P90 wiring diagram telecaster The resulting tone increases a telecasters versatility so it wasnt long before someone came up with a nice solution the 4 way switch. Simply replace the standard 3 way switch with a special 4 way Before you disconnect the potentiometer draw a wiring diagram or you can do this by drawing a diagram or taking a snapshot using a digital camera or your phone. A new pot ready to be installed. Warm up your telecaster tone with a set of vintage accurate early 60s single coil telecaster pickups which offer hotter stronger tele twang thats crystal clear and versatile enough for any musical.
P90 wiring diagram telecaster For myself i picked up a fender telecaster vintage v neck headstock. Around that time the pickups id ordered arrived.quot it was now time to put all the elements of the guitar together and wire it Caps that have been slightly tweaked compared to the pre auden wiring certainly according to an original gsg wiring diagram we have. Weight wise it feels business like but are not overly heavy. Gibsons 50s wiring shown on a les paul circuit. Wiring diagram courtesy of gibson gibson.com. After pestering you with switching theory for a full three months inside the 3 way telecaster.
P90 wiring diagram telecaster When installing additional telephone wires into an existing facility it is usually best to determine which telephone wiring standard is currently in use and conform to that standard. When installing This item is currently back ordered by the manufacturer. Although we have no estimated time of arrival of this item you can order it now and it will ship as soon it arrives. Your card will only be We all know about bang for the buck wonders like the squier classic vibe telecaster and the epiphone pro sgand since it comes loaded with a coil splitting humbucker in the bridge and a p90 in the.
Caps that have been slightly tweaked compared to the pre auden wiring certainly according to an original gsg wiring diagram we have. Back then as now gordon smith does things slightly This item is currently back ordered by the manufacturer. Although we have no estimated time of arrival of this item you can order it now and it will ship as soon it arrives. Your card will only be.
It's possible to get or download caterpillar-wiring diagram from several websites. If you take a close look at the diagram you will observe the circuit includes the battery, relay, temperature sensor, wire, and a control, normally the engine control module. With an extensive collection of electronic symbols and components, it's been used among the most completed, easy and useful wiring diagram drawing program. P90 Wiring Diagram Telecaster. The wiring diagram on the opposite hand is particularly beneficial to an outside electrician. Sometimes wiring diagram may also refer to the architectural wiring program. The simplest approach to read a home wiring diagram is to begin at the source, or the major power supply. Basically, the home wiring diagram is simply utilized to reveal the DIYer where the wires are.
In a parallel circuit, each unit is directly linked to the power supply, so each system gets the exact voltage. There are 3 basic sorts of standard light switches. The circuit needs to be checked with a volt tester whatsoever points. P90 Wiring Diagram Telecaster. Each circuit displays a distinctive voltage condition. You are able to easily step up the voltage to the necessary level utilizing an inexpensive buck-boost transformer and steer clear of such issues. The voltage is the sum of electrical power produced by the battery. Be sure that the new fuse isn't blown, and carries the very same amperage.
The control box may have over three terminals. After you have the correct size box and have fed the cable to it, you're almost prepared to permit the wiring begin. Then there's also a fuse box that's for the body controls that is situated under the dash. P90 Wiring Diagram Telecaster. You will find that every circuit has to have a load and every load has to have a power side and a ground side. Make certain that the transformer nameplate power is enough to supply the load that you're connecting.
3 single coil wiring diagrams gibson p-90 wiring diagrams two humbucker wiring-diagram p 90 wirig diagram guitar wiring p90 3 x8r wiring diagram gibson wiring schematic single coil wiring diagram.


text:
// Licensed to the .NET Foundation under one or more agreements.
// The .NET Foundation licenses this file to you under the MIT license.
// See the LICENSE file in the project root for more information.

using System;
using System.Collections.Generic;
using System.Diagnostics;
using System.Linq;
using System.Runtime.ConstrainedExecution;

namespace Microsoft.Diagnostics.Runtime.DataReaders.Windows
{
    internal sealed class WindowsThreadSuspender : CriticalFinalizerObject, IDisposable
    {
        private readonly object _sync = new();
        private readonly int _pid;
        private volatile int[]? _suspendedThreads;

        public WindowsThreadSuspender(int pid)
        {
            _pid = pid;
            _suspendedThreads = SuspendThreads();
        }

        private int[] SuspendThreads()
        {
            bool permissionFailure = false;
            HashSet<int>? suspendedThreads = new HashSet<int>();

            // A thread may create more threads while we are in the process of walking the list.  We will keep looping through
            // the thread list over and over until we find that we haven't found any new threads to suspend.
            try
            {
                int originalCount;
                do
                {
                    originalCount = suspendedThreads.Count;

                    Process process;
                    try
                    {
                        process = Process.GetProcessById(_pid);
                    }
                    catch (ArgumentException e)
                    {
                        throw new InvalidOperationException($"Unable to inspect process {_pid:x}.", e);
                    }

                    foreach (ProcessThread? thread in process.Threads)
                    {
                        if (thread != null)
                        {
                            if (suspendedThreads.Contains(thread.Id))
                                continue;

                            using SafeWin32Handle threadHandle = WindowsProcessDataReader.OpenThread(ThreadAccess.SUSPEND_RESUME, false, (uint)thread.Id);
                            if (threadHandle.IsInvalid || WindowsProcessDataReader.SuspendThread(threadHandle.DangerousGetHandle()) == -1)
                            {
                                permissionFailure = true;
                                continue;
                            }

                            suspendedThreads.Add(thread.Id);
                        }
                    }
                } while (originalCount != suspendedThreads.Count);

                // If we fail to suspend any thread then we didn't have permission.  We'll throw an exception in that case.  If
                // we fail to suspend a few of the threads we'll treat that as non-fatal.
                if (permissionFailure && suspendedThreads.Count == 0)
                    throw new InvalidOperationException($"Unable to suspend threads of process {_pid:x}.");

                int[] result = suspendedThreads.ToArray();
                suspendedThreads = null;
                return result;
            }
            finally
            {
                if (suspendedThreads != null)
                    ResumeThreads(suspendedThreads);
            }
        }

        private void ResumeThreads(IEnumerable<int> suspendedThreads)
        {
            foreach (int threadId in suspendedThreads)
            {
                using SafeWin32Handle threadHandle = WindowsProcessDataReader.OpenThread(ThreadAccess.SUSPEND_RESUME, false, (uint)threadId);
                if (threadHandle.IsInvalid || WindowsProcessDataReader.ResumeThread(threadHandle.DangerousGetHandle()) == -1)
                {
                    // If we fail to resume a thread we are in a bit of trouble because the target process is likely in a bad
                    // state.  This shouldn't ever happen, but if it does there's nothing we can do about it.  We'll log an event
                    // here but we won't throw an exception for a few reasons:
                    //     1.  We really never expect this to happen.  Why would we be able to suspend a thread but not resume it?
                    //     2.  We want to finish resuming threads.
                    //     3.  There's nothing the caller can really do about it.

                    Trace.WriteLine($"Failed to resume thread id:{threadId:id} in pid:{_pid:x}.");
                }
            }
        }

        ~WindowsThreadSuspender()
        {
            Dispose(false);
        }

        public void Dispose()
        {
            Dispose(true);
            GC.SuppressFinalize(this);
        }

        private void Dispose(bool _)
        {
            lock (_sync)
            {
                if (_suspendedThreads != null)
                {
                    int[] suspendedThreads = _suspendedThreads;
                    _suspendedThreads = null;
                    ResumeThreads(suspendedThreads);
                }
            }
        }
    }
}

redpajama_set_name: RedPajamaGithub


text:
June Duprez Sexy and Hottest Photos - Latest Pics
June Duprez Bio
Born In: Teddington, Middlese
Glamorous June Duprez was born in Teddington, England, during an air raid on May 14, 1918. Her father, Fred Duprez, was an American vaudevillian who found stage and film work in England. She herself picked up an interest in performing and eventually joined the Coventry Repertory Company to gather the necessary stage experience.June made her film debut as an extra in 1935. She married at a young age and her career was initially encouraged by her first husband, a Harley Street doctor. However, onc
June Duprez Best Photos
June Duprez Latest Photos

redpajama_set_name: RedPajamaCommonCrawl


text:
HomeNew musicBANANARAMA – Announce Coloured Vinyl & Cassette Reissues – Out 30th November
BANANARAMA – Announce Coloured Vinyl & Cassette Reissues – Out 30th November
October 18, 2018 Mark Millar New music, News 0
Indisputably the UK's greatest girl group BANANARAMA broke the mould with their fashion-forward style, feisty attitude and an arsenal of timeless chart hits spanning three decades. Now for the first time since their original release, London Recordings are making the trio's first six albums available on vinyl. Initial pressings will be available on limited edition coloured vinyl with each album having its own specific colour:
Deep Sea Skiving (1983) – BLUE
Bananarama (1984) – PURPLE
True Confessions (1986) – GREEN
WOW! (1987) – RED
Pop Life (1991) – PINK
Please Yourself (1993) – WHITE
Watch the trailer – BELOW:
In addition, and for a limited period only, the official London Records/Bananarama store will also be stocking coloured cassettes of each album. Any purchases from the store will include a free CD single including the new Ewan Pearson remix of Aie A Mwana & Tom Moulton reworking of Cruel Summer. Pearson gives Bananarama's debut single 'Aie A Mwana' the disco treatment, motorik, atomic and darkly euphoric. Meanwhile, legendary DJ / producer Moulton adds a jostling high street of loops, beats and bumps to 'Cruel Summer'.
What A Shambles, a song on Keren, Sara and Siobhan's first album Deep Sea Skiving, proves a fitting ethos for the start of Bananarama's career. "It wasn't considered at all," says Keren "it was all impromptu". From such ad-hoc beginnings via early collaborations with Fun Boy Three's Terry Hall Bananarama found themselves climbing the charts and gracing a multitude of magazine covers.
Having set the template with Deep Sea Skiving (1983) Bananarama (1984) and True Confessions (1986) and a string of pop anthems including Really Saying Something, Robert De Niro's Waiting and Venus, their success snowballed with Venus hitting the No.1 spot in the US and subsequent top ten US hits with Cruel Summer and I Heard A Rumour.
Siobhan left to form Shakespears Sister in 1988 but Sara and Keren continued as a duo recording a further three albums – Wow!,(1987) Pop Life (1991) and Please Yourself (1993) – and garnering yet more hit singles.
The last Bananarama performance as the original trio was Love In The First Degree – the song Pete Waterman still maintains is the best record to come out of the Hit Factory. Incredibly, Sara, Keren and Siobhan had never performed this, or any of their extensive run of top 10 singles together, a situation that was finally resolved when the trio reunited for a string of sold-out live shows in 2017 and 2018. For their long-standing and inclusive fanbase, it was nothing short of Morrissey and Marr reforming. As Siobhan so brilliantly summarized – "It's part of me, part of my history and I love what we did and the crazy life we lead. Look what we did. Listen to the records. It's all there."
COLDPLAY to release LIVE ALBUM & CONCERT FILM to accompany new documentary DVD on December 7
ALBUM REVIEW: Mole – Danger Island
D O V E S – Announce Limited, Coloured Vinyl Reissues of their first three albums
April 17, 2019 Mark Millar Gigs, New music, News 0
High on the emotional responses to their first gigs for a decade, a re-energised Doves follow their live return by announcing numbered limited edition, two-disc, coloured vinyl packages of their first three albums. Released on […]
THE LEVELLERS announce limited edition vinyl releases
August 13, 2018 Mark Millar New music, News 0
To celebrate their 30th anniversary, the Levellers have announced the release of a series of limited edition coloured vinyl albums, including the never before released headline set at Glastonbury 1994. The announcement comes ahead of […]
SHAKESPEARS SISTER are set to reunite this year
May 3, 2019 Mark Millar New music, News 0
Shakespears Sister are set to reunite this year after members Siobhan Fahey and Marcella Detroit reportedly settled their feud. The 'Stay' hitmakers, made up for former Bananarama star Siobhan Fahey and US musician Marcella Detroit, […]


text:
Q: Trouble with ZeroClipboard I'm trying to use Zeroclipboard to copy stuff to the clipboard, but it doesn't seem to be working. My code:
HTML:
<textarea name="texter" id="texter"></textarea>
<input type="button" value="Copy to clipboard" id="copy-button" />

Javascript:
<script type="text/javascript">
jQuery(document).ready(function(){

  var clip = new ZeroClipboard.Client();
  clip.setText('');

   jQuery('#copy-button').click(function(){
  clip.setText(jQuery('#texter').val());
 }

});
</script>

What's wrong with this? Thansk!

A: A few things.
Firstly, your brackets are slightly off.
It should be:
jQuery(document).ready(function(){

  var clip = new ZeroClipboard.Client();
  clip.setText('');

   jQuery('#copy-button').click(function(){
  clip.setText(jQuery('#texter').val());
 });
});

But that won't solve your problem.
Refer to ZeroClipBoard instructions
you need to 'glue' or link the flash movie to a dom element on the page. This is where the copied text will be stored. Then, you can't use jQuery for the click event (or if you can, I'm misunderstanding the documentation), but you can register a mousedown event to your button and bind it to the clip.
Applying this to your code.
    <script type="text/javascript">
        $(document).ready(function () {
            var clip = new ZeroClipboard.Client();

            clip.setText(''); // will be set later on mouseDown

            clip.addEventListener('mouseDown', function (client) {
                // set text to copy here
                clip.setText(jQuery('#texter').val());

                // alert("mouse down");
            });

            clip.glue('copy-button');
        });
</script>

This should work.
You can use this example completely without jQuery, but having it in the document ready is a nice compact place to make sure it executes only after the DOM is ready. And also using jQuery in place of getElementById.
Hope that helps.

A: <!-- <script type="text/javascript" src="http://davidwalsh.name/demo/ZeroClipboard.js"></script> -->
    function copyText(fieldName,buttonName){
        var fieldNameTemp =fieldName;
        var buttonNameTemp =buttonName;
        var val = "";
        try{
            val = navigator.userAgent.toLowerCase();
        }catch(e){}
        var swfurl = "js/ZeroClipboard.swf";
        setTimeout(function () {
            ZeroClipboard.setMoviePath(swfurl);
            var clip = new ZeroClipboard.Client();
            clip.addEventListener('mousedown', function () {
                clip.setText(document.getElementById(fieldNameTemp).value);
            });
            clip.addEventListener('complete', function (client, text) {
                try{
                    if(val.indexOf("opera") > -1 || val.indexOf("msie") > -1 || val.indexOf("safari") > -1 || val.indexOf("chrome") > -1){
                        alert('Your text has been copied');
                    }
                }catch(e){
                    alert('Please alert: not use on fireFox');
                }
            });
            clip.glue(buttonNameTemp);
        }, 2000);
    }

redpajama_set_name: RedPajamaStackExchange


When all that stands between you and that 10-point buck is a six-mile trek, thirty yards, and your own will to succeed. This is where perfection lives. This is TenPoint.
The lightest, narrowest, and fastest version in our long line of award-winning Turbo models is powered by VX-5™ inverted cams that elongate the power-stroke and increase rotation to produce devastating speeds and pin-point down-range accuracy. The NEW T5 Trigger and optional ACUdraw PRO silent cocking device elevates the Turbo M1 above the competition.
A remarkable 9.5-inches narrower and 30 feet-persecond faster than the previous best-selling Titan model, the NEW Titan M1 offers an incredible performance-to-value ratio never seen before in the crossbow industry. Measuring an ultra-compact 9-inches wide and shooting up to devastating speeds of 370 feet-persecond, the ultra-light Titan M1 is primed to be one of the top selling crossbows for 2019.
Cemented at the top of the food chain, the Nitro XRT is fueled by RX7 cams™ and our Vector Quad™ 4 cable system that generate unprecedented power and nock-breaking accuracy. Its center-mounted riser eliminates the "nose-heavy" feel of traditional crossbows and produces the smoothest shot on the market. Effortlessly draw the crossbow with the silent ACUdraw PRO and become a sniper in the woods with the EVO-X Marksman Scope.


Tools included in your trunk.
1. These instructions are for the driver's side front rotor. The others' are easier to replace.
2. Open your hood and loosen the brake fluid cap. Do not leave it open as brake fluid may spill out.
3. Loosen the lug bolts on the wheel.
4. Jack up the car and use a jack stand to support the car. Take the wheel off to expose the brake rotor.
5. You will need to remove this clip. Use a screwdriver and pry it off.
6. After removing the clip, look behind the calipers. There will be black caps as illustrated in this image. These caps can be easily removed with your hands.
7. After removing the caps, (2) 7mm hex bolts will be exposed. Use the 7mm allen wrench to remove these.
8. Wiggle the brake caliper to get it off the rotor. Do not force it. After it has come off the rotor, use the bungee cord to support it or you can rest it on something. This is to prevent putting weight on the brake wires and brake pad sensor.
9. To remove this sensor, use a thin flat head screw driver and pry it out of the socket. Avoid puncturing the line the sensor is attached to.
10. Do not lose this clip. The clip will be reused on your new brake pads to hold the sensor.
11. Take the old pad off and reuse the clip on the new pad. Pop the sensor back in and pop the new brake pads in.
12. Clip the caliper back on the rotor.
13. Put the spring clip back on the caliper.
14. Put the 7mm hex bolts back on and tighten them. Put the caps back on and you're done.
15. The sensors only reside on the driver's side front and passenger side rear. The other rotors do not have the sensors so you can skip steps 8 through 10 for the other two calipers. Remember to tighten the brake fluid cap.


I'm out and about for 3 hours of my day commuting and 7.5 hours working. When I am not working, I am either waiting for the bus or train or walking to the bus stop or train station. That's how I gain some minutes of exercise.
What I love about commuting aside from the fact that I don't know how to drive is really seeing the view and capturing it. And blogging too. 😉 It is fun!
Here's the snapshots of last week's commute ~ on the train station, bus stops, in the train and some OOTD selfies.
One of the train stations I passed by to work.
Inside the train at 8pm, going home.
NE 7th train station, waiting for my train.
On the bridge to work!
OOTD selfie # 2. Haha. My favorite plaid shirt.
Waiting for the train to work.
Bus stop near the house, when the train is delayed!
Convention Center, train station before my destination.
Downtown Library. Actually, I've never been inside.
Friday, jeans day! OOTD selfie # 4.


PeopleSoft, Inc. was a company that provided human resource management systems (HRMS), Financial Management Solutions (FMS), supply chain management (SCM), customer relationship management (CRM), and enterprise performance management (EPM) software, as well as software for manufacturing, and student administration to large corporations, governments, and organizations. It existed as an independent corporation until its acquisition by Oracle Corporation in 2005. The PeopleSoft name and product line are now marketed by Oracle.
PeopleSoft Financial Management Solutions (FMS) and Supply Chain Management (SCM) are part of the same package, commonly known as Financials and Supply Chain Management (FSCM).
PeopleSoft Campus Solutions (CS) is a separate package developed as a student information system for colleges and universities.
Founded in 1987 by Ken Morris and David Duffield, PeopleSoft was originally headquartered in Walnut Creek, California before moving to Pleasanton, California. Duffield envisioned a client–server version of Integral Systems' popular mainframe HRMS package. The company's sole venture backing came from IBM. George J. Still, Jr. from Norwest Venture Partners joined the Board of Directors.
PeopleSoft version 1, released in the late 1989,:18 was the first fully integrated, robust client–server HRMS application suite.
PeopleSoft expanded its product range to include a financials module in 1992, distribution in 1994, and manufacturing in 1996 after the acquisition of Red Pepper.
The original architecture for the PeopleSoft suite of products built on a client–server (two-tier) approach with a dedicated client. With the release of version 8, the entire suite was rewritten as an n-tier web-centric design called PeopleSoft Internet Architecture (PIA). The new format allowed all of a company's business functions to be accessed and run from within a web browser.
The PeopleSoft application suite can function as an ERP system, similar to SAP, but can also be used for single modules - for example, Student Administration or HCM (Human Capital Management) alone.
PeopleSoft uses a functionality now known as Integration Broker to communicate with different modules (known as pillars). In addition Integration Broker can be utilized for web services calls between PeopleSoft and other applications.
Implementation focuses on PeopleSoft's proprietary PeopleTools technology. PeopleTools includes many different components used to create web-based applications: a scripting language known as PeopleCode, design tools to define various types of metadata, standard security structure, batch-processing tools, and the ability to interface with a SQL database. The metadata describes data for user interfaces, tables, messages, security, navigation, portals, etc. This set of tools can make the PeopleSoft suite platform-independent.
Before PIA version 8.0, Components were called Panel Groups.
In 2003, PeopleSoft performed a friendly merger with smaller rival JD Edwards. The latter's similar product line, World and OneWorld, targeted mid-sized companies too small to benefit from PeopleSoft's applications. JD Edwards' software used the Configurable Network Computing architecture, which shielded applications from both the operating system and the database back-end. PeopleSoft branded the OneWorld product PeopleSoft EnterpriseOne.
Beginning in 2003, Oracle began to maneuver for control of the PeopleSoft company. In June 2003, Oracle made a $13 billion bid in a hostile corporate takeover attempt. In February 2004, Oracle decreased their bid to approximately $9.4 billion; this offer was also rejected by PeopleSoft's board of directors. Complicating Oracle's takeover attempt was PeopleSoft's poison pill, allowing their customers to potentially receive refunds of 2–5 times the amount they had paid in the case of a takeover.
Later that month, the U.S. Department of Justice filed suit to block Oracle, on the grounds that the acquisition would break anti-trust laws. In September 2004, the suit was rejected by a U.S. Federal judge, who found that the Justice Department had not proven its anti-trust case. In October, the same decision was handed down by the European Commission. Although Oracle had reduced its offer to $7.7 billion in May, it again raised its bid in November to $9.4 billion.
In December 2004, Oracle announced that it had signed a definitive merger agreement to acquire PeopleSoft for approximately $10.3 billion. A month after the acquisition of PeopleSoft, Oracle cut over half of PeopleSoft's workforce, laying off 6,000 of PeopleSoft's 11,000 employees.
Oracle moved to capitalize on the perceived strong brand loyalty within the JD Edwards user community by rebranding former JD Edwards products. Thus PeopleSoft EnterpriseOne became JD Edwards EnterpriseOne and PeopleSoft World became JD Edwards World.
Oracle announced in 2005 that Fusion Applications would combine the best aspects of the PeopleSoft, JD Edwards, and Oracle Applications and merge them into a new product suite.
Oracle would later slow the release cadence for PeopleSoft applications, instead releasing "Feature Packs" to add functionality.
1987: PeopleSoft, Inc. founded by David Duffield and Ken Morris in Walnut Creek, CA, USA.
1991: Begins opening international offices.
1994: Public distribution of Distribution and Financials modules.
1995: Launch of Student Administration System.
1995: Opened office in Mexico, first in Latin America.
1996: Releases Manufacturing and PeopleSoft 6, their first ERP package.
1997: PeopleSoft 7 is released within upgraded ERP modules.
1998: PeopleSoft 7.5 is released with improved client/server technology. Acquired Intrepid Systems.
1998: PeopleSoft Student Administration System was released.
1999: Craig Conway named new CEO; release products to enable Internet transactions.
2000: Deliver PeopleSoft 8 with an in-house application service provider.
2004: Dave Duffield returns as CEO, replacing Craig Conway.
2005: Acquired by Oracle Corporation.
PeopleSoft applications, which address complex business requirements, have some known issues in terms of online security. PeopleSoft is used by Fortune 500 companies and government organizations, and almost 50% of them are vulnerable and can be hacked via the internet, as researchers state.
The risk factor lies in existing vulnerabilities of Oracle PeopleSoft systems that could enable data breaches at businesses, government organizations, and universities. Because of this, companies using PeopleSoft applications are under constant threat of cyber attacks.
According to the research on public-facing Oracle PeopleSoft applications and their vulnerabilities, systems available online are susceptible to the TokenChpoken attack. A TokenChpoken attack, which affects systems that use Single Sign-On (SSO), is possible because an authentication cookie (PS_TOKEN) used by PeopleSoft applications can be forged. When the PS_TOKEN is identified by a "brute force" TokenChpoken attack, it is possible to log in under a system account and gain access to all data from the compromised system.
All organizations that use PeopleSoft (including companies specialized in charity, food, manufacturing, retail, transport, etc.) stay vulnerable to TokenChpoken and other interventions if they do not pay due attention to security.
^ "PeopleSoft Campus Solutions" (PDF). Oracle. Retrieved 7 April 2018.
^ "PeopleSoft Inc.- Company Profile, Information, Business Description, History, Background Information on PeopleSoft Inc". Reference for Business. Advameg, Inc. Retrieved 3 September 2013.
^ "George J. Still, Jr.; Partner Emeritus". Norwest Venture Partners. Archived from the original on 24 September 2011. Retrieved 3 September 2013.
^ a b c d e Anderson, Lynn (2001). Understanding PeopleSoft8. Sybex. pp. 18–22. ISBN 0-7821-2930-7.
^ Anderson, Lynn (2001). Understanding PeopleSoft8. Sybex. p. 58. ISBN 0-7821-2930-7.
^ "Understanding PeopleSoft Integration Broker – Introduction (Part 1)". PeopleSoft Tutorial. 11 March 2013. Retrieved 7 April 2018.
^ a b Kane, Margaret (2 June 2003). "PeopleSoft to buy J.D. Edwards". CNET. Retrieved 5 October 2010.
^ Hines, Matt (15 December 2003). "PeopleSoft integrates J.D. Edwards software". CNET. Retrieved 5 October 2010.
^ "Oracle chokes on PeopleSoft's poison pill". The Register. 11 November 2003.
^ "Oracle to PeopleSoft: The pink slip's in the mail". CNET. 14 January 2005. Retrieved 3 August 2012.
^ "Oracle Announces Oracle's PeopleSoft Financials and Supply Chain Management 9.1 Feature Pack" (Press release). Oracle. 11 April 2011.
^ "Oracle PeopleSoft Continuous Delivery Model" – via YouTube.
^ "HEUG.Online : History". www.heug.org. Retrieved 7 April 2018.
^ Tomei, Derek. "PeopleSoft 8". PeopleSoftCareer. Retrieved 1 October 2013.
^ Rohde, Laura (1 October 2004). "Update: PeopleSoft's CEO Conway gets the boot. Board of directors replaces Conway with PeopleSoft founder and chairman Dave Duffield". InfoWorld.
^ "Oracle Lifetime Support Policy" (PDF).
^ "Oracle Releases Oracle's PeopleSoft 9.2" (Press release). Oracle. 18 March 2013.
^ Borgione, Lawrence. "PeopleSoft Campus Solutions 9.2 has been released". Retrieved 7 April 2018.
^ "TokenChpoken attack on Oracle PeopleSoft affecting nearly half of large enterprises and government organizations" (Press release). ERPScan. 29 June 2015.
^ Greenberg, Adam (6 July 2015). "Oracle PeopleSoft attack could enable big data breaches". CS Media. Retrieved 4 October 2017.
^ Pauli, Darren (28 May 2015). "Password reset sites expose crackable PeopleSoft creds". The Register. Retrieved 4 October 2017.
^ "Oracle PeopleSoft applications are under attacks" (PDF).
^ "Intrusion into UCF Network Involves Personal Data". University of Central Florida. 19 May 2016.
^ Mimoso, Michael (29 May 2015). "PeopleSoft vulnerabilities elevate ERP security issues". Threatpost. Retrieved 4 October 2017.
This page was last edited on 4 March 2019, at 06:26 (UTC).


text:
<?php

namespace Bencode\Core\Traits;

/**
 * Consider that every Element has a REGEX pattern that can be matched
 * and that each Element object implements a PATTERN constant. This
 * method is used only in the Collection Elements (List, Dictionary)
 * due to their strict rules of being becoding.
 */
trait Pattern {

    /**
     * Matches the stream to the Element's regex pattern, removed it from the
     * stream. For example, if you are decoding a List, you want to remove the
     * `l` and `e` from the beginning and end of the list.
     *
     * Note that this method is a *fail-safe* implementation that will return
     * the original stream value given.
     *
     * @param  string   $stream    The raw encoded stream
     * @param  string   $pattern   The REGEX pattern of the element.
     *
     * @return string   If pattern matches, the stream sans encoding
     */
    public function dropEncoding($stream, $pattern)
    {
        if (preg_match($pattern, $stream)) {
            $stream = substr($stream, 1);
            $stream = substr($stream, 0, -1);
        }

        return $stream;
    }
}


text:
info@warofgrades.com
ACC 564 Week 10 Assignment 4 – Changing the Accounting Information System
Changing the Accounting Information System
(Instructor's Name)
(Institutional Affiliation)
29 Aug. 13
Factors contributing accounting system failure. 2
Responsibility if Senior Management 5
Measures to avoid he system failures. 6
Best Practices to avoid systematic failures that have occurred. 8
Developing the contemporary best practices. 10
Principles of effective management of the accounting systems. 11
Works Cited. 14
Factors contributing accounting system failure
IBM is one of the most recognizable technology organizations in previous 100 years, and the company was established almost 100 years ago. The companies have to justify their systems with changing technology, and as the technology changes, the accounting information system requires changes also. The change in accounting system has emerged with the passage of time because of the regulations and the technology. The regulation changes the framework of the accounting standards, whereas the technology changes the ways in which the accounting information is initiated, maintained, and stored. The accounting information can be stored both manually and on the computerized system. The companies with manual systems are changing their accounting information systems to computerized information system. The accounting information system does not necessarily include the use of computer as the idea comes in mind with the word information technology. The computer has been used as a tool in the accounting information system, but it is not the fundamental driver in the accounting-information-system-framework.
The accounting system may be outdated, or not in proper compliance with the regulatory framework, which may be the cause of system failures, as these regulatory frameworks are based on the aggregate analyses of the failures of various companies such as Enron and other companies. The computerized accounting systems are useful as compared to the manual accounting system, and the company may require the changing of the manual accounting system to the computerized accounting system because of the increasing benefits. The computerized systems can be connected with the other computerized systems, whereas the manual systems cannot be connected to each other because of the distance.
The computerized system information can be virtually accessed from anywhere if the computer system has been connected with the internet. The lack of harmonization with the other companies for accounting system is the cause of the change of accounting system, companies older than 100 years ago have to face changes with the regulations, and the requirements of these regulations were the sources of bringing change in the system (OECD, 2002). The companies like IBM, which are about 100 years old, have had changes in their accounting systems because of the evolution of knowledge and the technology. The evolution of knowledge is subject based, whereas the evolution of technology is not subject based; as the electronic circuits are used in making computers, which have no relevance with the double entry book keeping. However, the electronic circuits are used in computers, which are used in the accounting information system, which provides the use of the electronic technology in the accounting system. Computerized systems bring harmonization in various organizations and the data can be compared with the computerized control of information. The purpose of bringing harmonization is however not achieved by using the computers in offices, but the harmonization is brought about by using the same standards for the accounting information system, which makes the information comparable to other companies, and this information becomes important sources for government authorities like tax authorities and the security exchange commission.
The IBM has considered connecting the research with the practice, and the modern research and the policies are applied and the accounting systems are changed with respect to research and regulations arising in contemporary time (Keegan). The IBM is famous for technology and innovation, therefore the company has also used this motive in bringing change in the accounting systems, and has brought the change in the accounting systems. The accounting system must be evaluated for the technology use, and for example the outdate use of software or hardware may cause licensing problems, therefore the company should take a decision to update or change the system.
Responsibility if Senior Management
The change in the accounting information system is not easy. If the accounting system is converted from manual accounting system to computerized accounting system, it will have much implication. The clerical work will be reduced and the nature of controls will be entirely changed, which can result in the increased risk, and this risk can cause the failure of the business. The nature of internal controls is the biggest challenge as the manual and computerized systems have the different level of expertise required. The manual systems require the expertise of accounting knowledge and the principles of accounting should be learned, also the knowledge of the drafting is necessary. The computer systems do not require the complete understanding of the accounting principles, but it requires the basic level knowledge and the data entering skills. The data entering skills let the person enter data in the accounting software, which automates the information to form the financial statements. The information is required to be initiated at earlier stage of the transaction, and this information can be processed by the computer itself without any arithmetical error.
In contrast to the manual systems, the arithmetical errors are not the problems or risks, but the implementation of the internal controls is the problem. The use of the computer for the accounting information system is paradoxical; it increases the efficiency and effectiveness of the company, but it also increases it vulnerability, and as much as the organization relies on the technology, the risks will be greater, and the extra risks must be mitigated by implementing internal controls (Turner & Weickgenannt, 2008). Organizations cannot transfer their responsibility for risk management to the third party, so the management of the company is responsible for risk prevention and the failure of the system.
Measures to avoid the system failures
The accounting system changes can be of two types, first one is related to the change of regulatory practices or the change of accounting policies, and the second is the change of accounting system because of the risk avoidance and the implementation of internal controls. The change in accounting polices requires a retrospective effect to be brought about. The accounting information is harmonized according to the past information so that it becomes comparable for the company itself, and for the other companies. The change of the accounting policies may be due to the requirement of the company, or the requirement of the accounting regulation.
The accounting regulation are changed with the passage of time, and the reason for the change is the evolution of knowledge, the circumstances of the corporations and the overall environment of the business in which the firms operates. Because of the frauds and misstatements, the regulators are tend to put stricter measures for bringing the whole business sector in a harmonized state such that the information is comparable with each other and most importantly the information is true and fair. The information must be true and fair and behind this, there are complex accounting calculations and regulations.
These accounting regulations drives the accounting system, for example the company may select inappropriate policy regarding the depreciation, and for this the company needs to check the International reporting standards, or the local reporting and accounting standards, if the such changes are not recommended, the company can implement them also if they are not restricted. However the valuation of assets requires the guidelines to be followed, and the company must value assets according the generally accepted accounting principles or the local regulations, and the compliance is necessary. The lack of compliance may result in over/undervaluation of the asset, which may affect the balance sheets of the company, and thus the nature of the information does not remain true and fair anymore, the information become manipulative and the true substance of the transactions can be hidden.
Computerized systems require a different array of controls. For example the computerized system can no t implement the traditional internal control of segregation of duties, the documents, invoices, or requisitions cannot be signed in a tradition way. The documentation can however be done on paper despite of the computer use, and the computerization does not mean that the company should avoid any type of paper work. The information from the computer can be printed and signed in case of authorization as in the case of requisitions, invoices or other documents.
The data stored on computer requires both the prevention form the physical access and the remote access. The physical prevention can be made by restricting access and enabling a single entrance to the system, where only authorized person should be allowed to enter. Companies cannot prevent the remote access in the case of computerized systems and for this; they have to rely on the application controls. The safety of data have two implementations required, one of which is the prevention from the deliberate and intentional efforts to access or hack the data, and the second is the maintenance of the data on computer is the most safest way.
Computer storage device is the most important equipment for storage in accounting information system, and the weather conditions, flood, or fire or any other casualty can cause damage to it; and it can result in permanent loss or damage to the system (Lin & Huang, 2011). The data can be stored on computer and it requires the safety controls to be implemented, these safety controls ensures that the data is kept safe at the organization and it has been prevented from the deliberate and the unintentional accidents. The unintentional accidents are more harmful than the deliberate access and the deliberate access or attack damages a particular area, and this can be detected, or it may remain undetected, but the unintentional accidents can entirely damage the data, in a way that the loss can exceed the loss expected from the deliberate access.
Best Practices to avoid systematic failures that have occurred
The chances of failures can be reduced by implementing the checks on the systems. These checks on the system prevent the risks to be happening and these checks are referred as the internal controls. The purpose of the internal controls is to prevent the company from the risks, and in these risks, the computerized-accounting-system risks are also included. Companies transfer their manual accounting systems to computerized accounting systems for various reasons and this includes the advantages, and the reason for using computerized accounting information is the instinct. The companies adopt the policies of the competitors, and to keep the company in competition, the competing companies adopt policies of their competitors. Many companies implement the changes to adopt the computerized systems because of the competitive environment, and the other factors are the contemporary trends and the harmonization. The companies have to transfer data when changes in the accounting systems occur and this migration can be made by transferring the existing ledges, customer information, the company information, and the expenses into the computerized system. The computerized system then centrally manages the information once put in the system, and it will not ask for the information again for two different tasks.
The computerized accounting information system will not ask for the data twice for different tasks; for making the income statement and the cash flow, the same initial data will be accessed by computer from the storage device, this retrieval of the information will be automatic, and the speed of retrieval will be several times as those of the manual systems. The migration of the data in the accounting system is the first step, however migrating data is not the catalyst for business opportunities; replacing the system requires customization according to the new system, but the existing data also needs to be transferred into new system (Eck, Gordijn, & Wieringa, 2009). The migration of the data will not bring new opportunities as it is expected after the computerization of the accounting systems. The new system will have different risks and the requirements will be different for the data operations and retrieval. The internal controls will be different and the regulations will be different. The retrieval of the data becomes easy and quick because of the computerized systems, but it has the risks related to the use of data for the purpose other than that for which it was collected. The confidential data of employees cannot be used by another employee and it must be kept confidential and used only for the intended purpose. The data protection acts have restricted the access of data by an unauthorized person for the unauthorized use.
The effective design is critical part for the accounting information system, and this allows different user to view the information from different sources, the standardization is necessary with the effective design for any system, and standardization allows the exchange of information and it prevents the increased/decreased load of information (Fortune & Peters, 2007). The computerized system can result in the failure, as the manual systems, but the difference between manual and computerized system will have a different implementation of controls required. The best practices are adopting the ethical and professional regulations as well as the implementation of internal controls. The internal controls can be implemented to prevent the risks, whereas the adopting the regulations reduces the legal risks, but also they are the good practices to reduce the risks indirectly related to the intentional and unintentional nature of the risks for the company.
Developing the contemporary best practices
The best practices for reducing failures are as follows
Implementation of the internal controls
Setting up the internal audit department
Ensuring the independency of the internal audit department
Adopting the compliance guidelines set by regulators such as Sarbanes Oxley act compliance
Adopting accounting policies according to GAAP
The internal controls are the basic checks for the company, and they prevent malpractices, which reduce related to recording the transactions and the other risks such as the risk of fraud, natural hazard, or crime. The losses occurred due to unintentional act such as error or accidents are more than those occurred due to intentional misdeeds, therefore the company should implement the controls that do not only prevent from the crimes but also from innocent errors and omissions (Gelinas, Dull, & Wheeler, 2002). The balanced approach for the controls should be used, and both the risks of frauds, natural hazards, and errors should be reduced.
The internal audit department ensures the implementation of internal controls, and this department sets the rules for the internal controls. The internal audit department also check and asses the transaction system and asses any existing or future fraud chances. The internal l audit department should monitor and evaluate the internal controls regularly.
The independency is necessary for both the internal and external audit, and is the requirement of the Sarbanes Oxley act and other regulation for corporate practices. The independency can be sustained by setting further committees such as audit committee, remuneration committee etc.
Adopting regulation according to the contemporary regulation is necessary and for both aspects of the accounting and technological aspects. The accounting obsolescence does not occur overnight, however it occurs when the corrective measures does not seem to help (InformationResourcesManagementAssociation, 1997). The latest regulation must be accepted to reduce the legal and corporate risks.
The accounting information system must adopt the policies and the rules set by the GAAP. For implementing GAAP, the countries usually adopt the guidelines set by GAAP or entirely adopt the GAAP systems and tailor it according to the local requirements. The compliance of the GAAP policies ensures the harmonization and any consequence of the legal risks as well as the audit and accountancy risks.
Principles of effective management of the accounting systems
The financial management systems should be implemented according to the generally accepted practices. The compliances ensure the harmonization, and in this way the company can manage the risks in the way the other companies manages their risks. The standardized procedures are also the requirement of the government authorities and so the legal concern is also the critical factor, but the legal concern may not be applicable for all companies. The companies such as private companies or partnerships are not required to meet the legislation such as the Sarbanes Oxley Act, as they are not listed on the stock exchange, but these companies can implement these regulations to adopt the ethical practices and to reduce the risks. The adoption of the risk management strategy for the successful companies is a useful way to utilize the existing knowledge.
Weakness in computer security possess potential capability to affect the application controls related to the financial management system, the physical environment should be in compliance with the Sarbanes Oxley Act and the control measures should be implemented (Hall, 2010). The difference between the computerized system and the manual systems should be understood and the guidelines related to the computerized accounting systems should be implemented. The application controls can prevent the company form the virus or the unauthorized access, and for this, the internal controls must be in place to reduce the risks. The internal controls should be implemented system-wide, and the risk assessment should be carried out.
The risks assessment should be carried out, and for the risk assessment, understanding the particular nature of the business is necessary, and as the knowledge of the business nature is increased, the risk assessment is likely to be more effective. The implementation of the control is a critical factor, but it is incomplete without the effective working of these controls. If the internal controls do not work effectively it may mean that the internal controls do not exist anymore, therefore the internal controls should be monitored regularly and independently.
Those businesses with the e commerce should perform risk inventory test to determine the place of weakness and it includes identifying the business units and partners also, with which the sensitive information is shared (Gunasekaran, 2007). The company should adopt the risk prevention policies and the risks related to the suppliers should be considered. The risks in this case can also come arise from the outsourcing of a task or function, where the responsibility was not transferred. The companies outsource their functions such as the accounting functions, but the companies can no transfer their responsibility for preventing the relevant risks, for which they are inherently responsible, and this may occur in the case of outsourcing the accounting function. If any even related to the fraud or the concealment occur, the company will be ultimately responsible, not the supplier of the accounting services. So the companies outsourcing their computerized systems, or the accounting function should consider the risks related to the supplier, and must make a strategy related to the mutual control of the risks.
Eck, V. P., Gordijn, J., & Wieringa, R. W. (2009). Advanced Information Systems Engineering: 21st International Conference, CAiSE 2009, Amsterdam, The Netherlands, June 8-12, 2009, Proceedings. Springer.
Fortune, J., & Peters, G. (2007). Information Systems: Achieving Success by Avoiding Failure. John Wiley & Sons.
Gelinas, U. J., Dull, R. B., & Wheeler, P. R. (2002). Accounting Information Systems. Cengage Learning.
Gunasekaran, A. (2007). Modeling and Analysis of Enterprise Information Systems. Idea Group Inc (IGI).
Hall, J. A. (2010). Accounting Information Systems. Cengage Learning.
InformationResourcesManagementAssociation. (1997). Managing Information Technology Resources and Applications in the World Economy: Proceedings of the 1997 Information Resources Management Association International Conference Vancouver, B.C., Canada. Idea Group Inc (IGI).
Keegan, M. J. (n.d.). IBM Center for The Business of Gpvernment. Retrieved Aug 28, 2013, from businessofgovernment.org: http://www.businessofgovernment.org/article/managing-finances
Lin, S., & Huang, X. (2011). Advances in Computer Science, Environment, Ecoinformatics, and Education, Part V: International Conference, CSEE 2011, Wuhan, China, August 21-22, 2011. Proceedings. Springer.
OECD. (2002). Models of Public Budgeting and Accounting Reform Volume 2 Supplement 1: Volume 2 Supplement 1. OECD Publishing.
Turner, L., & Weickgenannt, A. (2008). Accounting Information Systems: Controls and Processes. John Wiley & Sons.
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DTS:X transports you into a new dimension of sound immersion by delivering truly captivating entertainment experiences. Be prepared -- this improved lifelike immersion and heightened realism makes horror movies scarier, comedies more laugh-out-loud, and car chase scenes even more intense. Movies are being shown with DTS:X sound at an ever-growing number of theaters in the U.S., China and Europe.
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Paris (France)—Mar 29, 2018
EclairGame and Les Cinémas Gaumont Pathé Strengthen their eSport Partnership with Fifa Tour 2018
EclairGame, the new eSports-based entertainment solution for cinemas from Ymagis Group (FR0011471291, MAGIS, PEA-PME, TECH 40), the European specialist in digital technologies for the film industry, and Les Cinémas Gaumont Pathé are strengthening their partnership established in December 2017, with the expansion of the competitions in the Fifa Tour 2018 championship to the Pathé Carré de Soie cinema in Vaulx-en-Velin and the Gaumont Montpellier Multiplex and Gaumont Wilson in Toulouse in addition to the Pathé La Villette cinema in Paris.
Like CinéSessions, this nationwide championship helps make the concept of offline video game championships available to the widest possible audience, with the added benefit of the comfort, conviviality and interactivity of a cinema auditorium, and the latest digital projection technologies.
"There is no longer the need for players to go to Paris. The championship comes to them. It is accessible to everyone, everywhere in France!" explains Vincent Bruère, the manager of the EclairGame project. "The championship is accessible to everyone throughout France. There are five qualifying phases before the grand final in Paris. You don't need to be a pro to take part in the Fifa Tour 2018, the little brother of our CinéSessions. Here everyone has a chance of winning, whatever their level. The most important thing is to enjoy a fun time in a cinema."
For Jacques Durand, Manager in charge of upgrading Les Cinémas Gaumont Pathé, "This is an original, ambitious project we are running in partnership with EclairGame. The concept is unique: players meet over several sessions in Vaulx-en-Velin, Montpellier, Toulouse and Paris and compete in the cinema, with the gaming consoles installed on the seats in the auditorium. We equip each of the auditoriums with the most suitable infrastructure to offer players the ideal conditions for a competition and live show. The six winners in each session will then be invited to take part in the grand final in Paris at the Pathé La Villette."
Dates and additional information:
The qualifiers:
05 April in Vaulx-en-Velin – Pathé Carré de soie
12 April in Paris – Pathé La Villette
03 May in Montpellier – Gaumont Montpellier Multiplexe
17 May in Paris – Pathé La Villette
31 May in Toulouse – Gaumont Wilson
Two places for the final will also be available to be won during an online competition.
The final:
8 June in Paris – Pathé La Villette
Online registration and the terms and conditions of the competition are available at the following address: www.eclairgame.com
Les Cinémas Gaumont-Pathé:
Facebook: www.facebook.com/lescinemasgaumontetpathe
Twitter: @GaumontPathe
Instagram: @cinemasgaumontpathe
CinéSessions:
Facebook: www.facebook.com/cinesessions
Twitter: @EclairGameFR
Twitch: www.twitch.tv/eclairgame
About EclairGame
EclairGame is the new eSports-based entertainment solution for cinemas from Ymagis Group, the European specialist in digital technologies for the film industry. To attract a local public keen to enjoy this new form of entertainment, EclairGame enables amateur and professional eSport fans to take part in championships or undertake training sessions in today's most popular video games in the comfort of a cinema auditorium. Through CinemaNext and Eclair, Ymagis Group provides cutting-edge services to cinema exhibitors, producers, distributors (feature films and event cinema), producers, right-holders, cinema/TV advertising networks, broadcasters, OTT platforms and video publishers. The Group is constantly expanding its portfolio of innovative solutions - HDR EclairColor technology, Premium Sphera cinema and EclairPlay download platform - while continuing to develop its international network with offices in 26 countries.
About Les Cinémas Gaumont Pathé
Les Cinémas Gaumont Pathé is the largest cinema circuit in France, the Netherlands, and Switzerland, and also operates in Belgium. At the end of 2017, Les Cinémas Gaumont Pathé was running 111 cinemas with 1,091 screens, 66.2 million spectators and revenue of 760 million Euros. Les Cinémas Gaumont Pathé is constantly modernising its cinemas and seeking the latest cutting-edge innovations. These upgrades are based on an active policy of cinema creation, reconstruction and renovation, and on innovative projection technologies.
About Éclair: Founded in 1907 in the early days of cinema, Eclair is a historic, innovative and respected company in the motion picture and television industries. Eclair is the Ymagis Group's business unit dedicated to content services, a leader in advanced digital technology services for the cinema industry. The company's core business is structured around three main units: CinemaNext (exhibitor services: sales and field services, software solutions, customer service/NOC and consulting), Eclair (content services: post-production, theatrical delivery, digital distribution, versioning and accessibility, restoration and preservation) and VPF (finance solutions) and other activities, including EclairColor, EclairGame and Virtual Reality. A publicly-traded company listed on Euronext, Ymagis Group is headquartered in Paris (France) and counts close to 770 employees. For more information, please connect to https://www.ymagis.com, https://www.cinemanext.com or https://www.eclair.digital Éclair Directory page
About Les Cinémas Gaumont Pathé: Les Cinémas Pathé Gaumont are leaders of exhibition theatres in France, the Netherlands and Switzerland. They are also present in Belgium. At the end of 2017, Les Cinémas Gaumont Pathé operated 111 movie theatres, totaling 1,091 screens, 66,2 million admissions and 760 million euros in revenue. Les Cinémas Pathé Gaumont strategy of upgrading and modernising is based on an active policy of creation, reconstruction, and renovation, constant innovation with the latest technologies, new and adapted services and an optimised viewer experience, at the cinema and online. Les Cinemas Pathé Gaumont is owned by Pathé, one of the biggest film producers in Europe and a major player in film distribution. Les Cinémas Gaumont Pathé Directory page
Éclair (Epinay-Sur-Seine) Les Cinémas Gaumont Pathé ()
More Eclair News:
Jan 8, 2020 Eclair Announces Deployment of its Theatrical Delivery Solutions in Brazil with Digital Cinema Integrator Quanta
Jun 28, 2019 Eclair Hires Christophe Massie as Head of Preservation and Announces Alliance with French Company Orfeo
May 31, 2019 Eclair Promotes Dan Clark to Country Manager in the UK
Mar 21, 2019 Eclair Remasters Hans Petter Molan's "Cold Pursuit" in HDR for Spain's First Onyx Cinema LED Screen
Feb 26, 2019 Eclair Launches EclairSend Professional Cloud-Based Solution for File Transfer & Transcoding
Feb 22, 2019 Eclair Remasters First French Feature-Length Film for Onyx Cinema LED Technology
Feb 5, 2019 Eclair Announces Deployment of its Theatrical Delivery Solutions in Turkey with Content Services Provider Imaj
Jan 28, 2019 Ymagis Announces the Restructuring of French Subsidiary Eclair Cinema SAS
Jan 14, 2019 Eclair Appoints Andreas Peltret as Country Manager for Germany
Dec 18, 2018 Eclair Appoints Marie-Laure Barrau Sales Director for French and Belgian Markets
More Les Cinémas Gaumont Pathé News:
Nov 25, 2019 Cinionic Strikes Deal with Les Cinémas Pathé Gaumont to Deliver More than 200 Barco Series 4 Laser Projectors, Illuminating Movie Screens Across France and Africa
Cinionic, the Barco, CGS, and ALPD cinema joint venture providing a new visual standard with enhanced services and technology solutions, reinforces its leadership in the global cinema industry through a strategic relationship with Les Cinémas Pathé Gaumont. Cinionic will bring its all laser solutions to the European exhibitor with an agreement for more than 200 Barco Series 4 laser projectors.
Cinionic Web Page
Cinionic Directory Page
May 14, 2019 NEC to Provide Laser Projection to Les Cinémas Pathé Gaumont in France
NEC Display Solutions Europe today announces the completion of a successful partnership with ADDE to deploy its digital cinema projectors in Les Cinémas Pathé Gaumont La Joliette cinema.
NEC Display Solutions, Ltd. Web Page
NEC Display Solutions, Ltd. Directory Page
Jul 18, 2018 First '4DX with ScreenX' in Europe Opens in France with Marvel Studios' 'Ant-Man and the Wasp'
Jul 12, 2018 IMAX® with Laser Expands Across Europe as Les Cinémas Pathé Gaumont Commits to 20 Systems
Jun 12, 2018 Vista Entertainment Solutions Signs Les Cinémas Pathé Gaumont, Leaders of Exhibition Theatre in France
Dec 22, 2017 Les Cinemas Gaumont Pathe Increases 4Dx Roll Out Commitment to 50 Theatres Via Expanded Partnership
Oct 19, 2017 Dolby and Les Cinémas Gaumont Pathé open France's first Dolby Cinema at Pathé Massy
Dolby Laboratories, Inc. (NYSE:DLB) and Les Cinémas Gaumont Pathé, the largest cinema chain operator in France, the Netherlands, and Switzerland, today announced that the Dolby Cinema at Pathé Massy, south of Paris, will open on October 20, 2017. This marks the first Dolby Cinema in France, with Pathé Vaise in Lyon and Pathé Docks 76 in Rouen opening later this year.
Dolby Web Page
Dolby Directory Page
Jun 2, 2017 30 New 4DX Theatres to Open in Europe Via Partnership Between CJ 4Dplex And Les Cinemas Gaumont Pathe
May 26, 2017 Les Cinémas Gaumont Pathé and Dolby to Launch Dolby Cinema in France and Expand Presence Throughout the Netherlands
Les Cinémas Gaumont Pathé, the largest cinema chain operator in France, the Netherlands, and Switzerland, and Dolby Laboratories, Inc. (NYSE: DLB) announced plans to open 10 Dolby Cinema locations, with seven in France and three in the Netherlands. This includes Amsterdam and Rotterdam in the Netherlands, and the upcoming new Pathé cinéma in Massy, south of Paris. Initial locations are expected to be open by Fall 2017.
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1st Castle School of Motoring can provide a great driving instructor in the Petworth area who will help to bring you up to driving test standard drive as quickly as you feel comfortable with.
We have both male and female driving instructors in Petworth. All are fully qualified and DVSA approved. You will be assigned to only one driving instructor throughout your learning time, and your instructor will take personal responsibility for helping you learn to drive.
1st Castle in Petworth aim to help with every part of learning to drive, including your theory test and hazard perception test.
We also offer a variety of discounts, including a "buy one, get one free" beginners offer, block-booking discounts and discounts for students and NHS staff.


The band will be embarking on a 5 week tour of Europe in celebration of the 20th Anniversary of the release of Meantime and will be playing the album in its entirety at each and every show. A full listing of tour dates can be seen on the tour page now.
A special pre-sale for Helmet fans will begin at 9am GMT this Thursday. Pre-sale tickets will only be available here at www.helmetmusic.com or on the band's official Facebook page.
Be sure to get your tickets early through our pre-sale to save money on ticket fees and surcharges. Â The general public on-sale will begin Monday, Dec 5th.
Sickboys in Daytona officially went out of business this week, and as a result, our show has been cancelled. Sorry Daytona Beach. Please seek refunds for your tickets at the point of purchase.
For those of you who were planning on going to the Daytona show, there are still tickets available to the Brewster's Pit show in Jacksonville on Sunday night if you feel up to making a little drive. Buy tickets for the Brewster's Pit show here.
Since we suddenly found ourselves without a show on a Saturday night, we've booked a last minute show at The Wormhole in Savannah, GA. Buy tickets and see details of the new show here.
Skeleton Key to Open NYC Show!
Just a quickie to let you know that the wonderful Skeleton Key will be opening our NYC show later this month. Details, as ever, on the tour page.


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It's All About The Stuph A Candid Conversation With Peter Anthony Holder
He is the Stuph man and he has been the Stuph man for 20+ plus years. Even after his on air gig ended his show and the features that are embedded in it live on via the world of Podcasting. I am speaking about the Stuph File Program and it's host/creator Peter Anthony Holder. Peter has a rare knack for digging up some of the funniest stories and for finding some of the most interesting people to interview on his Podcast. As I mentioned above he has successfully crossed over from the on air studio to the online world and has not only been able to continue telling those odd stories but has been able to bring his regular guests from his former radio show to the online world. I am glad to welcome you Peter to Candid Conversations.
P.A.H: Thanks for having me.
Cliff T.: I think enough has been said about the past re what happened at your former job so I will skip that part. However I do want to know was the decision to bring The Stuph File over to an online form one that took some mulling over or was it an immediate lets go for it decision?
P.A.H: There was no mulling over to be done. I have always had a home studio and always did production from that studio so it was a no-brainer on my part to continue the process. The key was to do something that wasn't going to be costly, but again, since I had all the equipment there really are no monetary costs, simply time. I have to say that the wonderful world of Skype has been a godsend.
Cliff T.: For the uninitiated can you tell us what is the Stuph File Program is about and who are your regular featured guest on the show?
P.A.H: Well, The Stuph File Program is basically a quirky interview show wrapped up in a collection of odd news or kicker stories. The kind of thing that you don't normally hear on conventional radio (especially since I'm no longer there!) As for the regular guests, right now there is Steve Walsh, Our Man In The Heart Of America Checking The Pulse Of The Nation who is on the show weekly.
The others, such as Book Banter with Stuart Nulman and items like Andrew Fazekas, "The Night Sky Guy" are less frequent. If the one-hour weekly show becomes more successful and can earn a profit, then I would be interested in doing it more than once a week and if that were possible then I would bring back even more regular features, such as The Gabby Cabby.
Cliff T.: What was your initial reaction to the idea of doing a Podcast and has your view of them changed since you decided to do one?
P.A.H: Well, first of all, although I don't have any problems with podcasts and the online world, I prefer NOT to refer to the program as a podcast. I did initially because it was only online. But it's a little more than that now, especially since it is on terrestrial radio in New Zealand and there is the possibility that it could also be on in the UK and other locations as well.
When I first started the show, it was called "The Stuph File Podcast" but now it is merely "The Stuph File Program." Also, for the most part, podcasts are shorter and don't necessarily have the radio "bells and whistles" that The Stuph File has. This show is an hour long (actually 56 minutes to allow for commercials) and its production is very similar to what the original radio show was like. And I still work the show on the radio-clock system, so it's produced very tight in a uniformed time from week to week. Most podcasts don't have that (one exception is "The Kelly Alexander Show" which I suggest you and your readers check out. Kelly does a fine show and she is also a radio host who dabbles online with an hour-long format).
The show is also heard on CyberStationUSA.com and the folks there actually wanted me to do a two hour show. However I balked at that because I believe online the attention spans are shorter and at an hour I'm already pushing the envelope as far as show length is concerned. I've told the folks at CyberStationUSA.com that if we start to turn a profit with this program, I would prefer to do two one-hour shows than one two-hour show, just to give the online audience a breather.
Cliff T.: Do you find it easier to get interviews for the Podcast or is it similar to what you experienced while working on the air?
P.A.H: There really isn't any difference. I had built up a reputation with the previous show that carries forward to doing this one. As a result the folks that I have to deal with when booking guests have been most accommodating. Also, as time goes on, it is quite possible that the audience I am building here would be even larger than my old radio audience, even though I was on two powerhouse stations in two very big radio markets in the country. Potential guests and their handlers are aware of the audience reach and the savvy online listeners.
Cliff T.: How many people are downloading The Stuph File Program? Did you think you would get as big a response as you have gotten?
P.A.H: Well, the biggest chunk of listeners comes from CyberStationUSA.com. With them I have between 50,000-75,000 listeners per week. The direct downloads from my website can add about another couple of thousand and then there's iTunes (which I don't have complete figures for) and the folks who listen to it terrestrially in New Zealand. It's growing steadily.
Cliff T.: How long does it take to put a show together?
P.A.H: The interviews are done first and they take the real time that it takes to put them together, usually about eight to ten minutes. I don't really count recording them as part of the time it takes to put the show together. When I have the elements ready, it's then the writing of The Stuph File and the recording of the show. I would say, conservatively speaking, the time to put all that together would be in the neighbourhood of about three hours. It could be more because I like to tinker, audio-wise, it could be less if everything goes smoothly and I'm on a roll.
Cliff T.: Do you try to go for a theme during the show or does that happen as you produce the show?
P.A.H: Rarely do I try to go with a theme. Sometimes it happens and sometimes it doesn't. For instance, I did one show that dealt with soap operas. I just happened to have a major soap star booked and another soap related topic came up so I put them in the same show, but that wasn't the initial plan. I just try to put together an eclectic kind of show that has a little bit of everything to give it a bit of variety.
Cliff T.:Has any of your recent guests on the show inspired you? Or, to put it in another way who or what helped you decide to move into Podcasting? And has the experience of doing a Podcast changed your view of media? If so how?
P.A.H: Well, Mitch Joel was the first guest we had on The Stuph File Program because he is a major blogger and is really into the podcast world, but beyond that I can't say anyone else. My view of the media hasn't changed, because I've been aware of the online world and the social media world as it has developed so it's not like it was a foreign entity to me before I started doing the show online.
Cliff T.: Peter does it feel the same as being on the air if so how? Or, alternately how does it differ from being on the air?
P.A.H: Outside of the fact that I don't do the show live; there really isn't any difference in how the show sounds or how it feels. I purposely designed the show that way so it's just merely a continuation of what I did over the airwaves.
Cliff T.: They say radio is in the blood, are you planning a return to the studio? Or, have you decided to leave radio and pursue other career goals?
P.A.H: Again, I don't feel that this is any different from radio, so I don't feel I've left it behind. I'm still in a studio. Just one that is at home. (And there was a period of about six weeks after a surgery that I had that I did the radio show from my home studio, so a studio is wherever a mic and a board exists). I'm quite happy doing The Stuph File Program and will continue to do it, regardless of what the future might hold elsewhere.
Cliff T.: Peter I want to thank you gain for taking time out in your busy schedule to speak through e-mail about The Stuph File Program. Your listeners new and old including myself wish all the success to you as you move forward with the show. Thanks for keeping the stuph coming.
P.A.H: Thank you.
Cliff T.:Peter Anthony Holder is the creator and host of the Stuph File Program. The podcast is produced in Montreal Quebec Canada under the production name of Flying Fish Communications. The Stuph File Program website address is www.thestuphfile.com You can download the podcast from this site and also via Itunes.
For more information about the show and Peter check out the following links
Peter's Blog Holder's Stuph File
http://twitter.com/PAHolder is Peter's Twitter address
And for those who fancy the use of Facebook Peter's page
Labels: Media Personality
Debugging IT With Kevin Trottier of Twist Solutions A Candid Conversation
While surfing the net for people to interview on Candid Conversations I come across a lot of press releases. I have bookmarked a couple of press release sites and I will look at them to see if the subject at hand may be of interest to readers on Candid Conversations. One such release caught my eye. The headline read "Is Your IT department necessary?" That is a very good question. So I got in touch with the author Kevin Trottier of Twist Solutions a company that offers, you guessed it, IT solutions. Mr. Trottier thanks for taking the time to chat with me and the readers of Candid Conversations.
Cliff T.: OK let's start by asking the question does a company need to have an IT department? And or another way of putting this question is what kinds of companies and what size companies need IT departments?
Kevin Trottier: Small and mid-sized organizations lend themselves to having a third party managed service as the price/performance of the services versus an IT department can be very compelling. The IT skill-sets required to create a basic IT department like: help-desk, server administration, monitoring, and planning can be cost prohibitive for small companies. For large scale enterprises it makes sense to have members of their IT department be a part of their internal executive team.
Cliff T.: I tried my hand at IT sales back in 2004 not an easy job. One of the things we were told is that it is essential for companies to look at having an IT department to protect the bottom line, does having an IT department do such a thing for a company? Why or why not?
Kevin Trottier: Having stable and reliable IT systems, created by mature IT processes, is essential in protecting the bottom line. Whether the IT functions are provided from an internal company department or a third party provider - mature IT processes ultimately provide the best protection of the bottom line.
Cliff T.: What should an IT department be doing in the first place?
Kevin Trottier: The IT department in a small to mid-sized business should provide two main functions: 1) from the day-to-day standpoint, it should be providing smooth and effective operations of the technical environment and when there is a problem, to fix it quickly and correctly; 2) from a strategic standpoint, determine and then implement the key technology enablers to help the executives hit their goals.
Cliff T.: People think of the IT department as the plumbing guys for the network in a company. However I am sure that there is more to it than that. What exactly is or makes up an IT department?
Kevin Trottier: An IT department for a small to mid-sized business is typically made up of the following skill sets:
Technologists that help the end-users with their day-to-day needs like, "I can't print or get to the Internet"
System administrators that that make sure the back-off systems like, email and data backup are operating and
Consulting resources that provide planning based on the business needs and emerging technologies.
Cliff T.: Because in most cases one never really sees the IT team at work there must be misconceptions and disconnect? What is the biggest misconception and what can companies do to overcome disconnects between the users management and IT?
Kevin Trottier: A challenging area is the fine line between where end-user "training" issues end and where "technical" issues begin. A simple way to overcome this challenge is to develop clear criteria that differentiate between "training" related versus "technical" issues. Presenting a trend-line of these types of issues to end-users at an IT feedback session is a great way to overcome any misconceptions. Trying to give feedback to a rushed end-user in real-time you may run the risk of being the condescending IT guy… ouch!
Cliff T.: How long have you been working in IT?
Kevin Trottier: I have been working in the industry for 12 years in a variety of roles from software engineer, product development, and sales and marketing.
Cliff T.: In your line of work I would think that you get some rather interesting requests related to IT, has anything come your way that just was totally out to lunch?
Kevin Trottier: We had a request regarding a Christmas tree that comes to mind which is out of scope for the services we provide J Our service model provides a complete alternative to a traditional IT department so we often field a variety of requests from business clients that are not always related to the services we provide.
Cliff T.: What kinds of IT challenges get you thinking I know there is a way and how do you begin to find the way to overcoming the challenge presented?
Kevin Trottier: I think there is a challenge; really more of an opportunity around business processes within the industries we serve. Executives at small to mid-sized firms are pulled in so many directions from delivering their products or services, managing staff, and financials, etc. that having a good set of internal operating process can be a really "un-locking" move for them. The IT folks are in a unique position to see the entire operation and develop these processes.
Cliff T.: Is IT a personal thing for people like you who work in it? I ask because many in other trades say it gets in the blood would you say that is true about being an IT guy?
Kevin Trottier: We certainly look at passion for technology in new hires. Technical advancements happen so fast in the IT industry that trying to keep up can be quite a burden if you don't have technology in the blood.
Cliff T.: I noticed the title of the company you work for Twist, interesting name for a firm. Is that the goal here to offer a twist if you will to the world of IT? And if so what is that twist?
Kevin Trottier: We have a unique service delivery model combining a proprietary IT management platform with our technical specialists. This combination creates an alternative to an IT department as a subscription based service.
Cliff T.: Mr. Trottier I want to thank you for letting us peek into your world. IT is an interesting realm with lots of interesting turns and pardon the pun, twists, I wish you and Twist the best of success.
Kevin Trottier: Thank you Cliff!
Cliff T.: Kevin Trottier works for Twist Solutions a Dallas Texas based computer and IT Service Company. Twist helps companies manage many aspects of their IT including installation and service of servers and desktops. He wrote to us from his office in Dallas. To find out more visit the company site at twistsolutions.com
It's All About The Stuph A Candid Conversation Wit...
Debugging IT With Kevin Trottier of Twist Solution...