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APEX 5 - Opening and Closing Modal Window
Automatically Add License Protection and Obfuscation to PL/SQL
Yesterday we released the new version 2.0 of our product PFCLObfuscate . This is a tool that allows you to automatically protect the intellectual property in your PL/SQL code (your design secrets) using obfuscation and now in version 2.0 we....[Read More]
Posted by Pete On 17/04/14 At 03:56 PM
PQ Index anomaly
Here's an oddity prompted by a question that appeared on Oracle-L last night. The question was basically – "Why can't I build an index in parallel when it's single column with most of the rows set to null and only a couple of values for the non-null entries".
That's an interesting question, since the description of the index shouldn't produce any reason for anything to go wrong, so I spent a few minutes on trying to emulate the problem. I created a table with 10M rows and a column that was 3% 'Y' and 0.1% 'N', then created and dropped an index in parallel in parallel a few times. The report I used to prove that the index build had run parallel build showed an interesting waste of resources. Here's the code to build the table and index:
create table t1 nologging as with generator as ( select --+ materialize rownum id from dual connect by level <= 1e4 ) select case when mod(rownum,100) < 3 then 'Y' when mod(rownum,1000) = 7 then 'N' end flag, rownum id, rpad('x',30) padding from generator v1, generator v2 where rownum <= 1e7 ; -- gather stats here explain plan for create index t1_i1 on t1(flag) parallel 4 nologging ; select * from table(dbms_xplan.display); create index t1_i1 on t1(flag) parallel 4 nologging; select index_name, degree, leaf_blocks, num_rows from user_indexes; alter index t1_i1 noparallel;
As you can see, I've used explain plan to get Oracle's prediction of the cost and size, then I've created the index, then checked its size (and set it back to serial from its parallel setting). Here are the results of the various queries (from 126.96.36.199) – it's interesting to note that Oracle thinks there will be 10M index entries when we know that "completely null entries don't go into the index":
------------------------------------------------------------------------------------------------------------------ | Id | Operation | Name | Rows | Bytes | Cost (%CPU)| Time | TQ |IN-OUT| PQ Distrib | ------------------------------------------------------------------------------------------------------------------ | 0 | CREATE INDEX STATEMENT | | 10M| 19M| 3073 (3)| 00:00:16 | | | | | 1 | PX COORDINATOR | | | | | | | | | | 2 | PX SEND QC (ORDER) | :TQ10001 | 10M| 19M| | | Q1,01 | P->S | QC (ORDER) | | 3 | INDEX BUILD NON UNIQUE| T1_I1 | | | | | Q1,01 | PCWP | | | 4 | SORT CREATE INDEX | | 10M| 19M| | | Q1,01 | PCWP | | | 5 | PX RECEIVE | | 10M| 19M| 2158 (4)| 00:00:11 | Q1,01 | PCWP | | | 6 | PX SEND RANGE | :TQ10000 | 10M| 19M| 2158 (4)| 00:00:11 | Q1,00 | P->P | RANGE | | 7 | PX BLOCK ITERATOR | | 10M| 19M| 2158 (4)| 00:00:11 | Q1,00 | PCWC | | | 8 | TABLE ACCESS FULL| T1 | 10M| 19M| 2158 (4)| 00:00:11 | Q1,00 | PCWP | | ------------------------------------------------------------------------------------------------------------------ Note ----- - estimated index size: 243M bytes INDEX_NAME DEGREE LEAF_BLOCKS NUM_ROWS -------------------- ---------------------------------------- ----------- ---------- T1_I1 4 562 310000
Although the plan says it's going to run parallel, and even though the index says it's a parallel index, we don't have to believe that the creation ran as a parallel task – so let's check v$pq_tqstat, the "parallel query table queue" statistics – and this is the result I got:
DFO_NUMBER TQ_ID SERVER_TYPE INSTANCE PROCESS NUM_ROWS BYTES WAITS TIMEOUTS AVG_LATENCY ---------- ---------- --------------- -------- --------------- ---------- ---------- ---------- ---------- ----------- 1 0 Ranger 1 QC 12 528 4 0 0 Producer 1 P004 2786931 39161903 9 1 0 1 P005 2422798 34045157 11 1 0 1 P006 2359251 33152158 12 1 0 1 P007 2431032 34160854 14 2 0 Consumer 1 P000 3153167 44520722 3 0 0 1 P001 1364146 19126604 4 1 0 1 P002 2000281 28045742 3 0 0 1 P003 3482406 48826476 3 0 0 1 Producer 1 P000 1 298 0 0 0 1 P001 1 298 0 0 0 1 P002 1 298 0 0 0 1 P003 1 48 0 0 0 Consumer 1 QC 4 1192 2 0 0
Check the num_rows column – the first set of slaves distributed 10M rows and roughly 140MB of data to the second set of slaves – and we know that most of those rows will hold (null, rowid) which are not going to go into the index. 97% of the data that went through the message queues would have been thrown away by the second set of slaves, and "should" have been discarded by the first set of slaves.
As for the original question about the index not being built in parallel – maybe it was, but not very parallel. You'll notice that the parallel distribution at operation 6 in the plan is "RANGE". If 97% of your data is null and only 3% of your data is going to end up in the index then you'd need to run at higher than parallel 33 to see any long lasting executions – because at parallel 33 just one slave in the second set will get all the real data and do all the work of sorting and building the index while the other slaves will (or ought to) be just throwing their data away as it arrives. When you've got 500M rows with only 17M non-null entries (as the OP had) to deal with, maybe the only thing happening by the time you get to look might be the one slave that's building a 17M row index.
Of course, one of the reasons I wanted to look at the row distribution in v$pq_tqstat was that I wanted to check whether I was going to see all the data going to one slave, or a spread across 2 slaves (Noes to the left, Ayes to the right – as they used to say in the UK House of Commons), or whether Oracle had been very clever and decided to distribute the rows by key value combined with rowid to get a nearly even spread. I'll have to set up a different test case to check whether that last option is possible.Footnote
There was another little oddity that might be a simpler explanation of why the OP's index creation might actually have run serially. I dropped and recreated the index in my test case several times and at one point I noticed (from view v$pq_slave) that I had 16 slave processes live (though, at that point, IDLE). Since I was the only user of the instance my session should probably have been re-using the same set of slaves each time I ran the test; instead, at some point, one of my test runs had started up a new set of slaves. Possibly something similar had happened to the OP, and over the course of building several indexes one after the other his session had reached the stage where it tried to start "yet another" set of slaves, failed, and decided to run serially rather than reuse any of the slaves that were nominally available and IDLE.Update
It gets worse. I decided to query v$px_sesstat (joined to v$statname) while the query was running, and caught some statistics just before the build completed. Here are a few critical numbers taken from the 4 sessions that received the 10M rows and built the final index:
Coord Grp Deg Set Sno SID 264/1 1 4/4 1 1 265 --------------------------------- physical writes direct 558 sorts (memory) 1 sorts (rows) 2,541,146 264/1 1 4/4 1 2 30 --------------------------------- sorts (memory) 1 sorts (rows) 2,218,809 264/1 1 4/4 1 3 35 --------------------------------- physical writes direct 7,110 physical writes direct temporary tablespace 7,110 sorts (disk) 1 sorts (rows) 2,886,184 264/1 1 4/4 1 4 270 --------------------------------- sorts (memory) 1 sorts (rows) 2,353,861
Not only did Oracle pass 10M rows from one slave set to the other, the receiving slave set sorted those rows before discarding them. One of the slaves even ran short of memory and spilled its sort to disc to do the sort. And we can see (physical writes direct = 558) that one slave set was responsible for handling all the "real" data for that index.
Update 2
A couple of follow-ups on the thread have introduced some other material that's worth reading. An item from Mohamed Houri about what happens when a parallel slave is still assigned to an executing statement but isn't given any work to do for a long time; and an item from Stefan Koehler about _px_trace and tracking down why the degree of parallelism of a statement was downgraded.
Security patches released for OBIEE 184.108.40.206/220.127.116.11, and ODI DQ 188.8.131.52
Oracle issued their quarterly Critical Patch Update yesterday, and with it notice of several security issues of note:
- The most serious for OBIEE (CVE-2013-2186) rates 7.5 (out of 10) on the CVSS scale, affecting the OBIEE Security Platform on both 126.96.36.199 and 184.108.40.206. The access vector is by the network, there's no authentication required, and it can partially affect confidentiality, integrity, and availability.
- The patch for users of OBIEE 22.214.171.124 is to install the latest patchset, 220.127.116.11.150714 (3GB, released – by no coincidence I'm sure – just yesterday too).
- For OBIEE 188.8.131.52 there is a small patch (64Kb), number 21235195.
- There's also an issue affecting BI Mobile on the iPad prior to 184.108.40.206, the impact being partial impact on integrity.
- For users of ODI DQ 188.8.131.52 there's a whole slew of issues, fixed in CPU patch 21418574.
- Exalytics users who are on ILOM versions earlier that 3.2.6 are also affected by two issues (one of which is 10/10 on the CVSS scale)
The CPU document also notes that it is the final patch date for 10.1.3.4.2. If you are still on 10g, now really is the time to upgrade!
Full details of the issues can be found in Critical Patch Update document, and information about patches on My Oracle Support, DocID 2005667.1.
Shift Command in Shell Script in AIX and Linux
'Shift n' command shifts the parameters passed to a shell script by 'n' numbers to the left.
For example:
if you have a shell script which takes 3 parameters like:
./mytest.sh arg1 arg2 arg3
and you use shift 2 in your shell script, then the values of arg1 and arg2 will be lost and the value of arg3 will get assigned to arg1.
For example:
if you have a shell script which takes 2 parameters like:
./mytest arg1 and arg2
and you use shift 2, then values of both arg1 and arg2 will be lost.
Following is a working example of shift command in AIX:
testsrv>touch shifttest.sh
testsrv>chmod a+x shifttest.sh
testsrv>vi shifttest.sh
testsrv>cat shifttest.sh
echo "Before Shift: $1 and $2 => SID=$SID and BACKUPTYPE=$BACKUP_TYPE"
shift 2
echo "After Shift: $1 and $2 => SID=$SID and BACKUPTYPE=$BACKUP_TYPE"
testsrv>./shifttest.sh orc daily
Before Shift: orc and daily => SID=orc and BACKUPTYPE=daily
After Shift: and => SID=orc and BACKUPTYPE=daily
Note that the values of arguments passed has been shifted to left, but the values of variables has remained intact.
On Oracle Corporate Citizenship
Yesterday, our entire organization, Oracle Applications User Experience (@usableapps) got a treat. We learned about Oracle's corporate citizenship from Colleen Cassity, Executive Director of the Oracle Education Foundation (OEF).
I'm familiar with Oracle's philanthropic endeavors, but only vaguely so. I've used the corporate giving match, but beyond that, this was all new information.
During her presentation, we learned about several of Oracle's efforts, which I'm happy to share here, in video form.
First, there's the OEF Wearable Technology Workshop for Girls, which several of our team members supported.
Next Colleen talked about Oracle's efforts to support and promote the Raspberry Pi, which is near and dear to our hearts here. We've done a lot of Raspi projects here. Expect that to continue.
Next up was Wecyclers, an excellent program to promote recycling in Nigeria.
And finally, we learned about Oracle's 26-year-old, ongoing commitment to the Dian Fossey Gorilla Fund.
This was an eye-opening session for me. Other than the Wearable Technology Workshop for Girls, I hadn't heard about Oracle's involvement in these other charitable causes, and I'm honored that we were able to help with one.
I hope we'll be able to assist with similar, charitable events in the future.
Anyway, food for thought and possibly new information. Enjoy.Possibly Related Posts:
- Oracle OpenWorld and JavaOne 2014 Cometh
- The Nymi Nears Production
- Monday, More Links
- JavaOne Social Developer Program
- I Guess Wearables Are a Thing
This Is Not Glossy Marketing But You Still Won't Believe Your Eyes. EMC XtremIO 4.0 Snapshot Refresh For Agile Test / Dev Storage Provisioning in Oracle Database Environments.
This is just a quick blog post to direct readers to a YouTube video I recently created to help explain to someone how flexible EMC XtremIO Snapshots are. The power of this array capability is probably most appreciated in the realm of provisioning storage for Test and Development environments.
Although this is a silent motion picture I think it will speak volumes–or at least 1,000 words.
Please note: This is just a video demonstration to show the base mechanisms and how they relate to Oracle Database with Automatic Storage Management. This is not a scale demonstration. XtremIO snapshots are supported to in the thousands and extremely powerful "sibling trees" are fully supported.Not Your Father's Snapshot Technology
No storage array on the market is as flexible as XtremIO in the area of writable snapshots. This video demonstration shows how snapshots allow the administrator of a "DEV" host–using Oracle ASM–to quickly refresh to current or past versions of ASM disk group contents from the "PROD" environment.
The principles involved in this demonstration are:
- XtremIO snapshots are crash consistent.
- XtremIO snapshots are immediately created, writeable and space efficient. There is no fixed "donor" relationship. Snapshots can be created from other snapshots and refreshes can go in any direction.
- XtremIO snapshot refresh does not involve the host operating system. Snapshot and volume contents can be immediately "swapped" (refreshed) at the array level without any action on the host.
Regarding number 3 on that list, I'll point out that while the operating system does not play a role in the snapshot operations per se, applications will be sensitive to contents of storage immediately changing. It is only for this reason that there are any host actions at all.Are Host Operations Involved? Crash Consistent Does Not Mean Application-Coherent
The act of refreshing XtremIO snapshots does not change the SCSI WWN information so hosts do not have any way of knowing the contents of a LUN have changed. In the Oracle Database use case the following must be considered:
- With a file system based database one must unmount the file systems before refreshing a snapshot otherwise the file system will be corrupted. This should not alarm anyone. A snapshot refresh is an instantaneous content replacement at the array level. Operationally speaking, file system based databases only require database instance shutdown and the unmounting of the file system in preparation for application-coherent snapshot refresh.
- With an ASM based database one must dismount the ASM disk group in preparation for snapshot refresh. To that end, ASM database snapshot restore does not involve system administration in any way.
The video is 5 minutes long and it will show you the following happenings along a timeline:
- "PROD" and "DEV" database hosts (one physical and one virtual) each showing the same Oracle database (identical DBID) and database creation time as per dictionary views. This establishes the "donor"<->clone relationship. DEV is a snapshot of PROD. It is begat of a snapshot of a PROD consistency group
- A single-row token table called "test" in the PROD database has value "1." The DEV database does not even have the token table (DEV is independent of PROD…it's been changing..but its origins are rooted in PROD as per point #1)
- At approximately 41 seconds into the video I take a snapshot of the PROD consistency group with "value 1" in the token table. This step prepares for "time travel" later in the demonstration
- I then update the PROD token table to contain the value "42"
- At ~2:02 into the video I have already dismounted DEV ASM disk groups and started clobbering DEV with the current state of PROD via a snapshot refresh. This is "catching up to PROD"
- Please note: No action at all was needed on the PROD side. The refresh of DEV from PROD is a logical, crash-consistent point in time image
- At ~2:53 into the video you'll see that the DEV database instance has already been booted and that it has value "42" (step #4). This means DEV has "caught up to PROD"
- At ~3:32 you'll see that I use dd(1) to copy the redo LUN over the data LUN on the DEV host to introduce ASM-level corruption
- At 3:57 the DEV database is shown as corrupted. In actuality, the ASM disk group holding the DEV database is corrupted
- In order to demonstrate traveling back in time, and to recover from the dd(1) corrupting of the ASM disk group, you'll see at 4:31 I chose to refresh from the snapshot I took at step #3
- At 5:11 you'll see that DEV has healed from the dd(1) destruction of the ASM disk group, the database instance is booted, and the value in the token table is reverted to 1 (step #3) thus DEV has traveled back in time
Please note: In the YouTube box you can click to view full screen or on youtube.com if the video quality is a problem:More Information
For information on the fundamentals of EMC XtremIO snapshot technology please refer to the following EMC paper: The fundamentals of XtremIO snapshot technology
For independent validation of XtremIO snapshot technology in a highly-virtualized environment with Oracle Database 12c please click on the following link: Principled Technologies, Inc Whitepaper
For a proven solution whitepaper showing massive scale data sharing with XtremIO snapshots please click on the following link: EMC Whitepaper on massive scale database consolidation via XtremIO
Filed under: oracle
Unizin Offering "Associate" Membership For Annual $100k Fee
By Phil HillMore Posts (345)
Alert unnamed readers prompted me after the last post on the Unizin contract to pursue the rumored secondary method of joining for $100k. You know who you are – thanks.
While researching this question, I came across a presentation by the University of Florida provost to the State University System of Florida (SUSFL) seeking to get the system to join Unizin under these new terms. The meeting was March 19, 2015, and the video archive is here (first 15 minutes), and the slide deck is here. The key section (full transcript below):
Joe Glover: One of the things that Unizin has done – as I've said it consists of those 10 large research universities – is that the Unizin board decided that member institutions may nominate their system – in this case the state university system of Florida – for Associate Membership for an annual fee of $100,000 per system.
For $100,000 the entire state university system of Florida (SUSFL) could become an associate member of Unizin and enjoy all the benefits that Unizin brings forward, whether it's reduced pricing of products that it's licensing, or whether it products that Unizin actually produces. Associate Membership does not qualify for board representation, but as I mentioned you do enjoy the benefits of Unizin products and services.
This section reminded me of one item I should have highlighted in the contract. In appendix B:
The annual membership fees are waived for Founding Investors through June 30, 2017.
Does this mean that founding institutions that "invested" $1.050 million over three years will have to start paying annual fees of $100,000 starting in June 2017? That's my assumption, but I'm checking to see what this clause means and will share at e-Literate.
Update (7/17): I talked to Amin Qazi today (CEO of Unizin) who let me know that the annual membership fee for institutional members (currently the 11 schools paying $1.050 million) has not be determined yet.
What is clear is that Unizin considers the board seat – therefore input on the future direction and operations of Unizin – to be worth $700,000.[1]Full Transcript
The presentation is fascinating in its entirety, so I'm sharing it below. There are many points that should be analyzed, but I'll save that for other posts and for other people to explore.
Joe Glover: I'd like to begin by explaining the problem that Unizin was created to try and avoid, and I'm going to do it by analogy with the publishing problem with scientific journals. About 30 years ago there was a plethora of publishing companies that would take the intellectual property being produced by universities in the form of journal articles, and they would print them and publish them. There was a lot of competition, prices were relatively low to do that.
Then in the ensuing 30 years there was tremendous consolidation in that industry to the point that there are only three or four major publishers of scientific articles. As a consequence they have a de facto monopoly, and they're in the position of now taking what we produce, packaging it, and selling it back to the libraries of universities basically at whatever price they want to charge. This is a national problem. It is not a problem that is unique to Florida, and I think that every state in the nation is trying to figure out how to resolve this problem because we can't afford to continue to pay exorbitant prices for journals.
That is a situation that we got ourselves in by not looking ahead to the future. We believe we are in a similar position with respect to distance learning at this point.
We have a plethora of universities and commercial firms. all trying to get into the digital space. Most of us believe that over the next 10 – 15 – 20 years there will be tremendous consolidation in this industry, and it is likely that there will emerge a relatively small number of players who control the digital space.
This consortium of universities wanted to make sure that the universities were not cut out of this process or this industry in much the same way that they had been cut out of scholarly publishing.
Every university in some sense runs a mom & pop operation in distance learning at this point, at least in comparison with large organizations like IBM and Pearson Learning that can bring hundreds of millions of dollars to the table. No university can afford to do that.
So a consortium of major research universities in the country, in an effort to look down the road and to avoid this problem, and to secure our foothold in the digital industry, formed a consortium called Unizin. I'm going to go briefly through this to tell you what this is, and then to lay before you an opportunity that the state university system can consider for membership in this consortium to enjoy the advantages that we expect it to bring.
This consortium is very new – it was launched in 2014. Its current membership is by invitation only. You cannot apply to become a member of this consortium, it is by invitation. As I mentioned, its objective is to promote greater control and influence over the digital learning ecosystem.
It's governance is fairly standard. It has a board of directors that is drawn from the founding members. It has a CEO. It has a staff and it's acquiring more staff. As a legal entity it is a not-for-profit service operation which is hosted by Internet2.
It's current members include the universities that you see listed on this screen. These are 10 major universities in the nation – they're all large research universities. There are other research universities that are considering joining. Unizin actually started out with four universities and quickly acquired the other six that are on this list.
The primary goals for Unizin as defined by its board of directors are the following. To acquire a learning management system that will serve as the foundation for what Unizin produces and performs. Secondly, to acquire or create a repository for digital learning objects. At the moment we are all producing all sorts of things, ranging from videos to little scientific clips, demonstrations, to illustrations, to lectures, notes, in all sorts of different formats – some retrievable, some not retrievable, some shareable, some not shareable. None of which is indexed, none of which I can see outside the University of Florida.
We believe there needs to be a repository that all of the members of Unizin can place the objects that they create to promote digital learning into, with an index. And in principle there will be developed a notion of sharing of these objects. It could be free sharing, it could be licensing, it could be selling. That's something to be discussed in the future.
The third goal for Unizin is to acquire, create, or develop learning analytics. Some of the learning management systems have a rather primitive form of learning analytics. Unizin will build on what they have, and this will go from very mechanical types of learning analytics in terms of monitoring student progress and enabling intrusive advising and tutoring; all the way up to personalized learning, which is something that really does not exist yet but is one of the objectives of Unizin.
Those are the three primary goals for Unizin. If you believe that those are three important elements of infrastructure then you are probably interested in Unizin.
I have alluded to the possibility of a club, or of sharing content. We could think about sharing content. We could think about sharing courses. We could think about sharing degree programs. That is not really Unizin's objective at this point. I will tell you that the universities that form the board for Unizin are in conversation about that, and we expect that to be one of the things that Unizin enables us to do as we create this repository, as we develop learning analytics we expect to be able to begin to collaborate with these universities. There are a lot of interesting questions as you approach that frontier, and by no means have these been resolved, but we believe it is inevitable and important for universities to begin sharing what they do in the digital learning space, and so Unizin would form the foundation for that.
One of the things that Unizin has done – as I've said it consists of those 10 large research universities – is that the Unizin board decided that member institutions may nominate their system – in this case the state university system of Florida – for Associate Membership for an annual fee of $100,000 per system.
For $100,000 the entire state university system of Florida (SUSFL) could become an associate member of Unizin and enjoy all the benefits that Unizin brings forward, whether it's reduced pricing of products that it's licensing, or whether it products that Unizin actually produces. Associate Membership does not qualify for board representation, but as I mentioned you do enjoy the benefits of Unizin products and services.
The potential benefits to the state university system I believe are the following. Unizin has settled on Canvas as the learning management system which would underlie the Unizin projects of building a repository and learning analytics. If you did not use Canvas you would still enjoy the benefits of Unizin and their products, but the use of them would not be as seamless as if you were on Canvas. You would have to build a crosswalk from the Unizin products to whatever LMS you are using. If you happen to be using Canvas you would enjoy the benefits of the Unizin products in a seamless fashion.
Unizin has negotiated a discount with Canvas. And so actually the University of Florida had signed the contract with Canvas before Unizin even existed. As soon as Unizin was created and negotiated a contract with Canvas, we actually received a discount from the price that we had negotiated. Because there were 10 large universities working on this, and there is some power in purchasing.
The second benefit, or second potential benefit which I think the system could enjoy is access to the tools which are under development as I've mentioned, including a digital repository and learning analytics.
Third, the system would enjoy membership in a consortium of large public universities that intends to secure its niche in the evolving digital ecosystem. As I have mentioned, we do see some potential risk as the industry consolidates, that we could be cut out of this industry if we don't take the proper precautions.
Finally, as I've mentioned, there is the potential for cooperative relationships within the consortium to share digital instruction and to share digital objects and courses and degrees. That is really at the beginning conversation stage, that is not a goal of the Unizin organization itself but is a goal of the universities that underpin Unizin.
Q. I guess the real question is, tell me to what extent you can, how this will benefit each of the other universities who are not members at this time. And number two, could some of our other universities eventually become members?
A. Thank you for that question because I didn't clarify one point that the question gives me the opportunity to clarify. Additional universities could be members of Unizin, and there are some universities in conversation with Unizin at this point. However, there is a larger charge for universities to become full board members of Unizin. University of Florida committed a million dollars over three years as part of the capitalization of Unizin. Every board member has done exactly the same. If a university in the system were interested in joining Unizin as a board member to help direct Unizin's goals and operations, we could talk about that, but it would involve that level of investment.
At the lower level of investment, the $100,000 level which would be for the whole system – let's say you join tomorrow – then an individual university would immediately have access to the preferred pricing for the Canvas learning management system. That would be a benefit to individual universities in the system who already are on Canvas or are considering going on Canvas. As the other tools or products are either acquired or developed by Unizin, the individual campuses would have access to those as well.
Q. I'd like to hear from John Hitt [president of UCF]. How does your university look at this proposal as it relates to online?
JH. I think the group membership for the system makes sense. I don't think that it would make a lot of sense to have multiple institutions paying in a million bucks apiece. We would probably be interested in the $100,000 share. I doubt we would go for the full membership.
Q. Do you see the benefits they're offering to benefit to UCF at this point, or would you use it?
JH. Yes, I think we would use some of it. We have more enthusiasm for some aspects of the membership than others. Yes, I think it would be useful.
There were no further questions, but it was apparent that some board members were not sure if they were being asked to pay $1 million for each campus or $100,000. Despite this short questioning, the motion passed as shared in the meeting minutes.
Chair Hosseini recognized Mr. Lautenbach for the Innovation and Online Committee report. Mr. Lautenbach reported the Committee heard an update from Provost Joe Glover on the Unizin Consortium and the Committee directed Chancellor Criser to work with university leadership in pursuing membership for the State University System in the consortium.
- The $1.050 million investment over three years minus alternate cost of $100,000 for these same three years.
The post Unizin Offering "Associate" Membership For Annual $100k Fee appeared first on e-Literate.
Coming Soon - PeopleTools Customer Beta Program
There are a number of cool features that we're working on, including the Cloud Deployment Architecture (CDA) which will provide greater flexibility in the installation and patching of environments. Additional planned features include Analytics for PeopleSoft Update Manager (PUM), Fluid dashboards/homepages and Simplified Analytics….just to name a few.
We plan to kick off the PeopleTools 8.55 Beta Program in the relatively near future, and have an opening for a customer who's willing to closely partner with us. If you are looking to get your hands on the next release so that you can thoroughly test out some of these features in your own environment to see the benefits, perhaps you are the one we're looking for. Does your team have the skills and desire to take beta code and run with it? Can your organization get a standard beta trial license agreement signed promptly? We want to work with a customer that's going to dive in, and really exercise the new features - If that's you, email me (firstname.lastname@example.com) and let's talk. Please keep in mind that this is a small beta – I've only got room for one, maybe two customers.
July 2015 Critical Patch Update Released
Hello, this is Eric Maurice.
Oracle today released the July 2015 Critical Patch Update. The Critical Patch Update program is Oracle's primary mechanism for the release of security fixes across all Oracle products, including security fixes intended to address vulnerabilities in third-party components included in Oracle's product distributions.
The July 2015 Critical Patch Update provides fixes for 193 new security vulnerabilities across a wide range of product families including: Oracle Database, Oracle Fusion Middleware, Oracle Hyperion, Oracle Enterprise Manager, Oracle E-Business Suite, Oracle Supply Chain Suite, Oracle PeopleSoft Enterprise, Oracle Siebel CRM, Oracle Communications Applications, Oracle Java SE, Oracle Sun Systems Products Suite, Oracle Linux and Virtualization, and Oracle MySQL.
Out of these 193 fixes, 44 are for third-party components included in Oracle products distributions (e.g., Qemu, Glibc, etc.)
This Critical Patch Update provides 10 fixes for the Oracle Database, and 2 of the Database vulnerabilities fixed in today's Critical Patch Update are remotely exploitable without authentication. The most severe of these database vulnerabilities has received a CVSS Base Score of 9.0 for the Windows platform and 6.5 for Linux and Unix platforms. This vulnerability (CVE-2015-2629) reflects the availability of new Java fixes for the Java VM in the database.
With this Critical Patch Update, Oracle Fusion Middleware receives 39 new security fixes, 36 of which are for vulnerabilities which are remotely exploitable without authentication. The highest CVSS Base Score for these Fusion Middleware vulnerabilities is 7.5.
This Critical Patch Update also includes a number of fixes for Oracle applications. Oracle E-Business Suite gets 13 fixes, Oracle Supply Chain Suite gets 7, PeopleSoft Enterprise gets 8, and Siebel gets 5 fixes. Rounding up this list are 2 fixes for the Oracle Commerce Platform.
The Oracle Communications Applications receive 2 new security fixes. The highest CVSS Base Score for these vulnerabilities is 10.0, this score is for vulnerability CVE-2015-0235, which affects Glibc, a component used in the Oracle Communications Session Border Controller. Note that this same Glibc vulnerability is also addressed in a number of Oracle Sun Systems products.
Also included in this Critical Patch Update are 25 fixes Oracle Java SE. 23 of these Java SE vulnerabilities are remotely exploitable without authentication. 16 of these Java SE fixes are for Java client-only, including one fix for the client installation of Java SE. 5 of the Java fixes are for client and server deployment. One fix is specific to the Mac platform. And 4 fixes are for JSSE client and server deployments. Please note that this Critical Patch Update also addresses a recently announced 0-day vulnerability (CVE-2015-2590), which was being reported as actively exploited in the wild.
This Critical Patch Update addresses 25 vulnerabilities in Oracle Berkeley DB, and none of these vulnerabilities are remotely exploitable without authentication. The highest CVSS Base score reported for these vulnerabilities is 6.9.
Note that the CVSS standard was recently updated to version 3.0. In a previous blog entry, Darius Wiles highlighted some of the enhancements introduced by this new version. Darius will soon publish another blog entry to discuss this updated CVSS standard and its implication for Oracle's future security advisories. Note that the CVSS Base Score reported in the risk matrices in today's Critical Patch Update were based on CVSS v2.0.
For More Information:
The July 2015 Critical Patch Update advisory is located at http://www.oracle.com/technetwork/topics/security/cpujul2015-2367936.html
The Oracle Software Security Assurance web site is located at http://www.oracle.com/us/support/assurance
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Instructure Is Truly Anomalous
By Michael FeldsteinMore Posts (1037)
Phil started his last post with the following:
I'm not sure which is more surprising – Instructure's continued growth with no major hiccups or their competitors' inability after a half-decade to understand and accept what is at its core a very simple strategy.
Personally, I vote for Door #1. As surprising as the competition's seeming sense of denial is, Instructure's performance is truly shocking. After five years, I continue to be surprised by it. It's not just how well they are executing. It's that they seem to defy the laws of physics in the LMS market. We had no reason to believe that any LMS company could rack up the numbers they are showing—in several different areas—no matter how well they execute.
Back in late 2010, I wrote a two–part series on LMS market share. For context, this was a year after Blackboard acquired ANGEL, a month before Instructure records its first clients on the growth graph in Phil's previous post, six months before we wrote our first post about Instructure on e-Literate, and two years before WebCT was officially killed off. At that time, Blackboard still had dominant market share—over 50%—but it was starting to become clear for the first time that their dominance might not last forever. The posts were my attempt to figure out what might happen next. Here's what the non-Blackboard LMS market looked like then:
Here's what the market share looked like when the then-present trends were projected out to 2014:
What we see here is a steady decline of Blackboard's market share getting spread out among multiple platforms. It's worth calling out a problem with the data that we had at that time. Campus Computing, the source of the market share information in this graph, tracks market share by company, not by platform. So we had no way of knowing how much of their market share was from their Learn platform and how much of it was from WebCT. This was crucial (or, at least, it seemed crucial at the time) because Blackboard was force-migrating WebCT customers to their Learn product. The rate at which Blackboard's market share got distributed to other platforms depended on how much of the attrition was from WebCT CE customers, how many were WebCT Vista customers, and how many were Blackboard Learn customers. The CE customers tended to be small schools with small contracts, and Blackboard wasn't making much of an effort to keep them. To the degree that Blackboard's losses were confined to CE going forward, the company would do just fine. On the other hand, to the degree that Blackboard lost customers from its core Learn platform, it would be a sign of impending catastrophe. LMS migrations were so hard and painful that very few schools migrated unless they felt that they absolutely had to. CE customers left Blackboard in part because it was clear that Blackboard didn't care about them and that they therefore would never get the quality of product and service (and pricing) that they needed. Blackboard was making a real effort to keep Vista customers, but it was an open question as to whether the forced migration would cause Vista schools to look around at other options, or whether Blackboard could keep the pain of migration low enough that it would be easier to just roll over to Learn than to move to something else. If, on the other hand, Blackboard started losing Learn contracts, it would mean that customers on their core platform felt that the pain of staying was worse than the pain of leaving. At the time, there was strong anecdotal evidence that CE customers were leaving in droves, moderate anecdotal evidence that Vista customers were preparing to leave, and little evidence that Learn customers were leaving. My sense at the time was that Blackboard would probably lose a bunch of customers through the WebCT sunset in 2012 and then the market would more or less settle back into stasis.
That's not what happened. To begin with, Instructure roared onto the scene in 2011 and ended up stealing the lion's share of the market share that Blackboard was leaking. But that's not all. Take a look at the graph Josh Coates presented at the most recent Instructurecon:
As Phil wrote,
There appears to be three periods of growth here:
- From introduction (roughly Jan 2011) until May 2012: Average growth of ~65 clients per year;
- From May 2012 until May 2014: Average growth of ~140 clients per year;
- From May 2014 until present: Average growth of ~190 clients per year.
So Instructure's growth has accelerated since the end of 2012, which is the opposite of what I would have expected. Where is that growth coming from? It's hard to tell. Unfortunately, the data we have on LMS market share is not as good as one would hope. The best indications we have right now are that they are primarily coming from former Blackboard Learn and ANGEL customers. Switching data sources from Campus Computing to Edutechnica, here's Phil's September 2014 analysis:
- Blackboard's BbLearn and ANGEL continue to lose market share in US –[1] Using the 2013 to 2014 tables (> 2000 enrollments), BbLearn has dropped from 848 to 817 institutions and ANGEL has dropped from 162 to 123. Using the revised methodology, Blackboard market share for > 800 enrollments now stands at 33.5% of institutions and 43.5% of total enrollments.
- Moodle, D2L, and Sakai have no changes in US – Using the 2013 to 2014 tables (> 2000 enrollments), D2L has added only 2 schools, Moodle none, and Sakai 2 schools.
- Canvas is the fastest growing LMS and has overtaken D2L – Using the 2013 to 2014 tables (> 2000 enrollments), Canvas grew ~40% in one year (from 166 to 232 institutions). For the first time, Canvas appears to have have larger US market share than D2L (13.7% to 12.2% of total enrollments using table above).
But even if you assume that Instructure picked up 100% of the Learn and ANGEL customers—which is plausible, given these numbers—that's still only 70 new customers. That's half the ~140 new customers that Instructure is reporting. Could the rest be international? Maybe, although we have little reason to believe that to be the case. In the Edutechnica post that Phil references for the market share information, George Kroner does provide a little bit of information about Instructure's international growth in the form of a graph of LMS market share in a few different countries:
We would need to see fully 50% of Instructure's growth reflected in non-US markets to make the numbers square. We don't see anything like that here. Of course, there are many other non-US markets. Maybe Canvas is all the rage in Turkmenistan. But it's hard to square the circle. I just don't know how to account for the company's growth. I don't doubt Instructure's numbers. It's just that there's no way I can find to make sense of them with our current data about the market.
Beyond the numerical mystery, there seems to have been a change in market attitudes about LMS migration. Schools seem to be willing to look at alternatives even when they don't have to. Nobody likes to migrate, of course, but a variety of factors, ranging from improved standards that make moving content easier to more technology maturity and experience among university faculty and staff, have reduced vendor lock-in. It's a more fluid market now. I had hoped that would be the case someday but, in my heart of hearts, I really didn't expect it. And at the moment, pretty much all of that new fluidity is flowing into Instructure—at least in US higher education.
Overall, Instructure's growth is hard to explain. But there's also another number that I can't account for. I am in the process of writing an update to my post on the Glassdoor ratings of ed tech companies. At the moment, Instructure's rating is 4.7. Out of 5. For reference, LinkedIn, which I used as context in last year's post because it had one of the highest employee ratings on Glassdoor, currently rates only a 4.5. I have been to both Instructure's and LinkedIn's offices. LinkedIn's is nicer. A lot nicer. I'm sure that their salaries are a lot higher as well. Instructure may be buoyed at the moment by the likelihood that they will have an IPO in the next year or two. But still. Instructure may be the highest rated company on Glassdoor right now, not just in ed tech, but the highest rated of any company.
Also weird is the fact that we don't hear any major complaints from them from anywhere. People tell us stuff. Customers, former employees, and current employees come to us often to dish dirt. What we end up publishing is only the tip of the iceberg because we don't publish anything unless we feel we have strong confirmation (which usually means multiple sources), we can protect our sources by preserving their anonymity, we believe the information is truly newsworthy, and so on. We hear a lot of dirt. But we hear very little about Instructure. When we poke around, we can get people to tell us things that they're not happy with, but it's all normal stuff—I really wish they had this feature, that feature doesn't work as well as it could, the sales rep was a little annoying or a little unresponsive, and so on. And almost always, the person reporting the problem takes pains to tell us that he or she is generally happy with the company. As Phil wrote,
Companies change as they grow, and I have covered when the company lost both founders and a high-profile CTO. The company moves on, however, and I cannot find customers complaining (at least yet) that the company has changed and is ticking them off. They do have customer challenges, but so far these have been manageable challenges.
Pop quiz: Name the highest profile customer disaster (outage during examples or first week, broken implementation, major bugs, etc) for Canvas.
It's not normal. And it can't last forever. Sooner or later, gravity will assert itself and the company will start screwing up. They all do, eventually. But right now, Instructure's performance is so good by multiple measures that it is almost literally unbelievable.
The post Instructure Is Truly Anomalous appeared first on e-Literate.
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Have paper-based methods brought aspects of your business to a grinding halt? Are manual processes leading to slip-ups, mix-ups and missteps? Not too long ago, my company was in the same jam. In our pursuit of becoming the leading provider of education products to schools across the country, we ran into an issue: Our ability to process such a growing number of orders had created a bottleneck. We were actually printing orders captured electronically and routing them manually for fulfillment. Inefficient to say the least, this led to orders being lost or delayed. View this video created by Oracle partner Redstone Content Solutions (originally posted on their blog) to see how you can Automate Order Receipt & Processing with Oracle WebCenter.
Instructure: Accelerating growth in 3 parallel markets
By Phil HillMore Posts (345)
I'm not sure which is more surprising – Instructure's continued growth with no major hiccups or their competitors' inability after a half-decade to understand and accept what is at its core a very simple strategy. Despite Canvas LMS winning far more new higher ed and K-12 customers than any other vendor, I still hear competitors claim that schools select Canvas due to rigged RFPs or being the shiny new tool despite having no depth or substance. When listening to the market, however, (institutions – including faculty, students, IT staff, academic technology staff, and admin), I hear the opposite. Canvas is winning LMS selections despite, not because of, RFP processes, and there are material and substantive reasons for this success.
The only competitor I see that seems to understand the depth of the challenge they face is Blackboard. Other LMS solutions are adding "cloud" options or making incremental improvements to usability, but only Blackboard is going for wholesale changes to both its User Experience (UX) and cloud hosting architecture. Unfortunately, I question whether Blackboard will be able to execute this strategy, but that is a story for another post.
Like last year's post about InstructureCon, I believe that the company growth chart[1] gives a lot more information than just "gosh, we're doing well".
The use of Canvas in higher ed (show as blue above) has grown steadily, but not exponentially, since the product introduction more than 4 years ago. There appears to be three periods of growth here:
- From introduction (roughly Jan 2011) until May 2012: Average growth of ~65 clients per year;
- From May 2012 until May 2014: Average growth of ~140 clients per year;
- From May 2014 until present: Average growth of ~190 clients per year.
The use of Canvas in K-12 (show as red above) has grown much faster, and in fact Instructure has more K-12 clients than higher ed and has more sales people in K-12 than higher ed. Let that sink in for a moment – it is a point that is not well understood by the market. Over the same three periods:
- From introduction (roughly Jan 2011) until May 2012: Average growth of ~20 clients per year (much lower than higher ed);
- From May 2012 until May 2014: Average growth of ~135 clients per year (almost the same as higher ed);
- From May 2014 until present: Average growth of ~340 clients per year (far exceeds higher ed).
It should be noted, however, that K-12 clients tend to have fewer students per contract and tend to spend far less per student. I don't have exact numbers, but we could assume the following:[2]
- Instructure has more than 50% of its clients in K-12;
- Instructure has 30 – 40% of its student counts in K-12; and
- Instructure makes 25 – 33% of its revenue in K-12.
Actually, the client numbers (shown in green above) do not show significant growth in corporate markets yet – just slow growth of ~30 per year. I wrote about the recent product introduction of Bridge (their LMS for corporate markets) here and here. This is a different strategy than other higher ed originated LMS approaches, where Blackboard, D2L, and Moodle all use the same LMS for both education and corporate markets.
In discussions at the conference, however, the company certainly believes they are about to experience real growth in the corporate market with the new product, and they are hiring the sales force to lead this effort. It will be interesting to watch over the next year to see if the company succeeds in getting similar levels of growth as in higher ed and K-12.Product Announcements
There were two main product announcements at the conference:
- After a half-decade on the market, Canvas is gradually moving to a new UX design. I'll cover that more in a second post.
- Instructure introduced Canvas Data, a hosted data solution that addresses the biggest weakness in Canvas (not in terms of leapfrogging competition but rather trying to close the gap or to remove the weakness).
At its core, Canvas Data is an easily accessible native-cloud service, delivered on Amazon Web Services through Redshift. Canvas Data provides clients access to their data, including course design features, course activity, assessment and evaluation, user and device characteristics and more.
Both announcements are interesting, but mostly as they further illuminate the company's strategy.Market Strategy
Taken together, what we see is a company with a fairly straightforward strategy. Pick a market where the company can introduce a learning platform that is far simpler and more elegant than the status quo, then just deliver and go for happy customers. Don't expand beyond your core competency, don't add parallel product lines, don't over-complicate the product, don't rely on corporate M&A. Where you have problems, address the gap. Rinse. Repeat.
Instructure has now solidified their dominance in US higher ed (having the most new client wins), they have hit their stride with K-12, and they are just starting with corporate learning. What's next? I would assume international education markets, where Instructure has already started to make inroads in the UK and a few other locations.
The other pattern we see is that the company focuses on the mainstream from a technology adoption perspective. That doesn't mean that they don't want to serve early adopters with Canvas or Bridge, but Instructure more than any other LMS company knows how to say 'No'. They don't add features or change designs unless the result will help the mainstream adoption – which is primarily instructors. Of course students care, but they don't choose whether to use an LMS for their course – faculty and teachers do. For education markets, the ability to satisfy early adopters rests heavily on the Canvas LTI-enabled integrations and acceptance of external application usage; this is in contrast to primarily relying on having all the features in one system.Avoid Problems
From the beginning Instructure designed their products from the ground up to fully utilize a cloud architecture, but this also applies to the product management and support services. Instructure has essentially one software version for each product[3] from the beginning, and unlike most other higher ed LMS providers, they reap the benefits of software release management and bug fixing simplicity. Cloud is not just an issue of cost-effective scaling, it is also a matter of getting the software out of the way – just have it work.
Companies change as they grow, and I have covered when the company lost both founders and a high profile CTO. The company moves on, however, and I cannot find customers complaining (at least yet) that the company has changed and is ticking them off. They do have customer challenges, but so far these have been manageable challenges.
Pop quiz: Name the highest profile customer disaster (outage during examples or first week, broken implementation, major bugs, etc) for Canvas.It's Not Complicated
I suspect that everything covered in this blog post has been said before, including at e-Literate. There is nothing complex or even nuanced here.
My biggest criticism at this year's conference is that the keynotes were unfocused and didn't share enough information about product roadmaps. It's fine to not focus everything on technology and products, but come on, if you're going to talk about empathy then tie it explicitly to how that concept affects your company's approach to student-centered learning.
But despite the weak keynote and despite Josh Coates' reputation as a jerk (he even referenced this in the keynote), consider the observation Michael made to me that Instructure is one of the very few companies whose employee reviews at Glassdoor rival (or even exceed) LinkedIn's reviews. Trust me, this is not true for other ed tech companies.
I typically don't write blog posts this positive about ed tech companies, but at this point I think the market needs to realize just how well-managed Instructure is and how positive schools are as they adopt and use its LMS. So far Instructure has been a net positive for higher ed and K-12, but change has come too slowly to the rest of the ed tech market in response to Canvas. Competition is good.
- The chart shows the number of clients, which is essentially the number of contracts signed with institutions, school districts, or statewide systems adopting either Canvas or Bridge LMS products.
- Note: this includes some personal bar-napkin estimates and student count and revenue are not reported by the company.
- It's a little more complicated than just one software version based on test servers and client acceptance of changes, but the general idea holds in terms of understanding strategy.
The post Instructure: Accelerating growth in 3 parallel markets appeared first on e-Literate.


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Seibertron.com - The Ultimate Transformers Fansite
Blurrz wrote:Down_Shift is a god...
Bouncy X wrote:thats funny, they used old prime designs because he doesnt have the front of the truck on his chest like that Empire magazine cover..lol
Megatron_Wolf wrote:I have the feeling that in the next movie most of the bots and cons will have diffrent faces that look more human. That way the humans can relate to them more. How can "megatron" hope to take over the earth if he cant get a few hums to trust him?
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GCBC Insight Q2 2014: The Spanish Sovereign Upgrade Helped Lift Covered Bond Ratings Jul 14
- Language: English
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Standard and Poors RatingsXpress Credit Research provides in-depth coverage of international corporates, financial institutions, insurance companies, utilities, sovereigns and structured finance programs. RatingsXpress Credit Research lets users determine the credit rating of holdings and identify key factors underlying an issuer's creditworthiness, distinguishes the different risk exposures for new and existing deals, and provides an understanding of how their analysts interpret key regulatory, political and environmental events and their economic impact.
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Casey Roberts led flag-to-flag for the $5,300 payday at Swainsboro Raceway in Swainsboro, Ga., as he scored his ninth career Southern Nationals Series victory Friday night.
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We were at our favorite restaurant when we met Sloan waiting for her boyfriend who was supposed to get off from work but he never did. We immediatly convinced her to hang out with us and forget about him for the night. It was her first and definetley not her last eating at virgina diner. We taught how a real woman should be pleased.
"All Fired Up"
Ashley Fires
"Girls Rule"
Mia Malkova
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Mia Malkova
"Real Wet"
Mia Malkova
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Jenna Sativa
"Ass Galore"
Aurielee Summers
"Super Freaks"
Mischa Brooks
"Clit Kissers"
Kenna James
"Strip Please"
Avril Hall
"Bring The Booty"
Chloe Amour


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Dubai-based DP World reports that container volumes continued to grow In 2013 with a stronger second half performance across all regions.
DP World Limited handled 55 million TEU (twenty-foot equivalent units) across its global portfolio of container terminals during 2013, with gross container volumes growing by 0.7% on a like-for-like 1 basis. The second half of the year delivered a stronger performance with volumes growing 3.6% on the prior period on a like-for-like basis. On a reported basis gross volumes declined 1.9% mainly due to the monetisation of one of our Hong Kong assets.
Encouragingly, all three reporting regions 2 displayed a stronger performance in the second half of 2013. This was driven largely by an improved performance from our Asia Pacific, Australia and UAE terminals, while Europe continues to show signs of stability.
The UAE delivered another record year handling 13.6 million TEU, representing growth of 2.7%.
At a consolidated 3 level, our terminals handled 26 million TEU during 2013, a marginally lower like-for-like 4 performance.
Group Chief Executive Mohammed Sharaf commented: "Our London Gateway facility and our facility in Brazil, Embraport, both opened for business in the second half of 2013 and we look forward to their contribution during 2014 and beyond."
He continued: "Our full year throughput performance is pleasing, particularly given the softer market conditions we experienced in the first half of 2013. This illustrates the resilient nature of our portfolio which remains well positioned to capture medium to longer-term growth through its continued focus on faster growing markets and origin and destination (O&D) cargo. The quarterly trend of improvement continued into the fourth quarter of 2013 and, while the macroeconomic outlook in some regions remains uncertain, we have made an encouraging start to the current year.
"Economic headwinds combined with limited spare capacity across our portfolio constrained our ability to grow volumes further in 2013. However, the addition of new capacity in 2014 combined with a projected pick-up in global trade should allow us to return to a more normalised growth rate.
"As always, we remain focused on driving profitability by targeting higher margin throughput while containing costs and improving efficiencies. We remain confident of meeting full year market expectations."
Explanatory Notes
1 Like for like gross container volume growth adjusts for the divestment / monetisation of Tilbury (UK), Adelaide (Australia), Aden (Yemen), Vostochny (Russia) and ACT (Hong Kong) and for Embraport (Brazil) and London Gateway (UK).
2 DP World's reporting regions are: Asia Pacific & Indian Subcontinent, Europe Middle East & Africa, Americas & Australia.
3 Consolidated terminals are those where we have control as defined under IFRS.
4 Like for like consolidated volume growth adjusts for the restructure of our Antwerp business. From 1 January 2013 all volumes in Antwerp are now accounted for within the joint venture portfolio. CT3 (Hong Kong) is deconsolidated from June 2013. Also adjusts for volumes at London Gateway (UK).
United States Maritime Administration tours Maritime Technology and Training Center site.
Administrators from the United States Maritime Administration (MARAD),
Captain Claus Hyldager yesterday decided to step down as the Chief Executive Officer of Inchcape Shipping Services ("ISS").
The current Chief Financial Officer,
CME Group has lifted its declaration of force majeure at all Illinois River terminals that are regular for Chicago Board of Trade corn and soybean futures delivery,
The Port of Halifax, Nova Scotia, may be getting a new lease on life with the arrival on August 3 of the CMA CGM Vivaldi at Halterm International Container Terminal.
The port commissions of Seattle and Tacoma voted unanimously to form the Northwest Seaport Alliance, unifying the longtime rivals' marine cargo divisions.
The Chinese Foreign Minister Wang Yi said China hopes to connect its 21st-century Maritime Silk Road with the ASEAN Community, reports the state news agency Xinhua.
Asia to Northern Europe shipping freight rates for transporting containers jumped by 177.3 percent to $1.109 per 20-foot container (TEU) in the week ended on Friday,
ENL Group and FURUNO Electric Co. Ltd of Japan have announced that FURUNO has increased its investment into the New Zealand company to a total of 29.5%.
Australia to spend A$65 bln on ships and subs over 20 years; PM pledges A$40 bln for domestic shipbuilders.
Australia will spend A$89 billion ($65 billion) on
Taiwan's Evergreen Marine Corp. has authorized one of its huge container ships to berth at Shahid Rajaei port in southern Iranian province of Hormozgan, reports Press TV.
Egypt has finished building its New Suez Canal, its overseer said on Wednesday, a project President Abdel Fattah al-Sisi sees as a symbol of national pride and
The world's third-largest container shipping group, France's CMA CGM, said on Monday it would resume operations to Iran following the deal between Tehran and world
Suez Canal Authority (SCA) chairman Mohab Mamish officially called on international maritime navigation lines to use the New Suez Canal, scheduled to be inaugurated August 6.


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Updated: 07/18/2014 4:34 PM | Created: 07/18/2014 2:10 PM
Christopher Tracy is here with us today to talk about an important aspect of interior design, rugs and he likes the selection found at American Home
American Home
6 Location in Albuquerque
This Good Day New Mexico segment may include paid advertising content. It is not affiliated with KOB-TV's News Department.
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|Mayor: Confederate flag removed from Old Town Plaza
|Durango man designs outhouse that can make 'humanure' compost


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what happened in the jail cell? Same thing that happened recently on a Cincy street to a DWB victim: murder.
August 4, 2015 at 1:10 p.m. permalinksuggest removal
Where's there's a will, there's a way. Outside of Commissioner Traficanti, inspired/informed by the late Honorable James Traficant, there seems to be no sense of urgency, let alone will to transform these cesspools back into lakes. Crap and carp win; the people and park lose.
July 24, 2015 at 8:39 a.m. permalinksuggest removal
This ugly case gets uglier by the day, as does the cover-up of her murder. The video of her unlawful arrest was edited; a statement from the racist Sheriff, R. Glenn Smith, claiming she told the cops that she once considered suicide is a total lie. Smith has a long record of racist behavior, something that got him fired from his former job in Hempstead, but his overt racism was evidently welcomed in Waller County, Texas, among the most racist places in the USA. Ms. Bland, a strong Black woman and outspoken advocate of racial equality, was lynched in jail by racists in uniform.
July 23, 2015 at 11:21 a.m. permalinksuggest removal
As Governor Kasick was/is a disaster (SB5, Youngstown Plan, ad nauseum); as US Prez he would be 50 times worse.
July 22, 2015 at 7:26 a.m. permalinksuggest removal
There is a better way: abolish charter schools and local property tax-based funding of public education; radically raise salaries for teachers; restrict BOE membership to professional educators; limit classroom size to a maximum of 20; extend the school year through summer months; introduce free quality early childhood education for all 2-5 year olds; get rid of standardized testing; replace dilapidated school buildings with children/youth palaces and, of course, throw the Y-Plan into the trash where it so richly belongs. Maybe then we'll have quality education for all, especially impoverished kids. But here's the problem: our despotic rulers do not want an educated mass and the Y-plan will guarantee that there will not be one to challenge them in our town.
July 19, 2015 at 9:51 a.m. permalinksuggest removal
The Youngstown Plan, hatched in secrecy and rammed through state government, is an ill-conceived, unconstitutional scheme which uses our town and kids as guinea pigs in a social experiment run by a dictator (aka CEO) designed to test a radically new, quick way to destroy public education in poverty-stricken communities. Class rule of the classroom in the extreme.
July 17, 2015 at 8:42 a.m. permalinksuggest removal
Last week raw sewage pours into our public lakes causing a massive fish kill; this week more fecal matter, the Youngstown Plan, is rammed onto the Youngstown city school district designed to kill public education and what's left of local democracy.
Time for a change, a big one.
July 16, 2015 at 4:16 p.m. permalinksuggest removal
Sewage overflows are specifically designed to enter Mill Creek Park lakes?!?! What nut came up with that idea? Ben Lupo of D&L Energy?
July 15, 2015 at 8:59 a.m. permalinksuggest removal
What utter stupidity on the part of the irresponsible politicos in this area who would rather dump raw sewage into the lakes of Mill Creek Park, the jewel of the Mahoning Valley for over 100 years, than preserve and protect this once beautiful park for generations to come. First the geese are killed; then the fish; next comes the park itself which will join Idora Park and the steel mills in the collective memory of a vanishing generation. What's left?
July 14, 2015 at 6:27 p.m. permalinksuggest removal
Wake up folks, and stop blaming the victims of this assault upon public education. Ever think that the 1% running our country (into the ground) do not want an educated mass of poverty-stricken people and the Youngstown Plan will make sure they get their wish for generations to come? Happy Bastille Day!
July 14, 2015 at 10:46 a.m. permalinksuggest removal


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Hotshot Roid - FREE
by MeiseiJoho, Version: 1.0.0 , 268 KB Official Site
Package name: jp.ac.meisei_u.j508_171.tamatobashi , Last Update: 2013-01-08 10:13:43
4 ratings (3.250 average)
500-1,000 downloads
What's new in this version (1.0.0):
This app is chicken race game.
The objective of the game is to stop the android robot as close as possible to the white line without falling off.
Produced by team710.
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TimerClock 時間設定しスタートを押すと、設定した時刻にアラームが鳴ります。
Counter01 Simply count the number of tools.
Rock, scissors, paper, go! You can play rock-paper-scissors with a home screen
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GT Racing: Motor Academy Free+ Join the Academy! It won't cost a thing to get started!
Soda Shake The world's most fun soda shake. Shake your phone to reach the explosion. It's a crazy game. ...


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Scholastic Corporation (SCHL) President of Scholastic Media and Clifford The Big Red Dog to Ring the NASDAQ Stock Market Opening Bell
ADVISORY, Feb. 13, 2008 (PRIME NEWSWIRE) --
Ofek Capital Completes Common Shares Consolidation
TORONTO, Feb. 13, 2008 (PRIME NEWSWIRE) -- Ofek Capital Corp. (Pink Sheets:OFEK) announces that it completed the consolidation of its common shares and effective today, its new post consolidation common shares are to start trading under the new symbol OFEK instead of the old OFCC symbol.
TransAct Technologies to Present At the Roth Capital Partners 20th Annual Growth Stock Conference
HAMDEN, Conn., Feb. 13, 2008 (PRIME NEWSWIRE) -- TransAct Technologies Incorporated (Nasdaq:TACT), a global leader in market-specific printers for transaction-based industries, is scheduled to present at the Roth Capital Partners 20th Annual OC Growth Stock Conference. Bart C. Shuldman, Chairman, President and CEO will be presenting.


text:
James Lawton
James Lawton is Chief Sports Writer for The Independent and Sports Journalist of the Year 2011.
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i Newspaper
James Lawton on the British and Irish Lions 2013: It's time to shine a light on murky world of rugby refereeing
24 June 2013 01:00 AM
When someone like Brian O'Driscoll wears a face of bewilderment you have a problem
James Lawton: Shikhar Dhawan's explosive arrival proves Champions Trophy is a tournament worthy of being saved
23 June 2013 11:34 PM
He pummelled his first ball after the rain break high and square for a six
James Lawton: Unrest in Brazil's streets should force football to question its own values
22 June 2013 12:00 AM
On this occasion Pele's status was no insulation against scorn on the streets
James Lawton: Firmer fist will be required if England are to win Champions Trophy final
20 June 2013 01:00 AM
Such timidity won't do against either the aggressive Indians or stalwart Sri Lanka
James Lawton: Justin Rose was one brilliantly programmed Englishman saying his day had come at the US Open
18 June 2013 12:00 AM
He had done his work, taken his blows and was as ready as he would ever be... he simply refused to be intimidated
James Lawton: Only an act of God can threaten Leigh Halfpenny, immaculate converter
16 June 2013 11:35 PM
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14 June 2013 10:00 PM
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James Lawton: One of Europe's Ryder Cup heroes must find the steel necessary to storm the US Open
13 June 2013 01:00 AM
Rory McIlroy, Graeme McDowell, Lee Westwood, Darren Clarke and Justin Rose must step up
James Lawton: No easing up in Brian O'Driscoll's rage at dying of the light
11 June 2013 10:14 PM
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|NBA Basketball
|Player News
Wizards stay alive with 102-79 blowout at Indiana
INDIANAPOLIS (AP) The Wizards were tired of getting shoved around in the Eastern Conference semifinals.
So on Tuesday night, Marcin Gortat and his teammates pushed back hard.
Gortat delivered the best playoff game of his career, 31 points and 16 rebounds, and John Wall scored a playoff-best 27 points as Washington routed the Indiana Pacers 102-79 to cut the Eastern Conference semifinals deficit to 3-2.
"We don't have anything to lose now," Gortat said. "We play desperate. At the end of the day, we might lose. We have to play every minute of every game like it's the last one of the season."
The Wizards made a stunning turnaround after losing three straight, two on their home court in incredibly demoralizing fashion. Washington scored a franchise-low 63 points in Game 3 and then blew a 19-point, second-half lead in Game 4.
Washington refused to let it happen again this time, earning a trip home for Game 6 on Thursday.
The difference was obvious.
Wall broke free, Gortat dominated the middle and the motivated Wizards were simply overwhelming inside with a 62-23 rebounding edge.
Gortat produced more points and rebounds in 36 minutes than he had in the previous two games combined (six points and 13 rebounds). He was 13 of 15 from the field, 5 of 7 from the free-throw line, tied his career-best point total and finished with playoff career bests for points and rebounds.
"I was a decoy in Game 3 and Game 4," the 30-year-old Polish native said. "(Tuesday) was the time for me to perform. At some point in the second half, it was just fun to be in the game."
Wall seemed to enjoy himself, too.
The much more aggressive point guard went 11 of 20 from the field and 3 of 6 on 3s, finishing with five rebounds, five assists and five turnovers as he sliced through the Pacers' defense.
"They didn't stop me from being aggressive on both ends," Wall said. "But the biggest thing was just the way we played in the third quarter. They outscored us by like 40 in the other four games, so the third quarter was big for us tonight."
The 31-14 disparity during those 12 minutes completely changed the game, putting talk about the presumed conference finals rematch between Indiana and two-time defending NBA champ Miami temporarily on hold.
One possible explanation for what happened to the Pacers was fatigue.
Four of Indiana's five starters played at least 39 minutes in Game 4. Coach Frank Vogel was concerned enough that he gave the Pacers a day off Monday.
David West led Indiana with 17 points and six rebounds, but Paul George struggled after playing 46 minutes in Game 4. He was 5 of 15 from the field with 15 points, one rebound, two assists and four turnovers.
But the problems went much deeper that weariness. West was only the starter to grab more than two rebounds, Washington held Indiana to 39 percent shooting and they continually beat the Pacers to loose balls.
This was not what Indiana expected.
"We didn't show up to play. I don't know if we just thought we were going to come in here and these guys were going to roll over or what. They just played at a different level than we did all night," West said after Indiana's second-worst home playoff loss in its NBA history.
"It's a tough situation. We have to be able to handle these moments. We had no zip. We have to play. If we want this series, we have to take it."
Washington was the team doing that Tuesday.
The Wizards used a 15-6 run to close the half, turning a 32-30 deficit into a 45-38 lead.
In the disastrous third quarter, Indiana was outrebounded 18-4 and the Wizards made them pay time after time. Washington's 6-0 run extended the lead to 11, a 9-2 spurt pushed the margin to 60-45, and when the Wizards closed the third on a 10-3 charge, it was 76-52.
Washington led by as much as 30 in the fourth, and the Pacers didn't even start cutting into the deficit until Vogel pulled his starters midway through the quarter.
"They're not ready to go home," coach Randy Wittman said. "It said 3-1, which doesn't sound very good, but in our minds, we're very close to it being something else. They don't want this (season) to end."
Notes: Washington is 5-1 on the road and 1-3 at home in this year's playoffs. ... Indiana's worst home playoff loss came April 30, 2005 when Boston won 110-79. ... The Wizards have won two of their last three in Indy despite coming into the series with 12 consecutive losses at Bankers Life Fieldhouse. ... Indiana's 23 rebounds were a franchise low in the playoffs.
Updated May 14, 2014
Michael McCann of SI.com joins the Dale and Holley show to talk about the latest news surrounding the legal case Brady vs the NFL
FOXBORO — WEEI.com's Mike Petraglia and Chris Price discuss the return of LeGarrette Blount to Patriots training camp on Saturday, the first day of full pads practice for the defending Super Bowl champions.
Dickerson and Price discuss the RB position and who will get a majority of the workload. They also talk about missing Revis and the CB position. The boys also get into more Deflategate discussions with callers.
Jay King of Masslive.com joins the show to break down the performance of the Celtics during the NBA Summer League. Then Ben and Sam discuss the exciting possibility of a Space Jam sequel.
Michael joins Ben and Sam to discuss the wild NBA Free Agency period and the upcoming Celtics season.
How long will this rebuild take? How much money will it take to keep Bae Crowder? Are Draft Picks even worth anything? With the Danny Ainge not landing any big names in the draft, and unable to lure any big names in free agency, Sam and Ben discussed if the Celtics are doomed moving forward.
Rob Bradford is joined by Weei.com's John Tomase to talk about what the Red Sox might do now that Sam Kennedy has been named President of the team. Tomase raises the very interesting possibility of the Red Sox bringing in a veteran executive to call the shots when it comes to player acquisition.
Joe & Dave talked to the Sox rookie, who had four hits, hit two home runs, and scored five runs in the win over the Rays at Fenway
Joe and Dave are joined by Pedro who was at the game and had his number 45 retired by the Red Sox in a very touching pregame ceremony. Pedro talks about going into the Hall of Fame, his time in Boston and love for the game of baseball.
Don Sweeney, who was hired as the Bruins general manager yesterday speaks with Dale and Holley about his new position and where the Bruins go from here.
The awesomely knowledgeable Fluto Shinzawa calls DJ, Naoko and Pete to talk about his thoughts on the future of the B's. He discusses his column from earlier this week on Cam Neely wanting to give Claude the ax earlier in the season but not getting the ok. Fluto shares his thoughts on Chiarelli's firing, the future for Claude and where the Bruins should go from here. He also gives his opinion on potential moves the team can make, who would fit in here, his thoughts on the NHL playoffs so far and more.
In the final hour of the "midseason finale" as DJ likes to call it, the crew discuss more about the future of the Bruins franchise, the possible power struggle in the front office and who should be the head coach going forward. They talk to intelligent and talented Fluto Shinzawa about all of these thing and more in an excellent interview, and finally, DJ says THANK YOU!
The one and only El Prez from Barstool on deflategate.
The top stories of the day.
The great Michael Wilbon joined us.
Chris Mortensen finally deleted his inaccurate tweet from January when he wrote that 11 of 12 Patriots footballs were underinflated by 2lbs. Mort made the decision after speaking to Christian on the phone shortly before. Listen to Christian, Merloni and Dickerson tell the story here.
Chris Mortensen, after cancelling his interview with WEEI, decided to take on a much safer interview with Dan Le Betard, in which he stated that he "hasn't figured out Twitter yet" and says he should have corrected the story.
Ronda Rousey defended her UFC Bantamweight championship at UFC 190.
Michael McCann of SI.com joins the show to talk about the latest news surrounding the legal case Brady vs the NFL
Mort finally talks about snubbing WEEI, Jay Pharoah imitates athletes, and Ronda Rousey kicks some ass.
Its Tom Brady's 38th birthday and we look back to celebrate his biggest milestones.
Mikey rants about Sandoval's weight, his lack of extra base hits, and his overall poor production in the month of July. Lenny Megliola and Chris Villani join in.
Mikey Adams lets the Red Sox have it and welcomes callers who do the same. The Red Sox (stink)!
Mikey Adams and Lenny Megliola get 36 glorious minutes between games of a Monday doubleheader, and after an 11-1 Red Sox loss, to vent about the declining state of the team.
Michael McCann of SI.com joins the show to talk about the latest news surrounding the legal case Brady vs the NFL
Mort finally talks about snubbing WEEI, Jay Pharoah imitates athletes, and Ronda Rousey kicks some ass.
Its Tom Brady's 38th birthday and we look back at some of his biggest milestones.
Mike Florio gave us his thoughts on Brady's appeal.More from this show
Buck, Gary and Dino discussed Kraft's comments.More from this show
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The one and only El Prez from Barstool on deflategate.More from this show
We know the leak to ESPN on deflate gate.More from this show