Topics created by shizuka

Yes, each ROM has its own boot unless the ROM is explicitly build keeping the stock kernel. SO to able to boot your device again, unzip your PixelExperience ROM file, take boot.img from it and flash that.

Google fixed this after more than a week. They haven't give me any reason or root cause, nor any possible steps to avoid this in the future. Congrats.

It means that something has a notification for you, usually (but not always) an update. To get rid of it, tap the control with the 'N' badge, then follow the 'N's down until you reach the screen with the actual notification.

It looks like you can clear the Pokémon from one outbreak even if the outbreak has ended. From this https://www.ign.com/wikis/pokemon-legends-arceus/Massive_Mass_Outbreaks#How_to_Make_Massive_Mass_Outbreaks_Spawn : However, if the Massive Mass Outbreak disappears while you are in the middle of investigating an outbreak, those particular Pokemon will remain. Clear them, and it will still count, even if the storm had dispersed! This might suggest a strategy of trying to find 3 of them before it stops raining, even if you haven't finished all three. If you aren't on the same map, though, or if you aren't in the middle of the third outbreak of that particular map, then you will need to respawn it by heading back to Jubilife Village. You'll get this message from Mai: When you get back to Jubilife Village, if the rainstorm is gone, you'll see no Massive Mass Outbreak; a regular Mass Outbreak doesn't count. The next time there is a rainstorm or blizzard, there will be another Massive Mass Outbreak. The easiest way to force this, rather than going back and forth frequently, is to force the weather first. This can be done by repeatedly resting - I usually go on a cycle Morning -> Midday -> Evening -> Morning (repeat), but it's possible this isn't the most efficient. Once you wake up to a rainstorm (the cloud-lightning bolt icon), you should go back to Jubilife Village immediately, and then turn around and come back; as long as the weather doesn't change in the short time for the trip (which I haven't notice it do), there will then be a Massive Mass Outbreak in the location you were in. Complete the outbreak collection and you'll be good to go on the quest.

Unfortunately, no. That setting will only change https://nintenpedia.com/how-to-change-nintendo-3ds-eshop-region/ . This will let you access different software listings on the shop, but you won't be able to play physical copies from that specific region. You are tied with the one you have.

This may upset you --- I don't think GUI interactions are open for manipulation by command. See that "isFurnaceGuiOpen" nbt tag? It looks like you can at least detect if a player is interacting with a furnace right? But in fact, it doesn't work. execute as @a[nbt={isFurnaceGuiOpen:1b}] run say open_furnace. The same would apply to something like isAnvilGuiOpen:1b. The truth is, my visual studio datapack add-on doesn't even recognize this nbt tag. Another thing, you cannot modify the nbt tags of a player. There might be other approaches to your question. If you want you can explain in detail more about your concept and I will do my best to help.

There is a chance, but its incredibly low. I dont know exactly how matchmaking is done in CSGO but there is always a range of ranks in the same game. Usually within 2 major ranks (in valorant, if you are gold you will match sometimes with silvers, sometimes with golds, sometimes against diamonds. More often than not there will be more than one major rank represented in the game.) You could see that by using things like OP.GG The range could be higher or lower depending on how much people are playing. The game basically does a balance of giving you something as close as possible to you (a balanced match) and you not having to wait 4 hours for the PERFECT match. So you always have a range of ranks in your games. Above and below you. Is it possible? By luck, its very improbable. It would be lottery style odds to never have to hit someone higher than where you end up in match making. It would basically need an act of god to never see a Gold 2+ person and end up gold 3. Something like every single player seemingly quits when hitting Gold 2.

I don't know what the first part of your command does: /execute as @e[type=item,nbt={Item:{tag:{ThornPounce:1b}}}] as 1_1COOKIE1_1 at 1_1COOKIE1_1 as @e[type=item,nbt={Item:{tag:{ThornPounce:1b}}}] run ... Since your question states that you are just trying to summon an area_effect_cloud, I'm going to ignore it. Issues with your command Your area_effect_cloud summon command summons an area_effect_cloud that only exists for 3 ticks. It also doesn't have any color for the dust particle, which is required. It also has x for the Age: and WaitTime, which are invalid values: summon area_effect_cloud ^ ^1.5 ^2 {Particle:dust,ReapplicationDelay:5,Radius:0.5f,Duration:3,DurationOnUse:3f,Age:x,WaitTime:x,Effects:[{Id:20,Amplifier:1,Duration:20}]} Working dust cloud Since I don't know exactly what you are trying to accomplish, I used this https://mcstacker.net/ to generate the following command: summon area_effect_cloud ~ ~ ~ {Particle:"dust 0.690 0.561 0.365 1",Radius:0.5f,Duration:1200,Effects:[{Id:20b,Amplifier:1b,Duration:20}]} How it works The first part of the command is the /summon command. It is used to spawn entities into the world, like your area effect cloud: summon area_effect_cloud The second part of the command specifies the coordinates that the area_effect_cloud should be summoned at. You can use tildes (~) instead of actual numbers to denote relative coordinates, meaning any numbers you put are relative to the execution position (if ran by a player, execution position is at your feet.) ~ ~ ~ So for example, if you wanted to summon it 2 blocks above your feet (right above your head), you could do: ~ ~2 ~ The next part of the command is nested entirely inside a pair of curly brackets ({}). This signifies NBT data, which can specify many attributes about entities. For example, Health, Motion, Position, Rotation, and Age. There are 4 pieces of NBT data that are included on this area_effect_cloud: Particle Radius Duration Effects For this command, the area_effect_cloud is set to use a dust particle, with RGB values of 0.690, 0.561, and 0.365. This gives it a lightish brown color. Its radius is also set to 0.5 blocks. Its duration is set to 60 seconds (1200 ticks). Its Effects are Wither I, for 1 second (20 ticks).

Based on https://gamefaqs.gamespot.com/boards/652686-the-last-of-us/66495504 GameFAQs post, upgrading your weapons clip capacity effectively increases its maximum ammo capacity by 1 bullet per upgrade

According to the https://deeprockgalactic.fandom.com/wiki/Common_Misconceptions : All resources held in the player's inventory when entering the drop will count towards minerals, minerals mined, gold mined etc. The only two exceptions to this are that Secondary objectives do not get completed when resources are not deposited. Large minerals (such as Jadiz or Enor) do not count if not deposited. Thus, the items you have to manually carry must be deposited into the mule to count.

TL;DR The only way to know for sure is to ask someone at your company what the term means at your company or within a given project-related context. Even if there were a standard definition, that doesn't ensure that's how it's being used within your project. Guesses and Practical Advice I don't know if there's a widely-accepted definition, and it's not one I've ever hear used professionally. Depending on company culture, I would guess that it's either: The total hours of all staff on the project for a week (either a calendar week or a work week). This might be used as a number used for estimating team capacity. Alternatively, it could be the average run-rate for labor within a given project. On the other other hand, it could also mean something no one outside your company or project would guess. As David suggested (and I'm paraphrasing), it could simply be a poor attempt at replacing the industrial-age term "resource" with "staff member." Some companies are currently attempting to attract and keep people by treating them less as fungible resources. Whether or not this is sincere is largely irrelevant to the goal. Some companies still have red/blue badge syndrome. This could be an attempt to differentiate between staff labor and contractor/vendor labor. It might mean the estimated capacity of an individual or group of people based on expected or contractual labor agreements, such as 40- or 60-hour work weeks being standard for that company or project. Ask, Don't Guess! In any case, the real solution is not to guess. Since every company has its own culture and set of self-generated acronyms and shorthand, just ask someone. The next time someone uses that term, asking: Can you please clarify what "staff week" means in this context? would be perfectly appropriate. Some people don't realize how non-standard their company's terms are, and not every company or project defines a glossary (although many should). Don't be afraid to ask questions at work, because it's the only way to find out what a term means at your company rather than from random strangers on the Internet.

TLDR: Frame challenge. https://scrumguides.org/scrum-guide.html . Try to use Scrum In other words. we do have scrum, but we also have to plan ahead You say you're doing Scrum, right? (Though others here disagree.) Well, before you start https://ronjeffries.com/xprog/articles/jatbaseball/ , https://en.wikipedia.org/wiki/Shuhari . Stop correlating stories to developers Well, https://scrumguides.org/scrum-guide.html#scrum-team . So stop trying to assign stories to developers. Story points are a relative estimate of effort for the Team as a whole. It's not really possible to convert story points to time. Primarily (though there are other reasons) because Story A with 2 points might take Alice 1 day but Bob 3 days, while Story B might take each of them 2 days, and both stories could be done by Charlie in half a day, or Dave in 2 weeks... You can (kind of) use story point estimates for long-range time estimates, based on (and only on) the Team's velocity. But this is going to be a very rough estimate. With that in mind... Stop trying to give exact estimates for uncertain things Take a look into the https://en.wikipedia.org/wiki/Cone_of_Uncertainty . You're at the wide end of the cone but trying to pretend that the cone is a line. You have uncertainty, so be realistic and bake that uncertainty into your estimates. It's better to say "It will take between 2 and 5 months" and be correct than to say "it will take 3 months" and have it take 4. You shouldn't have sub-Teams We do have sub-teams, because nobody is skilled enough to handle any type of User Story, but is skilled in a specific kind of User Story You have misunderstood the purpose of not having sub-Teams. Of course different people have different skills. That's never going to change. The reason to never have sub-Teams despite that fact is because Scrum is all about the Team. The Team is atomic. Trying to break the Team up into sub-Teams leads to problems such as: Trying to get overly-complex for estimates (everything about this thread right here) Assigning responsibility/blame to individuals Lack of cohesion - the Team members don't feel like members of a single Team. At best, they are coworkers; at worst, competitors. Team members stop caring about the parts of the Sprint not related to their Sub-Team stress for those skilled in devops and boredom for those in UI See final bullet point above. Remove the sub-Teams and this problem should resolve itself as your Team members start working together. Use the Retrospective! I could be wrong, but the vibe I'm getting is: "My Team ran into a problem. I assume the solution is X. How can I do X better and then force that on my Team?" When what should be happening is: "My Team ran into a problem. I want to bring it up in the Retrospective to see their perspective and gather suggested fixes."

Slight frame challenge: consider providing your estimates as the wide-end of a https://www.construx.com/books/the-cone-of-uncertainty/ rather than a discrete number. "I need a [vague thing], how long would it take?" "Okay, I discussed it with my team, and we think it'll take somewhere between 2 and 7 weeks." "I need an exact estimate." "Then we'll need exact details. Our estimate for the details you have given is 2 to 7 weeks." "Okay, what about [less vague thing]?" "Oh, that would be 3 to 5 weeks." Providing your estimates as a range bakes your uncertainty into the estimate itself so that there is then no need for a separate 'but we're not fully committing to this estimate' step.

Any reason for not using recursive filters? This is really handy and reduces a lot of maintenance overhead. Example: Create a filter "MyProjects": PROJECTS IN (PROJA,PROJB, PROJC) Create a filter "MyNarrowWatchlistFromMyProjects" FILTER = MyProjects AND Watcher = currentUser() Create a filter "ItemsIShouldLookAtFromMyNarrowWatchlistFromMyProjects" FILTER = MyNarrowWatchlistFromMyProjects AND updatedDate < startOfWeek(-2) Then, next time a new project is added / removed from the list, you just need to update one filter and it'll apply recursively. Neat and elegant. You might want to use a better naming pattern than the one presented, though. It's nice you have presented your problem rather than only the question - The problem you're facing is a recurrent one. Using recursive filters saves a lot of time.

A common theme in Agile Software Development, and especially in Scrum, is the idea of a cross-functional team. There is no concept of an engineering team finishing something on Friday afternoon and then handing it off for testing later. The team, as a whole, does all of the design, development, and testing necessary to complete the work. This doesn't mean that you may not have specialists, but you would take a whole-team approach and eliminate hand-offs. If you are appropriately sizing the work and developing the skills to get work done across all of the team members, there's absolutely no reason why you cannot design, develop, and test work in one Sprint. Get to the state where the team can do that.

I have dealt with this issue when coaching hardware testing teams, and the solution was to borrow the concept of an "epic" from Agile methods for iterative development. The definition of "epic" I am using is simply a requirement or "user story" that provides customer value, but for legitimate reasons it cannot be completed in a single iteration. It then gets broken into component user stories. Each delivers a measurable output you could theoretically show a customer, but the customer might not care about until the epic is done. (However, each completed user story answers the typical customer concern about whether anything is being done. That is, you can demonstrate progress using the stories.) For example, a test of a utility meter in an outdoor test bed might last eight weeks. A test under new parameters would be an epic. Story 1 would be configuring the new parameters and starting the test; they could demonstrate to a "customer" (an internal HW design engineer in this case) that the test was properly configured and under way. Each interim check to gather and communicate interim data was a story. And then the final story was final data gathering, analysis, and report. Each story fit within the WIP limit and got "done." However, the epic was not done until all stories were done. All software dashboard tools I've used had a method for creating epics and connecting stories to them. If you are using paper cards, you could simply note the epic number in a corner and keep an "Active Epics" backlog somewhere near your board. When the last story is done, pull the epic card from it and archive it with the story cards.

https://docs.oracle.com/en/database/oracle/oracle-database/21/sqlrf/COMMIT.html Oracle Database issues an implicit COMMIT under the following circumstances: Before any syntactically valid data definition language (DDL) statement, even if the statement results in an error After any data definition language (DDL) statement that completes without an error

Ok - found a solution. Need to alter the properties for the powershell console. untick both the boxes quick edit mode and insert mode

You are allowing SQL Server to choose the sampling rate for the statistics. Run the test again with a specific sample for both and you should see more comparable times. UPDATE STATISTICS dbo.rowstore WITH SAMPLE 1 PERCENT; UPDATE STATISTICS dbo.columnstore WITH SAMPLE 1 PERCENT; or better yet UPDATE STATISTICS dbo.rowstore WITH SAMPLE 1000000 ROWS; UPDATE STATISTICS dbo.columnstore WITH SAMPLE 1000000 ROWS; It's difficult to estimate the number of rows in a sample percentage due to columnstore compression. There is a bit more work to do on the columnstore to decompress data and assemble the columns into rows. This would normally be more than made up for due to compression benefits and batch mode processing, but DDL plans do not support batch mode yet. https://techcommunity.microsoft.com/t5/core-infrastructure-and-security/incremental-statistics-my-new-favorite-thing/ba-p/371171 are something you could test to see whether they work out for you. Whether they are a win or not depends on your priorities. It can be difficult to get the initial sample size right and the optimizer https://sqlperformance.com/2015/05/sql-statistics/incremental-statistics-are-not-used-by-the-query-optimizer of the per-partition statistics. If you update statistics a lot, and the time taken is your biggest concern, this might be the right move. Although the bug referenced has been fixed, you might be interested in the general observations given in the excellent answer to https://dba.stackexchange.com/questions/111590/statistics-disappear-after-incremental-update .

A quick fix is to disable cert verification for the connection by selecting the connection option "Trust the Server Certificate":