投稿時間:2022-03-30 08:41:33 RSSフィード2022-03-30 08:00 分まとめ(47件)

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IT	気になる、記になる…	｢watchOS 8.5｣を搭載した｢Apple Watch Series 7｣で高速充電に関する不具合が報告される	https://taisy0.com/2022/03/30/155247.html	apple	2022-03-29 22:48:54
IT	気になる、記になる…	米Apple、現地時間4月28日に同社2022年第2四半期の業績を発表へ	https://taisy0.com/2022/03/30/155245.html	apple	2022-03-29 22:35:57
TECH	Engadget Japanese	『ちょうどいいサイズ感』と『機能性』にこだわった、本革仕様「WRボディバッグ」	https://japanese.engadget.com/leather-sling-bag-223541166.html		2022-03-29 22:35:41
IT	ITmedia 総合記事一覧	[ITmedia ビジネスオンライン] なぜ焼肉の和民は「値下げ」戦略をとるのか	https://www.itmedia.co.jp/business/articles/2203/30/news077.html	itmedia	2022-03-30 07:34:00
IT	ITmedia 総合記事一覧	[ITmedia エグゼクティブ] 第2回 業務のデジタル化では「YouTuber」を目指せ	https://mag.executive.itmedia.co.jp/executive/articles/2203/30/news046.html	itmedia	2022-03-30 07:09:00
AWS	AWS Big Data Blog	Up to 15 times improvement in Hive write performance with the Amazon EMR Hive zero-rename feature	https://aws.amazon.com/blogs/big-data/up-to-15-times-improvement-in-hive-write-performance-with-the-amazon-emr-hive-zero-rename-feature/	Up to times improvement in Hive write performance with the Amazon EMR Hive zero rename featureOur customers use Apache Hive on Amazon EMR for large scale data analytics and extract transform and load ETL jobs Amazon EMR Hive uses Apache Tez as the default job execution engine which creates Directed Acyclic Graphs DAGs to process data Each DAG can contain multiple vertices from which tasks are created to run the application …	2022-03-29 22:26:29
AWS	AWS	How to Build This | S2E3 Ready to Scale IoT App	https://www.youtube.com/watch?v=eI5aBJG4F9U	How to Build This SE Ready to Scale IoT AppIn this episode Jillian breaks down what it takes to build an IoT application with integrated security that is ready to scale Learn what AWS services and devices can be leveraged to start building your IoT app today Special Thanks to These Contributors  Jason Derrett Christine Samson Zoran NakevResources to get started Intro to AWS IOT Core  Getting started with AWS IOT Core What is FreeRTOS Rules for AWS IOT What is MQTT How to choose a database Amazon DynamoDB Streams X client certificates for AWS IOT Check out more resources for architecting in the AWS cloud AWS AmazonWebServices CloudComputing HowToBuildThis	2022-03-29 22:18:45
python	Pythonタグが付けられた新着投稿 - Qiita	Google Colaboratoryを使ったRNNの動作確認（2022年3月30日）	https://qiita.com/bugmaker/items/9560b8057210c2572de1	参考にさせて頂いたサイト記事RNN回帰的ニューラルネットワークとはPythonでの実装方法と一緒に見ていこう更新日年月日GoogleColabratoryの準備参考にさせて頂いたサイト記事ではPythonの動作環境を特定していませんでしたが、本記事を参考にしてからやってみようという方のために、最も手軽に試せるGoogleColaboratoryの操作手順を含めて説明していきたいと思います。	2022-03-30 07:09:49
海外TECH	Ars Technica	A cosmic mystery: Astronomers capture dying star blowing smoke rings	https://arstechnica.com/?p=1844114	stars	2022-03-29 22:40:04
海外TECH	DEV Community	Ubuntu	https://dev.to/pakhi07/ubuntu-mki	UbuntuDual booting your pc isn t an easy task but it s definitely not impossible I recently dual booted Windows with Linux on my pc and here are some tips BACK UP YOUR DATA Dual booting might end up erasing your existing operating system so it s necessary that you always carry a back up Get to know about the details of your pc and find a suitable tutorial Google and Youtube are your best friends in case you get stuck anywhere Believe in yourself	2022-03-29 22:40:04
海外TECH	DEV Community	Book notes: Sooner, safer, happier: Antipatterns and patterns for business agility.	https://dev.to/danlebrero/book-notes-sooner-safer-happier-antipatterns-and-patterns-for-business-agility-18lb	Book notes Sooner safer happier Antipatterns and patterns for business agility These are my notes on Sooner safer happier patterns and anti patterns for business agility by Jonathan Smart with Zsolt Berend Myles Ogilvie and Simon Rohrer The book is like The DevOps Handbook but less technical and more org wide Key InsightsBetter Value Sooner Safer Happier BVSSH Better quality Value is unique OKRs Sooner faster Flow efficiency Lead time Safer governance risk compliance Happier none of the previous at any cost It is not my problem I did my bit The hole is on the other side of the boat SW binary is agile created complex and the path to production is lean complicated Milestones make no sense on emergent complex domains Not the business but our business Imposing Agile is not agile Edgar Schein learning only happens when survival anxiety is greater than learning anxiety fear of being a noob again Why for change must appeal all primary motivators autonomy mastery purpose You cannot over communicate the why Change is a social activity Invite over Inflict Orgs are complex adaptive systems Any experiment that takes place in them are not experiments because you cannot undo them You are never done improving “We don t have time We need to go big is a fallacy and self fulfilling prophecy Cognitive overload willpower is a limited resource and when it runs out you fall back on habits As more teams adopt the new ways of working the impediments will be more systemic and harder to resolve Pattern Descale Before you Scale Joseph Campbell if the path ahead is clear you are probably on someone else s Impediments are not in the path impediments are the path Improvement over time is more important than the absolute value Silence is unhealthy Instead of reporting lines supporting lines People need to be recognized for the lowest cost and quickest time to failure Water scrum fall Urgency paradox ideas sit months on big upfront prioritization and when they hit the dev team they suddenly become urgent Value streams are not oriented around customer personas Funding is a constraint on which to maximize value Applications and puppies have something in common they are for life not just for Christmas Install Jira and Jenkins and you re agile Don t manage dependencies break team gt Ignorance is the single greatest impediment to throughput Dan North at Introducing Deliberate DiscoveryFollowing the plan not learning gt Humans need to belong to groups but the tribal instinct is also an instinct to excludeAmy Lynn Chua at Political TribesWhen a measure becomes a target it ceases to be a good measure Tacit knowledge can only be shared by socialization pairing face to face and a bias for action Learning is more effective when exercises are in the learner context There is no such thing as best practice Your context is unique List of Patterns and Anti PatternsPatternAnti patternFocus on OutcomesDoing an Agile TransformationStart with Why Empower the HowUsing Old Ways of Thinking to New Ways of WorkingAchieve Big Through SmallThe Bigger the Capital “T Transformation the Bigger the Change CurveDescale Before you ScaleScaling Agile before Descaling WorkScale Agility not Agile Vertically then SidewaysGrass Roots Hits a Grass CeilingNot one size fits allOne Size Fits AllInvite over InflictInflict over InviteLeaders Go FirstDo as I say not as I doPsychological SafetyPsychological unsafeEmergent Mindset with Servant LeadershipDeterministic MindsetOptimize for Fast End to End FlowLocal OptimizationOutcome HypothesisMilestone driven Predicted solutionsIntelligent FlowHeadless ChickenStop Starting Start FinishingStart StartingSafety within SafetyLack of Safety within SafetyOrganize Safety by Value StreamRole Based Safety SilosIntelligent ControlFixed Mindset to RiskGo Slower to Go FasterGoing Faster Leads to Going SlowerContinuous Technical ExcellenceAgile Hollow ShellArchitect and Organize for FlowMisalignment of Teams and ArchitectureSmart People and Smart Teams with Robot FriendsTools Over PeopleOptimize for LearningInformation and Learning SilosNested Learning with Built in Feedback LoopsOutput over OutcomesCommunicate Communicate CommunicateThe Bubble EffectBe Comfortable with UncertaintyApplying a Deterministic Approach to an Emergent DomainMeasure for LearningWeaponized Metrics TOCA Sense Of UrgencyHow We Got HereChapter Focus On Outcomes Better Value Sooner Safer HappierChapter Achieve Big Through SmallChapter Optimization over One Way Invite over InflictChapter Leadership Will Make It or Break ItChapter Build the Right Thing Intelligent FlowChapter Building the Thing Right Intelligent ControlChapter Continuous Attention to Technical ExcellenceChapter Create a Learning EcosystemChapter The Best Time to Plant a Tree is Twenty Years Ago the Second Best Time is Now A Sense Of UrgencyThere is no such thing as best practice Your context is unique Better Value Sooner Safer Happier BVSSH Better quality Value is unique Sooner faster Safer governance risk compliance Happier none of the previous at any cost Practices principles context How We Got HereMaximize outcomes with minimal output Doing Agile vs being agile It is not my problem I did my bit The hole is on the other side of the boat SW binary is agile created complex and the path to production is lean complicated Chapter Focus On Outcomes Better Value Sooner Safer HappierThey apply to the whole org Not the business but our business Value OKRs Sooner Flow efficiency work time end to end lead time Typically or lower Lead time Measure the percentile and its change over time Throughput Items per period Should increase when reducing lead time Values balance each other Cheaper anti pattern Increases hidden costs via a reduction in flow efficiency Anti pattern Doing an Agile TransformationReasons to try an Agile Transformation “We are being disrupted If we don t change we won t survive Issues Optimizes for the agile tool not the outcomes Cargo cult “Doing agile Anti pattern Using Old Ways of Thinking to New Ways of Working Imposing Agile is not agile Top down command and control Big upfront planning Deadlines Emotional reactions Fear and resistance Loss aversion Agentic state Blindly obey orders passing the responsibility for the consequences of the person giving the orders Remove intrinsic motivators Autonomy no choice on Transformation Mastery new thing hence becoming a beginner Purpose If the reason for AT is reducing cost or increasing benefits Pattern Focus on Outcomes Pattern Start with Why Empower the How Simon Sinek people don t buy what you do they buy why you do it Edgar Schein learning only happens when survival anxiety is greater than learning anxiety fear of being a noob again “Why for change must appeal all primary motivators You cannot over communicate the why Orgs are complex adaptive systems Any experiment that takes place in them are not experiments because you cannot undo them Start with Identify early adopters by running a voluntary Community of Practice Create a central Ways of Working Center of Enablement You are never done improving Chapter Achieve Big Through SmallAnti pattern The Bigger the Capital “T Transformation the Bigger the Change Curve Change curve “We don t have time We need to go big is a fallacy and self fulfilling prophecy Cognitive overload willpower is a limited resource and when it runs out you fall back on habits Anti pattern Scaling Agile before Descaling Work Parkinson s law Also Parkinson bureaucracies expands at a rate of each year irrespective of the variation in the amount of work Policies standards and controls expand with the number of control staff employed Scale of the org itself can be an impediment for BVSSH Anti pattern Grass Roots Hits a Grass Ceiling Pattern Achieve Big Through Small People have a limited capacity to unlearn and relearn The only way to determine the optimal course of action is by safe to learn doing Rule of one experiment customer or team location In production As more teams adopt the new ways of working the impediments will be more systemic and harder to resolve Don t continue until these are alleviated Adoption as an S curve One per business unit and key systemic enabler One small WoW CoE per business unit reporting to the business unit not the central CoE Pattern Descale Before you Scale Descale work and system of work An org is a network of interdependent services Descaling should include breaking dependencies Pattern Scale Agility not Agile Vertically then Sideways New middle management role Ensure that the mission and desired outcomes are clear then listen coach and remove impediments Coaching Kata Chapter Optimization over One Way Invite over InflictAnti pattern One Size Fits AllJoseph Campbell if the path ahead is clear you are probably on someone else s Your scaling and cultural context is unique And culture will vary between teams business units geography Anti pattern Inflict over Invite Pattern Not one size fits all Unique VOICE Values and principles Behavioral guardrails that apply across context Outcomes and purpose Improvement over time is more important than the absolute value Targets should be avoided as they invite cargo cult and gaming the system Intent based leadership High autonomy with high alignment Coaching and support Coach should be omnists recognize and respect all bodies of knowledge without fundamentalism Experimentation Complex system probe sense respond Edgar Schein you cannot understand a system until you try and change it and when you do try to change it only then will the underlying mechanisms maintaining the status quo emerge “No “Not yet or “What do we stop in order to do this Impediments are not in the path impediments are the path Visualize flow metrics stabilize limit WIP optimize Evolution or revolution by invitation depending on your context Only Kanban and Disciplined Agile support evolution Revolution if org is facing an existential crisis there is support for a bigger dip in the change curve there is sufficient personal psychological safety people are volunteering and there is prior experience Pattern Invite over Inflict Improving BVSSH must be communicated as high priority from the board and that taking action will lead to recognition Exemplary Community Voluntary Agree to seek to become exemplary Benefits Access to external speakers and experts First to access new tools Keep the innovators on the bleeding edge Members have x improvement on most measures Chapter Leadership Will Make It or Break ItLeader guiding on a journey following is optional Commander control obey is mandatory Anti pattern Do as I say not as I do Leaders go on the same journey Become a beginner trying something new failing Anti pattern Psychological unsafe Boeing as a bad example Cost and schedule should not be the primary focus Leaders actions and ability to provide or withhold rewards communicate their preferences which then become the preoccupation of the workforce Silence is unhealthy Anti pattern Deterministic Mindset All non trivial change and product development is emergent The notion that we can predict what is going to happen is … wasteful demoralizing and dangerous Can be caused by leadership being uncomfortable exhibiting vulnerability not knowing Instead of reporting lines supporting lines Pattern Leaders Go First Transformational Leadership vs transactional from James Burns Leadership Role model Vision Intellectual stimulation Coach care for individuals Pattern Psychological Safety People need to be recognized for the lowest cost and quickest time to failure Steps to build psychological safety Set the stage Not personal incompetence but of the system of work Failure is learning Invite participation Respond productively Pattern Emergent Mindset with Servant Leadership Chapter Build the Right Thing Intelligent FlowAnti pattern Local Optimization Water scrum fall Urgency paradox ideas sit months on big upfront prioritization and when they hit the dev team they suddenly become urgent Anti pattern Milestone driven Predicted solutions Milestones with RAG status are culturally toxic Red is shame and reprisal Milestones make no sense on emergent domains Anti pattern Headless Chicken Feature factories disconnected from customer needs and company strategy Teams incentivized by output Anti pattern Start Starting Reducing WIP increases the chances of identifying causality Pattern Optimize for Fast End to End Flow Identify value streams Value streams are not oriented around customer personas Map products to value streams Identify Duplication Monolith that straddles multiple value streams Create small long lived teams T shaped multidisciplinary Roles Value Outcome Lead VOL The What value Outward focus Team Outcome Lead TOL The How for the system of work and people Inward focus Alleviate impediments build continuous improvement as a daily habit coach Architecture Outcome Lead AOL The How of the tech implementation within the org s broader tech architecture and engineering principles and standards Solutions architect hands on Enterprise architect provide support and governance across value streams These roles at every level Top level CEO VOL CIO TOL CTO AOL Funding the Flow of Value Fund by value streams not by project Funding is a constraint on which to maximize value Pattern Outcome Hypothesis Emergence Toyota Kata Nested outcomes OKRs Outcome do not cascade they align Levels Strategic objective multi year Portfolio objective lt years Portfolio epic lt months Business outcome lt months Experiment lt month Business Outcome gt Due to lt this insight gt gt We believe that lt this bet gt gt Will result in lt this outcome gt gt We will know that we are on the right track when gt Measure quantified and measurable leading or lagging indicators Rolling roadmaps and fixed dates Planning is done continuously at the multiple nested cadences From Project Management Office to Value Enablement Teams Coaches and supports measuring business outcomes Assist with prioritization Coaches the limiting of WIP Ensures alignment of nested outcomes Helps collecting lagging and leading data Consolidates data from value streams From “is it done yet to “what value we observed what we have learned and what steps shall we take next to get closer to the desired outcome Pattern Intelligent FlowHorizontal nested value streams with the vertical nested outcome hierarchy high alignment Pattern Stop Starting Start FinishingReduce WIP Pull don t push Chapter Building the Thing Right Intelligent ControlAnti pattern Lack of Safety within Safety Safety governance risk compliance people scared of raising concerns due to blame culture Lack of psychological safety in the Safety teams Anti pattern Role Based Safety Silos Each safety specialization Infosec Data Privacy Fraud being its own silo It causes Duplication Information bubbles Infight between silos and silos vs delivery teams Anti pattern Fixed Mindset to Risk Risk management current future threads vs compliance past issues Pattern Safety within Safety Pattern Organize Safety by Value Stream Cross functional long lived safety teams aligned to value streams with a Centre of Excellence for support plus a risk catalog Pattern Intelligent Control Product teams engage with their safety teams on a continuous basis Safety teams reassess on the quarterly business outcome the frequency of engagement depending on those business outcomes Risk stories validated through automated test or by Value Outcome Lead or by Safety team Chapter Continuous Attention to Technical ExcellenceApplications and puppies have something in common they are for life not just for Christmas Constant Improvement Kaizen and occasional step changes Kaikaku Punctuated gradualism Anti pattern Going Faster Leads to Going Slower Features and only features No time to follow good dev practices because Lack of partnership with Business No time to apply lessons learned System Entropy Anti pattern Agile Hollow Shell Agile without technical excellence is Agile work management Anti pattern Misalignment of Teams and Architecture Team topologies Anti pattern Tools Over People Install Jira and Jenkins and you re agile Should be People gt Process gt Tooling No technical career path for hands on software developers Not having testers too much automation Pattern Go Slower to Go Faster Visualize flow of features defects risks debts Prioritize improvement of daily work over daily work Coach for technical excellence practices is much rarer than Agile process coach Pattern Continuous Technical Excellence Pattern Architect and Organize for Flow Cognitive Load Don t manage dependencies break team Pattern Smart People and Smart Teams with Robot Friends Technical career good example UK Government digital services career framework Chapter Create a Learning EcosystemAnti patterns Information and Learning Silos gt Up to of info is lost on every hand off Poppendieck at Implementing Lean SW Dev Ignorance is the single greatest impediment to throughput Dan North at Introducing Deliberate DiscoveryAnti pattern Output over Outcomes Learning whether we have delivered something valuable or not comes from the customer Anti pattern The Bubble Effect Humans need to belong to groups but the tribal instinct is also an instinct to excludeAmy Lynn Chua at Political TribesSilo mentality not want to share with other tribes Poor learning retention when people leave their learnings are lost Duplication Anti pattern Applying a Deterministic Approach to an Emergent Domain Following the plan not learning Anti pattern Weaponized Metrics When a measure becomes a target it ceases to be a good measure Pattern Optimize for Learning Unlearn Tacit knowledge can only be shared by socialization pairing face to face and a bias for action In Clear and Complicated domains explicit knowledge In Complex and Chaotic tacit knowledge Identify and break silos with Value Stream Mapping Pattern Nested Learning with Built in Feedback Loops Learning is more effective when exercises are in the learner context Levels Individual Sharon Bowman four Cs from Training from the Back of the Room Connections Learners connect to the topic exploring prior experiences and knowledge Concepts and concrete practices Self learn Conclusions Learners do self reflection on the learning experience and teach back to the class Team Stand ups weekly reviews conferences unconferences retros show and tell pair and mob programming Toyota Improvement Kata Dojos Organization Internal meet ups conferences unconferences webinars brown bag sessions show and tell Pattern Communicate Communicate Communicate Internal BVSSH Awards Team has to proved factual data and quotes from customers and colleagues Teams will connect with winners for help and adviseCommunities of Practice Voluntary open to all Darwinian Meet once every two weeks ASREDS loop Align sense respond experiment distill share Pattern Be Comfortable with Uncertainty Pattern Measure for Learning Chapter The Best Time to Plant a Tree is Twenty Years Ago the Second Best Time is NowHow to continue from your current starting point and org memory to get better at fast learning in order to optimize for outcomes across the org Start with Why why of change not why agile Focus on outcomes BVSSH Leaders go first Create a Ways of Working Center of Enablement Start small and create an s curve of change Invite over Inflict Start with the natural champions Involve everyone from top to bottom Bias to action communicate communicate communicate Change is a social activity Become a Relearning org You are never done It takes years	2022-03-29 22:31:48
海外TECH	DEV Community	Road Trip, Sorta?	https://dev.to/lostoneway/road-trip-sorta-486o	Road Trip Sorta Feels like I m on an extended road tripAnd if you know me I hate riding in the car I just want to get there Do I appreciate the scenery along the way Yes Do I always get to my destination and think that wasn t so bad Yep Well this is how I ve been feeling about my coding journey It s a long and I MEAN LONG road trip Stopping to see ahem learn new things along the way Just constantly checking my GPS on when I ll get there Where s There Yeah my GPS is on explore right now And honestly that s alright I know I m right where I m supposed to be Would you believe I m on Codewars Solving problems and all Do I look up things when I have a question Absolutely My go to is looking at other people s solutions after I submit my own It is so interesting to see how others think I find myself saying ooh ahh that s smart If I can talk through their code I know I can talk through my own Still excitedI know I ll look back on this blog and and see how far I ve come I ve made a portfolio site and even a little webpage as a project for said portfolio This time last year I was up to my eyeballs in texts emails and phone calls for work I didn t have time to breathe let alone learn to code But I m in such a better headspace and job that I DO have time I will be sure to make the absolute best of it	2022-03-29 22:16:45
海外TECH	DEV Community	How I added animation to my generated website using Parabeac	https://dev.to/parabeac/how-i-added-animation-to-my-website-using-parabeac-kbn	How I added animation to my generated website using ParabeacWhile making a personal website I wanted to add a Down Arrow that moves up and down infinitely to indicate to the user to scroll down This can be easily done in Flutter by using the AnimatedPositioned widget In this post I ll go over how to achieve this effect using Parabeac The UI mockup of my site created in Figma Preparing your Figma file Custom TagsThe first step to creating the animation was to name the element I wanted to convert with a lt custom gt tag as seen in the image below Doing this allowed me to customize the logic attached to the UI element without having to modify the UI itself once I generated the Flutter code Editing the Dimensions of the Figma ElementSecondly because Parabeac takes the dimensions given in Figma and translates them to Flutter I needed to resize the Figma element boundary to take up roughly as much space as I wanted the animation to take up See below As seen in the image I increased the height of the element in order for it to be able to freely move up and down in the code itself Editing Position ConstraintsIn my case I wanted the arrow to stick to the bottom center of the screen as it resizes To translate this into Flutter I specified these constraints as seen on the right bar of the image below Generating the codeOnce my Figma file was ready to go I went to app parabeac com to generate my code Next I created a Pull Request PR into my GitHub repo If you want more details on how to do this check out Once the PR was successful I pulled the parabeac generated branch in VSCode and was ready to add my logic Adding logicSince I tagged the Down Arrow in Figma with lt custom gt Parabeac created a file inside the controllers directory of my Flutter project named down arrow custom dart This file wraps the arrow s UI and allows for logic to be injected The generated file looked as follows The widget child item is the UI of the arrow Initially by default the custom tags will return the UI with no logic The DownArrowCustom class is what allows me to add logic to the UI or to completely override it In my case all I wanted to do was to wrap widget child with an AnimatedPositioned widget that infinitely moves up and down Initializing animation variablesIn order to pull off this animation I need a couple of things Timer that triggers a change every X millisecondsAnimatedPositioned widget that wraps widget childA boolean variable to tell the AnimatedPositioned widget when to change positions Timer and DurationFor my down arrow I needed the timer to start as soon as the state was initialized in order to trigger the animation right when the page loads Therefore I defined the duration as a constant variable and defined a late Timer that would be initialized on initState In addition I had to cancel the timer inside the dispose method to avoid errors and unwanted behavior when the screen is no longer being rendered See below how I set up my timer class DownArrowCustomState extends State lt DownArrowCustom gt late Timer timer Duration of the animation and how often it should change positions final duration const Duration milliseconds override void initState Timer that triggers the callback function every seconds timer Timer periodic duration timer Temporary print call for illustration purposes print callback super initState override void dispose Make sure to properly dispose of timer timer cancel super dispose override Widget build BuildContext context return widget child AnimatedPositionedNext I set up an AnimatedPositioned widget that wraps widget child as follows class DownArrowCustomState extends State lt DownArrowCustom gt late Timer timer Duration of the animation and how often it should change positions final duration const Duration milliseconds override void initState override void dispose override Widget build BuildContext context return Stack children AnimatedPositioned width height bottom Need to update this value every time Timer triggers callback left child widget child duration duration As seen above I created a Stack that will be constrained automatically by the parent g dart file based on the Figma constraints I provided I then wrapped widget child the UI of the arrow with an AnimatedPositioned widget Notice that the duration of the animation and how often the timer triggers the callback is the same This is to ensure that the arrow changes positions at the same time the animation is finished i e there is continuous movement no pauses However the position won t change yet because there is no trigger that will change the bottom value of the AnimatedPositioned To achieve this I need to add a boolean variable that tells the AnimatedPositioned widget when to update Boolean Update VariableI then added a boolean class variable named update that changes value every time the timer calls the callback method See below for the final result class DownArrowCustomState extends State lt DownArrowCustom gt bool update true late Timer timer Duration of the animation and how often it should change positions final duration const Duration milliseconds override void initState timer Timer periodic duration timer Set state and change the boolean so the position changes setState gt update update super initState override void dispose timer cancel super dispose override Widget build BuildContext context return Stack children AnimatedPositioned width height bottom update Push arrow pixels up down depending on state left child widget child duration duration Final resultAfter updating the custom file this was the final result when running my Flutter project Feel free to leave your feedback and comments Github repo Deployed website needs a sec to load currently in development‍ ️ ️️	2022-03-29 22:09:27
海外TECH	DEV Community	Using Apache NiFi with Redpanda for your Kafka workloads	https://dev.to/redpanda-data/using-apache-nifi-with-redpanda-for-your-kafka-workloads-2i1p	Using Apache NiFi with Redpanda for your Kafka workloadsApache NiFi is a tool for moving and processing data between systems It started as an internal project from the National Security Agency NSA where it was known by the codename NiagaraFiles Through a technology transfer program the NSA declassified it as an open source project under the Apache Software Foundation ASF NiFi models streaming data as a series of flows through a directed acyclic graph DAG Data is permitted to flow in one direction downstream much the way water trickles through streams and rivers onto Niagara Falls and beyond A NiFi graph consists of processors and connectors which correspond to the nodes and edges of the graph respectively Processors can do some lightweight processing such as data transformation format conversion and message routing whereas connectors model the movement of data between processors Flows start and end with special processors called sources and sinks Sources and sinks are integration points to external systems like databases message queues and filesystems Compared with RedpandaNiFi has functional overlaps with pub sub messaging systems like Redpanda Kafka and Pulsar All of these systems were designed to facilitate the movement of data from one system to another However there are key design differences to take into account when choosing one for your use case NiFi is flow centric It allows for a no code low code style of development by allowing the user to visually draw the graph using a drag and drop interface Since users define the dataflow as a graph NiFi will have an explicit lineage showing the provenance of data a critical feature in support of auditability and data governance It also comes with an extensive set of processors for connecting with the most commonly deployed data systems in the market If all you need is to move data from A to B and perhaps do some light data transformation along the way then NiFi has your needs covered Pub sub systems like Redpanda are topic centric They organize data into topics and decouple producers from consumers Clients can publish and subscribe to any topic as they please This gives architects the ability to design a system that can evolve over time Using Redpanda as a sort of data interchange architects can add or remove system components like databases search engines or other services as the business need arises without affecting other components that rely on the same data The ability to store and retain historical event data also means that you can replay events to support audits or backtesting The topic centric approach can also be used to implement a message bus in support of microservices or event driven architectures It allows developers to concentrate on their individual component or service publishing to or consuming from one or more topics without having to worry about the broader system In general NiFi is focused on the user experience of building flows to route and process data moving between known systems whereas Redpanda is a streaming substrate that acts as a conduit for messages between loosely coupled systems with certain guarantees around throughput latency and durability NiFi with RedpandaAll that said it is actually not uncommon to see NiFi used with pub sub systems in the wild NiFi includes the PublishKafka and ConsumeKafka processors that allow authors to start or end a flow with Kafka as the endpoint In a typical integration Kafka is used as a central message bus and NiFi is used as a last mile connector that shuttles data between various systems and the central message bus This was especially necessary in the early years of Kafka which was initially released in and NiFi which was open sourced in Kafka Connect was announced in and has since added a lot of functionality previously covered by NiFi such as pluggable connectors and single message transforms While newer Kafka deployments may favor Kafka Connect the NiFi Kafka combination gets you the best of both worlds a loosely coupled event bus from Kafka and a low code graphical user interface for connecting to data sources and sinks via NiFi Given Redpanda s compatibility with the Kafka ecosystem you can use the existing PublishKafka and ConsumeKafka integration points to link it with NiFi We ve provided a docker compose yml file below so you can spin up your very own Redpanda NiFi integration There are existing examples out there that show you how to build a NiFi dataflow using the Kafka processors Just remember to substitute redpanda wherever you specify the Kafka broker address in the examples version services redpanda image docker vectorized io vectorized redpanda v command redpanda start smp memory M reserve memory M overprovisioned node id set redpanda auto create topics enabled true kafka addr PLAINTEXT OUTSIDE advertise kafka addr PLAINTEXT redpanda OUTSIDE localhost ports volumes var lib redpanda data nifi image apache nifi latest restart unless stopped ports environment NIFI WEB HTTP PORT ConclusionApache NiFi has s of connectors for most major data systems in the market today and the graphical interface makes it accessible even to novice data engineers Redpanda is a durable scalable fault tolerant event storage system that is state of the art in terms of performance and ease of use NiFi and Redpanda together make a powerful easy to use combination for building a complete streaming system Whether you are an existing NiFi Kafka user looking for a fast simple and reliable alternative to Kafka or a Redpanda user looking for a GUI driven alternative to Kafka Connect or into spycraft looking to understand anything declassified by the NSA we hope this article helps in your current and future efforts If you are a citizen or resident of the United States you may as well use NiFi since your tax dollars have already paid for it You actually lose money by not using NiFi so at least give it a try Apropos of nothing we ll end this article with a quote from Tesla It seems that I have always been ahead of my time I had to wait nineteen years before Niagara was harnessed by my system ーNikola TeslaReferencesTowards Data Science	2022-03-29 22:01:35
Apple	AppleInsider - Frontpage News	Apple orders sci-fi series adaptation of Blake Crouch's 'Dark Matter' novel	https://appleinsider.com/articles/22/03/29/apple-orders-sci-fi-series-adaptation-of-blake-crouchs-dark-matter-novel?utm_medium=rss	Apple orders sci fi series adaptation of Blake Crouch x s x Dark Matter x novelOn Tuesday Apple announced that it ordered a nine episode series for the sci fi show Dark Matter which will be adapted from the bestselling novel of the same name Image Credit AppleAlong with the reveal of the new addition set to arrive on Apple TV Apple has also confirmed that Joel Edgerton is set to star and serve as executive producer for the series Read more	2022-03-29 22:13:57
海外TECH	The Apache Software Foundation Blog	Success at Apache: My experience with the Apache Way —a perfect society?	https://blogs.apache.org/foundation/entry/success-at-apache-my-experience	Success at Apache My experience with the Apache Way ーa perfect society by Etienne ChauchotI have been working in software engineering for more than years I ve always contributed to Open Source software as a user or a developer But I ve been contributing to Apache Software Foundation ASF projects such as Apache Flink Apache Beam or Apache Spark for nearly years It is long enough for me to say that I find the Apache Way is almost the best way to collaborate on software engineering I will not describe the Apache way here as there is a lot of good information about that already I would rather link to the official Apache documentation I humbly suggest that you read what it is if you don t know it already nbsp My point here is to talk about the Apache Way in practice as I ve experienced it Of course every Apache community is different but what I wanted to emphasize is that applying the Apache Way by the book could lead to what I d call a quot perfect society quot even if this word seems a bit naive and over optimistic or even utopian A perfect societyActually working with the Apache way was a revelation to me ASF projects are governed by merit what you do inside the community is noted you get credit and it can lead to you obtaining more rights direct access to the project repositories election of committers etc Merit also drives decisions discussing solutions and building consensus or voting for the best one helps lead to the best possible state of the project in the end The best idea always wins in the long term The software is not driven by companies no vendor concerns should take precedence over community Consider how the ASF creates new top level projects TLP a project starts in the Apache Incubator and is mentored by people who have already participated in successful Apache projects When the mentors agree a project is ready healthy and following The Apache Way the ASF Board can approve its graduation from the Incubator to become a self governing TLP So the project is managed by the community itself and not by a single company and its private financial considerations This helps drive the best decisions for the software itself and ensures long term maintenance of the software It is inclusive the key aspect is that every voice matters and that everyone is considered equal no matter their personal background education ethnicity or nationality every contribution is good to take Community members recognize that people skills may be different and complementary to theirs So contributions might come from anyone from anywhere and in any form blog post documentation talk code website ASF communities are welcoming they are in constant search for new talents to join their forces Being welcoming is very important to build and grow a community The Open source community is also a great place for people to grow The way people collaborate is generally by mentoring Experienced contributors help newcomers or experts share their thoughts with others It is really also a good way for mentors to share their passion and inspire mentees Mentoring is in the DNA of the ASF starting with the Incubator when the podling community profits from the experience and advice of a mentor to grow in the Apache Way and become a top level project nbsp Communities are self organized there is no manager but only technical leaders and mentors Each community has a PMC that guides its governance but its responsibilities don t include assigning work and expecting it to be done People are self motivated and I must say that it is the best form of motivation ever I ve found the decision making simple and efficient there is no solely decision feedback is always very important People are willing to share their thoughts and solve problems together Community members have a collaborative mindset they are positive act constructively and their comments are in the best interest of the project and the community They are nbsp willing to share their thoughts review PRs share advice accept change requests or bug tickets People are willing to accept criticism without being defensive The master word is transparency nbsp Last but not least I ve seen most people behave gently the fact that every communication is public guides people to communicate in a positive way Indeed one of the ASF guiding concepts is quot what did not happen publicly didn t happen quot often said as “what didn t happen on the mailing list didn t happen but of course this concept can be generalized to any communication tool we use Examples of good communication I ve seen in open source communities are asking questions or suggesting rather than affirming or asking for thoughts rather than disagreeing bluntly An open source contributor should try to put theirself in the other person s shoes trying to not hurt their feelings and to not demotivate them Considering all of this what I can tell is that it is the way we all would like people and society in general to behave no Daily lifeThe funny thing is that it goes even further after some years of applying this philosophy I was told lately that it felt almost like a religion at work on a full time basis I started applying it to daily life outside of work It started to become my standard way of behaving in society nbsp Meritocracy becomes second nature for example I reward my home builders with gifts and public credit because they did a good job I reward my kids for good school work etc nbsp I also started to give time to others and share knowledge mentoring becomes nbsp second nature as well nbsp nbsp nbsp nbsp nbsp nbsp Another big thing which is very visible is that I now always take good care to give positive communication leading to positive and constructive thinking Positivism also becomes a key aspect of my daily life On a professional basis an important thing is that merit never expires So if you gain committership on a project or become a PMC member or even an ASF member it is for life So your skills are recognized by your peers for your whole career This is an incredible credit and a tremendous trust mark Can be a bit challengingIn order to avoid being seen as a total idealist I need to temper a bit I remember when I first joined an open source community I felt intimidated Community members are generally very senior level and very highly skilled developers But remember what is written above every contribution is good to take And with time and mentoring anyone can earn a place inside the community The other thing I felt a bit difficult when I joined is to find where to start some projects are old enough to have a large community so the amount of code is pretty high But here again mentoring comes into play mentors can give you pointers on hot topics starter tickets or simply areas that need maintenance And with time you might be recognized as an expert in a given area and the exciting subjects will come to you nbsp And if you feel like you want to join a smaller community try joining a project which is still in the incubation phase ConclusionI hope you enjoyed these insights and I hope it gave you the motivation to join an open source community Etienne Chauchot has been working in software engineering for more than years and is now specialized in Big Data He is an Open Source fan and contributes to Apache projects such as Apache Beam Apache Flink or Apache Spark He is also the author of the quot Big data Chronicles quot blog He is an Apache Beam committer and PMC member and also an Apache Foundation member quot Success at Apache quot is a blog series that focuses on the processes behind why the ASF quot just works quot	2022-03-29 22:21:20
海外科学	NYT > Science	Mariupol Residents Describe How Russian Forces Deprived Them of Food and Water	https://www.nytimes.com/2022/03/29/world/europe/mariupol-ukraine-russia-war-food-water.html	Mariupol Residents Describe How Russian Forces Deprived Them of Food and WaterResidents of Mariupol Ukraine described how Russian forces use hunger as a weapon of war in a monthlong siege of the southern port “No roof no food and no water survivors texted relatives who escaped	2022-03-29 22:43:16
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金融	金融総合：経済レポート一覧	【お薦め書籍】5秒でチェック、すぐに使える! 2行でわかるサクサク仕事ノート	https://www.amazon.co.jp/exec/obidos/ASIN/4046053631/keizaireport-22/	結集	2022-03-30 00:00:00
ニュース	BBC News - Home	Concert For Ukraine: Refugee stories centre stage as show raises £12m	https://www.bbc.co.uk/news/entertainment-arts-60912544?at_medium=RSS&at_campaign=KARANGA	disasters	2022-03-29 22:34:14
ニュース	BBC News - Home	‘It's mob mentality and an absolute joke’ – Southgate unhappy after Maguire booed	https://www.bbc.co.uk/sport/football/60922192?at_medium=RSS&at_campaign=KARANGA	It x s mob mentality and an absolute joke Southgate unhappy after Maguire booedEngland boss Gareth Southgate calls the booing of defender Harry Maguire before a friendly win over Ivory Coast an absolute joke	2022-03-29 22:27:26
ニュース	BBC News - Home	Mane sends Senegal to Qatar in shootout after Salah misses amid laser controversy	https://www.bbc.co.uk/sport/football/60881797?at_medium=RSS&at_campaign=KARANGA	Mane sends Senegal to Qatar in shootout after Salah misses amid laser controversySadio Mane scores the winning penalty in a shootout against Egypt to put Senegal through to the World Cup finals in Qatar	2022-03-29 22:54:15
ニュース	BBC News - Home	Portugal 2-0 North Macedonia: Bruno Fernandes sends Portugal to World Cup	https://www.bbc.co.uk/sport/football/60907078?at_medium=RSS&at_campaign=KARANGA	porto	2022-03-29 22:38:57
ビジネス	ダイヤモンド・オンライン - 新着記事	ウクライナ、安全保証と引き換えに「中立化」提案 - WSJ発	https://diamond.jp/articles/-/300525	引き換え	2022-03-30 07:01:00
北海道	北海道新聞	ポルトガルとポーランド本大会へ　Ｗ杯欧州ＰＯ	https://www.hokkaido-np.co.jp/article/662913/	欧州	2022-03-30 07:18:22
ビジネス	東洋経済オンライン	アウディ｢Q4 e-tron｣業界内での期待値が高い訳 ｢リスク覚悟の戦略｣で得たアドバンテージ | 電動化 | 東洋経済オンライン	https://toyokeizai.net/articles/-/540191?utm_source=rss&utm_medium=http&utm_campaign=link_back	qetron	2022-03-30 07:40:00
海外TECH	reddit	Andre Iguodala says wealthy who ‘control the media’ are why he was booed against Grizzlies	https://www.reddit.com/r/nba/comments/trq8zn/andre_iguodala_says_wealthy_who_control_the_media/	Andre Iguodala says wealthy who control the media are why he was booed against Grizzlies submitted by u fuzzyException to r nba link comments	2022-03-29 22:18:10