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Top professionals in any field generally have their pick of which opportunities they pursue and are attracted to positions with well-defined paths that will reward them consistently and objectively. They want to perform and to be recognized for their achievement by their firm. They also know that firms that have taken the trouble to provide clear career tracks to their professionals will attract other A players and are likely to be well managed in other critical areas, such as sales and operations. Because planning in these areas is of indirect (and often delayed) benefit to the firm, it is an often-neglected area of focus for professional services providers. As firms grow from small and mid-size to encompass dozens or hundreds of professionals, the management of the staff becomes exponentially more difficult. Defined career tracks, compensation, and development plans can reduce the overall human resources effort required to be effective. Instead of every case being handled as a one-off proposition, with the attendant spaghetti-tangle of disparate compensation, bonus, and promotion decisions, decisions can be made according to predetermined policies and practices within the firm. These policies and practices remove the immense burden of case-by-case decision making from firm management and send a reassuring message of consistency, predictability, and reliability to the staff. Additionally, properly constructed training programs can enhance the productivity, expertise, and capability of the professional staff. Wellexecuted professional development programs can reduce costs for services firms by allowing lower cost staff to perform higher level functions sooner in their career. A company that has thoroughly thought through its compensation, career track, and professional development approach will attract and retain the best professionals and find itself executing most efficiently in a difficult-to-manage internal area.
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It doesn't matter whether or not a Win16 or a Win32 application is running; the HWNDs being passed around are l 6-bit values and are offsets into the window heap handle table. Let me state this again to make it perfectly clear: An HWND is an HWND is an HWND. It doesn't matter whether you're in Win16 or Win32 code: HWNDs are 16-bit values, and they are not simply offsets into USER's DGROUP as they were in Windows 3.1. Now that you know that HWNDs are truly 16-bit handles everywhere, I can tell you that internally, USER.EXE often converts these HWNDs into 32-bit pointers and passes those around. These 32-bit pointers are pointers relative to the USER's DGROUP selector, not flat 32-bit pointers. A perfect example of where USER uses these special 32-bit pointers is in the WND struct itself. The first four fields of a WND structure are the window's parent, owner, child, and sibling windows. In these four fields, USER stores 32-bit pointers (not 16-bit HWND values) to the appropriate parent, owner, child, and sibling windows. This is most likely for performance reasons, since USER would need to convert the HWNDs to a pointer anyhow to traverse through the window hierarchy. I'll come back to the window hierarchy later on. Of course, while USER may internally use 32-bit pointers to WND structures, it still has to use 16-bit HWNDs when interfacing to the outside world. Therefore, there has to be a quick and easy method to go from a 16-bit HWND to a 32-bit pointer, and vice versa. Indeed, there is. You'll see this a bit later when we look at some pseudocode for selected windowing functions (both 16- and 32-bit). A tough issue that comes up when trying to support both Win16 and Win32 applications in the same system is the differences in the window procedures. A Win16 application has a window procedure that, when all the typedef names have been stripped away, looks like this:
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the client s friends that he used to smoke marijuana with. The behavior itself may seem very harmless to the client on the surface, and the perception of risk very low. You may want to ask the client to walk down this path so that he can see what eventualities may be ahead consequences he may not perceive when first thinking about the visit. By walking down the path ( So what happens after you step inside your friend s house ) and then continuing down it ( Then what may happen, and what may happen after that. . . ), the client may eventually see that the friend may act in ways that could tempt him to smoke, events that he had not considered when simply thinking about stopping by to see my friend. Having the client walk down the full length of the behavior chain allows her or him to see a likely risky outcome to what initially seemed like an innocent act.
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it almost appeared as if the Web was turning into a just another broadcast medium for the media corporations. Everyone was pushing push technology, where users were expected to subscribe to various channels of predigested information that would automatically end up on the user s desktop. Collaboration became marginalized, relegated to the context of proprietary corporate software suites, and adapted to conferencing or net-meeting connections that depended on special clients, special servers, and closed protocols. Or so it seemed. Actually, free and open collaboration was alive and well, only out of the spotlight and awareness of the majority of users. It was alive between researchers and between students at the institutions and universities that had originally de ned the Internet. It was also alive in a growing community of open-source development, with a main focus on Linux, even as the grip of commercial interests around the PC market and by extension the Web was hardening. The concepts were also alive among the many architects of the Internet, and being re ned for introduction at a new level. Developers were using the prototypes to test deployment viability. Finally, there was the vision of a new Internet, a next-generation Web that would not just provide a cornucopia of content but one of functionality as well. The line between my local information and out-there Web information seems to blur in this perspective, because people tend both to want access to their own private data from anywhere, and to share selected portions of it for use by others (for example, calendar data to plan events). The server-centric role of old then loses dominance and relevance. That is not to say that server publishing by sole content creators is dead far from it. Ever increasing numbers of people are involved in publishing their own Web sites or writing Web logs (blogs), instead of merely sur ng the sites of others. Such activity may never encompass the masses the condescending comment is usually along the lines that most people simply have nothing to say, and therefore (implied we ) do not need the tools. But that is not the point. Bit 4.2 The capability of potential use enables actual use when needed
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