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prolog web hosting - Bookshelf
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860 pages |
Computational Collective Intelligence. Semantic Web, Social Networks and Multiagent Systems, First Interntaional Conference, ICCCI 2009, Wroclaw, Poland, October 5-7, 2009, Proceedings ... limits their portability (ie number of hosting solutions do not meet all of these ... This layer uses the Semantic Web library provided by SWI-Prolog. ... |
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About this book This book constitutes the proceedings of the First International Conference on Computational Collective Intelligence, ICCCI 2009, held in Wroclaw, Poland, in October 2009. The 71 papers presented in this volume together with 3 keynote speeches were carefully reviewed and selected from 212 submissions. The papers are organized in topical sections on collective decision making, multiagent systems, social networks, semantic web, ontology management, dynamics of real-world social networks, nature-inspired collective intelligence, web systems analysis, collective intelligence for economic data analysis. |
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300 pages |
Molecular bioinformatics, algorithms and applications X-Phage DNA is not inserted in the host genome at the beginning of the simulation. 16. ... Knowledge based Encoding of Protein Topology in Prolog The first ... |
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454 pages |
Logic programming, 21st international conference, ICLP 2005, Sitges, Spain, October 2-5, 2005 : proceedings To overcome the above mentioned problems we realised a server hosting multiple reasoning engines realised as Prolog modules. ... |
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About this book This book constitutes the refereed proceedings of the 21st International Conference on Logic and Programming, ICLP 2005, held in Barcelona, Spain, in October 2005. The 25 revised full papers and 15 revised poster papers presented together with 4 invited papers and 7 abstracts of a poster session of a doctoral consortium were carefully reviewed and selected from 104 submissions. The papers cover all issues of current research in logic programming. Extra attention is given to novel applications of logic programming and work providing novel integrations of different areas. |
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305 pages |
Web knowledge management and decision support, 14th International Conference on Applications of Prolog, INAP 2001, Tokyo, Japan, October 20-22, 2001 : revised papers ... or the web site of the International Conference on Applications of Prolog ... also on very restrictive servers, for example low end hosting services. ... |
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About this book The 20 revised full papers presented in this book together with 4 section surveys were carefully reviewed and selected from the papers contributed to the 14th International Conference on Applications of Prolog, INAP 2001, held in Tokyo, Japan, in October 2002.The papers are devoted to the four tightly interwoven aspects knowledge acquisition, knowledge management, knowledge processing, and knowledge distribution, all in the context of the World Wide Web; they are organized in topical sections on Web languages and logic, knowlege acquisition and knowledge representation, decision support by advanced logic programming, and Web-knowledge management and data mining. The book is targeted to designers and users of e-business systems and e-government systems, for IT professionals who build such systems, as well as for the wider audience interested in the technical background of knowledge processing for the Web. |
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682 pages |
Programming for artificial intelligence, methods, tools, and applications Some attempts to integrate PROLOG as a subsystem into environments hosting other programming languages have also been reported. ... |
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About this book Artificial intelligence is one of the fastest moving fields of research within computing today, with its own programming methods, tools and development styles. This book combines an overview of the history and philosophy of Al with an account of how Al programs actually work and how they are constructed, as well as the language choices, tools, techniques and environments available. |
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Getting to Know You – a First-Hand First-Timer's experience with Force.com
In this realm, let me talk about the new workbooks we will have. In the conference, we will provide a new set of tutorials, which will allow developers to experience different aspects of developing with Force.com . I took the workbook for a test ride before the conference to learn about the platform.
For those of you who don't know me, I have been around the block a few times as an architect and a developer, have used, designed for and experimented with several development environments, from JEE to .NET. I also designed development environments for RIA and data oriented services in Ruby using metaprogramming. I started my career in developing frameworks and programming environments in Prolog! Thus, getting the right level of abstraction in a platform is dear to my heart.
I am really excited about these workbooks is because of total experience about the platform in one comprehensive tutorial. The workbook provides a set of development exercises that build on the previous steps. Each exercise is a tutorial on a specific aspect of application programming such as: , all this exercise completes in a couple of hours! This is not only because the tutorials are written well, it is due to the simplicity the platform brings to application development on the cloud.
As a newbie, I loved my fast progress. You get such a sense of accomplishment as you go through it. Further, there are steps to explain how to use the Eclipse-based Force.com IDE. I am an Eclipse fan, so this was also very useful for me as a newbie. As a technologist, it is impossible to neglect the euphoria of this sense of accomplishment! No messy installations, no testing with many versions of the database statements, its mappings, not wondering around necessary tools to install, not making sure their dependencies work, no more multiple versions of libraries that are incompatible, no startup costs in managing my environment, not many clicks or many forms to fill to do something very simple, etc. Phew! For an application programmer, to focus on the right things was inherent in the platform and intuitive. At the end of the exercise, as an app developer, I had The simplicity of the platform development is remarkable. Not only that, the development experience provides instant feedback, ie. as you create new entities, relationships, users, they immediately become operational in the development environment. You can interact with them as you create them. This approach reminded me of RIA widget framework developerment where you can interact with what you build as you build it. Of course, I am still not well versed in many aspects of the platform, such as deep dive Apex programming or different aspects of Visual force, but getting something off the ground this quickly impressed me. You should be aware that we will also distribute platform cheat sheets in the developer labs. If you are curious about the development experience, and would like to get a feel about this total development experience, make sure to look at our new workbook. If you are attending the conference, check it out.
A piece of code is worth a thousand words, and you will find it very useful for your cloud computing application development experience. I did!
The workbook/cheatsheets will be available tomorrow at Dreamforce, and online.
The FMO Maturity Model – On-boarding the New Facilities Management Leader
On-boarding the New Facilities Management Leader
It was a busy summer proposal season for your faithful “FM Notes” blogger, including getting an article published and making presentations, most recently at the Facility Decisions Conference and Expo in Las Vegas. After the overview of the facility management maturity model was completed here on IWMSNews last spring, the plan for a next entry was to take a look at a proposed on-boarding process for new leaders, specifically thinking in terms of a facility manager joining a new place of employment, or taking on a new assignment. That’s where we pick up with this post.
There are a couple of good recent books on the “new leader” topic, including “ The First Ninety Days ” by Michael Watkins, and “ The New Leader’s 100-day Action Plan ,” by George Bradt and others. As the titles suggest, it is important that new leaders find some early wins that demonstrate engagement and progress, culminating with a plan, delivered at approximately the three-month point, for further improvements and accomplishments.
There are three key takeaways from the books:
Avoid common mistakes by mastering the new organization and situation early; Adjust to inevitable surprises; and Build loyalty, trust, and commitment. Avoid common mistakesSuccessfully completing the first item requires a couple of assessments; first, of the new organization, and second, of the facility manager’s own strengths and weaknesses.  Taking the second assessment first, this effort should be completed before starting the new job, since it will aid the FM in knowing what help is needed to offset weaknesses – finding talented subordinates that some front line management tasks can be delegated to, for example, or creating a key executive relationship with the potential for making or breaking the assignment .
The organizational assessment is actually more comprehensive and should be a well-planned undertaking. While questions such as, “Why is the company bringing on new leadership now?” are the foundation of this assessment, and may have been partially answered during the interview process, the new FM needs to understand the broader environment the organization faces. Knowing whether the change is being driven by cost pressures, emerging technologies or new operational approaches, or knowing if there an innovative new competitor emerging, is part of this initial environmental scan. The FM also needs to know who the customers are, who the vendors are, and how well the employees in the facility division understand the value of their contributions to the business.
Adjust to inevitable surprisesThere is any number of surprises that can arise to delay progress, which suggests a couple of good management tactics to make sure things stay on track. First, avoid over committing while still in the assessment mode of operations. It is common sense to add some flex- or float-time to a proposed schedule for meeting objectives, or to add a justified contingency to a cost estimate for an initiative.
Second, create a plan that outlines the findings from this on-boarding assessment, provides goals and objectives for addressing them, and identifies time frames for their accomplishment. To be workable, the plan needs to underlay broader corporate and organizational schedules, such as fiscal year planning cycles and employee performance evaluations, to provide the best overall benchmarks for how fast progress can be achieved.
Between these two approaches, most potential surprises can be identified and avoided. Still, it is inevitable that something will come up, and this is where the new leader will simply have to rely on his or her own managerial skills. After all, these are the things that earned the promotion to the new position in the first place.
Build loyalty, trust, and commitmentThe final takeaway from these on-boarding books is to build loyalty, trust, and commitment. My approach to this process usually involves a first meeting with the team reporting to me a couple of days into the new assignment. This meeting will take place after an initial “on the ground” meeting with the new leader’s superiors, where their assessment of the situation, goals, and expectations is clearly communicated. Besides being an introduction, I’ve used the team meeting as a way to find out what the employees think is going well, what needs improvement, and what isn’t getting done because there isn’t time or resources – findings that I can use to corroborate what I’ve been told by my new boss, filling in the details of the challenges ahead.
After the team meetings, one-on-ones can supplement the identification of what needs to improve, and what’s going well. These rapport-building conversations are an ideal way to develop the trust and loyalty needed for success, and also can serve to build commitment to the change and new goals when they are communicated in a non-threatening way. Getting feedback from senior managers and superiors during this part of the effort will keep them up to date on the progress – which is critical to gaining their commitment as well.
Depending on your own preferences, you might find that one or the other of these books has an approach that better supports your leadership style. In my most recent new assignments, I used Bradt’s 100-day version with some success, especially since it includes examples of forms and reports that can be adapted to almost any new leadership situation.
Future PublicationsWorking with Steven, we’ve decided to continue the FM Notes from the Field posts over the next few months, so I’ll be posting on a bi-weekly basis going forward. As always, I’d like to thank you for reading this blog. And also, thanks again to Steven and IWMSNews.com for hosting it.
Comments from readers are welcome, so please drop a note to me at jim.turner@iwmsnews.com if you would like to offer some insight from personal experience or if you would like more information on the material in these blog posts.
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An OBA Extension The Cram Group, www.thecramgroup.com, New York, NY, has been doing a lot of custom work with OBAs for Prolog project management software from Meridian |
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The Cram Group, a Meridian Systems Authorized Business Systems Integrator ... “Enabling OBAs is a key business value of our Web services platform strategy; we applaud The Cram Group's efforts to provide this library for Prolog and more » |
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