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|Joseph D Sloan||O'Reilly Media||ePub|
There are no silver bullets for parallel program design. While many parallel programs may appear to match one of several standard parallel program designs, every significant program will have its own quirks that make it unique. Nevertheless, parallel program design is the essential first step in writing parallel programs. This chapter will introduce you to some of the basics. This should provide help in getting started. Just remember there is a lot more to learn.
We are going to look at a couple of different ways of classifying or approaching problems in this chapter. While there is considerable overlap, these various schemes will provide you with different perspectives in the hope that they at least will suggest a solution or approach that may fit your individual needs.
Algorithm design is a crucial part of the development process for parallel programs. In many cases, the best serial algorithm can be easily parallelized, while in other cases a fundamentally different algorithm will be needed. In this chapter, we'll focus on parallelizing a serial algorithm. Keep in mind that this may not provide the best solution to your problem. There are a number of very detailed books on parallel algorithm design, parallel programming in general, and on MPI programming in particular. Most have extensive examples. Whenever possible, you should look for an existing, optimized solution rather than trying to develop your own. This is particularly true when faced with a problem that requires an algorithm that is fundamentally different from the serial algorithm you might use. Don't reinvent the wheel.See All Chapters
|de Graaf, John||Berrett-Koehler Publishers||ePub|
We hear the same refrain all the time from people:
—TREND-SPOTTER GERALD CELENTE
We are a nation that shouts at a microwave
Affluenza is a major disease, there’s no question about it,”1 says Dr. Richard Swenson of Menomonie, Wisconsin, who practiced medicine for many years before changing his focus to writing and lecturing. A tall, bearded, deeply religious man, Swenson began over a period of time to conclude that much of the pain in his patients’ lives had psychological rather than physical roots. “And after about four or five years, the whole idea of margin came to the surface,” he says. He found that too many of his patients were stretched to their limits and beyond with no margin, no room in their lives for rest, relaxation, and reflection. They showed symptoms of acute stress.See All Chapters
|Carol O’Keefe Wilson||University of North Texas Press|
The Crane Swoops In
here was no question that Charles Austin and H. C. Poe had met on a few occasions in the previous year to discuss the trouble that plagued the
Temple State Bank. Neither was sure of the exact number of times they had met. Poe testified first and Charles Austin was anxious to refute portions of his testimony. Austin had more than a casual interest in Poe’s version of events as they pertained to those meetings because he was the subject of one of the ten charges. The charge alleged that Austin knew of the banking violations at the
Temple State Bank and was remiss for not taking any action against the institution.
The two men had last met in late 1916 while Austin was still the chief clerk at the Insurance and Banking Commission; he was later appointed commissioner by
Governor Ferguson after the death of his superior, John Patterson. The meetings, all initiated by Poe, had been amiable though not particularly productive. Poe sought a remedy that Austin was unable to supply because Austin’s boss at that time, Commissioner Patterson, was part of the problem, at least according to Poe’s version of events. Poe held that Austin had shared a confidence with him in their last meeting, that Commissioner Patterson kept the records of the Temple StateSee All Chapters
|Clouatre PhD, Dallas||Basic Health Publications||ePub|
Before beginning any program for personal transformation, it is a good idea to consider why this change is desirable and just what it is that you want to achieve. Losing weight is no exception to this rule. Good reasons include considerations such as health, beauty, and athletic performance. Bad reasons often mimic good reasons, but usually bad reasons can be recognized as involving unrealistic expectations and other psychological reasons rather than health and a realistic view of physiology.
One of the most common unrealistic expectations concerns appearance. TV and the press bombard us with images of ideal bodies, images of models and athletes, and so forth, but these are images that represent the natural body types of only a small percentage of the populationthey are not most of us. Finding ones ideal weight means finding a healthful and sustainable weight that fits ones own metabolic individuality.
Physiologists sometimes divide all of us into three general body types, those of ectomorphs, mesomorphs, and endomorphs. These body types are inherited, although they can be influenced by diet and activities during the first two decades of life. Body types are rough guides to individual metabolic rates and to fat metabolism. It is not possible for us to change our body types, and therefore it is unrealistic to expect any program of diet or exercise to accomplish this feat. Dieters should discover what is realistic for their own body types and likewise discover the strengths that are the special virtues of each type. This is a much better approach than for all of us to attempt to be the same ideal person. The person who can win Olympic gold for distance events obviously is not the same person who can take away medals in either power lifting or Greco-Roman wrestling.See All Chapters
|Mark Miller||Berrett-Koehler Publishers||ePub|
Debbie Brewster was the third-most influential person in Blake’s life. After his mom and dad, Debbie had invested more in him than anyone else. She taught Blake how to lead. And the irony of it all was that since Blake’s late father had mentored Debbie, many of the principles she shared with him came, indirectly, from his dad.
Regarding his current challenges, Blake had complete confidence Debbie could help. He called her and she agreed to meet early the next morning. They met in the coffee shop they had used as a central meeting place on and off for a decade.
“Good morning!” Debbie said as soon as Blake walked through the door.
“Good morning to you,” he said.
“How are you and Megan and the kids? We’ve got a lot of catching up to do,” Debbie said.
In no time at all, the two friends had reconnected. After a few minutes, Debbie said, “When you called, you said you had a new job. You’re a CEO now. Congratulations! How’s it going?”
“Well, it looks like it’s going to be really challenging,” Blake confessed.See All Chapters
Business & Economics