Neo4j - Product Vision and Knowledge Graphs - GraphSummit ParisNeo4j
Dr. Jesús Barrasa, Head of Solutions Architecture for EMEA, Neo4j
Découvrez les dernières innovations de Neo4j, et notamment les dernières intégrations cloud et les améliorations produits qui font de Neo4j un choix essentiel pour les développeurs qui créent des applications avec des données interconnectées et de l’IA générative.
Neo4j - Product Vision and Knowledge Graphs - GraphSummit ParisNeo4j
Dr. Jesús Barrasa, Head of Solutions Architecture for EMEA, Neo4j
Découvrez les dernières innovations de Neo4j, et notamment les dernières intégrations cloud et les améliorations produits qui font de Neo4j un choix essentiel pour les développeurs qui créent des applications avec des données interconnectées et de l’IA générative.
A Study of Variable-Role-based Feature Enrichment in Neural Models of CodeAftab Hussain
Understanding variable roles in code has been found to be helpful by students
in learning programming -- could variable roles help deep neural models in
performing coding tasks? We do an exploratory study.
- These are slides of the talk given at InteNSE'23: The 1st International Workshop on Interpretability and Robustness in Neural Software Engineering, co-located with the 45th International Conference on Software Engineering, ICSE 2023, Melbourne Australia
Utilocate offers a comprehensive solution for locate ticket management by automating and streamlining the entire process. By integrating with Geospatial Information Systems (GIS), it provides accurate mapping and visualization of utility locations, enhancing decision-making and reducing the risk of errors. The system's advanced data analytics tools help identify trends, predict potential issues, and optimize resource allocation, making the locate ticket management process smarter and more efficient. Additionally, automated ticket management ensures consistency and reduces human error, while real-time notifications keep all relevant personnel informed and ready to respond promptly.
The system's ability to streamline workflows and automate ticket routing significantly reduces the time taken to process each ticket, making the process faster and more efficient. Mobile access allows field technicians to update ticket information on the go, ensuring that the latest information is always available and accelerating the locate process. Overall, Utilocate not only enhances the efficiency and accuracy of locate ticket management but also improves safety by minimizing the risk of utility damage through precise and timely locates.
May Marketo Masterclass, London MUG May 22 2024.pdfAdele Miller
Can't make Adobe Summit in Vegas? No sweat because the EMEA Marketo Engage Champions are coming to London to share their Summit sessions, insights and more!
This is a MUG with a twist you don't want to miss.
Essentials of Automations: The Art of Triggers and Actions in FMESafe Software
In this second installment of our Essentials of Automations webinar series, we’ll explore the landscape of triggers and actions, guiding you through the nuances of authoring and adapting workspaces for seamless automations. Gain an understanding of the full spectrum of triggers and actions available in FME, empowering you to enhance your workspaces for efficient automation.
We’ll kick things off by showcasing the most commonly used event-based triggers, introducing you to various automation workflows like manual triggers, schedules, directory watchers, and more. Plus, see how these elements play out in real scenarios.
Whether you’re tweaking your current setup or building from the ground up, this session will arm you with the tools and insights needed to transform your FME usage into a powerhouse of productivity. Join us to discover effective strategies that simplify complex processes, enhancing your productivity and transforming your data management practices with FME. Let’s turn complexity into clarity and make your workspaces work wonders!
Microservice Teams - How the cloud changes the way we workSven Peters
A lot of technical challenges and complexity come with building a cloud-native and distributed architecture. The way we develop backend software has fundamentally changed in the last ten years. Managing a microservices architecture demands a lot of us to ensure observability and operational resiliency. But did you also change the way you run your development teams?
Sven will talk about Atlassian’s journey from a monolith to a multi-tenanted architecture and how it affected the way the engineering teams work. You will learn how we shifted to service ownership, moved to more autonomous teams (and its challenges), and established platform and enablement teams.
Enterprise Resource Planning System includes various modules that reduce any business's workload. Additionally, it organizes the workflows, which drives towards enhancing productivity. Here are a detailed explanation of the ERP modules. Going through the points will help you understand how the software is changing the work dynamics.
To know more details here: https://blogs.nyggs.com/nyggs/enterprise-resource-planning-erp-system-modules/
Odoo ERP software
Odoo ERP software, a leading open-source software for Enterprise Resource Planning (ERP) and business management, has recently launched its latest version, Odoo 17 Community Edition. This update introduces a range of new features and enhancements designed to streamline business operations and support growth.
The Odoo Community serves as a cost-free edition within the Odoo suite of ERP systems. Tailored to accommodate the standard needs of business operations, it provides a robust platform suitable for organisations of different sizes and business sectors. Within the Odoo Community Edition, users can access a variety of essential features and services essential for managing day-to-day tasks efficiently.
This blog presents a detailed overview of the features available within the Odoo 17 Community edition, and the differences between Odoo 17 community and enterprise editions, aiming to equip you with the necessary information to make an informed decision about its suitability for your business.
What is Augmented Reality Image Trackingpavan998932
Augmented Reality (AR) Image Tracking is a technology that enables AR applications to recognize and track images in the real world, overlaying digital content onto them. This enhances the user's interaction with their environment by providing additional information and interactive elements directly tied to physical images.
Neo4j - Product Vision and Knowledge Graphs - GraphSummit ParisNeo4j
Dr. Jesús Barrasa, Head of Solutions Architecture for EMEA, Neo4j
Découvrez les dernières innovations de Neo4j, et notamment les dernières intégrations cloud et les améliorations produits qui font de Neo4j un choix essentiel pour les développeurs qui créent des applications avec des données interconnectées et de l’IA générative.
GraphSummit Paris - The art of the possible with Graph TechnologyNeo4j
Sudhir Hasbe, Chief Product Officer, Neo4j
Join us as we explore breakthrough innovations enabled by interconnected data and AI. Discover firsthand how organizations use relationships in data to uncover contextual insights and solve our most pressing challenges – from optimizing supply chains, detecting fraud, and improving customer experiences to accelerating drug discoveries.
Artificia Intellicence and XPath Extension FunctionsOctavian Nadolu
The purpose of this presentation is to provide an overview of how you can use AI from XSLT, XQuery, Schematron, or XML Refactoring operations, the potential benefits of using AI, and some of the challenges we face.
1. OVER PAGE (1st page)
PROJECT SHEET
SPECIAL TELEFOOD FUND
COUNTRY: CAMEROON
Project title: ______________________________________________________
Name of Beneficiary Group: __________________________________________
Project site (region, district, village, etc.) _________________________________
Planned start date: ___________________________________
Expected closing date: ___________________________
Budget (FAO contribution, in FCFA): ______________________
Name of the co-financing organization (if applicable):
__________________________________________________________________
Project links: _____________________________________________________
2. CONTENT OF THE PROJECT
1. Beneficiary group
Project targeting is essential for the success of a project. We will describe here the group (s)
of small farmers, shepherds, fishermen, manufacturers, or schools that will lead the project
and will benefit directly from it. This description must indicate the name of the group (or
school) and its site (name of the town or village, the date on which it was constituted /
organized, its purpose, the number of members (including the percentage women and / or
young people), etc.
Direct beneficiaries are those who participate in the project, on the one hand by contributing
financially or in kind to the community fund and on the other hand by receiving financial
benefits from the latter.
With regard to schools, orphanages and similar institutes, the benefits for the direct
beneficiaries (children) must be indicated very clearly in the project documentation and the
amount of their contribution (in terms of work) must also be specified. .
The description of direct beneficiaries should include their level of (economic) poverty and
their food security status. Parameters such as: Gross national product (GNP) / capita (if
available), income relative to the national poverty line (if available), family size, housing
conditions, land, other assets, etc., must be used as determining elements.
The proposal should also identify and assess the number of secondary (indirect)
beneficiaries - families or communities of people involved in the project - who will benefit
from the project, for example, through improved diets or 'purchase of agricultural products
from project activities.
2. General and justification of the project
This section should describe the geographic area concerned (site, climate, cropping system,
etc.). It will be necessary to highlight the poverty level of the beneficiary group and among
the problems of the beneficiary group, those that the project will seek to resolve. Any
development initiatives implemented by the government and local populations will also be
reported. We will also indicate the organizations, institutions or local NGOs participating
concretely (and / or financially) in the activities of the project, and we will illustrate their role.
Special attention will be given to FAO activities, more particularly those of FAO Programs -
MINADER / DOPA or other - in the project area, emphasizing the synergies between the
TeleFood project and the broader ongoing program.
3. Project objective
This section will describe, in a short and clear manner, the objective that the project is
expected to achieve. It could be for example "to help the members of the group (or of the
cooperative) to increase their production of fruits and vegetables", to "provide inputs to
improve the production of small animals", to "improve income by reducing post-harvest
losses in artisanal fisheries ", etc. The immediate objectives must be mentioned in concrete
and measurable terms.
The project should not promote the introduction of complex or particularly innovative
techniques, new to the community concerned or likely to be unsustainable. TeleFood cannot
be used to fund adaptive research or the dissemination of the latest techniques.
4. Description and duration of the Project
A very detailed description of the project is requested, clearly explaining how the project will
be carried out. All quantifiable project parameters should be included, for example: cultivated
area and description of crops, number of animals provided to each family, indication of how
tools and construction materials will be distributed among all beneficiaries, or managed
individually. Parameters like: yield per hectare, milk production per animal, egg production,
slaughter weight etc. Should be used to describe the quantities of products expected during
the first year of operation.
The duration of the project (i.e. from TeleFood fund to project), should be specified in the
proposal. The duration should not exceed 12 months. It should be mentioned in the project
documentation whether the project implementation period refers to: the sowing or harvesting
season, the rainy season, the fishing ban period, etc.
3. 5. Project activities or activity schedule
The proposal should contain a list of the main activities to be carried out month by month
(giving a precise timetable) to achieve the objective of the project. They should be presented
in the form of a simple work plan, indicating for each activity the entity that will have to
ensure its implementation and the period of execution.
6. Project Results
It will be necessary to indicate here the results that the project should allow to obtain. These
results should be tangible and measurable products of the activities undertaken under the
project, and compatible with the intended objectives. This could be, for example, the
establishment of a marketing system intended to open up more lucrative markets for
producers; establishing a low-cost post-harvest system to reduce crop losses; the
establishment of a fruit tree nursery of a certain size, well managed and the start of a
process of multiplication of the plants; the production, breeding and marketing of a certain
number of lambs or kids, etc. Unit selling prices must be mentioned.
7. Inputs / Budget or descriptive estimate
A detailed list of inputs will need to be drawn up. All inputs should, as far as possible, be
obtained locally (see above, in section B of the General Guidelines, for inputs which may or
may not be financed by TeleFood. (Ineligible inputs will delay, or prevent, approval of the
project proposal).
A detailed list of all inputs is required, including quantities and unit price. It refers to the
following supplies: building materials, tools, seeds, fertilizer, animal feed, veterinary
equipment, irrigation equipment, etc.
Exemple de plan de travail concernant un hypothétique projet d’apiculture (Il s'agit là d'un
exemple. Les responsabilités effectives peuvent différer d'un projet à l'autre, selon les nécessités).
- Organisation des bénéficiaires en groupe Bénéficiaires Mois 1
- Spécification du matériel et des fournitures Fonctionnaire National (Ministère) Mois 1
- Recherche de devis pour le matériel/fournitures FAO Mois 1
- Constitution d'un fonds communautaire Bénéficiaires Mois 1
- Commande du matériel et des fournitures FAO Mois 1 – 2
- Livraison du matériel et des fournitures FAO/Ministère Mois 3
- Construction et peinture des ruches Bénéficiaires Mois 3-4
- Préparation/présentation du rapport intérimaire Fonctionnaire National /FAO Mois 4
- Récolte du miel (ruches en exploitation) Bénéficiaires Mois 4 – 12
- Formation aux méthodes d'apiculture modernes FonctionnaireTechnique (Ministère)Mois 5
- Formation à la petite entreprise/commercialisation ONG collaborant au projet Mois 6
- Traitement du miel (ruches en exploitation) Bénéficiaires Mois 4 – 12
- Distribution et vente Bénéficiaires Mois 4 – 12
- Préparation/présentation du rapport final Fonctionnaire national /FAO Mois 13
Example of a work plan for a hypothetical beekeeping project (This is an example. The actual
responsibilities may differ from project to project, depending on the needs).
- Organization of beneficiaries as a group Beneficiaries Month 1
- Specification of equipment and supplies National Civil Servant (Ministry) Month 1
- Search for quotes for CAM equipment / supplies Month 1
- Constitution of a community fund Beneficiaries Month 1
- Order CAM equipment and supplies Months 1 - 2
- Delivery of equipment and supplies FAO / Ministry Month 3
- Construction and painting of beehives Beneficiaries Months 3-4
- Preparation / presentation of the interim report National Official / FAO Month 4
- Honey harvest (hives in operation) Beneficiaries Months 4 - 12
- Training in modern beekeeping methods Technical Officer (Ministry) Month 5
- Small business training / NGO marketing collaborating in the project Month 6
- Honey treatment (beehives in operation) Beneficiaries Months 4 - 12
- Distribution and sale Beneficiaries Months 4 - 12
- Preparation / presentation of the final report National official / FAO Month 13
4. The contribution of the group (s), for example in the form of labor, land, buildings or other
inputs, should be declared in the project proposal in order to indicate their degree of
commitment and level of participation. In the case of school vegetable gardens, the
participation of parents will be promoted.
A budget summary should be presented, showing the subtotal by type of input, including
contributions from FAO and cofinancing agencies / institutions, indicated by name:
Fournitures FAO
(FCFA)
OTHER
DONOR
(FCFA)
Total
(FCFA)
Tools
Construction materials
Food for animals
Fertilizer
Veterinary equipment and supplies
Pesticides
Cheptel, alevins Livestock, fry
seeds, planting material
Other field supplies / transport
Total (maximum FAO contribution 5,000,000
FCFA)
8. Simple cost / benefit analysis
A simple cost / benefit analysis will be presented to highlight the financial viability of the
project and its long term sustainability. The project must be able to create enough funds to
cover operational costs (seeds, fertilizers, feed, fry, animals, etc.) as well as the annual
depreciation of non-consumable inputs (buildings, greenhouses, boats, tools, etc.). water
tanks, treatment, installation and equipment, fishing nets, etc.).
To simplify the calculation, we consider a fixed rate of depreciation of 20% for all non-
consumable inputs. Therefore, the annual cost will equal the sum of operating costs plus
20% of the value of non-consumable inputs.
9. Risks
Most projects involve risks that could jeopardize their success (for example, adverse weather
conditions, social unrest or insecurity, interruption of the supply of inputs, pest or disease
outbreaks that may cause death or reduce yield, etc.). If this is the case, the possible risks
should be pointed out in the project document, with indications of how the project participants
will deal with such risks, should they arise.
10. Project links
Links with other ongoing development projects should be indicated in the project proposal,
specifying whether they are projects financed by FAO (preferably within the framework of
MINADER / DOPA, where the latter is operational, but also Decentralized Cooperation
projects (PCDG) PCT, GCP, UTF, or other) or by other sources (other United Nations
agencies, bilateral aid projects, NGOs, etc.). The decentralized services of MINADER will be
involved. These links must be clearly indicated in the evaluation form when presenting the
project.
11. Community fund
The community fund is an important instrument to ensure the smooth running of operations
and the long-term sustainability of the project. All beneficiaries (except in school vegetable
garden projects) should participate in the fund. All contributions in cash or in kind paid by
beneficiaries or by a third party must go into the fund.
Project profits must be deposited in the fund so that there is sufficient liquidity to meet the
needs of the project, and cover operational costs, maintenance costs and annual
depreciation. The management of the fund must be clearly indicated.
12. Technical support, supervision, monitoring and reporting arrangements
5. The project proposal should specify who is responsible for the overall management and
monitoring of project activities and how this monitoring will be carried out. The person in
charge is usually the designated national official (MINADER / DOPA executive), but it could
equally well be the representative of an NGO participating in the project or (although more
rarely) an official from the target group. himself.
The proposal should also indicate which organization and / or individuals will provide any
necessary technical guidance and advice, or provide training to the group if necessary.
Technical guidelines should emanate from FAO (through a MINADER / DOPA framework, for
example) or from a source approved by the Organization. Finally, it will be necessary to
indicate who will be responsible for preparing the interim report (three months after the start
of the project) and the final report (after TeleFood funding).