Knowledge / Amazing (79)

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14-08-2012 Pakistan Independence Day 2012
08-04-2012 Facts about Pakistan
25-01-2012 World's first University - Takshila (Taxila Pakistan)
06-12-2009 Sindhi Topi and Ajrak Day - A Symbol Of Love
05-12-2009 Against Terrorism
14-08-2009 Happy Independence Day - Pakistan First....
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22-06-2009 World Champion - Pakistan Won Final T20 Cricket Match
19-06-2009 Pakistan won against South Africa in T20 Cup Semi Final
29-05-2009 Pakistani Students Made Fuel-Efficient Car
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17-12-2008 Blessings
12-12-2008 Connecting London and New York
01-12-2008 HAARP - History's greatest conspiracy theories
01-12-2008 The Aids virus was created in a laboratory - History's greatest conspiracy theories
01-12-2008 Global warming is a hoax - History's greatest conspiracy theories
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07-10-2008 If You Think Fuel is the Only Liquid That is really expensive!!!
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11-09-2008 Beauty inside our body.....
28-08-2008 Command and control center in Karachi
27-08-2008 Useful Calculator for conversions, health, mathematics, accounts and hardwares
31-07-2008 Mathematician Clock
15-07-2008 Tyre Care and Information
12-07-2008 Pakistani Student got President Award in USA
17-06-2008 Beauty of Mathematics
11-06-2008 Day of horror at Plaza
11-06-2008 An adventure in IT consulting
05-06-2008 Ayaaz and the Priceless Pearl
30-05-2008 Einstein Riddle
28-05-2008 Sadqa
22-05-2008 Criticism for 'UK database' plan
20-05-2008 Google Sketchup!
15-05-2008 10 things you should do near the end of a project.
08-05-2008 Cuba lifts ban on home computers
03-05-2008 World's youngest Professor
19-04-2008 An attempt to save your fuel cost!!!!
18-04-2008 Dildar Memon
01-04-2008 Health, Calculator , Units Conversion All in One. Very useful to all
12-03-2008 Highlights of Economic Survey of Pakistan 2007-08
22-08-2007 Important tips for all commuter users
21-07-2007 Top Ten
20-05-2007 Zimbabwe Inflation
10-05-2007 Double vision
05-05-2007 Knowledge
24-04-2007 Pakistani woman hoists national flag at North Pole
20-04-2007 The World's Billionaires
14-04-2007 Friday the 13th
13-04-2007 Economics
12-04-2007 Life incident - Heart Problem
06-04-2007 Blood groups 'can be converted'
17-01-2007 Marketing
04-01-2007 Lateral Thinking
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10-08-2006 CPLC Guide line to protect from various crime
18-07-2006 CNG Cylinders
01-06-2006 Puzzel Coin
24-05-2006 Leaders vs Managers
29-04-2006 Think Simply , Think Effectively ... Use Common Sense
07-03-2006 Bird flu precautions
25-02-2006 10 Ways to Poison Your Career
21-02-2006 Top-Ten Reasons Why People Quit Their Jobs !!
31-01-2006 Puzzel How clever you are?
09-12-2005 What is the difference between B.C., A.D., B.C.E., and C.E.?
Wed 27 Aug 2008

This handy excel math sheets contains assorted helpful calculators and conversions :-

Checkbook Balance
Loan Payment
BMI & Calorie
Blood Pressure
Right Triangle
Tap Drill
Dril Bit Eequivalance
Bolt Circle
Cone Fab
Circle Segment
Trig Function

Download here >>>>   Handy_07_17_08.xls (758.50 kb)

The original author of this workbook is "Norman May", not "Sudharsanan.D" or any one else.
Thanks Norman May for sharing this workbook and credits / rights maintained by him.

Comments (1)
Thu 31 Jul 2008
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Tue 15 Jul 2008

Download below information file (PDF) 

Tyre care and information.pdf (571.90 kb)

Categories : Knowledge / Amazing
Comments (1)
Sat 12 Jul 2008
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Tue 17 Jun 2008

Beauty of Mathematics !!!!!!!

1 x 8 + 1 = 9
12 x 8 + 2 = 98
123 x 8 + 3 = 987
1234 x 8 + 4 = 9876
12345 x 8 + 5 = 98765
123456 x 8 + 6 = 987654
1234567 x 8 + 7 = 9876543
12345678 x 8 + 8 = 98765432
123456789 x 8 + 9 = 987654321



1 x 9 + 2 = 11
12 x 9 + 3 = 111
123 x 9 + 4 = 1111
1234 x 9 + 5 = 11111
12345 x 9 + 6 = 111111
123456 x 9 + 7 = 1111111
1234567 x 9 + 8 = 11111111
12345678 x 9 + 9 = 111111111
123456789 x 9 +10= 1111111111



9 x 9 + 7 = 88
98 x 9 + 6 = 888
987 x 9 + 5 = 8888
9876 x 9 + 4 = 88888
98765 x 9 + 3 = 888888
987654 x 9 + 2 = 8888888
9876543 x 9 + 1 = 88888888
98765432 x 9 + 0 = 888888888



Brilliant, isn't it?

And look at this symmetry:



1 x 1 = 1
11 x 11 = 121
111 x 111 = 12321
1111 x 1111 = 1234321
11111 x 11111 = 123454321
111111 x 111111 = 12345654321
1111111 x 1111111 = 1234567654321
11111111 x 11111111 = 123456787654321
111111111 x 111111111 = 12345678987654321



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Wed 11 Jun 2008

At 5.15 p.m. June 4, I stopped at Plaza, in front of the Polani Motors on Karachi’s busiest thoroughfare, the M.A. Jinnah Road, to have my car’s electric window repaired. Soon, I was mobbed by some seven to eight people, who insisted that I get some door rubbers installed. I refused but they started the work nevertheless.

Quickly, I found myself trapped, with these people doing all sorts of work on the car, not listening to my command, directions and pleadings. These people had me so placed that I could not run, scream or phone anybody, even though I was on the busiest road of Karachi. By all means, I was held hostage by them.

Then it was crunch time. Their boss handed me small piece of paper. It was a bill for Rs25,600. He literally ordered me to pay. Yes! You read it correctly, Rs25,600 for work I did not order and I did not know anything about — for installing some rubbers on the doors.

Their boss ordered me to get to the nearest ATM and pay the amount. There are several ATMs in and around Plaza but I stalled. The heavily-guarded portion of Abdullah Haroon Road was my safest bet. I told him, albeit correctly, that my bank was located near the Metropole Hotel and I could not withdraw the amount from One Link ATMs. This was not true, of course.

The head honcho, with a menacing look on his face, sat on the passenger seat of my car, while his colleague sat in the seat behind me as we drove to the ABN-Amro Bank near the US Consulate-General. I told the two to stay seated, inserted my card in the door and entered the bank.

I alerted the bank guards and officials and rang up my editor. I also tried 15, which nobody picked. Soon the police arrived and the two men in my car were escorted to the Artillery Maidan Police Station, in front of the Governor’s House. There our crime reporter handled the issue. The agony was finally over.

I learnt that a gang was operating at the Plaza and had robbed several people, charging, in one case Rs40,000 for installing door rubbers. I have heard of three similar cases. In one instance they went to the victim’s house to get the money. I was indeed lucky.

There are currently many more members of the gang who are still at large. It would be a good idea to inform your friends and colleagues to avoid the area.




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Wed 11 Jun 2008

For its next-generation application, XYZZY Software Inc. decided to do a major overhaul using the latest and greatest “best practices” framework for enterprise applications: Plugh Version 2009.

To do the prototype, XYZZY hires Luke, a bright young developer who has been using Plugh for at least six months. In no time at all, Luke whips up a working example of what the application might look like — well, three pages of it anyway. Everyone who sees it says “ooh” and “aah” and wants to know how long it will take to convert the entire application — salespeople in particular show special interest in that question. Luke (who knows very little about the existing application but has seen the regular demo) tosses out “oh, probably about six months.”

This becomes a war cry for the sales force. They descend on all levels of management with cries of, “Luke says it can be done in six months! We desperately need this new look and feel ASAP in order to compete!” Upper management asks the Director of Development if this really can be achieved so quickly.

During a development meeting, the old-guard programmers lay out all the (known) complexities of the existing system in order to show Luke how far off he is in his projection. The Director of Development (who doesn’t want upper management to think he’s being a nonagile wet blanket about the project) coaxes everyone to agree that it can be done in two years. Of course, they’ll have to release an interim version of the company’s current product in one year for regulatory changes and bug fixes, so there will be ongoing parallel development.

Management, marketing, and sales approve of the plan — after sales gets three months trimmed off the schedule so they can have a beta version ready by their annual conference. Development doesn’t feel very good about the adjustment, but they figure they can just work extra hard to make that deadline — and maybe leave a few of the lesser-used features out of the beta if necessary.

A new team is formed, and Luke is named the lead programmer. The team also includes several of the old-guard programmers, a couple of testers, a documentation specialist, and a project manager. They set right to work.

The team soon discovers that not all areas of the application easily translate into the Plugh framework. When they attempt to define the requirements of these sections, they realize that no one who is still at the company really knows what that code is supposed to do. They get existing customers involved in the discussion, which leads to the startling discovery that nobody agrees on whether the current behavior is a bug or a feature.

Six months into the project, they only have several more input forms developed than Luke had in his original prototype. It’s clear that the prototype didn’t do everything that will be required of the same pages in the full version. The security and internationalization mechanisms of the existing system will not migrate to Plugh, and the replacements have not even been pondered. Luke finds himself in a maze of twisty little requirements, none of which are alike. Sales is still telling customers it will be ready by next year’s conference, but upper management is getting nervous. Development insists they can keep the project on schedule, but management demands a reality check.

The employees decide to call in an outside consultant to validate their plan. After spending several days examining both the old and nascent forms of the application, talking to users and developers, and crunching the numbers, the consultant renders this verdict:

“Your current approach is doomed to failure. From the sheer size of the project, it will take at least three, possibly four, years to even get to a usable beta version — depending on how many other unspecified requirements you run into along the way. Throwing more developers on the project will not help. But I can recommend a different approach that will make incremental improvements to your existing application and allow you to release a new version every year without massively parallel development.”

The employees (except sales) breathe sighs of relief. And even the sales team is mollified when the consultant shows that the very first incremental improvement could be to the portion of the application in which users spend 80 to 90 percent of their time and which would make a great demo if it weren’t so ugly today.

Whether XYZZY Software followed the plan laid out by the consultant is not as important as the fact that the employees listened to what she said not to do.

Prior to the meeting, at least 20 employees knew the project was headed off the rails, so why didn’t anyone sound the alarm? Because they worried whether being the naysayer would damage their career. Their fear kept them silent and prevented them from thinking about alternative solutions; instead, these employees focused all their energies on achieving the impossible.

Truth in fiction

Even though there is no XYZZY Software or Plugh development framework, I have seen this same story play out many times. I have played the part of Luke, the Director of Development, and the consultant (though I’ve never been a woman, but I have played one on stage — that’s an entirely different story).

Unfortunately, many of these scenarios do not turn out as happily as the tale of XYZZY Software. I have seen some companies sink several years and millions of dollars into these types of projects before coming to their senses. I genuinely feel so badly for them that I don’t even smile when I say “I told you so.”

An outside consultant can provide the voice of disinterested honesty. If the client doesn’t like what you have to say, the most you lose is the engagement. If they listen to you and it doesn’t work, things could get ugly. You’re not part of the protected herd of employees who will be all too happy to blame you. So, you’re incented to be as honest as possible about what will and will not work. Also, be sure to keep yourself out of office politics. Obviously, you’re going to feel beholden foremost to the person who signs your checks, but the best service you can provide the client is to tell it like it is.

There are many more companies that never even call in a consultant to tell them so. And there are some consultants who don’t have the backbone to tell their clients that they’re making a colossal mistake.



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