text:
You can opt in to automatically share certain data about your license usage and deployment performance with Splunk Inc ("Splunk"). Splunk uses this data to make decisions about future product development, and in some cases to improve customer support.
Splunk apps
In addition to the data enumerated in this topic, certain apps might collect usage data. See the documentation for your app for details. The following apps collect additional data. Check back for updates.
- Splunk Add-on Builder: Share data in Splunk Add-on Builder
- Splunk App for AWS: Share data in the Splunk App for AWS
- Splunk App for Infrastructure: Share data in Splunk App for Infrastructure
- Splunk App for ServiceNow: Share data in the Splunk App for ServiceNow
- Splunk Business Flow: Share data in Splunk Business Flow
- Splunk DB Connect: Share data in Splunk DB Connect
- Splunk Enterprise Security: Share data in Splunk Enterprise Security
- Splunk Industrial Asset Intelligence: Share data in Splunk Industrial Asset Intelligence
- Splunk IT Service Intelligence: Share data in Splunk IT Service Intelligence
- Splunk Machine Learning Toolkit: Share data in the Splunk Machine Learning Toolkit
- Splunk Metrics Workspace: Share data in the Splunk Metrics Workspace
- Splunk Security Essentials: Sending usage data to Splunk for Splunk Security Essentials
- Splunk Business Flow Share data in Splunk Business Flow
Summary of data sent to Splunk
The table below summarizes the data that your Splunk platform deployment can send to Splunk, Inc. Follow the links for more information.
|Type of data
|Enabled by default?
|How to opt in/out
|How to view example data
|What the data is used for
|License usage data
|On new installation, yes.
On upgrade, your previous selection is honored.
|Settings > Instrumentation
|Settings > Instrumentation
|Required by select license types, like true-up licenses. May be used by field teams to improve a customer's implementation.
|Anonymized usage data (not Web analytics)
|Settings > Instrumentation
|Settings > Instrumentation
|Used in aggregate to improve products and services.
|Web analytics portion of anonymized usage data
|Settings > Instrumentation
|See What usage data is collected.
|Used in aggregate to improve products and services.
|Support usage data (not Web analytics)
|Settings > Instrumentation
|Settings > Instrumentation
|Used by Support and Customer Success teams to troubleshoot and improve a customer's implementation.
|Web analytics portion of Support usage data
|Settings > Instrumentation
|See What usage data is collected.
|Used by Support and Customer Success teams to troubleshoot and improve a customer's implementation.
|Banner phone home
|See About update checker data.
|See About update checker data.
|Used by Splunk software to display a message in Splunk Web when a new version is available, and by Splunk to understand aggregate usage information.
|Usage data collected by Splunk apps
|Consult the app documentation.
|Consult the app documentation.
|Consult the app documentation.
|Consult the app documentation.
|Diagnostic files
|Sent to Support by request. See Generate a diag in the Troubleshooting Manual.
|Run the diag command with appropriate flags, inspect the file it creates before you upload it to your case.
|Used by Support to troubleshoot an open case.
Opt in or out of sharing usage data
The first time you run Splunk Web on a search head as an admin or equivalent, you are presented with a modal window that has the following two check boxes:
- Help make Splunk software better! I authorize collection of anonymized information about software usage so Splunk can improve its products and services.
- Get better Support! I authorize collection of information about software usage so Splunk can provide improved support and services for my deployment. Data will be linked to my account based on my installed licenses.
- Select or deselect the check boxes to indicate your data sharing preferences.
- Click either Skip or OK.
Option Description Skip Suppresses the modal permanently for the user who clicks Skip. Use this option to defer the decision to a different admin. Default opt-ins apply unless you or another Splunk admin make changes in Settings > Instrumentation. OK Confirm your choices and suppress the modal permanently for all users.
The check boxes are defaulted to send usage and support data. To opt-out of sending such information, please de-select the checkboxes before clicking OK. You can opt in or out at any time by navigating to Settings > Instrumentation.
To enable or disable collection of usage data, your user role must include the
edit_telemetry_settings capability.
License usage data is sent by default starting in Splunk Enterprise 7.0.0.
Opt out of sharing all usage data and prevent future admins from enabling sharing
The opt-in modal controls sharing for anonymized and Support data, but license usage data is sent by default for new installations starting in Splunk Enterprise 7.0.0.
To opt out from all collection of usage data and prevent other admins from enabling it in the future, do the following on one search head in each cluster and on each nonclustered search head:
- Click Settings > Instrumentation in Splunk Web.
- Click the gear icon next to Usage Data.
- Disable all options.
- Click Settings > Access controls > Roles.
- Remove the
edit_telemetry_settingscapability from the admin role. Users with this role no longer receive opt-in modals, nor can they access Settings > Instrumentation in Splunk Web.
If you want to disable collection of usage information across multiple deployments of the Splunk platform that are not centrally managed, block DNS resolution of
e1345286.api.splkmobile.com, the endpoint that is used to perform the data collection.
What usage data is collected
View non-session usage data
For license usage data, the anonymized usage data that is not browser session data, and the Support usage data that is not session data, you can view what data has been recently sent in Splunk Web.
- Navigate to Settings > Instrumentation.
- Click the category of data you wish to view in Search.
This log of data is available only after the first run of the collection. To inspect the type of data that gets sent before you opt in on your production environment, you can opt in on your sandbox environment.
For the usage data logs to be created and available, your search heads, indexers, and cluster master must be running Splunk Enterprise version 6.5.0 or later.
View session data
splkmobile. Events are triggered by actions such as navigating to a new page in Splunk Web.
The tables below describe the data collected if you opt in to both usage data programs and do not turn off update checker. The usage data is in JSON format tagged with a field named
New for Splunk Enterprise 7.x
Starting in Splunk Enterprise 7.0.0, you have the option of sending Support data. This is the same data as the anonymized usage data, but if you opt to send Support data, Splunk can use the license GUID to identify usage data from a specific customer account.
Upon upgrade, you are presented with an opt-in modal advising you of additional data collection.
- No anonymized or Support usage data is collected (including the fields collected pre-6.6.0) until you confirm your selection, either in the opt-in modal or in Settings > Instrumentation.
- If you upgrade from Splunk Enterprise version 6.5.0 or later, then your previous License Usage selection is respected. If you are installing a new Splunk Enterprise instance or upgrading from Splunk Enterprise 6.4.x or earlier, License Usage data is sent by default. You can opt out in Settings > Instrumentation.
In addition, the following pieces of data are included starting with Splunk Enterprise version 7.0.0:
Topology information:
- license slaves
- indexer cluster members
- indexer cluster search heads
- distributed search peers
- search head cluster members
Index information:
- indexes per search peer
App information:
- apps installed on search heads and search peers
Types of data collected by Splunk Enterprise
Splunk Enterprise can collect the following types of data:
- Anonymized or Support usage data (including session data)
- License usage data
- Update checker data
Support usage data is the same as the anonymized usage data, but the license GUID is persisted when it reaches Splunk, Inc.
Note that additional data might be collected by certain apps. See app documentation for details.
Anonymized or Support usage data
|Active license group and subgroup, total license stack quota, license pool quota, license pool consumption, total license consumption, license stack type
|License IDs
|Sent for license usage reporting as well as anonymized and Support reporting, but persisted only for users opting in to license usage or Support reporting.
|Host name of an indexer, replication factor and search factor for indexer cluster
|Indexer cluster member
|Collected by a search running on the cluster master.
|Indexer cluster search head
|Collected by a search running on the cluster master.
|Number of hosts, number of Splunk software instances, OS/version, CPU architecture, Splunk software version, distribution of forwarding volume
|Collected for forwarders.
|Distributed search peers
|Collected by a search running on a search head captain or, in the absence of a search head cluster, a search head.
|Indexes per search peer
|Collected by a search running on a search head cluster captain or, in the absence of a search head cluster, a search head.
|License slaves
|Collected by a search running on the license master.
|GUID, host, number of cores by type (virtual/physical), CPU architecture, memory size, storage (partition) capacity, OS/version, Splunk version
|For each indexer or search head.
|Core utilization, storage utilization, memory usage, indexing throughput, search latency
|Search head cluster members
|Collected by a search running on the search head captain.
|Indexing volume, number of events, number of hosts, source type name
|Number of active users
|Number of searches of each type, distribution of concurrent searches
|Apps installed on search head and search peers
|Collected by a search running on a search head cluster captain or, in the absence of a search head cluster, a search head.
|App name, page name, locale, number of users, number of page loads
|Session data.
|deploymentID (identifier for deployment), eventID (identifier for this specific event), experienceID (identifier for this session), userID (hashed username), data.guid (GUID for instance serving the page)
|Session data. Triggered when user is first authenticated.
|Page views
|Session data. Triggered when user visits a new page.
|Adding data page interaction
|Tracks user page interactions within the adding data context. This includes any data sources searched for, which collection method is chosen, and what deployment type is selected.
|Page loads
|Tracks loads and whether web serviced is supported. Triggered when a page is loaded.
|Dashboard characteristics
|Session data. Triggered when a dashboard is loaded.
|Pivot characteristics
|Session data. Triggered when a pivot is loaded.
|Pivot changes
|Session data. Triggered when a change is made to a pivot.
|Search page interaction
|Session data. Triggered with interaction with search page.
License usage data
|Active license group and subgroup, total license stack quota, total license pool consumption, license stack type, license pool quota, license pool consumption
|License IDs
|Sent for both reporting types, but persisted only for users opting in to license usage reporting.
Data samples
Anonymized, Support, and license usage data is sent to Splunk as a JSON packet that includes a few pieces of information like component name and deployment ID, in addition to the data for the specific component. Here is an example of a complete JSON packet:
{ "component": "deployment.app", "data": { "name": "alert_logevent", "enabled": true, "version": "7.0.0", "host": "ip-10-222-17-130" }, "visibility": "anonymous,support", "timestamp": 1502845738, "date": "2017-08-15", "transactionID": "01AFCDA0-2857-423A-E60D-483007F38C1A", "executionID": "2A8037F2793D5C66F61F5EE1F294DC", "version": "2", "deploymentID": "9a003584-6711-5fdc-bba7-416de828023b" }
For ease of use, the following tables show examples of only the "data" field from the JSON event.
Anonymized or Support usage data
Click Expand to view examples of the data that is collected.
|Data category
|Apps installed on search head and peers
{ "name": "alert_logevent", "enabled": true, "version": "7.0.0", "host": "ip-10-222-17-130" }
|Clustering configuration
{ "host": "docteam-unix-5", "summaryReplication": true, "siteReplicationFactor": null, "enabled": true, "multiSite": false, "searchFactor": 2, "siteSearchFactor": null, "timezone": "-0700", "replicationFactor": 3 }
|Indexer cluster member
{ "site": "default", "master": "ip-10-212-28-184", "member": { "status": "Up", "guid": "471A2F25-CD92-4250-AA17-4E49819B897A", "host": "ip-10-212-28-4" } }
|Indexer cluster search head
{ "site": "default", "master": "ip-10-222-27-244", "searchhead": { "status": "Connected", "guid": "1D4D422A-ADDE-437D-BA07-2B0C319D23BA", "host": "ip-10-212-55-3" } }
|Distributed search peers
{ "peer": { "status": "Up", "guid": "472A5F22-CC92-4220-AA17-4E48919B897A", "host": "ip-10-222-21-4" }, "host": "ip-10-222-27-244" }
|Forwarder architecture, forwarding volume
{ "hosts": 168, "instances": 497, "architecture": "x86_64", "os": "Linux", "splunkVersion": "6.5.0", "type": "uf", "bytes": { "min": 389, "max": 2291497, "total": 189124803, "p10": 40960, "p20": 139264, "p30": 216064, "p40": 269312, "p50": 318157, "p60": 345088, "p70": 393216, "p80": 489472, "p90": 781312 } }
|Indexes per search peer
{ "name": "_audit", "type": "events", "total": { "rawSizeGB": null, "maxTime": 1502845730.0, "events": 1, "maxDataSizeGB": 488.28, "currentDBSizeGB": 0.0, "minTime": 1502845719.0, "buckets": 0 }, "host": "ip-10-222-17-130", "buckets": { "thawed": { "events": 0, "sizeGB": 0.0, "count": 0 }, "warm": { "sizeGB": 0.0, "count": 0 }, "cold": { "events": 0, "sizeGB": 0.0, "count": 0 }, "coldCapacityGB": "unlimited", "hot": { "sizeGB": 0.0, "max": 3, "count": 0 }, "homeEventCount": 0, "homeCapacityGB": "unlimited" }, "app": "system" } }
|License slaves
{ "master": "9d5c20b4f7cc", "slave": { "pool": "auto_generated_pool_enterprise", "guid": "A5FD9178-2E76-4149-9FGF-55DCE35E38E7", "host": "9d5c20b4f7cc" } }
|Host architecture, utilization
{ "guid": "123309CB-ABCD-4BC9-9B6A-185316600F23", "host": "docteam-unix-3", "os": "Linux", "osExt": "Linux", "osVersion": "3.10.0-123.el7.x86_64", "splunkVersion": "6.5.0", "cpu": { "coreCount": 2, "utilization": { "min": 0.01, "p10": 0.01, "p20": 0.01, "p30": 0.01, "p40": 0.01, "p50": 0.02, "p60": 0.02, "p70": 0.03, "p80": 0.03, "p90": 0.05, "max": 0.44 }, "virtualCoreCount": 2, "architecture": "x86_64" }, "memory": { "utilization": { "min": 0.26, "max": 0.34, "p10": 0.27, "p20": 0.28, "p30": 0.28, "p40": 0.28, "p50": 0.29, "p60": 0.29, "p70": 0.29, "p80": 0.3, "p90": 0.31 }, "capacity": 3977003401 }, "disk": { "fileSystem": "xfs", "capacity": 124014034944, "utilization": 0.12 } }
{ "site": "default", "member": { "status": "Up", "guid": "290C48B1-50D3-48C9-AF86-14F43000CC5C", "host": "ip-10-222-19-223" }, "captain": "ip-10-222-19-253" }
|Licensing quota and consumption
{ "type": "download-trial", "guid": "4F735357-F278-4AD2-BBAB-139A85A75DBB", "product": "enterprise", "name": "download-trial", "licenseIDs": [ "553A0D4F-3B7B-4AD5-B241-89B94386A07F" ], "quota": 524288000, "pools": [ { "quota": 524288000, "consumption": 304049405 } ], "consumption": 304049405, "subgroup": "Production", "host": "docteam-unix-9" }
|Indexing throughput and volume
{ "host": "docteam-unix-5", "thruput": { "min": 412, "max": 9225, "total": 42980219, "p10": 413, "p20": 413, "p30": 431, "p40": 450, "p50": 474, "p60": 488, "p70": 488, "p80": 488, "p90": 518 } }
|Search runtime statistics
{ "latency": { "min": 0.01, "max": 1.33, "p10": 0.02, "p20": 0.02, "p30": 0.05, "p40": 0.16, "p50": 0.17, "p60": 0.2, "p70": 0.26, "p80": 0.34, "p90": 0.8 } }
|Dashboard characteristics, triggered when a dashboard is loaded.
{ "dashboard": { "autoRun": false, "hideEdit": false, "numCustomCss": 0, "isVisible": true, "numCustomJs": 0, "hideFilters": false, "hideChrome": false, "hideAppBar": false, "hideFooter": false, "submitButton": false, "refresh": 0, "hideSplunkBar": false, "hideTitle": false, "isScheduled": false }, "numElements": 1, "numSearches": 1, "numPanels": 1, "elementTypeCounts": { "column": 1 }, "layoutType": "row-column-layout", "searchTypeCounts": { "inline": 1 }, "name": "test_dashboard", "numFormInputs": 0, "formInputTypeCounts": {}, "numPrebuiltPanels": 0, "app": "search" } }
|Changes to pivots. Generated when a change to a pivot is made.
{ "eventAction": "change", "eventLabel": "Pivot - Report Content", "numColumnSplits": 0, "reportProps": { "display.visualizations.charting.legend.placement": "none", "display.visualizations.type": "charting", "earliest": "0", "display.statistics.show": "1", "display.visualizations.charting.chart": "column", "display.visualizations.charting.axisLabelsX.majorLabelStyle.rotation": "-90", "display.visualizations.show": "1", "display.general.type": "visualizations" }, "numRowSplits": 1, "eventCategory": "PivotEditorReportContent", "app": "search", "page": "pivot", "numAggregations": 1, "numCustomFilters": 0, "eventValue": {}, "locale": "en-US", "context": "pivot" }
{ "eventAction": "load", "eventLabel": "Pivot - Page", "numColumnSplits": 0, "reportProps": { "display.visualizations.charting.legend.placement": "none", "display.visualizations.type": "charting", "earliest": "0", "display.statistics.show": "1", "display.visualizations.charting.chart": "column", "display.visualizations.show": "1", "display.general.type": "visualizations" }, "numRowSplits": 1, "eventCategory": "PivotEditor", "app": "search", "page": "pivot", "numAggregations": 1, "numCustomFilters": 0, "locale": "en-US", "context": "pivot" }
|Triggered when a new page loads.
"component":"app.session.page.load", "visibility":"anonymous,support", "timestamp":1530637605818, "userID":"890e662510aa0462112a4927b05dff6f90b093a9ba97884edc2473fe0ac461bf", "experienceID":"dd7136a3-2584-2e7f-16d8-50b47f0f3204", "deploymentID":"98dfc5ff-756c-5b01-960c-e4ac3a3ff303", "eventID":"b06d0493-a3b8-3cae-52ee-85a11303390e", "version":"3"
|Triggered when a query string is run as a search.
| "component":"app.session.page.interact", "visibility":"anonymous,support", "timestamp":1530297674543, "userID":"890e662510aa0462112a4927b05dff6f90b093a9ba97884edc2473fe0ac461bf", "experienceID":"dd7136a3-2584-2e7f-16d8-50b47f0f3204", "deploymentID":"98dfc5ff-756c-5b01-960c-e4ac3a3ff303", "eventID":"bbc6244e-587d-17ee-f8a9-94a0f2744d66", "version":"3"
{ "app": "launcher", "page": "home" }
{ "app": "launcher", "splunkVersion": "6.6.0", "os": "Ubuntu", "browser": "Firefox", "browserVersion": "38.0", "locale": "en-US", "device": "Linux x86_64", "osVersion": "not available", "page": "home", "guid": "2550FC44-64E5-43P5-AS44-6ABD84C91E42" }
|App page users and views
{ "app": "search", "locale": "en-US", "occurrences": 1, "page": "datasets", "users": 1 }
|Indexing by source type
{ "name": "vendor_sales", "bytes": 2026348, "events": 30245, "hosts:" 1 }
|Metrics and performance data about KV store.
{ [-] usage.flushAverageMs: 5.3538461538461535 usage.instanceType: primary usage.memRamMb: 0 usage.memVirtualMb: 0 usage.oplogEndTime: 1569301264 usage.oplogStartTime: 1569222045 usage.oplogTimeRange: 79219 usage.readLatencyToUpTime: 0.000153653421585191 usage.readLatencyUsPerOp: 0.02158053280617528 usage.storageEngine: mmapv1 usage.upTime: 3956 usage.version: 3.6.12-splunk usage.writeLatencyToUpTime: 0.000153653421585191 usage.writeLatencyUsPerOp: 0.00048009036995199094 }
|Search concurrency
{ "host": "docteam-unix-5" "searches": { "min": 1, "max": 11, "p10": 1, "p20": 1, "p30": 1, "p40": 1, "p50": 1, "p60": 1, "p70": 1, "p80": 2, "p90": 3 } }
|Report acceleration metrics
{ "existing_report_accelerations": 2, "access_count_of_existing_report_accelerations": 10 }
|Searches by type
{ "ad-hoc": 1428, "scheduled": 225 }
|Active users
{ "active": 23 }
License usage data
Click Expand to view examples of the data that is collected.
|Data category
|Licensing quota and consumption
{ "type": "download-trial", "guid": "4F735357-F278-4AD2-BBAB-139A85A75DBB", "product": "enterprise", "name": "download-trial", "licenseIDs": [ "553A0D4F-3B7B-4AD5-B241-89B94386A07F" ], "quota": 524288000, "pools": [ { "quota": 524288000, "consumption": 304049405 } ], "consumption": 304049405, "subgroup": "Production", "host": "docteam-unix-9" }
What data is not collected
The following kinds of data are not collected:
- Unhashed usernames or passwords.
- Indexed data that you ingest into your Splunk platform instance.
How usage data is handled
When instrumentation is enabled, usage data is sent directly to Splunk through its MINT infrastructure. Data received is securely stored within on-premises servers at Splunk with restricted access.
Anonymized usage data is aggregated, and is used by Splunk to analyze usage patterns so that Splunk can improve its products and benefit customers. License IDs collected are used only to verify that data is received from a valid Splunk product and persisted only for users opting into license usage reporting. These license IDs help Splunk analyze how different Splunk products are being deployed across the population of users and are not attached to any anonymized usage data.
Support usage data is used by Support and Customer Success teams to troubleshoot and improve a customer's implementation. Access to Support usage data is restricted further than anonymized usage data.
See the Splunk Privacy Policy for more information.
Why send license usage data
Certain license programs require that you report your license usage. The easiest way to do this is to automatically send this information to Splunk.
If you do not enable automatic license data sharing, you can send this data manually. To send usage data manually:
- On a search head, log into Splunk Web.
- Select Settings > Instrumentation.
- Click Export.
- Select a date range and data type.
- Click Send or Export to send data to Splunk or export data to your local machine.
Feature footprint
Anonymized, Support, and license usage data is summarized and sent once per day, starting at 3:05 a.m.
Session data and update checker data is sent from your browser as the events are generated. The performance implications are negligible.
About searches
If you opt in to anonymized, Support, or license usage data reporting, a few instances in your Splunk Enterprise deployment collect data through scheduled searches. Most of the searches run in sequence, starting at 3:05 a.m. on the node that runs the searches. All searches are triggered with a scripted input. See Configure the priority of scheduled reports.
Which instance runs the searches and sends data to Splunk
One primary instance in your deployment runs the distributed searches to collect most of the usage data. This primary instance is also responsible for sending the data to Splunk. Which instance acts as the primary instance depends on the details of your deployment:
- If indexer clustering is enabled, the cluster master is the primary instance. If you have more than one indexer cluster, each cluster master is a primary instance.
- If search head clustering is enabled but not indexer clustering, each search head captain is a primary instance.
- If your deployment does not use clustering, the searches run on a search head.
If you opt out of instrumentation, the searches on this primary instance do not run.
Additional instances in your deployment run a smaller number of searches, depending on colocation details. See Anonymized or Support usage data. If you opt into instrumentation, the data from these searches is collected by the primary node and sent to Splunk. If you opt out, these searches still run, but no data is sent.
In order for the primary instance in your deployment to send data to Splunk, it must be connected to the internet with no firewall rules or proxy server configurations that prevent outbound traffic to
https://quickdraw.splunk.com/telemetry/destination or
https://*.api.splkmobile.com. If necessary, whitelist these URLs for outbound traffic.
Instrumentation in the Splunk Enterprise file system
After the searches run, the data is packaged and sent to Splunk, as well as indexed to the
_telemetry index. The
_telemetry index is retained for two years by default and is limited in size to 256 MB.
The instrumentation app resides in the file system at
Schedule instrumentation collection
If all instances in your deployment are running Splunk Enterprise version 7.1.0 or later, you can schedule instrumentation to run starting at any hour of the day, on a daily or a weekly schedule.
Changing the instrumentation collection schedule has trade-offs. Scheduling the collection to run weekly instead of daily might decrease the total search load for the week. A weekly collection takes longer than a daily collection, because it gathers data from all seven days. If you choose weekly collection, set it for a day and time when you expect the search load to be low.
The collection process in a deployment begins at the top of the hour, for example, at 3:00 A.M. The process runs a few searches in sequence on several instances in your deployment. Depending on the size of your deployment and whether you run instrumentation daily or weekly, it can take a few minutes before the final searches run on the primary instance to package and send the data to Splunk. See Which instance runs the searches.
If you opt in to instrumentation, the collection process begins daily at 3:00 A.M by default.
Change the collection schedule using Splunk Web
- On a search head, in Splunk Web, navigate to Settings > Instrumentation.
- Next to Usage Data, click the gear icon.
- Click Edit usage data schedule.
- Select a frequency, day, and time.
- Click Save.
You do not need to restart.
Change the collection schedule using configuration files
You can change the collection schedule by editing the
telemetry.conf file. For guidelines on editing this file, see telemetry.conf.spec.
- At the command line on any search head, navigate to
- Create or edit
- Edit the values for any of
scheduledDay, and
reportStartDateaccording to the guidelines in
Secure your configuration
About update checker data
This documentation applies to the following versions of Splunk® Enterprise: 7.2.9, 7.2.10


text:
This is so brilliant, and so very wrong. Some poor soul in Baltimore has lost her iPod Touch, offering a $50 reward for its return. And some Bad Samaritan knows a bidding opportunity when he sees one.
Taylor Lorenz Talks "Extremely Online"
Of course, the $148 estimate is just for an 8GB Touch. When you get into 64GB territory, you're looking at a grand savings of $348! I don't know exactly where these signs are posted, but that's probably for the best—it'd take no time at all to whip up my generous offer of $51.01. [The High Definite via The Daily What]

subset: commoncrawl


text:
Manchester (United Kingdom) (AFP) – Manchester United manager Jose Mourinho turned on the media once more on Friday as he launched a detailed defence of his use of England international striker Marcus Rashford.
The 20-year-old forward impressed for the Three Lions over the international break as he started, and scored, against both Spain and Switzerland.
That led to questions over whether Mourinho was making the most of Rashford's abilities as he has struggled to hold down a regular place in the United side where he faces stiff competition from Romelu Lukaku, Alexis Sanchez and Anthony Martial.
Rashford will definitely be missing when Mourinho's men travel to Watford on Saturday, though, as he begins a three-match ban after being sent-off against Burnley before the international break.
"I think I can expect that Sunday I'm going to be highly criticised for not playing him tomorrow because some of the boys are really obsessed with me and, some of them, they have I think a problem with some compulsive lies," said Mourinho.
The Portuguese coach then reeled off a stream of statistics detailing Rashford's 105 appearances in Mourinho's first two seasons in charge before pointedly suggesting other managers should be quizzed for their use of young English players.
"Marcus Rashford is not (Liverpool forward) Dominic Solanke, he's not (Chelsea midfielder) Ruben Loftus-Cheek, he's not (Everton striker) Dominic Calvert-Lewin.
"He's Marcus Rashford, Manchester United player, with an incredible number of appearances and an incredible number of minutes played at the highest level in the best possible competitions."
Mourinho has faced stinging criticism in the first few weeks of the season after defeats to Brighton and Tottenham saw the Red Devils lose ground on title rivals Liverpool, Chelsea, Spurs and Manchester City.
But despite righting the ship at Burnley and a two-week international break to ease the pressure, Mourinho again took aim at the press.
"The ones that wake up in the morning and the first thing that comes into their mind is Jose Mourinho and Manchester United, I feel sorry for them because there are much more interesting things to wake up and to be happy (about) in the morning than to speak immediately about us and about football.
"But for the Manchester United supporters, I think it is important they have the right idea of how things are in reality."
Mourinho also confirmed left-back Luke Shaw could return to action at Vicarage Road just a week after suffering a concussion in England's Nations League loss to Spain.
"Contrary to some news, to some opinions, by the protocol point of view and according to our doctor, he will be free to play," added Mourinho.
"The only situation we have to analyse is if you are going to play him when during the week he was not training with the team."
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FREDERICK, Md. /eNewsChannels/ — NEWS: Regent Education, the leading provider of financial aid management and enrollment optimization software solutions for higher education institutions, today announced a $9 million round of funding to support and accelerate the company's growth. The funds will be used to allow the company to respond to the tremendous demand for its solutions.
The company closed a $4 million Series C equity financing from both new and existing investors: New Markets Venture Partners joins current lead investor Chrysalis Ventures in the investment syndicate. Additionally, Ares Capital Corporation provided $5 million of debt financing.
"To prosper in the 21st century, higher education institutions need to offer innovative solutions and modify the way they deliver education," said Robb Doub, General Partner at New Markets Venture Partners. "Increasingly, all types of institutions are turning to non-traditional enrollment models such as non-term, self-paced and competency-based education to meet students' changing needs. Regent's financial aid management system, Regent 8, is the only solution on the market today that can fully support these models, properly positioning these institutions for the changing landscape in higher education."
"We have seen extraordinary demand for our solutions from all types of institutions: large and small, for-profit and not-for-profit," said Randy Jones, CEO of Regent Education. "Our recurring revenue base has grown more than 300 percent in the last two years because of the ability of our products to solve some of the most challenging administrative processes in higher education, particularly for schools offering non-traditional enrollment models. As institutions adopt these new models in order to meet their growth and service objectives, they are hindered by the limitations of their existing systems. We not only remove that barrier, but also help them control costs through our advanced automation."
In addition to Regent 8, Regent Education offers a variety of other solutions that help colleges attract more students and manage the onboarding and administration of those students more efficiently. The company's software-as-a-service platform successfully integrates with a variety of other systems that institutions use to manage their operations.
"We're excited about Regent's continued growth potential," said Wright Steenrod, Partner at Chrysalis Ventures. "The company's innovative solutions resolve complex administrative and regulatory problems for its customers through advanced automation, and theirs is the only solution that supports the rapidly-changing business models in higher education today."
About Regent Education:
Founded in 2006, Regent Education is a leading provider of software solutions that have revolutionized financial aid management and enrollment processes for schools using non-traditional enrollment models. Today, Regent 8, the eighth version of Regent's financial aid management system, is the only solution that provides end-to-end automation for non-term, nonstandard term, and standard academic years. Regent SNAP enables schools to provide estimated awards to prospective students in 15 minutes or less-a process that normally takes days or weeks. Regent Review is the industry's only fully-automated verification solution.
Regent is a nationally recognized leader in results-driven enrollment optimization and financial aid management solutions-solutions that are web-based, easy-to-use and interoperate with any existing student information system. Regent offers software-as-a-solution (SaaS) tools that help institutions increase enrollment, improve retention, speed student processing, mitigate compliance risks and deliver bottom-line results. Visit http://www.regenteducation.com/ for more information.
About New Markets Venture Partners:
New Markets Venture Partners is a venture capital firm that invests in and actively assists innovative education, information technology, and business services companies. The New Markets Team has decades of experience investing in and building high growth companies, maintains proprietary relationships with centers of innovation, and has particular domain expertise around technology and education. It prides itself on working to add value before, during and after the investment process. Visit http://www.newmarketsvp.com/ for more information.
About Chrysalis Ventures:
Chrysalis Ventures manages one of Mid-America's largest funds for early-stage and growth investments with approximately $400 million under management. Since 1993, the firm has invested in over 65 companies, primarily in the healthcare and technology sectors. With headquarters in Louisville, Kentucky, Chrysalis has offices in Cleveland, Pittsburgh, and Ann Arbor. The firm seeks to partner with entrepreneurs to build enduring businesses in industries undergoing significant transformation. For more information, please visit http://www.chrysalisventures.com/ .
About Ares Capital Corporation:
Ares Capital is a leading specialty finance company that provides one-stop financing solutions to U.S. middle market companies and private equity sponsors. The Company originates and invests in senior secured loans, mezzanine debt and, to a lesser extent, equity investments through its national direct origination platform. Ares Capital's investment objective is to generate both current income and capital appreciation through debt and equity investments primarily in private companies. Ares Capital has elected to be regulated as a business development company, and is externally managed by a wholly owned subsidiary of Ares Management LLC. Ares Management is a global alternative asset manager and a SEC-registered investment adviser with approximately $77 billion of assets under management as of March 31, 2014. For more information, visit http://www.arescapitalcorp.com/ .
This version of news story is Copr. © 2014 eNewsChannels™ (www.enewschannels.com) and the Neotrope® News Network – all commercial and reprint rights reserved. Unauthorized reproduction in whole or in part without express permission is prohibited.


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The recent book, Race Against The Machine, has caught the imagination of a growing body of readers. It's an important book, but it doesn't go far enough in highlighting the root causes of the unemployment we are experiencing. Rather than framing it as a technological issue, the book would have generated a lot more insight about both the problem and the solution if it had framed it as an institutional issue.
The authors, Erik Brynjolfsson and Andrew MacAfee, take a current news topic that has engaged the hearts and minds of many – persistent unemployment in the US – and suggest that this is a structural issue, not simply a temporary, cyclical event that will quickly improve. They argue that this issue is unlikely to go away in the foreseeable future and may actually become much more severe before it becomes better.
The economic impact of technological progress
Their goal is simple, as the authors state in a sub-heading of their first chapter - "Our Goal: Bringing Technology into the Discussion." Appropriately, they start by tracking the rapid advance of digital technology that is increasingly able to take on tasks that we would never have expected possible a few short decades ago.
They then proceed to examine the creative destruction that is driving growing mismatch between economic winners and losers. The authors in particular explore the paradox that advances in terms of economic productivity can at the same time leave a growing number of people behind. As they observe, "there is no economic law that says that everyone, or even most people, automatically benefit from technological progress." In particular, they highlight three divergences that are increasingly shaping the US economic landscape: "between higher-skilled and lower-skilled workers, between superstars and everyone else, and between capital and labor." They say the problem is even more stark because ". . . the winners in one set are more likely to be winners in the other two sets as well, which concentrates the consequences." This is the richest part of the book and there is much to be learned about the economic impact that technology has had on our workforce.
What is to be done?
Race Against the Machine purports to be an optimistic book, but the description of the challenge is far more detailed and compelling than the brief chapter that addresses "What Is To Be Done?" As a framework for resolution of the growing challenge of digital automation, the authors propose that ". . . the key to winning the race is not to compete against machines, but to compete with machines" and ". . .we can learn to better race with machines, using them as allies rather than adversaries."
This is a powerful turn of phrase, but when the authors dig into how to make this come alive, the specific recommendations appear pretty general. First, they suggest that we need to foster "organizational innovation: co-inventing new organizational structures, processes and business models that leverage ever-advancing technology and human skills."
They indicate there's an opportunity for creative entrepreneurs to imagine new kinds of businesses that can harness the power of machines, pointing out that there are limitless opportunities for re-combinations of ideas and individuals and that "parallel experimentation by millions of entrepreneurs" is the best way to find the winning combinations. There's no doubt that entrepreneurial energy can accomplish great things, but why has this entrepreneurial energy not been more effective in responding to the structural unemployment to date?
The second major plank of what is to be done involves investing more in education and training to build skills that are complementary to machines rather than vulnerable to automation. Their more specific recommendations in this domain include adopting new technology more aggressively, paying teachers more, eliminating tenure and keeping students in class longer.
There are other recommendations as well, including increasing investment in our national infrastructure, spending more on basic R&D and a variety of public policy reforms.
Yet, reading through all of these recommendations, I can't help but think that the authors are just skirting the real issue. The recommendations are "directionally correct" but, without a deeper analysis of the problem, are likely to fall short of the answers we desperately need to cope with the inexorable onslaught of digital technology as exponential improvements make more and more existing jobs vulnerable.
The authors come closest to a powerful answer with their call for "organizational innovation" but the call is far too vague and general. It can't be made more specific and actionable without another layer of analysis as to the root cause of the problem we confront.
Re-framing the core issue - is it technological or institutional?
Let me suggest that the real problem we are confronting is a growing disconnect between the institutional architectures we have so carefully designed over the past century and the pressures that are mounting in our global economy. This disconnect goes to the very core of why we have institutions in the first place. Until we address that most basic question, entrepreneurial tinkering will likely have marginal impact.
Ronald Coase won the Nobel Prize in economics for an essay on The Nature of the Firm he wrote in 1937 that provided a simple and compelling answer to the question of why we have corporations. He argued that we need corporations because they reduce transaction costs – the costs of coordinating and executing economic activity. Put in slightly different terms – the rationale for corporations resided in the quest for scalable efficiency.
This was an amazingly accurate analysis of the rise of the modern corporation in the 20th century. Huge companies were built and enormous wealth generated by pursuing this quest. But here's the catch. How was scalable efficiency attained? It was achieved by adopting large-scale push programs. Driven by forecasts of demand, push programs required highly standardized and rigorously specified work activities that were closely monitored to ensure predictability. The modern, thick process manual was the end-product. The job of the individual was to fit into this tightly regimented work environment and perform predictably and efficiently.
Now, think about this. If we reduce work to highly specified and standardized instructions that can be performed efficiently and predictably, what have we done? We have reconceived work so that it can be performed by computers and robots. In fact, computers and robots are far more preferable than humans because we humans are ultimately unpredictable and have a really hard time following instructions to the letter, day in and day out.
In this environment, it's quite natural to view workers as fungible, cost items. When pressure mounts, the natural reaction is to cut costs by cutting workers, replacing them with machines where possible and, where not, simply making the remaining workers work harder.
Given this perspective, it's no longer surprising that we see the hollowing out of the middle class. Where did the middle class come from? They are the workers who so faithfully carried out the tightly programmed tasks defined by our push driven institutions.
Sure, as the authors point out, some of the routine work we do cannot yet be performed by computers, but it's just a matter of time before the delivery truck driver and the customer service rep can be fully automated. And what about all those wonderful things that the authors indicate will never likely be automated – imagination, creativity, genuine insight and emotional and moral intelligence? These attributes have no place in the push driven institutions we have built. They are ruthlessly rooted out wherever they rear their ugly heads.
Smaller, entrepreneurial organizations of course buck this trend, but what happens as soon as they start to scale? They embrace push programs and rapidly join the ranks of the regimented. Why shouldn't they? That's the tried and true way to succeed.
Why should we be surprised that computers and robots are taking over more and more of the work in push driven companies? And it's not just companies. The doctrine of scalable efficiency pervades all of our institutions – schools, NGOs and government agencies. We have all embraced push programs as the way to achieve success.
So, what's the answer?
Until and unless we get to the root cause of the problem, we'll never solve the problem. The authors frame the issue as a technological issue, but it's really an institutional issue. Until we can develop an alternative institutional model, one that can scale as effectively as the scalable efficiency model, we will face mounting pressure from machines and remain locked in a race against the machine without the ability to finally race with the machine.
But here's the good news. The scalable efficiency institutional model is fundamentally and irreversibly broken as I've argued at great length in The Power of Pull, with my co-authors, John Seely Brown and Lang Davison.
Why is it broken? Because digital technology has re-shaped our global business landscape in profound ways. It makes forecasts and predictions more and more challenging as we see more and more volatility and the increasing frequency of extreme, unanticipated events ("black swans"). We increasingly find ourselves in a Paretian world but predictability can only be found in a Gaussian world where averages are meaningful. The push programs that seemed so essential to scalable efficiency now produce the opposite: increasing inefficiency, as rigidly constructed programs face unanticipated changes in the market.
Equally importantly, we're moving from a world of knowledge stocks, where competitive advantage resides in proprietary knowledge of lasting value, to a world of knowledge flows, where competitive advantage can only be attained by participating effectively in a larger and more diverse set of knowledge flows. In a world that's changing more rapidly with growing uncertainty, knowledge stocks depreciate in value at an accelerating rate.
This suggests an alternative rationale for institutions. Rather than pursuing scalable efficiency, perhaps we need a new set of institutions that can drive scalable learning, helping participants to learn faster by working together. While simple to state and intuitively appealing, this requires profound changes to our institutional landscape.
Rather than relying on rigid push programs, we need to increasingly develop scalable pull platforms where people can draw out people and resources where they are needed and when they are needed, not just to perform pre-defined tasks, but to engage in creative problem-solving as unanticipated challenges arise. Interestingly, the authors of Race Against the Machine, cite a number of promising entrepreneurial initiatives that all turn out to be examples of scalable pull platforms, but they don't step back to really develop what is different about these pull platforms or to explore their potential for accelerated learning and performance improvement.
These pull platforms have an interesting property. They not only accommodate, but demand, the attributes of participants that are least susceptible to automation – imagination, creativity, genuine insight and emotional and moral intelligence. In fact, these pull platforms catalyze, cultivate and reward these attributes – the same attributes that are so suspect in today's push driven institutions. In pull-driven institutions, participants are no longer fungible cost items but instead become fully visible as assets with the potential for virtually unlimited development.
One more point. These pull platforms are much more challenging to scale without digital technology infrastructure. At long last, we will have an institutional framework that requires us to race with the machine, rather than simply racing against the machine.
This emergence of pull-based institutions isn't simply confined to the domain of corporations. It will pervade all institutional domains. For example, our educational system is a classic push driven environment – not surprising, given that its primary mission was to prepare individuals to enter the workforce of push driven corporations. Adopting this institutional re-framing in education points out the limitations of the authors' recommendations on education – simply investing more money and working longer hours in a push driven educational environment will have only marginal impact at best.
The bottom line
Until and unless we re-frame the challenges we face, we'll have little hope of developing effective programs of change. At its core, this isn't a technological challenge, but an institutional challenge. We're dealing with a set of institutions that are increasingly inappropriate for the mounting pressure we face. At an even more fundamental level, it's a mindset challenge – it's about our beliefs about the kinds of institutions that we need to assure our prosperity and well-being.
The good news is that if we can re-frame the challenge, the challenge becomes an opportunity. For the first time, we have an opportunity to build institutions that can help all of us to achieve more of our potential and increasingly differentiate us from machines, while harnessing their power to amplify our efforts. We have reached a point in our history where small moves, smartly made, can set very big things in motion.


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Catching up on the backlog of reading since the trip down to Brissie disrupted the schedule somewhat and I missed the biggest news to hit the VGHVI group; Peter Moleneux has done an interview for the Living Epic short course starting after Christmas.
I missed my chance to get some questions in for the interview, but it sounds like it's going to be filled with interesting Fable II inner workings from a storytelling perspective.
Saturday, December 20, 2008
Peter Moleneux at Living Epic
Posted byVRBones at9:50 PM Labels:Computer Games,uni,VGHVI


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Read More
I grew up in a French Canadian farming family in Bedford, NH. So it shouldn't surprise that I enjoy pretty much anything related to farms. As I have gotten older, I sadly watched as farms withered to abandoned land, or re-purposed into housing communities. I make it a point to capture farms before they fade into memory. Do you have any farms near you that are still active?


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The Waterfalls of the Lost World
A backdrop from Lost
You might recognize this scene below if you were a fan of Lost! I miss that show — I liked it quite a bit. Now I'm into Fringe, which has a lot of the same feel as that show… but I wish there was more like it on TV. I like those complex-plots other-worldly ones… what I really wish for is more Twin Peaks. I thought I heard a rumor out there that something may be in the works around that!
Daily Photo – The Waterfalls of the Lost World
This is a magical place — and it's extra magical when it rains. There are only a few places in the world that have this kind of a feel, and this one in Oahu is one of the best. The other place I see this kind of crazy waterfall scene is in the south island of New Zealand around Milford Sound. The key to getting a good photo is to wait for a major rainstorm and they pray for an immediate stop! If there is sun, it is even better… but getting sun right after a major rainstorm is pretty rare.


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Well folks, 2012 is down to its last few hours. Below is a look back at some of the things that happened this past year in Washington wine. For more on the year that was and the year to come, pick up the Winter Edition of Washington Tasting Room Magazine where I write about trends in 2012 and predictions for 2013.
Washington saw major changes as an industry in 2012 with the state auctioning off its liquor stores, liquor sales becoming privatized, and big box liquor stores – such as BevMo! and Total Wine coming to town. More stores are expected. Everyone got in on the game with spirits now sold in stores from QFC to Target and everything in between. In some cases, the effects were unanticipated.
2012 also saw the purchase of the 50-year old Columbia Winery by California behemoth E.J. Gallo and Company. One of the stated goals is to raise production to 1M cases. Meanwhile Washington vineyard owners shopped their land in California.
Precept Wine approached the million case mark and opened two new tasting rooms in Walla Walla. Chateau Ste. Michelle continued to grow, purchasing O Wines and planning for an $18M wine storage and distribution center. The project broke ground earlier this year.
Amazon officially entered the wine business after many previous failed attempts. The company carries over 1,000 wines, including a number from Washington wineries.
The Washington Wine Commission hired a new President and subsequently released a new five-year plan. The Commission also celebrated its 25th anniversary.
Meanwhile an economic impact study showed Washington continuing to expand its economic footprint to the tune of $14.9B nationally. The industry continues to grow with acreage up dramatically in recent years. In terms of wineries, there were more impressive newcomers like Avennia, Manu Propria, Proper Wines, and Lauren Ashton Cellars among others.
The state also continued to broaden its focus with rosé and sparkling wines receiving increased attention. Meanwhile Chardonnay received some newfound love in Washington with Charles Smith starting a new project as well as Chris Gorman.
Washington's thirteenth viticultural area was approved – the Ancient Lakes.
Washington State University in on track to break ground on a new Wine Science Center. The center was dedicated earlier this year.
The state completed a trade pact with South Korea, which may be a boon for the wine industry in the years to come. Meanwhile the governor gave a smack down on California wine. Surprisingly, they took notice.
Eastern Washington wineries continued to open up tasting rooms in Woodinville with some also branching into a warehouse area in Kirkland (Waving Tree, Skylite Cellars, and Northwest Cellars as well as downtown Kirkland (Zero One Vintners). However, in a reverse trend, one Woodinville winery opened up a second tasting room in Walla Walla.
After two successive cool growing seasons, 2012 was a return to 'normal' times. Indeed, many growers and winemakers are bullish about the prospects for the vintage saying it may be the best year since…the year before. ;) Fires across eastern Washington gave the industry a scare but, to date, no wineries have reported any issues with smoke taint.
Of course, it was not all sunshine and roses. The Seattle Wine Society closed it doors after thirty-five years. Alaska Airlines also reduced its planes to Walla Walla.
That's all from me for 2012. I want to thank everyone for reading Washington Wine Report this year. I am sincerely grateful.
I'll be taking a short vacation the first two weeks of 2013. Look for regular postings to resume on January 15th. Happy New Year everyone!
Picture from http://www.govtech.com/e-government/2012-Year-in-Review.html.


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In just nine years the Sandcastle Festival has become one of the best attended, talked about and written about summer venues on this part of the Northeast coast.
From a very humble, quiet, somewhat stumbling and fumbling beginning, the festival has grown into a massive event of the first order and as such, all future efforts must be well orchestrated, funded and carried out.
Last weekend's festival attendance was over the top, especially the crowd that came out all day Saturday and culminating with the enormous crowd that filled every portion of Revere Beach for the fireworks display.
That crowd was estimated at more than 100,000 people and many an old timer remarked they hadn't seen a crowd like this at the beach since the 1940's.
Some said the crowd rivaled the 100thanniversary beach extravaganza that brought so many to Revere in the 1990's.
It is the mass of people that powered the entire event, that and the sculptures, which has turned the festival into such a major venue.
The time will come when organizers of the event learn how to fully maximize the value of so many visitors.
Not enough can be said for the notion that this is a destination event, that is to say, Revere as a destination has not been something in play for many, many years.
The beach always attracts crowds in the summer but it is the festival that has changed the face of the beach in July for almost a decade.
Next year's event has the potential to be a massive affair, an event so carefully planned and orchestrated that when all is said and done, event organizers have a substantial profit to fund off-shoots of the event so that it lives throughout the year all over the city and in the area.
With the artful use of the Internet, with the continued care of those who serve the event without pay and with the help of media of every kind and word of mouth, this festival will take on a new persona.
It has the possibility of becoming a once a year event that generates millions of dollars in revenues for those serving food, retailing certain items, and for entertainment venues which might possibly be of so great a reputation that thousands would gladly pay for a ticket to attend a festival concert.
The artistic base of the event is what should never be toyed with. If possible, it should be expanded with sculpting lessons for kids of all ages and even for adults and on and on.
The ninth annual Sandsclupting Festival was an enormous success.
We have not heard a bad word uttered by anyone about the Festival, which has the ability to become something like the Empire State Building of events in this part of New England.
Everyone should be proud of the festival.
It was the real thing this year.
Next year's could be the prize.
Full story: http://www.reverejournal.com/


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Diversified Woodcrafts' Forward Vision II Science Workstation is a classroom table and lab bench in one. During lecture time, four students can sit side-by-side on lab stools, facing the teacher. For hands-on learning, students have a large work surface and a drop-in sink with water/gas fixtures to accommodate science experiments. This science workstation is constructed of solid hardwood and natural oak plywood veneers, so it will bring durability and beauty to your lab. A chemical resistant finish and rubber base molding will protect the unit from moisture and chemical spills. The countertop is 1" solid phenolic resin, which is resistant to heat and chemicals. Two lower locking cabinets provide secure storage space, and side hooks can hold book bags or aprons. Diversified Woodcrafts' Forward Vision II Science Bench is backed by a limited lifetime warranty.
Key Features
- Workspace for four students
- Chemical and heat-resistant solid phenolic top
- Drop-in sink with gas/water features
- Lower storage space
- Base material: Hardwood and oak plywood veneers
- Tabletop material: 1" solid phenolic resin
- Sink material: Solid epoxy resin
- Height: 36"
- Width: 88"
- Depth: 46"
- Sink dimensions: 12" x 8" x 6"
- Warranty: Lifetime limited
- Assembly required
- Made in the USA
- Estimated Lead Time: Ships within 6 weeks
- Shipping Method: Freight
- Weight: 590.00 pounds


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|Slony-I 2.0.8 Documentation
|Fast Backward
|Fast Forward
In the Slony-I replication system, replicated tables are organized in sets. As a general rule of thumb, a set should contain all the tables of one application, that have relationships. In a well designed application, this is equal to all the tables in one schema.
The smallest unit one node can subscribe for replication from another node is a set. A set always has an origin. In classical replication terms, that would be the "master." Since in Slony-I a node can be the "master" over one set, while receiving replication data in the "slave" role for another at the same time, this terminology may easily become misleading and should therefore be replaced with "set origin" and "subscriber".
- ID = ival
ID of the set to be created.
- ORIGIN = ival
Initial origin node of the set.
- COMMENT = 'string'
A descriptive text added to the set entry.
If none is provided, a default value is set; A replication set so boring no one thought to give it a name.
This uses schemadocstoreset(integer, text) .
Version Information
This command was introduced in Slony-I 1.0
Until version 1.2, it would crash if no comment was provided.


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Friday, 9 November 2012
Birdy Brilliance: Alice Melvin's tablemats and coasters
We love our feathered friends here at Domestic Sluttery. Rarely a week goes by without a little birdie popping up somewhere, whether it's a flamingo, an owl or the humble pigeon. Alice Melvin also loves her birds. So it follows that her coasters and placemats are right up our dining table street.
Each are decorated with a different kind of bird, transformed into its own eye-boggling pattern. Take a look at the owl coaster is nesting at the top of this post or her bullfinches coaster, above.
Alice's placemats bring even more birdy delights to pick from, like these Black headed gulls.
Or these colourful blue tits. The most appropriate bird for your table though?
In my greedy case, it's definitely the Gannets.
The placemats are £21.95 and the coasters are £9.95, both for a set of four. You can get them all from Illustrated Living. They're perfect for your very own nest.
Posted by Last-Year Girl at 10:00
Labels: Alice Melvin, birds, Frances, home sweet home
3 comments:
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How to unlocking my Motorola Atrix 4G MB861 if i forgot my PIN or pattern
How to unlocking my Motorola Atrix 4G MB861 if i forgot my PIN or pattern
If you forgot the pattern or your PIN is not working, the Motorola Atrix 4G MB861 will allow you to log-in with the Gmail information you programmed into the Motorola Atrix 4G MB861 during setup.
You will need to try entering a pattern or PIN at least five times. If you fail to draw the correct unlock pattern or pin on the screen after five attempts, the Motorola Atrix 4G MB861 will prompt you to wait for 30 seconds before you can try again.
Press OK or wait for 30 seconds before attempting again.
After you press OK, the lock will come back again with a button on bottom right that states Forgot pattern.
Touch Forgot Pattern.
You will be prompted to sign in using your Google/Gmail account and then to create a new screen unlock. You can skip entering a new security lock.
If you forgot or are unsure about your Google password, but you know your Gmail login or Google account name, you can have Gmail send you a password change request link to your other email address through your computer, by following the steps below:
Please use a computer to visit http://www.gmail.com.
From the Gmail login page click on the "Can't access your account?"
Follow the steps in that guide to recover your Gmail login information.
Once your login information is recovered, please use that information to unlock the Motorola Atrix 4G MB861 using initial steps above. If you recently created your Gmail account or changed its password, allow up to an hour to try the new password.
Note: You must have had a Gmail account setup on the Motorola Atrix 4G MB861 before you locked the handset to reset your PIN through Gmail.
If the steps above did not resolve your issue, the last option is to attempt an external reset of your Motorola Atrix 4G MB861. Click here for more information on this option.


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Goblin XNA: A Platform for 3D AR
and VR
Goblin XNA is a platform for research on 3D user interfaces, including mobile augmented reality and virtual reality, with an emphasis on games. It is written in C# and based on the Microsoft XNA platform. Goblin XNA inherits some of the goals of the earlier Goblin project, but with a shift in emphasis toward core 3D user interface functionality, leveraging the existing functionality of DirectX 3D game engines and development environments. The platform currently supports 6DOF (six degree of freedom) position and orientation tracking using marker-based camera tracking through ARTag with OpenCV or DirectShow, and InterSense hybrid trackers. Physics is supported through BulletX and Newton Game Dynamics. Networking is supported through Lidgren library. Goblin XNA also includes a 2D GUI system to allow the creation of classical 2D interaction components.
The Goblin XNA AR Racing Game is an augmented reality mod of the XNA Racing Game Starter Kit. It is the first game being created using Goblin XNA, and demonstrates the use of fiducial tracking, 2.5D and 3D widgets, and assorted 3D user interface techniques. The Goblin XNA AR Racing Game uses an optically tracked physical gameboard, controller, and tokens. Instead of racing around a preset virtual track, the driver must pass a sequence of waypoints, while avoiding obstacles. Waypoints and obstacles are attached to physical tokens that can be moved dynamically during gameplay to rearrange the course.
The user drives a virtual car with a hand-held controller on a tracked physical gameboard.
Developers: Ohan Oda, Levi Lister, and Wei Teng
The car traverses a course containing waypoints and obstacles.
Developers: Ohan Oda, Levi Lister, and Wei Teng
Waypoints and obstacles can be attached to physical tokens and moved during gameplay.
Developers: Ohan Oda, Levi Lister, and Wei Teng
Goblin XNA Domino Knockdown was created to explore how well Goblin XNA games would work on a UMPC with a modest computational profile: a Sony VGN-UX390N with Intel Core Solo U1500 (1.33 GHz), Intel GMA 950, 1 GB DDR2, and a 1024×600 touchscreen display, running Windows Vista Business. The user begins by positioning virtual dominoes on a tracked physical game board. When ready, the user fires balls by tapping on the touchscreen. The object of the game is to knock all the dominoes off the board. Game physics are simulated using Goblin XNA's interface to Newton Game Dynamics.
The user fires balls at a board filled with dominoes, trying to knock all the dominos off the board.
Developer: Ohan Oda
Goblin XNA was first implemented as Goblin v2, built on top of Truevision3D, an indie 3D development environment that supports C#. Goblin v2 was used by students for individual and team assignments in 3D User Interface Design (COMS W4172), taught by Prof. Steve Feiner in Spring 2007. 3D position and orientation tracking was accomplished using inexpensive web cameras and the Goblin v2 interface to ARTag,
Team final projects used augmented reality to create situated visualizations that overlay with additional information the site of Columbia's proposed Manhattanville campus, both in miniature and at full scale. Guided by Prof. Petia Morozov from the Graduate School of Architecture, Planning and Preservation, and Sean White, students used web-based information sources to determine questions to address, and designed visual representations and techniques for interacting with their visualizations indoors and outdoors. Each of the screen shots shown here was captured live from a final project by one of the six teams.
•Buildings overlaid on tracked image of urban site are selected using a two-handed controller created from a hand-held box covered with tracker markers.
Team: Augmented Realness (Mike Sorvillo, Levi Lister, Taran Singh, and Sasha Stoeva)
User navigates with arm-worn and hand-worn virtual controls.
Team: SKY (Seungjin Nam, Kyunghwan Kim, and Yonghan Kim)
Tracked finger selects from fisheye menu of buildings.
Team: Delta (Hadi Fadaifard, Zhiyang Cao, Cheng-Chih Yang, and Wei Teng)
2D slider is controlled with tracker marker to filter buildings.
Team: Quirk (Cindy Liao, Connie Shi, Nick Tan, and Jessica Parker)
Physical marker is used to position and orient virtual representation of a large marker array employed in full-scale outdoor tracking.
Team: The View (Varun Maithel, Armando Ramirez, Michael Wasserman, and William Yin)
The site model is registered relative to a large marker array.
Team: 76ers (Steven Chaitoff, Jia Hou, and Ho Yin Cheng)
This research is supported by a generous gift from Microsoft Research.
Michael Sorvillo, Levi Lister, and Sean White helped to develop the platform.
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Please send comments to Ohan Oda at <email@example.com>