I've owned a Sony Viao S Series PCG-41412L VPCSE13FX laptop since February. It has a numeric keyboard and a 15.5 in., 1920x1080 screen, 4 GB DDR3, 640 GB storage, Intel core i5 2430M processor, weighs 4.4 lbs. It's 1 in thick. I've had no problems with the keyboard; the keys are illuminated and have a nice feel. It's the best laptop I've owned, so far. Google VPCSE13FX to find out more.
TMDA catches all my spam. I does not examine content. It sends a request for response to all unknown senders. Since the vast majority of spam has forged return addresses, no responses are sent back and the mail stays in the TMDA pending queue until it expires. Humans, on the other hand, reply, and their mail is removed from the pending queue and gets through. When I set up TMDA, I populated the whitelist with all the email addresses of my correspondents and lists.
Around 75% (150/200 daily) of my email is spam. After a month my false positive rate was around 0.5% (1/200) and most of those were mass mailed offers I would not miss. My false negative rate is around 0.02% (1/6000); every month or so a spam message is validated; I just move the address from validated to blocked so I'll never see it again.
I never have to see the 150 spam messages that come each day. I check the pending queue only when a business that sends email with a non-responding return address is sending me a message, like an online order confirmation.
The user can generate a keyword address when signing up for a list; messages from this address are allowed through without whitelisting. If later compromised; that address can be put on the revoked list.
Hierarchical management is based on a model in which the authority, whether manager or technical expert, isn't questioned and doesn't have to explain to anyone who isn't above them in the hierarchy. Thus, managers or VPs announce and don't explain. Thus managers put programmers in a room and tell them to work; since the manager projects that the programmer is an authority, the manager doesn't expect the programmer to need consultation and may even perceive seeking advice or review as a weakness.
This behavior is learned by hierarchical managers and leaders by the school of experience - those who don't follow and exploit it don't get to be managers, leaders, or VPs in hierarchical organizations.
The organization of open-source projects described in the article is not so much hierarchial as collegial. Groups members are judged by their contributions and interactions with others.
Now, the real question is, how does a for-profit company with a hierearchy of stockholders, board of directors, officers, managers, and employees translate the stockholders' expectations of success and the needs of the market and rising above competition to a success-oriented collegial project organization? Middle managers I have known have characterized their jobs and "providing air cover" - keeping management off the backs of the developers so they can get their jobs done with minimal interference. The problem, though, is that developers need to participate in the entire lifecycle of their products, not just get "protected" from the vagaries of the demands of business and marketing and upper management.
The article does bring attention to a key issue in product development, a longstanding and tough one to crack. It is immensely helpful to be able to show the existance of successful practices to try to knock some sense into hierarchical management.
If this probe detects ice in the first meter of soil from 60 degrees south to the pole, how could it find enough water to cover all of Mars to 500 meters? There must be assumptions not described here, or a math error.
With critical mass for Am-242 at 1% of Pl-239, then about 20 g. would make a mini-nuke. That adds one more worry to storing the raw material - security.
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I've owned a Sony Viao S Series PCG-41412L VPCSE13FX laptop since February. It has a numeric keyboard and a 15.5 in., 1920x1080 screen, 4 GB DDR3, 640 GB storage, Intel core i5 2430M processor, weighs 4.4 lbs. It's 1 in thick. I've had no problems with the keyboard; the keys are illuminated and have a nice feel. It's the best laptop I've owned, so far. Google VPCSE13FX to find out more.
TMDA catches all my spam. I does not examine content. It sends a request for response to all unknown senders. Since the vast majority of spam has forged return addresses, no responses are sent back and the mail stays in the TMDA pending queue until it expires. Humans, on the other hand, reply, and their mail is removed from the pending queue and gets through. When I set up TMDA, I populated the whitelist with all the email addresses of my correspondents and lists.
Around 75% (150/200 daily) of my email is spam. After a month my false positive rate was around 0.5% (1/200) and most of those were mass mailed offers I would not miss. My false negative rate is around 0.02% (1/6000); every month or so a spam message is validated; I just move the address from validated to blocked so I'll never see it again.
I never have to see the 150 spam messages that come each day. I check the pending queue only when a business that sends email with a non-responding return address is sending me a message, like an online order confirmation.
The user can generate a keyword address when signing up for a list; messages from this address are allowed through without whitelisting. If later compromised; that address can be put on the revoked list.
I use tmda.cgi for configuration.
Hierarchical management is based on a model in which the authority, whether manager or technical expert, isn't questioned and doesn't have to explain to anyone who isn't above them in the hierarchy. Thus, managers or VPs announce and don't explain. Thus managers put programmers in a room and tell them to work; since the manager projects that the programmer is an authority, the manager doesn't expect the programmer to need consultation and may even perceive seeking advice or review as a weakness.
This behavior is learned by hierarchical managers and leaders by the school of experience - those who don't follow and exploit it don't get to be managers, leaders, or VPs in hierarchical organizations.
The organization of open-source projects described in the article is not so much hierarchial as collegial. Groups members are judged by their contributions and interactions with others.
Now, the real question is, how does a for-profit company with a hierearchy of stockholders, board of directors, officers, managers, and employees translate the stockholders' expectations of success and the needs of the market and rising above competition to a success-oriented collegial project organization? Middle managers I have known have characterized their jobs and "providing air cover" - keeping management off the backs of the developers so they can get their jobs done with minimal interference. The problem, though, is that developers need to participate in the entire lifecycle of their products, not just get "protected" from the vagaries of the demands of business and marketing and upper management.
The article does bring attention to a key issue in product development, a longstanding and tough one to crack. It is immensely helpful to be able to show the existance of successful practices to try to knock some sense into hierarchical management.
If this probe detects ice in the first meter of soil from 60 degrees south to the pole, how could it find enough water to cover all of Mars to 500 meters? There must be assumptions not described here, or a math error.
With critical mass for Am-242 at 1% of Pl-239, then about 20 g. would make a mini-nuke. That adds one more worry to storing the raw material - security.