Engineers Day Special Quotes

Now goblins are cruel, wicked, and bad- hearted. They make no beautiful things, but they make many clever ones. They can tunnel and mine as well as any but the most skilled dwarves, when they take the trouble, though they are usually untidy and dirty. Hammers, axes, swords, daggers, pickaxes, tongs, and also instruments of torture, they make very well, or get other people to make to their design, prisoners and slaves that have to work till they die for want of air and light. It is not unlikely that they invented some of the machines that have since troubled the world, especially the ingenious devices for killing large numbers of people at once, for wheels and engines and explosions always delighted them, and also not working with their own hands more than they could help; but in those days and those wild parts they had not advanced (as it is called) so far. They did not hate dwarves especially, no more than they hated everybody and everything, and particularly the orderly and prosperous; in some parts wicked dwarves had even made alliances with them. But they had a special grudge against Thorin’s people, because of the war which you have heard mentioned, but which does not come into this tale; and anyway goblins don't care who they catch, as long as it is done smart and secret, and the prisoners are not able to defend themselves.

Shin told me that the EDA spent decades engineering a special strain of weed that helps people focus and enhances their ability to play videogames! Once they had it perfected, that was when the government finally started legalizing it in the States.” He raised his arms in victory. “This ganja is part of the war effort! I love it!” He broke into song, and Shin immediately joined him. “ ‘America. Fuck yeah. Comin’ to save the motherfuckin’ day, yeah!’ ” They broke up into another laughing fit.

Winter tightened its grip on Alaska. The vastness of the landscape dwindled down to the confines of their cabin. The sun rose at quarter past ten in the morning and set only fifteen minutes after the end of the school day. Less than six hours of light a day. Snow fell endlessly, blanketed everything. It piled up in drifts and spun its lace across windowpanes, leaving them nothing to see except themselves. In the few daylight hours, the sky stretched gray overhead; some days there was merely the memory of light rather than any real glow. Wind scoured the landscape, cried out as if in pain. The fireweed froze, turned into intricate ice sculptures that stuck up from the snow. In the freezing cold, everything stuck -- car doors froze, windows cracked, engines refused to start. The ham radio filled with warnings of bad weather and listed the deaths that were as common in Alaska in the winter as frozen eyelashes. People died for the smallest mistake -- car keys dropped in a river, a gas tank gone dry, a snow machine breaking down, a turn taken too fast. Leni couldn't go anywhere or do anything without a warning. Already the winter seemed to have gone on forever. Shore ice seized the coastline, glazed the shells and stones until the beach looked like a silver-sequined collar. Wind roared across the homestead, as it had all winter, transforming the white landscape with every breath. Trees cowered in the face of it, animals built dens and burrowed in holes and went into hiding. Not so different from the humans, who hunkered down in this cold, took special care.

Over a five-year period they had met casually with Montero’s chief supporters, in the fields of science and defense. In each case a simple handshake or pat on the back yielded the fleck of skin or single strand of hair needed for a genetic sample. These specimens were then studied with the individual’s particular vulnerabilities being identified. Later, pathogen-loaded viruses, or DNA bombs as Donald called them, were engineered from the samples to deliver infectious agents lethal only to the original donors. These viruses could then be injected harmlessly into the assassin and carried invisibly to their mark. In the target’s presence, a simple cough would release the magic bullet, killing the victim within a few hours or days. Referring to Special Atomic Miniature Munitions, or SAMM suitcase nuclear warheads,

role in this incredible event. In August 2010, news reports around the world began to tell the story of the plight of 33 miners trapped 2,300 feet below the earth in a Chilean mine. As the daily reports continued, the entire world watched what seemed to be a completely hopeless situation. Every effort to make contact with the men failed. The miners were running out of supplies and going to die. Incredibly — and to the surprise of the entire world — contact was made with the miners after 17 days! Engineers had been able to drill a small shaft down to precisely where the miners were imprisoned. Through this small shaft, food, water, and other supplies could be sent down to the trapped men. The ordeal was far from over, though. In order to save them, a much larger shaft had to be drilled, one that would allow them to be brought to the surface one by one. It would take a miracle for this to happen. From St. Peter’s in Rome, Pope Benedict XVI asked the entire world to pray for the miners. As a special sign of hope, the Pope personally blessed 33 rosaries and sent them to the miners so that they could pray the rosary and know that Jesus and Mary were with them. The blessed rosaries were sent down the small shaft to the men, and they began to pray them and wear them around their necks. Miraculously, after having been trapped for 69 days, all 33 men survived and were rescued from the mine. One by one, they emerged from the depths of the earth and saw sunshine again. What was the date of their rescue? It was October 13, the anniversary of the Miracle of the Sun at Fatima!

I am assured that this is a true story. A man calls up his computer helpline complaining that the cupholder on his personal computer has snapped off, and he wants to know how to get it fixed. “Cupholder?” says the computer helpline person, puzzled. “I’m sorry, sir, but I’m confused. Did you buy this cupholder at a computer show or receive it as a special promotion?” “No, it came as part of the standard equipment on my computer.” “But our computers don’t come with cupholders.” “Well, pardon me, friend, but they do,” says the man a little hotly. “I’m looking at mine right now. You push a button on the base of the unit and it slides right out.” The man, it transpired, had been using the CD drawer on his computer to hold his coffee cup. I bring this up here by way of introducing our topic this week: cupholders. Cupholders are taking over the world. It would be almost impossible to exaggerate the importance of cupholders in automotive circles these days. The New York Times recently ran a long article in which it tested a dozen family cars. It rated each of them for ten important features, among them engine size, trunk space, handling, quality of suspension, and, yes, number of cupholders. A car dealer acquaintance of ours tells us that they are one of the first things people remark on, ask about, or play with when they come to look at a car. People buy cars on the basis of cupholders. Nearly all car advertisements note the number of cupholders prominently in the text. Some cars, like the newest model of the Dodge Caravan, come with as many as seventeen cupholders. The largest Caravan holds seven passengers. Now you don’t have to be a nuclear physicist, or even wide awake, to work out that that is 2.43 cupholders per passenger. Why, you may reasonably wonder, would each passenger in a vehicle need 2.43 cupholders? Good question. Americans, it is true, consume positively staggering volumes of fluids. One of our local gas stations, I am reliably informed, sells a flavored confection called a Slurpee in containers up to 60 ounces in size. But even if every member of the family had a Slurpee and a personal bottle of

Manage Your Team’s Collective Time Time management is a group endeavor. The payoff goes far beyond morale and retention. ILLUSTRATION: JAMES JOYCE by Leslie Perlow | 1461 words Most professionals approach time management the wrong way. People who fall behind at work are seen to be personally failing—just as people who give up on diet or exercise plans are seen to be lacking self-control or discipline. In response, countless time management experts focus on individual habits, much as self-help coaches do. They offer advice about such things as keeping better to-do lists, not checking e-mail incessantly, and not procrastinating. Of course, we could all do a better job managing our time. But in the modern workplace, with its emphasis on connectivity and collaboration, the real problem is not how individuals manage their own time. It’s how we manage our collective time—how we work together to get the job done. Here is where the true opportunity for productivity gains lies. Nearly a decade ago I began working with a team at the Boston Consulting Group to implement what may sound like a modest innovation: persuading each member to designate and spend one weeknight out of the office and completely unplugged from work. The intervention was aimed at improving quality of life in an industry that’s notorious for long hours and a 24/7 culture. The early returns were positive; the initiative was expanded to four teams of consultants, and then to 10. The results, which I described in a 2009 HBR article, “Making Time Off Predictable—and Required,” and in a 2012 book, Sleeping with Your Smartphone , were profound. Consultants on teams with mandatory time off had higher job satisfaction and a better work/life balance, and they felt they were learning more on the job. It’s no surprise, then, that BCG has continued to expand the program: As of this spring, it has been implemented on thousands of teams in 77 offices in 40 countries. During the five years since I first reported on this work, I have introduced similar time-based interventions at a range of companies—and I have come to appreciate the true power of those interventions. They put the ownership of how a team works into the hands of team members, who are empowered and incentivized to optimize their collective time. As a result, teams collaborate better. They streamline their work. They meet deadlines. They are more productive and efficient. Teams that set a goal of structured time off—and, crucially, meet regularly to discuss how they’ll work together to ensure that every member takes it—have more open dialogue, engage in more experimentation and innovation, and ultimately function better. CREATING “ENHANCED PRODUCTIVITY” DAYS One of the insights driving this work is the realization that many teams stick to tried-and-true processes that, although familiar, are often inefficient. Even companies that create innovative products rarely innovate when it comes to process. This realization came to the fore when I studied three teams of software engineers working for the same company in different cultural contexts. The teams had the same assignments and produced the same amount of work, but they used very different methods. One, in Shenzen, had a hub-and-spokes org chart—a project manager maintained control and assigned the work. Another, in Bangalore, was self-managed and specialized, and it assigned work according to technical expertise. The third, in Budapest, had the strongest sense of being a team; its members were the most versatile and interchangeable. Although, as noted, the end products were the same, the teams’ varying approaches yielded different results. For example, the hub-and-spokes team worked fewer hours than the others, while the most versatile team had much greater flexibility and control over its schedule. The teams were completely unaware that their counterparts elsewhere in the world were managing their work differently. My research provide

Age: 11 Height: 5’5 Favourite animal: Wolf   Chris loves to learn. When he’s not reading books explaining how planes work or discovering what lives at the bottom of the ocean, he’s watching the Discovery Channel on TV to learn about all the world’s animal and plant life. How things work is one of Chris’ main interests, and for this reason he has a special appreciation for electrical and mechanical things, everything from computers to trains. He considers himself a train expert and one day dreams of riding on famous trains, such as the Orient Express and the Trans-Siberian Railway.   Chris dreams of one day being a great engineer, like Isambard Kingdom Brunel. He knows this will involve going to university, so he studies hard at school. Beatrix is his study partner, and when they aren’t solving mysteries in the Cluefinders Club they can be found in the garden poring over text books. Like Ben, he loves to read comic books, and his favourite super-hero is Iron Man, who is a genius engineer and businessman. Chris says, “One day I’ll invent a new form of transport that will revolutionise world travel!”    

The Very Difference Between Game Design & 3D Game Development You Always Want to Know Getting into the gaming industry is a dream for many people. In addition to the fact that this area is always relevant, dynamic, alive and impenetrable for problems inherent in other areas, it will become a real paradise for those who love games. Turning your hobby into work is probably the best thing that can happen in your career. What is Game Designing? A 3D Game Designer is a creative person who dreams up the overall design of a video game. Game design is a large field, drawing from the fields of computer science/programming, creative writing, and graphic design. Game designers take the creative lead in imagining and bringing to life video game worlds. Game designers discuss the following issues: • the target audience; • genre; • main plot; • alternative scenarios; • maps; • levels; • characters; • game process; • user interface; • rules and restrictions; • the primary and secondary goals, etc Without this information, further work on the game is impossible. Once the concept has been chosen, the game designers work closely with the artists and developers to ensure that the overall picture of the game is harmonized and that the implementation is in line with the original ideas. As such, the skills of a game designer are drawn from the fields of computer science and programming, creative writing and graphic design. Game designers take the creative lead in imagining and bringing to life video game stories, characters, gameplay, rules, interfaces, dialogue and environments. A game designer's role on a game development outsourcing team differs from the specialized roles of graphic designers and programmers. Graphic designers and game programmers have specific tasks to accomplish in the division of labor that goes into creating a video game, international students can major in those specific disciplines if desired. The game designer generates ideas and concepts for games. They define the layout and overall functionality of the Game Animation Studio. In short, they are responsible for creating the vision for the game. These geniuses produce innovative ideas for games. Game designers should have a knack for extraordinary and creative vision so that their game may survive in the competitive market. The field of game design is always in need of artists of all types who may be drawn to multiple art forms, original game design and computer animation. The game designer is the artist who uses his/her talents to bring the characters and plot to life. Who is a Game Development? Games developers use their creative talent and skills to create the games that keep us glued to the screen for hours and even days or make us play them by erasing every other thought from our minds. They are responsible for turning the vision into a reality, i.e., they convert the ideas or design into the actual game. Thus, they convert all the layouts and sketches into the actual product. It may involve concept generation, design, build, test and release. While you create a game, it is important to think about the game mechanics, rewards, player engagement and level design. 3D Game development involves bringing these ideas to life. Developers take games from the conceptual phase, through *development*, and into reality. The Game Development Services side of games typically involves the programming, coding, rendering, engineering, and testing of the game (and all of its elements: sound, levels, characters, and other assets, etc.). Here are the following stages of 3D Game Development Service, and the best ways of learning game development (step by step). • High Concept • Pitch • Concept • Game Design Document • Prototype • Production • Design • Level Creation • Programming

He would trap an engineer in the SpaceX factory and set to work grilling him about a type of valve or specialized material. “I thought at first that he was challenging me to see if I knew my stuff,” said Kevin Brogan, one of the early engineers. “Then I realized he was trying to learn things. He would quiz you until he learned ninety percent of what you know.” People who have spent significant time with Musk will attest to his abilities to absorb incredible quantities of information with near-flawless recall. It’s one of his most impressive and intimidating skills and seems to work just as well in the present day as it did when he was a child vacuuming books into his brain. After a couple of years running SpaceX, Musk had turned into an aerospace expert on a level that few technology CEOs ever approach in their respective fields. “He was teaching us about the value of time, and we were teaching him about rocketry,” Brogan said.

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3D Character Modeling & low poly game character by 3D Game Art Studio Low poly game character are three-dimensional models based on a small number of polygons. An important condition is that this amount is enough to understand what the visualizer wanted to demonstrate. Since one of the relevant areas where 3d low-poly character developers are involved in the gaming industry, consider the process of work on the example of creating a Game Character Modeling Services. Work on other low poly character is similar. Each game must be unique in its own way. Character Modeling is the process of creating a character within the 3D space of computer programs. The techniques for character modeling are essential for third - and first - person experiences within film, animation, games, and Virtual Reality. It is important to bear in mind that low poly objects have less definition and are made with fewer polygons, spheres, cylinders, or cubes. By using flat lighting, the models will get the desired flat-shaded blocky look. low poly modeling requires a high degree of creativity, as you need to make the most of limited resources to create complex compositions. It has the power of simplicity. Low poly character also has its uses. The most important use is game engines since a computer can only handle many polygons in real time. Low poly keeps everything as low as possible applying normal mapping everywhere. Other uses of low poly include: • Subdivision modeling • Low-polygon proxy geometry for animating and rigging • Low poly style High poly character are preferable in Movie Character Modeling for the film industry since a large number of polygons are needed there for optimal detail. However, their 3d Rendering & Animation can sometimes take several days. But for games, low-poly character are often used: visualization of 3D characters is carried out directly in the course of the game process. GameYan Studio is a Game Development and Movie Animation company offer an animation 3D Character Modeling Services with a wide range of 3d character design services and animation with a specialized team of highly skilled designers & animators are having a capable to transform any characters to virtually animated characters. GameYan Studio is one stop solution for 3D Character Development - 3D Modeling Company. Whether you have concept or not, our creative team can convert your visualization into Sketches and 3d Character Modeling Design. We can deliver the final model with specific technical requirement like Low Poly, High Polygons and many technical detail will be follow by our 3d artist in realistic game character.

St Barbara’s itself has a set of frescoes, badly damaged (and thereby, of course, much enhanced) of miners at work, not in any immediate way sacred or even self-aggrandizing. The pictures simply show miners as they were, underground, in their special clothing, the heroic point of their own story, but protected by their church and their saint. To come face to face with these frescoes naturally gets you nowhere near the experience of mining, but it does make apparent something quite difficult about the Middle Ages: that there was a level of day-to-day, sophisticated expertise entirely comparable to our own, that technology always operates in perfect synchronization with its users, and that these silver miners were just as capable, just as aware of their world and its dangers and limitations as we are. Medieval miners were a closed-off little planet, as specialized as their close cousins (also protected by St Barbara) who worked siege engines or made explosives, but in a world of little movement they could define entire communities, set a pace and a range of values and self-sufficiency which deeply marked their towns.

Action Steps 1. Audit your current skill set. You have more areas of competence than you think. Throughout your life, you have amassed knowledge and specialized skills in a wide range of disciplines. That knowledge and those skills can prove useful to you in future endeavors. For example, I have a degree in Finance and Investments. Upon graduating from college, I accepted an accounting position with one of the top automakers. I then became a stockbroker. Then, I moved into a career in IT. For the past 20 years, I’ve been a writer in numerous capacities. Along the way, I learned about server management, Wordpress development and search engine optimization. All of these ventures imbued me with skills I use every day - in my business and personal life. Your experience has likewise instilled within you a raft of specialized skills. Many of them will help you to tackle unfamiliar tasks and projects, even if they seem unrelated to your current and previous jobs. 2. Focus on your desired outcomes rather than the things that might go wrong along the way. One of our survival instincts is to plan for things that might go wrong. In some circumstances, that’s a valuable quality that protects us from harm. It prevents us from strolling down dark alleys in unpopulated locales. It discourages us from petting strange dogs. In other circumstances, however, it can hold us back. The instinct prevents us from pursuing opportunities that can lead to improved aptitude as well as personal and professional growth. By focusing on your desire outcomes, you’ll find it easier to ignore your inborn fear of the unknown. You’ll be able to dismiss the voice in your head constantly whispering “What if XYZ happens?” 3. Look for opportunities to learn new skills. The self-confidence you’ll gain will make you less fearful of tackling unfamiliar tasks. Achieving a high level of competency in any discipline requires repeated exposure and application. There’s no other way to attain proficiency. The problem is a lack of courage. It’s normal to feel hesitant, or even intimidated, when we’re given a new responsibility.

Certified Scrum Developers have demonstrated through a combination of formal training and a technical skills assessment that they have a working understanding of Scrum principles and have learned specialized Agile engineering skills. This 3-5 day course provides hands-on instruction in the agile engineering practices. Engineering practices include agile architecture and design, test first approach, paired programming and behavior driven development.

Michael expected us to work like adults, but he also engineered horseplay in between shots. On rare occasion, he even wasted film. One blazing hot day in the Valley, I said my line, and when he turned to answer, he opened his mouth and a live bullfrog jumped out. This was no prop or product of Hollywood special effects. It was a filthy toad he’d found on the ground in between takes. I screamed in terror, no doubt only slightly less afraid than the poor frog who thought he’d turned into Michael’s lunch.

Here is the story, which I have abridged (with acknowledgement to Sergey Parkhomenko, journalist and broadcaster, who reported it): The River Ob makes a turn at Kolpashevo, and every year it eats away a few feet of a sand cliff there. On April 30, 1979, the Ob's waters eroded another six-foot section of bank. Hanging from the newly exposed wall were the arms, legs and heads of people who had been buried there. A cemetery at least several yards wide had been exposed. The bodies had been packed in and layered tightly. Some of the skulls from the uppermost layer rolled out from the sandbank, and little boys picked them up and began playing with them. News of the burial spread quickly and people started gathering at the sandbank. The police and neighbourhood watch volunteers quickly cordoned off the whole thing. Shortly afterwards, they built a thick fence around the crumbling sandbank, warning people away. The next day, the Communist Party called meeting in the town, explaining that those buried were traitors and deserters from the war. But the explanation wasn't entirely convincing. If this were so, why was everyone dressed in civilian clothes? Why had women and children been executed as well? And from where, for that matter, did so many deserters come in a town of just 20,000 people? Meanwhile, the river continued to eat away at the bank and it became clear that the burial site was enormous; thousands were buried there. People could remember that there used to be a prison on these grounds in the late 1930s. It was general knowledge that there were executions there, but nobody could imagine just how many people were shot. The perimeter fence and barbed wire had long ago been dismantled, and the prison itself was closed down. But what the town's people didn't know was that Kolpashevo's prison operated a fully-fledged assembly line of death. There was a special wooden trough, down which a person would descend to the edge of a ditch. There, he'd be killed by rifle fire, the shooter sitting in a special booth. If necessary, he'd be finished off with a second shot from a pistol, before being added to the next layer of bodies, laid head-to-toe with the last corpse. Then they'd sprinkle him lightly with lime. When the pit was full, they filled in the hole with sand and moved the trough over a few feet to the side, and began again. But now the crimes of the past were being revealed as bodies fell into the water and drifted past the town while people watched from the shore. In Tomsk, the authorities decided to get rid of the burial site and remove the bodies. The task, it turned out, wasn't so easy. Using heavy equipment so near a collapsing sandbank wasn't wise and there was no time to dig up all the bodies by hand. The Soviet leadership was in a hurry. Then from Tomsk came new orders: two powerful tugboats were sent up the Ob, right up to the riverbank, where they were tied with ropes to the shore, facing away from the bank. Then they set their engines on full throttle. The wash from the ships' propellers quickly eroded the soft riverbank and bodies started falling into the water, where most of them were cut to pieces by the propellers. But some of the bodies escaped and floated away downstream. So motorboats were stationed there where men hooked the bodies as they floated by. A barge loaded with scrap metal from a nearby factory was moored near the boats and the men were told to tie pieces of scrap metal to the bodies with wire and sink them in the deepest part of the river. The last team, also composed of local men from the town, worked a bit further downstream where they collected any bodies that had got past the boats and buried them on shore in unmarked graves or sank them by tying the bodies to stones. This cleanup lasted almost until the end of the summer.

That’s because the brains of people born with ovaries, scientists have learned in recent decades, are genetically engineered to respond preferentially to the estrogen made by said ovaries. As it turns out, day in and day out, estrogen molecules slide right into the brain, searching for special receptors that are shaped precisely for this hormone. The receptors are like tiny locks, waiting for the right molecular key (estrogen) to turn them on. This is a vivid image for a crucial idea: women’s brains are hardwired to receive estrogen. Once it arrives, estrogen latches on to these receptors, activating a windfall of cellular activities in the process. Loaded with these receptors, our brains are ready-made to be estrogen-fueled.