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Elastic cloud storage

An elastic cloud is a cloud computing offering that provides variable service levels based on changing needs. Elasticity is an attribute that can be applied to most cloud services. It states that the capacity and performance of any given cloud service can expand or contract according to a customer's requirements and that this can potentially be changed automatically as a consequence of some software-driven event or, at worst, can be reconfigured quickly by the customer's infrastructure management team. Elasticity has been described as one of the five main principles of cloud computing by Rosenburg and Mateos in The Cloud at Your Service - Manning 2011. == History == Cloud computing was first described by Gillet and Kapor in 1996; however, the first practical implementation was a consequence of a strategy to leverage Amazon's excess data center capacity. Amazon and other pioneers of the commercial use of this technology were primarily interested in providing a “public” cloud service, whereby they could offer customers the benefits of using the cloud, particularly the utility-based pricing model benefit. Other suppliers followed suit with a range of cloud-based models all offering elasticity as a core component, but these suppliers were only offering this service as an element of their public cloud service. Due to perceived weaknesses in security, or at least a lack of proven compliance, many organizations, particularly in the financial and public sectors, have been slow adopters of cloud technologies. These wary organizations can achieve some of the benefits of cloud computing by adopting private cloud technologies. An alternative form of the elastic cloud has been offered by vendors such as EMC and IBM, whereby the service is based around an enterprise's own infrastructure but still retains elements of elasticity and the potential to bill by consumption. == Description == Elasticity in cloud computing is the ability for the organization to adjust its storage requirements in terms of capacity and processing with respect to operational requirements. This has the following benefits: Operational Benefits - Services can be acquired quickly, meaning that the evolving requirements of the business can be addressed almost immediately, giving an organization a potential agility advantage. A properly implemented elastic system will provision/de-provision according to application demands, so if a particular business has activity spikes then the provision can be enabled to match the demand and the capacity can be re-allocated. Research and Development (R&D) Projects - R&D activities are no longer hindered by a requirement to secure a capex budget prior to a project starting. Capability can simply be provisioned from the cloud and released at the end of the exercise. Testing and Deployment - With most large-scale projects a size test needs to be performed prior to final rollout. By taking advantage of the elasticity of the cloud and creating a full-scale avatar of the proposed production system, realistic data and traffic volumes can be provisioned and released as needed. Expensive Resources Allocated - This will normally apply only in the context where a customer is applying at least some of their own servers as part of a cloud infrastructure, specifically where a business (for performance reasons) has decided to invest in solid-state storage as opposed to spinning platters. There are instances when, due to activity spikes, a less critical process may need to be moved from the high-performance resources to more traditional storage. Server Specification - When a customer has elected to own/lease hardware, they can select and specify servers that are specifically tuned to meet the likely needs of their operation (i.e., directly controlling the cost/benefit equation). Utility Based Payments - There is, of course, a key cost driver in this process, and the notion that you should pay for what you consume is acceptable for many organizations. When hardware capacity is sourced internally, organizations need to over-provision. This applies just as much to traditional outsourcing as it does to capex-related expenditure on in-house servers. Cloud Platform – At the heart of any cloud storage system is the ability to manage hyperscale object storage and a Hadoop Distributed Files System (HDFS). Elastic storage capability is particularly well suited to hyperscale and Hadoop environments, where its capability to rapidly respond to changing circumstances and priorities is essential
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Army Chief Information Officer/G-6

In September 2020, the Army realigned the previously consolidated CIO/G-6 function into two separate roles, Office of the Chief Information Officer and Deputy Chief of Staff, G-6, that report to the secretary of the Army and chief of staff of the Army, respectively. The realignment came after several months of planning and coordination. Lt. Gen. John Morrison was nominated to the Senate for promotion and assignment as the G-6 and confirmed, assuming that position in August 2020. Subsequently, the Secretary of the Army, Ryan McCarthy appointed Dr. Raj G. Iyer as the first civilian Chief Information Officer, a career Senior Executive Service position in November 2020. == G-6 == Advise chief of staff of the Army and the Chief Information Officer on planning, fielding, and execution of C4IT worldwide Army operations Develop and execute the plan for the Unified Network Implement Army information assurance Supervise C4IT, Signal support, Information security, Force structure and equipping activities in support of warfighting operations Oversee management of the Signal forces == Planned realignment == On June 11, 2020, the Army announced that the two roles of CIO and Deputy Chief of Staff, G-6 (DCS, G-6) would be realigned no later than August 31, 2020, with separate individuals responsible for each position. With the realignment: CIO core functions will be policy, governance, and oversight. Focus areas include: Information Environment, Cybersecurity, Enterprise Architecture, and Data Policy/Oversight/Governance, Enterprise Architecture, Enterprise Cloud Management and IT Spend/Category Management. DCS, G-6 core functions will be planning, strategy, and implementation. Focus areas include: Information Environment/Network, Planning and Integration, Theater Synchronization, Architecture Integration, Enterprise Information Environment (EIE) Mission Area Portfolio Management and Mission Decision Packet Management. In order to support multi-domain operations, the Army will have to connect Enterprise networks and tactical networks. —LTG Morrison, DCS, G-6 DCS G-6 released the Army Unified Network Plan under the Army Digital Transformation Strategy, to help the Army to establish a Multi-Domain Operations capable force by 2028. The Unified Network will enable Army formations, as part of the Joint Force, to operate in highly contested and congested operational environments with the speed and global range to achieve decision dominance and maintain overmatch. The plan shapes, synchronizes, integrates and governs Unified Network efforts and aligns the personnel, organizational structure and capabilities required to enable MDO at all echelons. == Chief signal officers and their successors == Chief signal officers (1860–1964) Maj. Albert J. Myer 1860–1863 Lt. Col. William J. L. Nicodemus 1863–1864 Col. Benjamin F. Fisher 1864–1866 Col. Albert J. Myer 1866–1880 (promoted to brigadier general 16 June 1880) Brig. Gen. William B. Hazen 1880–1887 Brig. Gen. Adolphus W. Greely 1887–1906 Brig. Gen. James Allen 1906–1913 Brig. Gen. George P. Scriven 1913–1917 Brig. Gen. George O. Squier 1917–1923 (promoted to major general 6 October 1917) Maj. Gen. Charles McK. Saltzman 1924–1928 Maj. Gen. George Sabin Gibbs 1928–1931 Maj. Gen. Irving J. Carr 1931–1934 Maj. Gen. James B. Allison 1935–1937 Maj. Gen. Joseph O. Mauborgne 1937–1941 Maj. Gen. Dawson Olmstead 1941–1943 Maj. Gen. Harry C. Ingles 1943–1947 Maj. Gen. Spencer B. Akin 1947–1951 Maj. Gen. George I. Back 1951–1955 Lt. Gen. James D. O’Connell 1955–1959 Maj. Gen. Ralph T. Nelson 1959–1962 Maj. Gen. Earle F. Cook 1962–1963 Maj. Gen. David Parker Gibbs 1963–1964 Chiefs of communications-electronics (1964–1967) Maj. Gen. David Parker Gibbs 1964–1966 Maj. Gen. Walter E. Lotz, Jr. 1966–1967 Assistant chiefs of staff for communications-electronics (1967–1974) Maj. Gen. Walter E. Lotz, Jr. 1967–1968 Maj. Gen. George E. Pickett 1968–1972 Lt. Gen. Thomas Rienzi 1972–1974 Directors of telecommunications and command and control (1974–1978) (a directorate of ODCSOPS) Lt. Gen. Thomas Rienzi 1974–1977 Lt. Gen. Charles R. Myer 1977–1978 Assistant chiefs of staff for automation and communications (1978–1981) Lt. Gen. Charles R. Myer 1978–1979 Maj. Gen. Clay T. Buckingham 1979–1981 Assistant deputy chiefs of staff for operations and plans (command, control, communications, and computers) (1981–1984) Maj. Gen. Clay T. Buckingham 1981–1982 Maj. Gen. James M. Rockwell 1982–1984 Assistant chiefs of staff for information management (1984–1987) Lt. Gen. David K. Doyle 1984–1986 Lt. Gen. Thurman D. Rodgers 1986–1987 Directors of information systems for command, control, communications, and computers Lt. Gen. Thurman D. Rodgers 1987–1988 Lt. Gen. Bruce R. Harris 1988–1990 Lt. Gen. Jerome B. Hilmes 1990–1992 Lt. Gen. Peter A. Kind 1992–1994 Lt. Gen. Otto J. Guenther 1995–1997 Lt. Gen. William H. Campbell Chief Information Officer, Military Deputy to the Army Acquisition Executive, and Director of Information Systems for Command, Control, Communications and Computers Lt. Gen. William H. Campbell 1997–2000
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Decorrelation

Decorrelation is a general term for any process that is used to reduce autocorrelation within a signal, or cross-correlation within a set of signals, while preserving other aspects of the signal. A frequently used method of decorrelation is the use of a matched linear filter to reduce the autocorrelation of a signal as far as possible. Since the minimum possible autocorrelation for a given signal energy is achieved by equalising the power spectrum of the signal to be similar to that of a white noise signal, this is often referred to as signal whitening. == Process == === Signal processing === Most decorrelation algorithms are linear, but there are also non-linear decorrelation algorithms. Many data compression algorithms incorporate a decorrelation stage. For example, many transform coders first apply a fixed linear transformation that would, on average, have the effect of decorrelating a typical signal of the class to be coded, prior to any later processing. This is typically a Karhunen–Loève transform, or a simplified approximation such as the discrete cosine transform. By comparison, sub-band coders do not generally have an explicit decorrelation step, but instead exploit the already-existing reduced correlation within each of the sub-bands of the signal, due to the relative flatness of each sub-band of the power spectrum in many classes of signals. Linear predictive coders can be modelled as an attempt to decorrelate signals by subtracting the best possible linear prediction from the input signal, leaving a whitened residual signal. Decorrelation techniques can also be used for many other purposes, such as reducing crosstalk in a multi-channel signal, or in the design of echo cancellers. In image processing decorrelation techniques can be used to enhance or stretch, colour differences found in each pixel of an image. This is generally termed as 'decorrelation stretching'. === Neuroscience === In neuroscience, decorrelation is used in the analysis of the neural networks in the human visual system. The raw inputs from cone cells and rod cells under go many steps of processing before it is handled by the visual cortex. These steps generally perform decorrelation, both spatial (surround suppression in the retina) and temporal (handling of movement in the lateral geniculate nucleus). === Cryptography === In cryptography, decorrelation is used in cipher design (see Decorrelation theory) and in the design of hardware random number generators.
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Microsoft Clipchamp

Microsoft Clipchamp is a freemium video editing tool developed by Australian company Clipchamp Pty Ltd., a subsidiary of Microsoft. It is a web-based, non-linear editing software that allows users to import, edit, and export audiovisual material in a web browser window. The application is designed to be easy to use for beginners. Clipchamp has offices in Australia, the Philippines, Germany, and the United States. According to figures published by the company, at the beginning of 2021, it had more than 14 million users worldwide. In September 2021, Clipchamp Pty Ltd. was acquired by Microsoft. It has since been offered in a personal version through a Microsoft account and in a business or education version through a work or school account that is built on OneDrive and SharePoint. == Features == Microsoft Clipchamp has multiple features that allow further creativity and accessibility. Since July 2023, users can drag and drop files from their computer, OneDrive, and SharePoint (images, sound & video files) into a list of all media uploaded or inserted. Users can insert media into the video timeline as many times as they want. Users can replace an image, sound, or video clip with another by dragging and dropping it over the target. There is also a Gap Remover tool that removes gaps in the video. Videos can be trimmed, along with timings that can be edited. The user can crop videos and images, too. Text can be added anywhere on the screen, and can be in many fonts, and the size can be changed, too. Specific text color can be selected using presets or an HSV picker, and specific Text Styles (bold, medium, italics, normal) can be selected. The aspect ratio can also be selected, including 16:9, 9:16, 1:1, 4:5, 2:3, and 21:9. Clipchamp also supports numerous effects and transitions for videos and images. The user can export videos in 480p, 720p, and 1080p for free. Exporting GIFs are possible, while the video has to be 15 seconds or less. Microsoft Clipchamp uses a hybrid model of desktop and online application. In the personal version of Clipchamp (on Windows and in a web browser), video processing is all done locally on the computer and mobile phones, but the app itself runs online as a browser-based web app. This is done by uploading and saving project data and information like file names online but not the associated media files themselves. In the work version of Clipchamp, which is a part of Microsoft 365, media files are still processed locally but are automatically backed up to the user's OneDrive or SharePoint work or school account so that it can be accessed anywhere. This version also has integration with other Microsoft productivity services like Microsoft Teams and Microsoft Stream. == History == Clipchamp Pty Ltd. was founded as a startup company by Alexander Dreiling (current CEO), Dave Hewitt, Tobias Raub and Soeren Balko, in Brisbane, Australia, in 2013. In an interview given to SmartCompany, Dreiling commented that at first, the company was "trying to build an enormous, distributed supercomputer". Among the first software developed by the company's team was a tool for video compression and conversion. 2014 saw the official launch of the first version of the free, audiovisual browser-based software on the Clipchamp platform. When the supercomputer project ground to a halt, the team decided to keep going with the video programming technology, which was, in the words of Dreiling, "a tool that worked on Chromebooks". In June 2016, Clipchamp was valued at 1.1 million dollars, according to the Wall Street Journal. In the same month, the second version of Clipchamp was launched internationally. By 2018, the firm had amassed 6.5 million users, attracting investors such as Steve Baxter, who invested one million dollars. In 2020, Clipchamp set up a base in Seattle, USA, after achieving capital of 13.2 million dollars, from alliances made with investment funds such as Transition Level Investments, Tola Capital, and TEN13, among others. In February 2021, Clipchamp published on its website that it has 14 million users worldwide, registered in 250 countries and territories. At that time, the company announced that it had an audiovisual library of 800,000 files. On September 7, 2021, Microsoft announced the acquisition of Clipchamp. In a press release, they expressed their interest in learning more about the video content creation market. Johnson Winter Slattery advised Microsoft on its acquisition. Clipchamp was integrated as part of Windows 11 beginning on March 9, 2022, as part of Insider Preview Build 22572.
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Continuous Exposure Management

Continuous Exposure Management (CEM) is a cybersecurity approach that provides continuous, real-time monitoring, assessment, and prioritization of an organization’s security vulnerabilities and exposures. CEM focuses on identifying and mitigating risks by analyzing attack paths and providing recommendations, ensuring organizations maintain a resilient cybersecurity posture. == Overview == CEM platforms enable organizations to detect and remediate cybersecurity exposures, such as vulnerabilities, misconfigurations and weak credentials, across their entire ecosystem, including on-premises, cloud environments, and hybrid infrastructures. By simulating potential attack scenarios and mapping attack paths, these platforms help organizations understand how exposures could be exploited and which ones pose the greatest risk to critical assets. The XM Cyber Continuous Exposure Management platform, for example, integrates automated attack path mapping and contextual risk analysis, allowing security teams to prioritize remediation efforts effectively. In 2023, the platform uncovered over 40 million exposures affecting 11.5 million critical business entities. As cyber threats evolve, CEM platforms are becoming indispensable for modern enterprises. According to Gartner, organizations implementing continuous exposure management are three times less likely to experience a breach by 2026. In addition to risk mapping and simulation, some CEM approaches incorporate automated security validation to verify the exploitability of identified vulnerabilities. Platforms such as Pentera utilize automated security testing to emulate real-world adversary behavior across the network, identifying how security gaps could be leveraged to gain access to critical assets. This process aims to move beyond theoretical risk assessments by providing empirical evidence of exposure, allowing security teams to focus remediation efforts on validated attack vectors. By integrating this validation phase into the broader exposure management lifecycle, organizations can refine their prioritization strategies based on the actual effectiveness of their existing security controls and the proven reachability of their most sensitive data. == Key features == CEM platforms are designed to address the dynamic nature of cybersecurity risks through the following features: Attack Path Simulation: Continuously maps attack paths to critical assets, highlighting exploitable exposures and chokepoints. Risk Prioritization: Focuses on exposures with the highest impact on critical assets, ensuring efficient allocation of resources. Remediation Guidance: Provides clear, actionable recommendations to resolve exposures and strengthen defenses. Integration with Existing Tools: Seamlessly works with Security Information and Event Management (SIEM), ticketing, and Security Orchestration, Automation, and Response (SOAR) systems. Real-time Monitoring: Offers continuous visibility into exposures, ensuring that new ones are quickly identified and addressed.
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Rapid application development

Rapid application development (RAD), also called rapid application building (RAB), is both a general term for adaptive software development approaches, and the name for James Martin's method of rapid development. In general, RAD approaches to software development put less emphasis on planning and more emphasis on an adaptive process. Prototypes are often used in addition to or sometimes even instead of design specifications. RAD is especially well suited for (although not limited to) developing software that is driven by user interface requirements. Graphical user interface builders are often called rapid application development tools. Other approaches to rapid development include the adaptive, agile, spiral, and unified models. == History == Rapid application development was a response to plan-driven waterfall processes, developed in the 1970s and 1980s, such as the Structured Systems Analysis and Design Method (SSADM). One of the problems with these methods is that they were based on a traditional engineering model used to design and build things like bridges and buildings. Software is an inherently different kind of artifact. Software can change the process used to solve a problem. As a result, knowledge gained from the development process itself can feed back to the requirements and design of the solution. Plan-driven approaches attempt to define requirements, the solution, and the implementation plan, and have a process that discourages changes. RAD approaches, on the other hand, recognize that software development is a knowledge intensive process and provide flexible processes that help take advantage of knowledge gained during the project to improve or adapt the solution. The first such RAD alternative was developed by Barry Boehm and was known as the spiral model. Boehm and other subsequent RAD approaches emphasized developing prototypes as well as or instead of rigorous design specifications. Prototypes had several advantages over traditional specifications: Risk reduction. A prototype could test some of the most difficult potential parts of the system early on in the life-cycle. This can provide valuable information as to the feasibility of a design and can prevent the team from pursuing solutions that turn out to be too complex or time-consuming to implement. This benefit of finding problems earlier in the life-cycle rather than later was a key benefit of the RAD approach. The earlier a problem can be found the cheaper it is to address. Users are better at using and reacting than at creating specifications. In the waterfall model it was common for a user to sign off on a set of requirements but then when presented with an implemented system to suddenly realize that a given design lacked some critical features or was too complex. In general most users give much more useful feedback when they can experience a prototype of the running system rather than abstractly define what that system should be. Prototypes can be usable and can evolve into the completed product. One approach used in some RAD methods was to build the system as a series of prototypes that evolve from minimal functionality to moderately useful to the final completed system. The advantage of this besides the two advantages above was that the users could get useful business functionality much earlier in the process. Starting with the ideas of Barry Boehm and others, James Martin developed the rapid application development approach during the 1980s at IBM and finally formalized it by publishing a book in 1991, Rapid Application Development. This has resulted in some confusion over the term RAD even among IT professionals. It is important to distinguish between RAD as a general alternative to the waterfall model and RAD as the specific method created by Martin. The Martin method was tailored toward knowledge intensive and UI intensive business systems. These ideas were further developed and improved upon by RAD pioneers like James Kerr and Richard Hunter, who together wrote the seminal book on the subject, Inside RAD, which followed the journey of a RAD project manager as he drove and refined the RAD Methodology in real-time on an actual RAD project. These practitioners, and those like them, helped RAD gain popularity as an alternative to traditional systems project life cycle approaches. The RAD approach also matured during the period of peak interest in business re-engineering. The idea of business process re-engineering was to radically rethink core business processes such as sales and customer support with the new capabilities of Information Technology in mind. RAD was often an essential part of larger business re engineering programs. The rapid prototyping approach of RAD was a key tool to help users and analysts "think out of the box" about innovative ways that technology might radically reinvent a core business process. Much of James Martin's comfort with RAD stemmed from Dupont's Information Engineering division and its leader Scott Schultz and their respective relationships with John Underwood who headed up a bespoke RAD development company that pioneered many successful RAD projects in Australia and Hong Kong. Successful projects that included ANZ Bank, Lendlease, BHP, Coca-Cola Amatil, Alcan, Hong Kong Jockey Club and numerous others. Success that led to both Scott Shultz and James Martin both spending time in Australia with John Underwood to understand the methods and details of why Australia was disproportionately successful in implementing significant mission critical RAD projects. == James Martin approach == The James Martin approach to RAD divides the process into four distinct phases: Requirements planning phase – combines elements of the system planning and systems analysis phases of the systems development life cycle (SDLC). Users, managers, and IT staff members discuss and agree on business needs, project scope, constraints, and system requirements. It ends when the team agrees on the key issues and obtains management authorization to continue. User design phase – during this phase, users interact with systems analysts and develop models and prototypes that represent all system processes, inputs, and outputs. The RAD groups or subgroups typically use a combination of joint application design (JAD) techniques and CASE tools to translate user needs into working models. User design is a continuous interactive process that allows users to understand, modify, and eventually approve a working model of the system that meets their needs. Construction phase – focuses on program and application development task similar to the SDLC. In RAD, however, users continue to participate and can still suggest changes or improvements as actual screens or reports are developed. Its tasks are programming and application development, coding, unit-integration and system testing. Cutover phase – resembles the final tasks in the SDLC implementation phase, including data conversion, testing, changeover to the new system, and user training. Compared with traditional methods, the entire process is compressed. As a result, the new system is built, delivered, and placed in operation much sooner. == Advantages == In modern Information Technology environments, many systems are now built using some degree of Rapid Application Development (not necessarily the James Martin approach). In addition to Martin's method, agile methods and the Rational Unified Process are often used for RAD development. The purported advantages of RAD include: Better quality. By having users interact with evolving prototypes the business functionality from a RAD project can often be much higher than that achieved via a waterfall model. The software can be more usable and has a better chance to focus on business problems that are critical to end users rather than technical problems of interest to developers. However, this excludes other categories of what are usually known as Non-functional requirements (AKA constraints or quality attributes) including security and portability. Risk control. Although much of the literature on RAD focuses on speed and user involvement a critical feature of RAD done correctly is risk mitigation. It's worth remembering that Boehm initially characterized the spiral model as a risk based approach. A RAD approach can focus in early on the key risk factors and adjust to them based on empirical evidence collected in the early part of the process. E.g., the complexity of prototyping some of the most complex parts of the system. More projects completed on time and within budget. By focusing on the development of incremental units the chances for catastrophic failures that have dogged large waterfall projects is reduced. In the Waterfall model it was common to come to a realization after six months or more of analysis and development that required a radical rethinking of the entire system. With RAD this kind of information can be discovered and acted upon earlier in the proces
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Watch Duty

Watch Duty is real-time wildfire tracking and alert platform. It utilizes a combination of official data sources and human monitoring by experienced volunteers, including active and retired firefighters, dispatchers, and first responders. The service is operated by Sherwood Forestry Service, a 501(c)(3) non-profit organization. In 2025, Watch Duty had 48 full-time employees and approximately 250 volunteers who reported on over 13,000 wildfires. == History == Watch Duty was launched in August 2021 by John Mills, who experienced a wildfire shortly after he moved to Sonoma County, California. The California Department of Forestry and Fire Protection (CAL FIRE) was unable to provide updates more than once a day due to time constraints, and residents of the area were unable to monitor the progression of the wildfire. Mills discovered that updates were being shared on social media by volunteers following radio scanners, and developed the Watch Duty app to make the information more readily available. It launched with a volunteer staff of "citizen information officers," initially serving Sonoma County before expanding to all of California in June 2022. As of December 2024, the service covered 22 states west of the Mississippi River. During the January 2025 Southern California wildfires, Watch Duty was downloaded millions of times, ranking among the most popular free downloads on the iOS App Store. On December 1st, 2025, Watch Duty announced an expansion to all 50 U.S. states. == App == The application is centered around an interactive map based on OpenStreetMap data with a variety of overlays visualizing fire risk, active fires and evacuation zones, weather conditions, and air quality observations. Watch Duty sources wildfire information from radio scanner transmissions, firefighters, sheriffs, and CAL FIRE publications. It has policies against the publication of personally identifiable information, such as the names of fire victims. Watch Duty is free to use, doesn't require users to sign up, and doesn't display ads.
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Directional cubic convolution interpolation

Directional cubic convolution interpolation (DCCI) is an edge-directed image scaling algorithm created by Dengwen Zhou and Xiaoliu Shen. By taking into account the edges in an image, this scaling algorithm reduces artifacts common to other image scaling algorithms. For example, staircase artifacts on diagonal lines and curves are eliminated. The algorithm resizes an image to 2x its original dimensions, minus 1.
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Integrated writing environment

An integrated writing environment (IWE) is software that provides comprehensive writing and knowledge management functionality for writers and information workers. IWEs enable writers and information workers to perform a variety of tasks related to the document in the IWE in a single environment. This provides a distraction-free workspace and streamlined writing experience. IWEs provide similar efficiency and functionality benefits to writers and information professionals that integrated development environments (IDEs) provide to software developers. == Overview == IWEs are designed to maximize productivity and help improve the quality of written work by integrating together tools that allow users to work effectively in a single application. The IWE features may include integrated content search, reversion management, outlining, note management, and reference management, as may be suitable for the target field of use. == List of IWEs == Celtx This IWE is intended for screenplay writers and has screenplay writing and management tools. Celtex provides tools for the pre-production work phase, story development, storyboarding, script breakdowns, production scheduling, and reports. Scrivener This IWE targets novel, research paper, and script writing. Scrivener provides tools to organize notes and research documents for easy access and referencing. After completing the writing, Scrivener allows the user to export the document to formats supported by common word processors, such as Microsoft Word. TeXstudio This IWE targets LaTeX documents and provides interactive spelling checker, code folding, and syntax highlighting.
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Feng Office Community Edition

Feng Office Community Edition (formerly OpenGoo) is an open-source collaboration platform developed and supported by Feng Office and the OpenGoo community. It is a fully featured online office suite with a similar set of features as other online office suites, like Google Workspace, Microsoft 365, Zimbra, LibreOffice Online and Zoho Office Suite. The application can be downloaded and installed on a server. Feng Office could also be categorized as collaborative software and as personal information manager software. == Features == Feng Office Community Edition main features include project management, document management, contact management, e-mail and time management. Text documents and presentations can be created and edited online. Files can be uploaded, organized and shared, independent of file formats. Organization of the information in Feng Office Community Edition is done using workspaces and tags. The application presents the information stored using different interfaces such as lists, dashboards and calendar views. == Licensing == Feng Office Community Edition is distributed under the GNU Affero General Public License, version 3 only. == Technology used == Feng Office uses PHP, JavaScript, AJAX (ExtJS) and MySQL technology. Several open source projects served as a basis for development. ActiveCollab's last open sourced release was used as the initial code base. It includes CKEditor for online document editing. == System requirements == The server could run on any operating system. The system needs the following packages: Apache HTTP Server 2.0+ PHP 5.0+ MySQL 4.1+ (InnoDB support recommended) On the client side, the user is only required to use a modern Web browser. == History == OpenGoo started as a degree project at the faculty of Engineering of the University of the Republic, Uruguay. The project was presented and championed by Software Engineer Conrado Viña. Software Engineers Marcos Saiz and Ignacio de Soto developed the first prototype as their thesis. Professors Eduardo Fernández and Tomas Laurenzo served as tutors. Conrado, Ignacio and Marcos founded the OpenGoo community and remain active members and core developers. The thesis was approved with the highest score. In 2008, Viña joined the Uruguayan software development company Moove It. Currently there is a second project for OpenGoo at the same university being developed by students Fernando Rodríguez, Ignacio Vázquez and Juan Pedro del Campo. Their project aims to build an open source Web-based spreadsheet. In December 2009 the OpenGoo name was changed to Feng Office Community Edition.
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Free boundary condition

In image processing, the free boundary condition is the convention used when applying a convolution kernel to a digital image in which pixel locations that lie outside the image boundaries are interpreted as having a value of zero.[1] The question of what value to assign out-of-bounds pixels may arise, for instance, when applying a 3×3 kernel to the corner pixel in an image.
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Open Data Center Alliance

opendatacenteralliance.org appears to have been closed down. The Open Data Center Alliance is an independent organization created in Oct. 2010 with the assistance of Intel to coordinate the development of standards for cloud computing. Approximately 100 companies, which account for more than $50bn of IT spending, have joined the Alliance, including BMW, Royal Dutch Shell and Marriott Hotels. "The Alliance's Cloud 2015 vision is aimed at creating a federated cloud where common standards will be laid down for those in the hardware and software arena." == Usage Model Roadmap == The organization sees a growing need for solutions developed in an open, industry-standard and multivendor fashion, and has thus created a usage model roadmap featuring 19 prioritized usage models. The usage models provide detailed requirements for data center and cloud solutions, and will include detailed technical documentation discussing the requirements for technology deployments. To further its roadmap development, the steering committee established five initial technical workgroups in the areas of infrastructure, management, regulation & ecosystem, security and services. The organization delivered a 0.50 usage model roadmap to Open Data Center Alliance technical workgroups in Oct. 2010, and delivered a full 1.0 roadmap for public use in June 2011. == Membership == The steering committee consists of BMW, Capgemini, China Life, China Unicom Group, Deutsche Bank, JPMorgan Chase, Lockheed Martin, Marriott International, Inc., National Australia Bank, Royal Dutch Shell, Terremark and UBS. Other members include AT&T, CERN, eBay, Logica, Motorola Mobility Inc. and Nokia. "The demands on the IT organisations are coming at such an alarming rate that there are many, many different solutions being developed today that maybe don't work with each other. We need one voice, one road map, so that companies are able to say to manufacturers here is a clear vision of what they should be developing their product to do." says Marvin Wheeler, of Terremark, chairman of the Alliance. "While it's unclear how successful this alliance will be, it is at least shedding the spotlight on cloud interoperability, a big emerging issue," said Larry Dignan of ZDNet.
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AlphaChip (controversy)

The AlphaChip controversy refers to a series of public, scholarly, and legal disputes surrounding a 2021 Nature paper by Google-affiliated researchers. The paper describes an approach to macro placement, a stage of chip floorplanning, based on reinforcement learning (RL), a machine learning method in which a system iteratively improves its decisions by optimizing performance-based reward signals. The primary technical question is whether the new techniques are better than existing (non-AI) techniques. Both internal Google studies and external attempts to replicate the algorithm have failed to show the claimed benefits. No head-to-head comparison is available because the data used in the paper is proprietary, and Google has not released any results from running its algorithm on public benchmarks. This has resulted in considerable skepticism over the paper's claims. In addition, the inability of others (both inside and outside of Google) to replicate the claimed results have sparked concerns about the paper’s methodology, reproducibility, and scientific integrity. The lead researchers of the Nature paper were affiliated with Google Brain, which became part of Google DeepMind, and later spun off into the company Ricursive. == Motivation for research: Macro placement in chip layout == Chip design for modern integrated circuits is a complex, expert-driven process that relies on electronic design automation. It determines the performance of the final chip, and takes weeks or months to complete. Advances that produce better designs, or complete the process faster, are commercially and academically significant. Macro placement is a step during chip design that determines the locations of large circuit components (macros) within a chip. It is followed by detailed placement, which places the far more numerous but much smaller standard cells. Alternatively, mixed-size placement simultaneously places both large macros and millions of small cells, requiring algorithms to handle objects that differ by several orders of magnitude in area and mobility. The number of macros per circuit typically ranges from several to thousands. Wiring must be performed after placement, and the details of this wiring strongly influence the power, performance, and area (PPA) of the completed chip. The full wiring calculation is very resource intensive, so placement tools typically use a proxy cost, a simplified objective function used to guide the placement algorithm during training and evaluation. The faithfulness of the chosen proxy cost to the final objective cost is a critical aspect of placer performance. === State of the art as of 2021 === Chips have been designed since the 1960s, so there were many existing methods as of 2021. Available options included manual design, academic tools, and commercial offerings. Academic methods include combinatorial optimization techniques such as simulated annealing, analytical placement, hierarchical heuristics, and as of 2019 reinforcement learning and broader machine learning techniques.. Existing (non-AI) academic tools for solving the same problem include APlace, NTUplace3, ePlace, RePlace, and DREAMPlace. Commercial EDA vendors also offered automated software tools for floorplanning and mixed-size placement. For instance, as of 2019 Cadence’s Innovus implementation software offered a Concurrent Macro Placer (CMP) feature to automatically place large blocks and standard cells. == The 2021 Nature paper and its claims == In 2021, Nature published a paper under the title “A graph‑placement methodology for fast chip design” co‑authored by 21 Google-affiliated researchers. The paper reported that an RL agent could generate macro placements for integrated circuits "in under six hours" and achieve improvements over human-designed layouts in power, timing performance, and area (PPA), standard chip-quality metrics referring respectively to energy consumption, chip operating speed, and silicon footprint (evaluated after wire routing). It introduced a sequential macro placement algorithm in which macros are placed one at a time instead of optimizing their locations concurrently. At each step, the algorithm selects a location for a single macro on a discretized chip canvas, conditioning its decision on the placements of previously placed macros. This sequential formulation converts macro placement into a long-horizon decision process in which early placement choices constrain later ones. After macro placement, force-directed placement is applied to place standard cells connected to the macros. Deep reinforcement learning is used to train a policy network to place macros by maximizing a reward that reflects final placement quality (for example, wirelength and congestion). Policy learning occurs during self‑play for one or multiple circuit designs. Further placement optimizations refine the overall layout by balancing wirelength, density, and overlap constraints, while treating the macro locations produced by the RL policy as fixed obstacles. The approach relies on pre-training, in which the RL model is first trained on a corpus of prior designs (twenty in the Nature paper) to learn general placement patterns before being fine-tuned on a specific chip. Circuit examples used in the study were parts of proprietary Google TPU designs, called blocks (or floorplan partitions). The paper reported results on five blocks and described the approach as generalizable across chip designs. == Controversy == Soon after the paper's publication, controversy arose over whether the claims were true, whether they were sufficiently proven, and whether academic standards were followed. These controversies arose both within Google and among external academic experts. === Internal dispute at Google and legal proceedings === In 2022, Satrajit Chatterjee, a Google engineer involved in reviewing the AlphaChip work, raised concerns internally and drafted an alternative analysis, (Stronger Baselines) arguing that established methods outperformed the RL approach under fair comparison. In March 2022, Google declined to publish this analysis and terminated Chatterjee's employment. Chatterjee filed a wrongful dismissal lawsuit, alleging that representations related to the AlphaChip research involved fraud and scientific misconduct. According to court documents, Chatterjee's study was conducted "in the context of a large potential Google Cloud deal". He noted that it "would have been unethical to imply that we had revolutionary technology when our tests showed otherwise" and claimed Google was deliberately withholding material information. Furthermore, the committee that reviewed his paper and disapproved its publication was allegedly chaired by subordinates of Jeff Dean, a senior co-author of the Nature paper. Google’s subsequent motion to dismiss was denied, holding that Chatterjee had plausibly alleged retaliation for refusing to engage in conduct he believed would violate state or federal law. === External controversy === The external questions can be summarized in four main points: (a) Are the claims supported by the evidence provided? (b) Did the paper provide enough information to allow the results to be independently reproduced and verified? If so, are the results an improvement over existing academic and commercial tools? (c) Were the comparisons in the paper done fairly and with full disclosure? (d) Were academic standards followed? Each of these is discussed below. ==== Are the claims supported by the evidence provided? ==== The Nature paper described the reduction in design-process time as going from "days or weeks" to "hours", but did not provide per-design time breakdowns or specify the number of engineers, their level of expertise, or the baseline tools and workflow against which this comparison was made. It was also unclear whether the "days or weeks" baseline included time spent on other tasks such as functional design changes. The paper also evaluated the method on fewer benchmarks (five) than is common in the field, and showed mixed results across different evaluation goals While the approach was described as improving circuit area, this claim seems unsupported, as the RL optimization did not alter the overall circuit area, as it adjusted only the locations of fixed-shape non-overlapping circuit components within a fixed rectangular layout boundary. ==== Comparison with existing methods, and replicating the algorithm ==== Because macro placement is largely geometric and its fundamental algorithms are not tied to a specific process node, competing approaches can be evaluated on public benchmarks (tests) across technologies, rather than primarily on proprietary internal designs. This is standard procedure when comparing academic placers, see . In contrast, Google has only reported results only on internal proprietary designs, and as of 2026 has not offered comparisons with prior methods on common benchmarks. Researchers at the University of Califor
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NCover

NCover is a .NET code coverage tool. There are two non-related NCover products that do .NET code coverage. There is an open source NCover that can be found on SourceForge and there is a company called NCover, LLC. There has been additional development on both products since this 2004 reference. The company NCover, LLC began when the founder, Peter Waldschmidt, decided to commercialize the open source tool he created. The commercial versions were launched in 2007, but the last supported free version 1.5.8 is still available on the company site.
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Wrike

Wrike, Inc. is an American project management application service provider based in San Jose, California. Wrike also has offices in India, Dallas, Tallinn, Nicosia, Dublin, Tokyo, Melbourne, and Prague. == History == Wrike was founded in 2006 by Andrew Filev. Currently CEO at Wrike is Thomas Scott. Filev initially self-funded the company before later obtaining investor funding. Wrike released the beta version of its software (also called Wrike) in December 2006. The company then launched a new "Enterprise" platform in December 2013. In June 2015, Wrike announced the opening of an office in Dublin, Ireland and in 2016, Wrike launched a datacenter there to host data in compliance with local privacy regulations. In July 2016, Wrike announced the launch of Wrike for Marketers. That same year, Wrike's headquarters moved from Mountain View to San Jose, California. In January 2021, Citrix Systems announced its intention to acquire Wrike for $2.25 billion. The acquisition closed in March 2021. On January 31, 2022, it was announced that Citrix had been acquired in a $16.5 billion deal by affiliates of Vista Equity Partners and Evergreen Coast Capital. Citrix would merge with TIBCO Software, a Vista portfolio company to form Cloud Software Group (CSG). In September 2022, Wrike separated from Citrix Systems. In July 2023, Vista transferred ownership to Symphony Technology Group. == Investments == Wrike received $1 million in Angel funding in 2012 from TMT Investments. In October, 2013, Wrike secured $10 million in investment funding from Bain Capital. In May 2015, the company secured $15 million in a new round of funding. Investors included Scale Venture Partners, DCM Ventures, and Bain Capital. At that time, Wrike had 8,000 customers, 200 employees, and 30,000 new users each month. On November 29, 2018, Wrike signed a definitive agreement to receive a majority investment by Vista Equity Partners (“Vista”), a firm focused on software, data and technology-enabled businesses. == Software == The Wrike project management software is a Software-as-a-Service (SaaS) product with tools for managing projects, deadlines, schedules, and workflow processes. It includes collaboration features. The application is available in English, French, Spanish, German, Portuguese, Italian, Japanese and Russian. Wrike has triggers for task automation in workflow management. === Features === Wrike features a multi-pane UI and consists of features in two categories: project management, and team collaboration. According to Wrike, project management features are designed to help teams track dates and dependencies associated with projects, manage assignments and resources, and track time. These include an interactive Gantt chart, a workload view, and a sortable table that can be customized to store project data. The software includes a co-editing tool, discussion threads on tasks, and tools for attaching documents, editing them, and tracking their changes. Wrike uses an "inbox" feature and browser notifications to alert users of updates from their colleagues and dashboards for quick overviews of pending tasks. These updates are also available in Wrike's mobile apps on iOS and Android. Wrike has an optional feature set called "Wrike for Marketers" which has several tools for managing marketing workflows. In May 2012, Wrike announced the launch of a freemium version of its software for teams of up to 5 users. That year also saw the integration of a live text coeditor into its workspace to unify collaboration and task management. In late 2013 Wrike released a new feature set called Wrike Enterprise which included advanced analytics and other tools targeted at large business customers. Since then it has released several major updates to Wrike Enterprise, including a customizable spreadsheet called "Dynamic Platform" in late 2014 and custom workflows for teams in 2015. In July 2016, Wrike was updated with a set of add-on features under the name "Wrike for Marketers," which includes integrations with Adobe Photoshop, a tool for submitting requests, and proofing and approval tools for creative assets like videos and images. Wrike is available as native Android and iOS apps. Mobile apps include an interactive Gantt chart that syncs across devices. The apps are available offline, and sync when connection is restored. === Criticism === Critics said new users may have a learning curve with complex features. Wrike has 2,710 customers for an estimated 0.04% market share. Competitors include Google Workspace, Slack (software), and Quip (software).
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