In simpler words-

1. Model handles all our database logic. Using the model we connect to our database and provide an abstraction layer.
2. Controller represents all our business logic i.e. all our ifs and else.
3. View represents our presentation logic i.e our HTML/XML/JSON code.

Why should I write my own framework?

This tutorial is by no means a comprehensive/definitive solution to your framework needs. There are a lot of good php frameworks out there.

So why should you write your own framework? Firstly, it is a great learning experience. You will get to learn PHP inside-out. You will get to learn object-oriented programming, design patterns and considerations.

More importantly, you have complete control over your framework. Your ideas can be built right into your framework. Although always not beneficial, you can write coding conventions/functions/modules the way you like.

Lets dive right in

The Directory Structure

Although we will not be a couple of directories mentioned above for this tutorial, we should have them in place for future expansion. Let me explain the purpose of each directory:

application – application specific code
config – database/server configuration
db – database backups
library – framework code
public – application specific js/css/images
scripts – command-line utilities
tmp – temporary data

Once we have our directory structure ready, let us understand a few coding conventions.

Coding Conventions

1. mySQL tables will always be lowercase and plural e.g. items, cars
2. Models will always be singular and first letter capital e.g. Item, Car
3. Controllers will always have “Controller” appended to them. e.g. ItemsController, CarsController
4. Views will have plural name followed by action name as the file. e.g. items/view.php, cars/buy.php

Read more: http://anantgarg.com/2009/03/13/write-your-own-php-mvc-framework-part-1/

Challenges of Initiating

These challenges are often sufficient to prevent growth from occurring, almost before it starts. They are consistently encountered at the early stages of significant organizational change. The capabilities to deal with them must be developed under high pressure; but in managing these challenges effectively, organizations develop capabilities much sooner than otherwise for dealing with challenges down the road.

1 Not Enough Time:”We don’t have time for this stuff!”

This is the challenge of control over one’s time. This challenge is represents a valuable opportunity for reframing the way that workplaces are organized, to provide flexibility and time for reflection and innovation.

2 No Help: “We’re like the blind leading the blind!”

Some managers believe that asking for help is a sign of incompetence; others are unaware of the coaching and support they need. Meeting this challenge means building the capabilities for finding the right help, and for mentoring each other to develop successful innovations.

3 Not Relevant: “Why are we doing this stuff?”

A top priority for pilot groups is a clear, compelling case for learning and change. If people are not sufficiently committed to an initiative’s goals, a “commitment gap” develops and they will not take part wholeheartedly. Building relevance depends on candid conversations about the reasons for change and the commitments people can make.

4 “Walking the Talk” – Leadership values

What happens when there is a mismatch between the things the boss says and his or her actual behavior? People do not expect perfection, but they recognize when leaders are not sincere or open. If executive and line leaders do not provide an atmosphere of trust and authenticity, then genuine change cannot move forward.

Challenges of Sustaining Momentum

These challenges occur sometime during the first year or two, when the group has clear goals and has discovered that new methods save more than enough time to put them into practice. Now the pilot group’s real troubles begin. Sustained activity confronts boundaries – between the work of the pilot group and “internal” attitudes and beliefs, and between the pilot group’s needs and the larger-scale company’s values and ways of measuring success.

5 Fear and Anxiety: “This suff is —-”

The blanks represent the fact that everyone expresses their fear and anxiety with a different form of defensiveness. ) How do you deal with the concerns of team members about exposure, vulnerability and inadequacy, triggered by the conflicts between increasing levels of candor and openness and low levels of trust? This is one of the most frequently faced challenges and the most difficult to overcome.

6 Assessment and Measurement: “This stuff isn’t working”

How do you deal with the disconnect between the tangible (but unfamiliar) achievements of a pilot group and the organization’ s traditional ways of measuring success?

7 Believers and Nonbelievers:

“We have the right way!” say pilot group members. “They’re acting like a cult!” say their other colleagues and peers.Riding on a wave of early success, speaking their own language, the pilot group becomes increasingly isolated from the rest of the organization. Outsiders, meanwhile, are put off and then turned off by the new, unfamiliar approaches and behavior. These misunderstandings easily accelerate into unnecessary, but nearly unavoidable, opposition.

Challenges of Systemwide Redesgin and Rethinking

These challenges appear as a pilot group’s work gains broader credibility and confronts the established internal infrastructure and practices of the organization.

8 Governance: “They won’t give up the power.”

As the pilot group’s capabilities and activities increase, it runs into the priorities and established processes of the rest of the organization. This leads to conflicts over power and autonomy and to a destructive, “us-versus-them” dynamic that nobody wants – and that could be avoided if the capabilities are in place for organizational redesign.

9 Diffusion: “We keep reinventig the wheel!”

Unless organizations learn to recognize and deal with their mysterious, almost unnoticed inability to transfer knowledge across organizational boundaries, people around the system will not build upon each other’s successes.

10 Strategy and Purpose: “Where are we going? and “What are we here for?”

How do you revitalize and rethink the organization’ s intended direction for success, its’ contribution to its community and its future identity? How do you improve the processes of conversation that lead people to articulate and refine their aspirations and goals for achieving them?

Identify the problem
Become an expert
Work Hard
Work Hard
Work Hard

Identifying a problem is the first step. Care should be taken to distinguish between problems and symptoms. You are better off addressing the problem rather than futzing around with the symptoms. You have to be an expert for that.

You become an expert by learning, some of which comes from experience, and which in turn comes from trying out different things and learning from the inevitable failures. Failing fast and failing frequently is a good thing if you learn from them. But to my mind the most important thing of all is to THINK DIFFERENT.

How does one think differently? At the very least it requires a big vocabulary. Not the GRE word list, of course, but concepts. You need to understand the world from a wide variety of perspectives. And that requires at the very least reading widely outside your domain of expertise.

For people who have a technology and business background, I would suggest history, anthropology, economics, science, literature, etc. This will help you understand and appreciate the connections that link everything around you and you will be able to figure out how to build stuff that will be useful and thus people will pay to get the stuff and you will be a successful entrepreneur.
Oh yes, the bit about working hard. Without the hard work, you’d have to be very lucky to be successful. And I believe that luck does not fully explain the most successful ones. Unfortunately, the capacity to work hard is, I think, built sometime in one’s formative years. So in a sense, your basic nature determines if you can be an entrepreneur.

What I have described above is not exactly verbatim but faithful in spirit. I ended my talk with that favorite quote from the architect Daniel Burnham (1864-1912) who said:

Make no little plans. They have no magic to stir men’s blood and probably themselves will not be realized. Make big plans; aim high in hope and work, remembering that a noble, logical diagram once recorded will never die, but long after we are gone will be a living thing, asserting itself with ever-growing insistency. Remember that our sons and grandsons are going to do things that would stagger us. Let your watchword be order and your beacon beauty. Think big.

1. Make Decisions Intuitively

Smart people listen to and follow their intuition. They know how intuitions and insights come to them and are tuned-in internally to make wise decisions.

2. Be Self-Aware

Smart people are aware of who they are— strengths, weaknesses, personality, values, etc. As Confucious once said, ?He who knows others is wise, he who knows himself is enlightened,? they know that the most important (and interesting) thing to know about is ?self.?

3. Use Active Reflection

Smart people reflect on and learn from past experiences, finding out what works and what doesn?t, and then adjusts their course of action as needed. They think about things before jumping in, and also take the time after-the-fact to actively reflect to fully understand what happened or didn?t happen.

4. Think Out-of-Box

Smart people can easily entertain new ideas, thoughts, and ways of doing things. They crave progressive and forward thinking information, concepts, and people. They often come up with new and radical ideas on a regular basis.

5. Have An Open-Mind

Smart people are open to different perspectives and see potential where most people don?t. They would agree with what the quote, ?A mind is like a parachute, it only functions when it is open.? They are comfortable with paradoxes and can relate to many sides of an issue or opinion.

6. Be Responsive

Smart people recognize and respond quickly to opportunities and people. They act and react fast, and take care of what needs to be taken care-of, well ahead of schedule.

7. Be Resourceful

Smart people don?t have to know it all, but they do know where to go to get whatever information, resources, training, education that they need. They are well-networked and have people to call on for resource referrals.

8. Question Yourself

Smart people think for themselves. They do not blindly believe things so-called experts say, in fact, they ask deep questions to discover their own truth.

9. Upgrade Your Brain

Smart people stay smart because they are committed to being a lifelong learner. They continuously learn new things, and stay current with their skills, attitudes, and beliefs.

10. Have a Sense of Humor

Smart people do not take themselves or life too seriously. They recognize the importance of finding the fun in the irony and the comedy of everyday life.

11. Take Risks

Smart people are willing to try out new things, knowing that if it doesn?t work out as intended, failure is often cleverly disguised as a learning opportunity. They ?swing out there? often, and it usually pays off.

12. Trust Yourself

Smart people believe and trust themselves first and foremost. They don?t have to check with others to make decisions, they instinctively know what is right for them and they go for it!

13. Write and List Things on Paper

Smart people have a well-developed life strategy that includes a written life vision/mission, purpose, and goals statement. They also write lists—one for ?have to?s? and one for ?want to?s.?

14. Be Productive

Smart people get things done, through whatever organizational/ time management system that works for them. They make the most of each day and take action on important life tasks each and everyday.

15. Use Discernment

Smart people are able to discern (see clearly) other?s reasons and motives, so they selectively choose who and what to align themselves with. They surround themselves with only the highest quality people, programs, and places.

16. Read, Read, Read

Smart people tap into the collective brain power of others by reading books, magazines, articles—anything that is helpful for their own development. They are also able to filter out the information that fits for them and let the rest go.

17. Value Learning

Smart people value the process of learning for learning?s sake. They do not just learn for a specific end—to get a certificate, degree, title, etc. They learn because it is intrinsically rewarding for them.

18. Teach Others

Smart people are the teachers of the world, who share their knowledge with other people. They put themselves out there so the rest of us can benefit, and in exchange, their own learning grows and develops because they are actively talking about, researching, and understanding their subject.

19. Reinvent Yourself

Smart people do not like to stay the same, they love to grow and develop. They often play with their image, brand, company name, and expand or change it entirely. To stay ahead of the game, they often reinvent themselves time and time again.

20. Be Student of Life

Smart people not only know about specific subjects and topics, but also about what it means to be a human being at this time in our evolution. They are insatiably curious and want to know more about becoming bigger and brighter, as a result they naturally evolve.

As Lao Tzu said, ?To gain knowledge, add things everyday. To gain wisdom, remove things everyday.? This is so true, our brain is like a computer and in order for it to function at a higher level, we must always be adding, while simultaneously taking away information that no longer serves us. Think about it, what do you want to remove from your database? And, what new software program will you replace it with?

Max replies, “Why don’t you ask the Priest?”

So Jack goes up to the Priest and asks, ” Father, may I smoke while I pray?”

The Priest replies, “No, my son, you may not! That’s utter disrespect to our religion.”

Jack goes back to his friend and tells him what the good Priest told him.

Max says, “I’m not surprised. You asked the wrong question. Let me try.”

And so Max goes up to the Priest and asks, “Father, may I pray while I smoke ?”

To which the Priest eagerly replies, “By all means, my son. By all means. You can always pray whenever you want to.”

**********

Moral of the story is … The reply you get depends on the question you ask.

include following meta tag within the <head>

<meta http-equiv=”refresh” content=”15;  url=http://w3school.com/” />

It means the home page of your site is automatically redirected to another page(w3schools.com) in next 15sec

——————————————————————

<?php if ( is_category() ) {
$cate = get_query_var(‘cat’);  // get current category

wp_list_cats(‘sort_column=ID&depth=1&child_of=’.$cate.’&title_li=’); // lists sub-categories
}?>
</div>

for eg: if you click on the menu 1 parent category , it lists its sub-category in seperate container whereever you want… as well as you can select level hierarchy using “depth “attribute. use the above code where you want to display the child category. it dynamically changes its sub-category when you switch between the parent category.

menu 1

menu 2

menu 3

output:

menu 1

menu 2

menu 3

__________________

—- menu 1 A

—- menu 1 B

—- menu 1 C

India, China lead robust Asian recovery – IMF

Asia’s emerging economies, powered by China and India, are leading the global recovery after faring well during crisis, but need to allow currency appreciation and undergo structural reforms to ensure long-term growth, the International Monetary Fund said on Wednesday.

The IMF’s World Economic Outlook said developing Asia is projected to grow by about 9.4 percent in 2010 and 8.4 percent in 2011. IMF projections for those countries in July were 9.2 percent this year and 8.5 percent in 2011.

“The handoff from public sector-driven to private-sector-driven growth is well under way in most Asian countries,” the fund said, noting that a tapering off of stimulus measures had been met by private demand.

China and India’s industrial production and retail sales remained strong and “robust activity in these countries in turn is helping power growth in the rest of Asia,” said the IMF.

China’s strong and sustained expansion has been a “linchpin for global trade” that helped its commodity-exporting neighbours, including Australia, Indonesia and New Zealand, as well as capital goods exporters in Japan, Germany and Korea, it said.

The IMF forecast that China would grow 10.5 percent this year and 9.6 percent in 2011, driven by domestic demand — projections that were unchanged from the July outlook.

“On average over 2010-11, private domestic demand is poised to contribute two-thirds of near-term growth, and government activity about one-third, whereas the contribution from net exports will be close to zero,” the fund said.

India’s GDP would expand by 9.7 percent in 2010 and 8.4 percent next year, the fund said. The forecast issued in July saw 9.4 percent growth this year and 8.4 percent in 2011.

“In India, low reliance on exports, accommodative policies, and strong capital inflows have supported domestic activity and growth,” the IMF said.

“Robust corporate profits and favourable external financing will encourage investment,” it added.

Asia’s newly industrialized economies — Hong Kong, Singapore, South Korea and Taiwan — saw a rapid recovery driven by a rebounding inventory cycle, strong domestic activity and regional demand for their exports, it said.

The economies of the 10-member Association of Southeast Asian Nations, particularly the exporters of commodities and electronics, benefited from strong regional growth.

“Overall, near-term growth for the region is projected to be underpinned both by exports and domestic demand,” the IMF said of ASEAN.

The Asian region’s recovery faced downside risk from outside, the IMF warned.

“A slower recovery in the United States and the euro area, a greater-than-anticipated slowdown in China, or negative spillovers from unanticipated financial shocks abroad could interrupt the pace of recovery,” said the outlook.

Add the below code in your css file or add it within the <style type=”text/css”>…. </style>

@font-face {
font-family:alien ;
src: url(http://…/font/alien.ttf)  format(“truetype”);
}

.alien { font-family:alien,verdana,helvetica,sans-serif;
}

<?php

<div class=alien>

echo ” This is alien font style”;

</div>

?>

<div id=slideshow>
<img src=”http://…/bannerk1.jpg” />
<img src=”http://…/bannerk2.jpg” />
<img src=”http://…/bannerk3.jpg” />
<img src=”http://…/bannerk4.jpg” />

</div>

.css
#slideshow{position:relative;height:130px;background:#fff;overflow:visible}#slideshow IMG{position:absolute;top:0;left:0;z-index:8;opacity:.0}#slideshow IMG.active{z-index:10;opacity:1.0}#slideshow IMG.last-active{z-index:9}