Stable Design Patterns (SDPs)(BASE)
Stable Design Patterns (SDPs) represent Business Objects (BOs) Concepts, provide a proper understanding of the problem (functional and non- functional requirements) and solution spaces (ultimate design), and show that a formation approach to creating stable design patterns (SDPs), and applicability accords with Alexander’s current understanding of architectural patterns. This book examines SDPs concerning the following five central themes: 1. What are the unique roles of SDPs for BOs in modeling proper understanding and developing the problem (functional and non-functional requirements) and the accurate solution (ultimate design) of BO? 2. How do we achieve software unification and stability over time and design SDPs that are effective to use? 3. What is the most efficient way to document SDPs to ensure efficient reusability? The book is an extension to the contemporary templates used in recording SDPs. 4. A pragmatic approach is presented for understanding the problem domains, utilizing SDPs for any field of knowledge, and modeling the stable and unified foundation of BOs, reusable components, and engines. 5. SDPs present a fresh approach for creating self-adaptable, self- customizable, easily extensible, personalize-able, self-configurable, and self-manageable design patterns that meet future requirements and changes in the operating environments.
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Sugar Cube by Sihem Hammouda
Sugar Cube
Sihem Hammouda
My love lives in a poetry book
As poems' prisoner,
Poetry fears that if released,
It will drown in a sea
Of tears,
For its words were infatuated with his laughs
That they were weaving into moans
For poets.
My poems were torn asunder by my anger,
And my jealousy burned all my words,
For my love is my prisoner.
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The Dikkah Board of Directors by Dr. Ahmed Salah Kamel
Under the mulberry tree on the edge of our Badanjani village, the mayor, Shakhbout Al-Mahi, established a Dikka to sit on in the afternoon. But as his engagements increased, he no longer had the time to sit on it, which led to all the villagers vying for the honor and prestige of sitting on it. This competition sparked major disputes between families and clans, nearly igniting the village. Shakhbout considered burning down the Dikka to rid himself of the headache. Still, the wise elders cautioned him against this, warning that it would open the door for every family to put up their own Dikka instead of the one that was burned, leading to an even bigger conflict. So Shakhbout backed down from his idea and declared the Dikka as public property, where everyone would be equal in rights and duties. But he realized the need for a wise administration to manage it somewhat. Shakhbout hastily wanted to appoint a board to manage the Dikka, but the wise men advised against this, fearing public rejection of his choices due to potential accusations of favoritism. The rational minds around Shakhbout suggested holding free elections to choose a management board for the Dikka, with judicial oversight. The elected board members took pride in their positions, even getting personal cards printed, and they appointed guards to watch over the Dikka. Due to the high demand for seats on the Dikka, the board decided to hire staff to receive and register requests while also accommodating Shakhbout's desire to sit on the Dikka and the requests of visiting delegations. Oppositional movements emerged to monitor the board's actions, and online pages warned of the dangers of extending the current board's term, as this posed a grave threat to the Dikka and the entire Badanjani village. Egyptian and foreign media outlets broadcast distressing news about the deterioration of the Dikka, its flooding from the canal waters, hinting at its impending demise. The mayor's close associates reported his astonishment, emaciation, and remorse that even led him to slap his face. It was said that one of the Dikka's guards reached retirement age, but the administrative authorities refused to give him a pension, as his work was considered semi-official. Surprisingly, this experiment spread and was embraced by other villages and hamlets as a model to emulate. Ultimately, the Dikka and its management board led the village into momentous events, the details of which are elaborated within the novel.
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The Last Line A collection of poems By Ahmed Morsi
A collection of poems By Ahmed Morsi If I were to live much longer, My love for you would be so much stronger, For you dwell in the depths of my heart, So sweet; you seem like honey, and smart. When I close my eyes to see you, Distant planets appear in a charming view. Your lips also seem like the full round moon, Your face is like the dawn or the sun at noon. Like the scent of roses when we meet together, When we whisper to the breeze and love each other. When we see that cloud, that comes with rain, When the flutes of love play our tunes again. When the sun of hopes does never change, Yet, life will continue with us. How strange!
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The Scrolls of Kislev by Nassar Al-Hasan
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The Success of Achieving the Ultimate Goals of Any Word When Clearly Defined (Any Culture, Any Advice, Any Slogan, and Any Task )
Capabilities (WORDs) are the business-centric workhorses called Business Objects (BOs) that support the realization of fulfillment of a goal where goals (WORDs) are Enduring Business-centric Themes called (EBTs). Goals and capabilities are enduring artifacts, but with a minor difference: They are externally adaptable via hooks that are easily connected to the application objects called Industrial Objects (IOs) The Goals and Capabilities present the problem space, which are stable and unified functional requirements that do not exist in current system development. The “Golden Rule”: Ultimate Goal (UG) is considered to be the first of more than 50 discovery keys and follows the “golden rule”: (1) Most BOs have a unified, Stable, and final goal. (2) A few BOs have two goals. (3) Rare BOs have three goals. This volume shows that the ultimate goals that are discovered of: Any Culture, Any Advice, Any Slogan, and Any Task.
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The Success of Achieving the Ultimate Goals of Any Word When Clearly Defined (Any Plan, Any Crime, Any Criteria, and Any Assumption )
Capabilities (WORDs) are the business-centric workhorses called Business Objects (BOs) that support the realization of fulfillment of a goal where goals (WORDs) are Enduring Business-centric Themes called (EBTs). Goals and capabilities are enduring artifacts, but with a minor difference: They are externally adaptable via hooks that are easily connected to the application objects called Industrial Objects (IOs) The Goals and Capabilities present the problem space, which are stable and unified functional requirements that do not exist in current system development. The “Golden Rule”: Ultimate Goal (UG) is considered to be the first of more than 50 discovery keys and follows the “golden rule”: (1) Most BOs have a unified, Stable, and final goal. (2) A few BOs have two goals. (3) Rare BOs have three goals. This volume shows that the ultimate goals that are discovered of: Any Plan, Any Crime, Any Criteria, Any Assumption.
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The Success of Achieving the Ultimate Goals of Any Word When Clearly Defined (Any Project, Any Proposal, Any Debate, Any Strategy)
Capabilities (WORDs) are the business-centric workhorses called Business Objects (BOs) that support the realization of fulfillment of a goal where goals (WORDs) are Enduring Business-centric Themes called (EBTs). Goals and capabilities are enduring artifacts, but with a minor difference: They are externally adaptable via hooks that are easily connected to the application objects called Industrial Objects (IOs) The Goals and Capabilities present the problem space, which are stable and unified functional requirements that do not exist in current system development. The “Golden Rule”: Ultimate Goal (UG) is considered to be the first of more than 50 discovery keys and follows the “golden rule”: (1) Most BOs have a unified, Stable, and final goal. (2) A few BOs have two goals. (3) Rare BOs have three goals. This volume shows that the ultimate goals that are discovered of: Any Project, Any Proposal, Any Strategy, and Any Debate.
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The Success of Achieving the Ultimate Goals of Any Word When Clearly Defined (Any Skill, Any Performance, Any Reason, and Any Rule)
Capabilities (WORDs) are the business-centric workhorses called Business Objects (BOs) that support the realization of fulfillment of a goal where goals (WORDs) are Enduring Business-centric Themes called (EBTs). Goals and capabilities are enduring artifacts, but with a minor difference: They are externally adaptable via hooks that are easily connected to the application objects called Industrial Objects (IOs) The Goals and Capabilities present the problem space, which are stable and unified functional requirements that do not exist in current system development. The “Golden Rule”: Ultimate Goal (UG) is considered to be the first of more than 50 discovery keys and follows the “golden rule”: (1) Most BOs have a unified, Stable, and final goal. (2) A few BOs have two goals. (3) Rare BOs have three goals. This volume shows that the ultimate goals that are discovered of: Any Skill, Any Performance, Any Reason, and Any Rule
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The Truth by M.Iqbal Harb
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Unified Business Rules Standard (UBRS)
The current business environment's ever-changing market dynamics, like evolving user needs, faults, intrusions, etc., require constant updates to system behavior and resource availability. These changes, however, should be performed without significantly affecting the application structure, thus allowing the system to effortlessly optimize and tune itself at runtime to handle/manage any issues. Business rules are an effective tool to provide flexibility and control for rapidly deploying changes across business operations. However, most organizations still need help to explicitly define or model business rules, primarily because they lack a global and widely acceptable set of standards. Furthermore, current business rule standards are not flexible and adaptable for defining rules that can apply to any other application except the ones they are designed for. Such problem dependencies in traditional standards make them challenging to evolve and, hence, significantly limit their use. The Unified Business Rule Standard (UBRS) eliminates these dependencies by focusing on the core knowledge of the domain. It effectively means the changes can be carried out to the problem-specific components without affecting the core functionality. In other words, updating the business logic can occur without recompiling the application code.
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Unified Software Engineering Reuse (USER)
USER and systems built by using it answer the problems of low reuse, high costs, phasing out software solutions, components with significant impedance mismatch to be reused, and more. Research and development done for USER would enable the practitioners and researchers of software engineering to look at new ways of developing software that solves these problems, especially dealing with the issues associated with requirements and domain analysis in reuse. Unified Software Engineering Reuse (USER) would give rise to a new way of looking at software and building software solutions. USER can enable interdisciplinary research development in a big way and can bring different bodies of knowledge, and applications together, e.g., for biochemistry, bioinformatics, medicine, media, etc. USER enables building software systems that are self-adaptable and applicable for applications spanning multiple domains, unlike traditional software tools. It can be a catalyst for bringing scientists and students from varied fields to a common ground and building applications across these different bodies of knowledge. USER takes the field of software engineering to the next level. Software has become integral to everything our environment consists of today. The book presents a pragmatic and an intuitive approach to understanding the problem of existing reuse and utilizing USER as the central perspective of experience and business-centric intuition (stable reuse techniques and assets).
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