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D modeling and documentation– Multi- discipline simulation for structural, motion, thermal, flow and multi- physics applications– Complete part manufacturing solutions for tooling, machining and quality inspection. NX software help you design, simulate and manufacture better products faster by enabling smarter decisions in an integrated product development environment. NX is the industry’s most integrated, flexible and efficient solution for product design, engineering and manufacturing.– No other solution employs synchronous technology for flexible design in an open environment– No other solution integrates multi- discipline simulation so tightly into the development process– No other solution offers such a full range of advanced part manufacturing applications– No other solution is integrated as tightly with Teamcenter, the world’s leading Product Lifecycle Management (PLM) platform. Here are 14 best free CAD software. These let you create creative and complex 2D and 3D designs easily. All these CAD software are completely free. NX for Design. NX for Design is an integrated product design solution that streamlines and accelerates the product development process for engineers who need to deliver innovative products in a collaborative environment. Unlike CAD- only solutions and closed enterprise solutions, NX for Design offers the highest level of integration between development disciplines in an open, collaborative environment. NX for Simulation. Simcenter 3. D now powers all of Siemens’ simulation capabilities for predicting product performance. All of the same capabilities that existed in NX CAE, along with many new capabilities, are now available in Simcenter 3. D. Simcenter 3. D delivers a unified, scalable, and open environment for 3. D CAE with connections to design, 1. D simulation, test, and data management. Simcenter 3. D speeds the simulation process by combining best- in- class geometry editing, associative simulation modeling and multi- discipline solutions. NX for Manufacturing. NX for Manufacturing provides you with a complete solution set for part manufacturing – from CAM to CNC controller. By using NX for Manufacturing, you can improve your part manufacturing productivity, including: – Reduce NC programming and machining time– Produce better quality parts– Maximize use of manufacturing resources. More info (open / close)required system. Operating Systems: – Windows 7 SP1 (6. Windows 1. 0 (6. 4- bit)Recommended system configuration: – 6. SSSE3– Windows 1. GB of RAM or more– 5. MB VRAM or higher. Recommended system configuration: – 6. SSSE3– Windows 7 SP1 operating system– 4 GB of RAM or more– 2. MB VRAM or higher. Installation guide. Download and unzip the software. Crack folder, and the folder PLMLicense. Server in the right direction (by default C: \ Program Files \ Siemens) copy. Right click on the file folder server. The main application folder and file Launch. Administrator access. In the window that opens, click Install NX option. Continue with the installation process. Enter the information in the License Server is 2. After installing the software, NX 1. Crack folder, and the folder where you installed the software (default C: \ Program Files \ Siemens) Copy and replace the previous files. Restart your system once. If you require Documentation (documentation) software is also installed. The program is fully functional and can be used without any time limit and structure. Hints: – Zune download this software has been thoroughly tested by the team.– This application is functional without any limitations and capabilities.– Do not install software, Siemens PLM License Server.– The software is installed only on 6. Despite the possibility of installing the software on Windows 8 and Windows 8. Windows 7 SP1 and Windows 1. The application does not update and to get newer versions and updates are provided, only refer to this post.– Files compressed as much as possible and able to repair the program in the incomplete download Win. RAR hold. Keywords: siemens, plm, nx, siemens plm, siemens plm nx, plm nx, siemens ag plm nx, siemens ag, siemens ag plm, siemens nx, plm, product, lifecycle, management, product lifecycle, product lifecycle management, professional plm management, manufacturing management, cad, cam, cax, cae, design, 3d design, cad design, engineering design, cnc, nc, machining, design diagram, sale, economics, economics management, Siemens, Anayks, Pyalam Siemens, Siemens Pyalam Anayks, management, lifecycle, product, product, product, business, design, simulation, product design, three- dimensional design, engineering design, simulation, manufacturing, modeling, Meshing, market management, sales management, product lifecycle management. Click here to get File Password. Recent search terms: unigraphics nx 1.
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![]() Replace tends to return a new string, but not update the existing value in place. So you'll need to take the result: link.Location = link.Location.Replace.Ewald Hofman . Debugging the customizations is not the best experience. In this post I will show you how I modified the build process template. If you have a better idea, feel free to ping me (because I am never to old to learn : ) )Open a new visual studio 2. Class Library) called Template and Build. Tasks. One of the projects is for the custom code and custom activities, the other one to modify the build process template.
10/21/2010 11:22:50 AM # We already installed TFS 2010 on the server, web access is already set up and we have been using work items through the web access. Add a project reference from the Template project to the Build. Tasks project Add in the Build. Tasks project a reference to the following assemblies: From c: \Program Files (x. Microsoft Visual Studio 1. Common. 7\IDE\Reference. Assemblies\v. 2. 0 Microsoft. Team. Foundation. Build. Client. dll System. Activities And add the following references to the Template project From c: \Program Files (x. Microsoft Visual Studio 1. Common. 7\IDE\Reference. Assemblies\v. 2. 0 Microsoft. Team. Foundation. Build. Client. dll Microsoft. Team. Foundation. Version. Control. Client. dll Microsoft. Team. Foundation. Work. Item. Tracking. Client. dll From C: \Program Files (x. Microsoft Visual Studio 1. Common. 7\IDE\Private. Assemblies Microsoft. Team. Foundation. Build. Workflow. dll Microsoft. Team. Foundation. Test. Impact. Build. Integration. dll From C: \Windows\assembly\GAC. Add the file to the project, and set the build action to Xaml. App. Def. If you don't see the Xaml. App. Def option, then add an activity to the Template project to add the correct references and then delete it again. Add to the Build. Tasks project two folders called “Activities” and “Library” Right click on the Activities and choose Add –> New Item. Choose from the dialog to only show the Workflow templates. And choose the Code Activity. Give it the name Do. Exciting. Things, and close the dialog with OK In the code we see some interesting things. As we have seen in earlier posts in this series the build heavily relies on activities (such as this code activity) and you can configure activities with Arguments which can be set with the properties window. In the code you decorate every property you want to see in the properties window with the In. Argument (or In. Out. Argument). When you want to get the value of this property, you must use the context to get the value. The property itself won’t hold the value! I have modified the class so we can see the purpose and usage of the different argument types We also have to indicate that our activity is used by the Build Controller and the Build Agents. To do this, add a using to the Microsoft. Team. Foundation. Build. Client and decorate the class with the following statement: . In the toolbox we see our new Do. Exciting. Things activity added. When you open the properties window you see the three arguments we have added to our exciting activity. Lets put in a textual value in all the three arguments There are errors for the two arguments that have an output value, because it needs to store the value somewhere. So to solve this, you must create a variable for the correct scope (see part 2) and use the variable as value for the argument. You can either set the value for the variable in the variable window itself Or you can use the Assign activity which you can find in the Primitives tab Finally add a Write. Build. Message to show the values of the arguments after the Do. Exciting. Things activity. Save the changes and check- in your Custom. Template. xaml. Now execute a build based on the Custom. Template. The build will fail unfortunately with the following error message The build controller was unable to load our exciting Code Activity, which is obvious. It is pretty simple to solve this. Open the dialog to manage the build controllers. You can find it when you right click the Builds node for the team project in the team explorer This will open the following dialog Select the Controller and open the Properties You see there a box to specify the path for custom assemblies. This means that you need to have one common location where you store all the assemblies that hold customizations (or just use one assembly that holds all the customizations). Since the assembly is not added by default to source control, you need to add the assembly first to Version Control and then specify that path in here. Be aware that when you add a file to Source Control that it is marked read- only. So do not use the bin or obj folder! You might want to add some logic to the Post- build event in the C# project to automatically create a copy of the assembly and automatically check it in to Version Control. You can use for example the following Post- build event: . It will include the sources of every part and will continue to evolve. How do I set up TFS Power. Shell Snapin@Keith Hill's and @Blakomen's answers are both correct; this and more information is available in the help file. Start/All Programs/Microsoft Team Foundation Server 2. Power Tools/Help. Windows Power. 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Deloitte resolved to design a system that would fairly recognize varying performance, have a clear view into performance anytime, and boost performance in the future. The Solution. Deloitte’s new approach separates compensation decisions from day- to- day performance management, produces better insight through quarterly or per- project “performance snapshots,” and relies on weekly check- ins with managers to keep performance on course. At Deloitte we’re redesigning our performance management system. Performance appraisal form template. Appraisee to complete before the interview and return to the appraiser by (date) A2 Discussion points. At Deloitte we’re redesigning our performance management system. This may not surprise you. Like many other companies, we realize that our current process for. ![]() Performance Appraisal Software: HR-Software.Net internet resource guide to Performance Appraisal Software providers from HR-Guide.com. This may not surprise you. Like many other companies, we realize that our current process for evaluating the work of our people—and then training them, promoting them, and paying them accordingly—is increasingly out of step with our objectives. In a public survey Deloitte conducted recently, more than half the executives questioned (5. They, and we, are in need of something nimbler, real- time, and more individualized—something squarely focused on fueling performance in the future rather than assessing it in the past. Further Reading. What might surprise you, however, is what we’ll include in Deloitte’s new system and what we won’t. It will have no cascading objectives, no once- a- year reviews, and no 3. We’ve arrived at a very different and much simpler design for managing people’s performance. Its hallmarks are speed, agility, one- size- fits- one, and constant learning, and it’s underpinned by a new way of collecting reliable performance data. This system will make much more sense for our talent- dependent business. But we might never have arrived at its design without drawing on three pieces of evidence: a simple counting of hours, a review of research in the science of ratings, and a carefully controlled study of our own organization. Counting and the Case for Change. More than likely, the performance management system Deloitte has been using has some characteristics in common with yours. Objectives are set for each of our 6. The manager also comments on where the person did or didn’t excel. These evaluations are factored into a single year- end rating, arrived at in lengthy “consensus meetings” at which groups of “counselors” discuss hundreds of people in light of their peers. Internal feedback demonstrates that our people like the predictability of this process and the fact that because each person is assigned a counselor, he or she has a representative at the consensus meetings. The vast majority of our people believe the process is fair. We realize, however, that it’s no longer the best design for Deloitte’s emerging needs: Once- a- year goals are too “batched” for a real- time world, and conversations about year- end ratings are generally less valuable than conversations conducted in the moment about actual performance. But the need for change didn’t crystallize until we decided to count things. Specifically, we tallied the number of hours the organization was spending on performance management—and found that completing the forms, holding the meetings, and creating the ratings consumed close to 2 million hours a year. As we studied how those hours were spent, we realized that many of them were eaten up by leaders’ discussions behind closed doors about the outcomes of the process. We wondered if we could somehow shift our investment of time from talking to ourselves about ratings to talking to our people about their performance and careers—from a focus on the past to a focus on the future. We found that creating the ratings consumed close to 2 million hours a year. The Science of Ratings. Our next discovery was that assessing someone’s skills produces inconsistent data. Objective as I may try to be in evaluating you on, say, strategic thinking, it turns out that how much strategic thinking I do, or how valuable I think strategic thinking is, or how tough a rater I am significantly affects my assessment of your strategic thinking. How significantly? The most comprehensive research on what ratings actually measure was conducted by Michael Mount, Steven Scullen, and Maynard Goff and published in the Journal of Applied Psychology in 2. Their study—in which 4,4. Actual performance accounted for only 2. This led the researchers to conclude (in How People Evaluate Others in Organizations, edited by Manuel London): “Although it is implicitly assumed that the ratings measure the performance of the ratee, most of what is being measured by the ratings is the unique rating tendencies of the rater. Thus ratings reveal more about the rater than they do about the ratee.” This gave us pause. We wanted to understand performance at the individual level, and we knew that the person in the best position to judge it was the immediate team leader. But how could we capture a team leader’s view of performance without running afoul of what the researchers termed “idiosyncratic rater effects”? Putting Ourselves Under the Microscope. We also learned that the defining characteristic of the very best teams at Deloitte is that they are strengths oriented. Their members feel that they are called upon to do their best work every day. This discovery was not based on intuitive judgment or gleaned from anecdotes and hearsay; rather, it was derived from an empirical study of our own high- performing teams. Our study built on previous research. Starting in the late 1. Gallup conducted a multiyear examination of high- performing teams that eventually involved more than 1. Gallup asked both high- and lower- performing teams questions on numerous subjects, from mission and purpose to pay and career opportunities, and isolated the questions on which the high- performing teams strongly agreed and the rest did not. It found at the beginning of the study that almost all the variation between high- and lower- performing teams was explained by a very small group of items. The most powerful one proved to be “At work, I have the opportunity to do what I do best every day.” Business units whose employees chose “strongly agree” for this item were 4. Further Reading. We set out to see whether those results held at Deloitte. First we identified 6. For the control group, we chose a representative sample of 1,9. To measure the conditions within a team, we employed a six- item survey. When the results were in and tallied, three items correlated best with high performance for a team: “My coworkers are committed to doing quality work,” “The mission of our company inspires me,” and “I have the chance to use my strengths every day.” Of these, the third was the most powerful across the organization. All this evidence helped bring into focus the problem we were trying to solve with our new design. We wanted to spend more time helping our people use their strengths—in teams characterized by great clarity of purpose and expectations—and we wanted a quick way to collect reliable and differentiated performance data. With this in mind, we set to work. Radical Redesign. We began by stating as clearly as we could what performance management is actually for, at least as far as Deloitte is concerned. We articulated three objectives for our new system. The first was clear: It would allow us to recognize performance, particularly through variable compensation. Most current systems do this. But to recognize each person’s performance, we had to be able to see it clearly. That became our second objective. Here we faced two issues—the idiosyncratic rater effect and the need to streamline our traditional process of evaluation, project rating, consensus meeting, and final rating. The solution to the former requires a subtle shift in our approach. Rather than asking more people for their opinion of a team member (in a 3. People may rate other people’s skills inconsistently, but they are highly consistent when rating their own feelings and intentions. To see performance at the individual level, then, we will ask team leaders not about the skills of each team member but about their own future actions with respect to that person. At the end of every project (or once every quarter for long- term projects) we will ask team leaders to respond to four future- focused statements about each team member. We’ve refined the wording of these statements through successive tests, and we know that at Deloitte they clearly highlight differences among individuals and reliably measure performance. Here are the four: 1. Given what I know of this person’s performance, and if it were my money, I would award this person the highest possible compensation increase and bonus . Given what I know of this person’s performance, I would always want him or her on my team . This person is at risk for low performance . This person is ready for promotion today . When we aggregate these data points over a year, weighting each according to the duration of a given project, we produce a rich stream of information for leaders’ discussions of what they, in turn, will do—whether it’s a question of succession planning, development paths, or performance- pattern analysis. Once a quarter the organization’s leaders can use the new data to review a targeted subset of employees (those eligible for promotion, for example, or those with critical skills) and can debate what actions Deloitte might take to better develop that particular group. In this aggregation of simple but powerful data points, we see the possibility of shifting our 2- million- hour annual investment from talking about the ratings to talking about our people—from ascertaining the facts of performance to considering what we should do in response to those facts. ![]() FL Studio Downloads - Fruity Loops Tutorials & Fruity Loops Projects. FL Studio 12 allows you to create electronic music. 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You can download this hotfix rollup using following link: Download Hotfix Rollup for Windows 7 SP1 and Server 2. R2 SP1. Direct Download Link (3. Direct Download Link (6. NOTE: The link will only work in Internet Explorer web browser. Separate hotfixes packs are available for different Windows editions such as: Just go to above mentioned link, select the correct hotfix pack and click on . At last click on . It'll ask for a location to download and store the file. Provide desired drive or folder path and start downloading the hotfix pack. Did you already know about this hotfix pack? Do you also think that Microsoft will never release SP2 for Windows 7 or you are among those people who are eagerly waiting for Windows 7 SP2? Feel free to share your comment with us.. Share this article: Facebook. Windows Server 2. R2 and Windows Server 2. Welcome to the Windows Server 2. R2 and Windows Server 2. Tech. Net Library. You have discovered the most comprehensive and up- to- date library for technical information about Windows Server 2. R2 and Windows Server 2. The content in this library is authored by a writing team who works directly with Windows Server software designers, developers, and testers in an effort to bring you the most technically accurate content about Windows Server that is available anywhere. Important. Mainstream support for Windows Server 2. R2 and Windows Server 2. January 1. 3, 2. 01. January 1. 4, 2. 02. For the most recent version of Windows Server, see the Windows Server Tech. Net Library. For Windows client information for IT professionals, see the Windows Tech. Net Library. For Windows information for those using PCs at home, see the Windows How- To site. For product evaluations, see Previous Versions on the Tech. Net Evaluation Center. To find content for both Windows Server 2. R2 and Windows Server 2. What's New in Windows Server. Discover new features, tools, and technologies in Windows Server 2. R2 . Browse Windows Server Technologies. Learn from the full set of documentation for technologies in Windows Server, including Security, Networking, and Active Directory services technologies. Windows Server Content by Category. Browse Windows Server content categories, such as Evaluation, Deployment, Getting Started, Management and Operations, Migration, and Technical Reference. Windows Server Commands, References, and Tools. Find detailed information about Windows by using command references and the Windows glossary, and use tools such as Windows Search, Backup and Recovery, and Performance to work with your server. Install and Deploy Windows Server. Learn about management and installation tools and server roles. Includes pre- installation information, including system requirements; what you need to do before you start Setup; and supported upgrade paths. Troubleshoot Windows Server. Use events, error messages, and other tools to troubleshoot and support Windows Server. Secure Windows Server. Browse information on Windows Server security technologies. Computer Hardware and Windows Server. Find out about using Windows Server with computer hardware and peripherals. Service Pack Information for Windows Server. Learn more about Windows Server service packs with release notes, installation instructions, and other information. Windows Server 2. R2 Solutions. Learn how to deploy solutions by combining multiple Windows- based technologies or Microsoft products. Migrate Server Roles to Windows Server 2. R2. Find migration documentation and tools for migrating server roles, features, operating system settings, and data from an existing server that is running Windows Server 2. Windows Server 2. Windows Server 2. R2. Windows Server Update Services (WSUS)Use Windows Server Update Services (WSUS) to manage downloading software updates from Microsoft Update and distributing them to computers in your network. The following documentation identifies features and functionalities that were available in previous versions of the Windows and Windows Server operating systems that are no longer available in Windows 7 and Windows Server 2. |
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