.7v) 1x512 Patriot XBL PC3200 (2-3-3-6@1:1, 2.7v) Abit NF7-S 2.0 with
D23 3dFire BIOS (TYVM TicTac) 2MB Cirrus PCI Video Card (RIP 9800PRO) OCZ Powerstream 470
--Socket A Fanboy for life!!!--
1.2.3.4.5.6.7.8.9.10.
AS5 is 6-9 times more expe"
A 3-Step Success Strategy For Leading Change
A 3-Step Success Strategy For Leading Change
By Barbara Brown, PhD
As a leader, you know that change is an ongoing process, not a one-time event. The trick is to implement change in a way that does not destroy your organization, disrupt your service, and demoralize your staff. These three steps of the change process will help you do that.
Step 1: Analyze The Change
Before you begin any change process, think about what you want to continue doing, what you want to stop doing, and what you want to start doing. Consider the following strategies:
1. Givens: These are aspects of the change you cannot control. This change must happen, regardless of what you want, what you say, or what you do. You cannot control what will happen, when it will happen, how it will happen, where it will happen, or whom it will happen to.
2. Negotiables: These are aspects of the change you can influence. This change may or may not be necessary. It could be modified or adjusted in some way. You may be able to control what could happen, when it will happen, how it will happen, where it will happen, or whom it will happen to.
3. Controllables: These are aspects of the change you can fully control. You have complete power in this instance. You can control what will happen, when it will happen, where it will happen, or whom it will happen to.
Step 2: Prepare To Implement The Change
You increase commitment and minimize anger when you make your staff partners rather than bystanders in the change process. You also have to ponder the many “what if’s” of the change process. Use these strategies:
1. Notify your staff. Let everyone know ahead of time what will happen.
2. Involve your staff. Discuss the different aspects of the change. Ask for and use their suggestions.
3. Provide appropriate and timely training. Find out what your staff needs to know “before” the change occurs. Make sure they know what they need to know.
4. Make contingency plans. Consider what might go wrong with staff performance or other critical issues. Think about the ripple effects for each possibility. Then identify ways to minimize the negative impact of those occurrences. Also consider what might go better than expected. If something happens ahead of schedule, how might that impact everything else you are trying to do?
Step 3: implement The Change
If you want a smooth transition, you have to create an environment where your staff will see the change for its positives rather than for its negatives. Prepare to help them transition through the following phases: denial, resistance, and commitment. Of course, the goal is commitment. Use these strategies to reach that goal:
1. Give your staff more feedback than usual during the change process.
2. Allow for resistance. Help your staff let go of the “old way of doing things.”
3. Talk with your staff regularly to monitor the change process.
4. Create new and different communication channels so your staff can give you feedback about the change.
5. Reward and acknowledge the staff members who work hard to make the change work.
6. Establish symbols of the change such as new headings on newsletters, new logos, special slogans, or recognition events.
By Barbara Brown, PhD
As a leader, you know that change is an ongoing process, not a one-time event. The trick is to implement change in a way that does not destroy your organization, disrupt your service, and demoralize your staff. These three steps of the change process will help you do that.
Step 1: Analyze The Change
Before you begin any change process, think about what you want to continue doing, what you want to stop doing, and what you want to start doing. Consider the following strategies:
1. Givens: These are aspects of the change you cannot control. This change must happen, regardless of what you want, what you say, or what you do. You cannot control what will happen, when it will happen, how it will happen, where it will happen, or whom it will happen to.
2. Negotiables: These are aspects of the change you can influence. This change may or may not be necessary. It could be modified or adjusted in some way. You may be able to control what could happen, when it will happen, how it will happen, where it will happen, or whom it will happen to.
3. Controllables: These are aspects of the change you can fully control. You have complete power in this instance. You can control what will happen, when it will happen, where it will happen, or whom it will happen to.
Step 2: Prepare To Implement The Change
You increase commitment and minimize anger when you make your staff partners rather than bystanders in the change process. You also have to ponder the many “what if’s” of the change process. Use these strategies:
1. Notify your staff. Let everyone know ahead of time what will happen.
2. Involve your staff. Discuss the different aspects of the change. Ask for and use their suggestions.
3. Provide appropriate and timely training. Find out what your staff needs to know “before” the change occurs. Make sure they know what they need to know.
4. Make contingency plans. Consider what might go wrong with staff performance or other critical issues. Think about the ripple effects for each possibility. Then identify ways to minimize the negative impact of those occurrences. Also consider what might go better than expected. If something happens ahead of schedule, how might that impact everything else you are trying to do?
Step 3: implement The Change
If you want a smooth transition, you have to create an environment where your staff will see the change for its positives rather than for its negatives. Prepare to help them transition through the following phases: denial, resistance, and commitment. Of course, the goal is commitment. Use these strategies to reach that goal:
1. Give your staff more feedback than usual during the change process.
2. Allow for resistance. Help your staff let go of the “old way of doing things.”
3. Talk with your staff regularly to monitor the change process.
4. Create new and different communication channels so your staff can give you feedback about the change.
5. Reward and acknowledge the staff members who work hard to make the change work.
6. Establish symbols of the change such as new headings on newsletters, new logos, special slogans, or recognition events.
9 Smart Things Leaders Do To Keep A “Priority” Focus
9 Smart Things Leaders Do To Keep A “Priority” Focus: "Phoenix Checklist Questions-The Problem
1. Why is it necessary to solve the problem?
2. What benefits will you receive by solving the problem?
3. What is the unknown?
4. What is it you don’t yet understand?
5. What is the information you have?
6. What isn’t the problem?
7. Is the information sufficient? Or is it insufficient? Or redundant? Or contradictory?
8. Should you draw a diagram of the problem? A figure?
9. Where are the boundaries of the problem?
10. Can you separate the various parts of the problem? Can you write them down? What are the relationships of the parts of the problem?
11. What are the constants (things that can’t be changed) of the problem?
12. Have you seen the problem before?
13. Have you seen this problem in a slightly different form?
14. Do you know a related problem?
15. Can you think of a familiar problem having the same or a similar unknown?
16. Suppose you find a problem related to yours that has already been solved. Can you use it? Can you use its method?
Phoenix Checklist Questions-The Plan
1. Can you solve the whole problem? Part of the problem?
2. What would you like the resolution to be? Can you picture it?
3. How much of the unknown can you determine?
4. Can you derive something useful from the information you have?
5. Have you used all the information?
6. Have you taken into account all essential notions in the problem?
7. Can you separate the steps in the problem-solving process? Can you determine the correctness of each step?
8. What creative thinking techniques can you use to generate ideas? How many different techniques?
9. Can you see the result? How many different kinds of results can you see?
10. How many different ways have you tried to solve the problem?
11. What have others done?
12. Can you intuitively create a solution? Can you check the results?
13. What should be done? How should it be done?
14. Where should it be done?
"
1. Why is it necessary to solve the problem?
2. What benefits will you receive by solving the problem?
3. What is the unknown?
4. What is it you don’t yet understand?
5. What is the information you have?
6. What isn’t the problem?
7. Is the information sufficient? Or is it insufficient? Or redundant? Or contradictory?
8. Should you draw a diagram of the problem? A figure?
9. Where are the boundaries of the problem?
10. Can you separate the various parts of the problem? Can you write them down? What are the relationships of the parts of the problem?
11. What are the constants (things that can’t be changed) of the problem?
12. Have you seen the problem before?
13. Have you seen this problem in a slightly different form?
14. Do you know a related problem?
15. Can you think of a familiar problem having the same or a similar unknown?
16. Suppose you find a problem related to yours that has already been solved. Can you use it? Can you use its method?
Phoenix Checklist Questions-The Plan
1. Can you solve the whole problem? Part of the problem?
2. What would you like the resolution to be? Can you picture it?
3. How much of the unknown can you determine?
4. Can you derive something useful from the information you have?
5. Have you used all the information?
6. Have you taken into account all essential notions in the problem?
7. Can you separate the steps in the problem-solving process? Can you determine the correctness of each step?
8. What creative thinking techniques can you use to generate ideas? How many different techniques?
9. Can you see the result? How many different kinds of results can you see?
10. How many different ways have you tried to solve the problem?
11. What have others done?
12. Can you intuitively create a solution? Can you check the results?
13. What should be done? How should it be done?
14. Where should it be done?
"
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