It has already been a month, two or even six months from the moment you registered on or other site for making money on the Internet on clicks , and the amount earned on the counter in your account is quite modest. Why? After all, you have often had to read something completely different on the same Internet - “A dollar or two dollars an hour without much effort!”.

Practice shows that this is not the case, as promised by the majority of "barkers" with a request to become their referral. After you become a referral, there is usually trivial help or instructions from your referrer - you need to complete tasks faster and take those that are more expensive. This is where it all ends. And then you are on your own.

Let's analyze the proposed recommendations, seemingly "iron" and undeniable. What does it mean to complete tasks faster? The vast majority of authors of assignments for click earnings require you to keep time on transitions through the pages of the author’s site and advertising (as a rule, these are advertising from Google and much less now from Yandex or other advertisers) for a certain time. If the performer (read you) does not fulfill this requirement, then the author of the task sends it back for revision. In this case, an icon with a reddish arrow appears on the main page of your account under the main menu (this icon will be the second one on the left).

You, as a performer, have a reaction to such a notification - irritation and an irresistible desire to write something sharp on the "wall" to the author of the task. And in vain, because poor-quality performance of the task leads to the fact that the author of the task does not receive remuneration from the advertiser and, of course, he has a 100% argument to refuse to pay you too. This must be clearly understood and accepted as an axiom. Only quality and once again the quality of the execution of tasks. But how to speed up the execution of tasks and earn more?

This is where the efficient use of intervals to wait for navigations to occur on the author's or advertiser's site pages of one job to execute navigations in parallel in another job can help. Of course, in this case, some transitions have to be delayed a little, both in one and in the other tasks, since it is not always possible to have time to complete the transition in a task in a strictly specified interval, but in the end it will still take less time in total, than doing two tasks in sequence.

And besides, if the time to complete the task slightly exceeds that required by the author, then this is only a plus for the performer. In order to know that the transition time in one task has ended, it is necessary to use stopwatch programs, of which there are a great many in the depths of the Internet.

It is possible, for example, in the browser in two tabs to launch these stopwatches set up for a certain period of time, after which a signal will sound about its end. Thus, you will be able to maintain the required interval, switch to another task and at the same time perform two tasks with high quality and, of course, earn more.

This is a very simple question, but unfortunately I'm stuck and don't know what to do. My program is simple program, which continues to take 3 numbers and outputs the largest of 3. The program continues to run until the user enters a character.

As the caption says, my question is how can I do it faster (there will be a large amount of input). Any help, which may involve using a different algorithm or using different functions, or changing the whole code, is accepted.

I'm not very familiar with C++ Standard and thus don't know about all the different functions available in different libraries, so please explain your reasons and if you're too busy try it and give a link,

Here is my code

#include int main() ( int a,b,c; while(scanf("%d %d %d",&a,&b,&c)) ( if(a>=b && a>=c) printf("%d \n",a); else if(b>=a && b>=c) printf("%d\n",b); else printf("%d\n",c); ) return 0; )

Works very simply. The while loop will continue to execute until the user types a character. As I explained earlier, the program takes 3 numbers and outputs the largest one. There is no other part of this code, that's all. I tried to explain it as best as I can. If you need anything else from my side, please ask (I will try my best).

I'm going to an internet platform using CPP 4.9.2 (What does it say)

Any help would be highly appreciated. thanks in advance

CHANGE

The input is done by the computer, so there is no input delay.

Also, I will be accepting answers in c and c++.

UPDATE

I would also like to ask if there are any common library functions or algorithms or any other advice (some things we should do and what we shouldn't do) to speed things up (not only for this code, but in basically). Any help will be appreciated. (and it's a pity that I asked such awkward question without any references)

When developing a new product and bringing it to market, efficiency and time are critical. This requires a project management system that takes into account uncertainty and without monetary incentives to encourage employees to work quickly and efficiently. This approach was used in one company and, due to its unusualness, attracted the attention of experts who studied it 1 . What is the essence of the approach, its results and the potential to accelerate the implementation of projects in various conditions?

The company is engaged in equipment for the production of industrial and residential windows, doors, and has two business units. One of them produces skylights with built-in technologies for the use of solar energy. The fabrication and installation of a typical roof window project takes place on a modular platform consisting of many elements such as solar thermal applications, automatic closing mechanisms and ventilation devices. In addition, the company's products must comply with more stringent energy regulations, which is important for customers who want to receive subsidies for energy conservation.

To maintain market share, the company periodically develops new models and products that are presented at annual exhibitions. Therefore, the company's portfolio contains many orders for the implementation of projects. For example, in a business unit for solar technologies The 25 New Product Development (NPD) design engineers work on an average of 20 projects in parallel, with several more projects pending. In such a situation, problems began to arise in the implementation of projects. Therefore, the company decided to revise the existing project management system.

Changed approach to project implementation

Project management and scheduling is based on a monthly prioritized new product. To this end, the company has established a steering committee of the heads of the business unit and other departments, namely NPD, purchasing, production and product management.

The standard process for developing new products begins with a thorough study of customer needs and interviews. After the development of the business plan and detailed project specification, a weekly schedule of its implementation is compiled in the form of a control chart. She binds overall plan project with certain types activities for its implementation and a report on the status of the project. Although the graph was presented to the public in the meeting room, the engineers were not responsible for the accuracy of the data, so they did not reflect the real state of affairs in the project and the control chart was not actually used. Project managers got to know the status directly from the engineers, so there was no need to update the data in the diagram. At the same time, problems often arose during the implementation of projects, which were discovered late, were solved for a long time, and the project schedule was violated.

For a long time, the company's management tried to find a way out of this situation by studying various approaches to project management. Finally a solution was found.

The control chart was handed over to the design offices, adding to it the main tasks of the engineer for each day. To control their implementation, two cards were introduced that reflect the current state of the project. A green card means that all tasks are on schedule, a red one means a possible delay due to a problem. At the same time, the engineers had to raise a red card as a flag to warn management and colleagues about the problem.

However, the concept of the red card initially caused distrust and fear among the engineers, they were afraid that they would be criticized for incompetence and felt uncomfortable. In addition, a red card in football signals the expulsion of a player from the field, so such a card in the company did not cause a positive reaction among project executors. To create a comfortable environment for working with cards, the head of the NPD department promised the following:

do not criticize or blame those who raise a red card;

provide them with assistance in solving the problem of any manager within 30 minutes.

If a solution is not immediately found, a task force, a "red card team" of selected specialists from all relevant technological and functional areas, will be created to find a solution.

As a matter of fact, centralized system project management at the company level was transferred to the level of the NPD department and built into it the red card process, meaning mutual assistance in the implementation of projects.

Project performance indicators have improved

The first red card appeared when the blueprint was held window profile. Working alone, the project engineer failed to design the product, but the team that was created found a way to fix the problem and the project was completed on schedule. Soon the innovation was accepted as a normal process, and during the first ten months 30 cards were used. Subsequently, the rate of their appearance was reduced by about half.

What is the point of innovation?

Red cards are a visual management tool. But when they also have a helping process behind them, as part of a project management system, they allow problems to be identified and resolved more quickly. Now even the suspicion of a possible problem immediately leads to a red card being raised. At first glance, the changes appeared to be relatively simple, requiring no new information or a new planning method. Nevertheless, this was enough to affect productivity and improve the project's performance indicators (see table).

Improved project performance indicators

In addition, as a result of these changes, it became more realistic long term planning projects. At the same time, planned projects that do not require urgent implementation and are considered as "backup work" were also completed on time and were not postponed, as before. Design engineers explained this progress as follows: they used to solve problems on their own and laid a certain reserve (buffer) of time for this in the plan. Now this is not necessary, because they are trying to avoid problems, they prevent their occurrence in advance, so they are solved faster and at a lower cost.

Solving problems in a team of specialists in various fields had a number of other positive consequences, namely, it led to:

reduction of costs for the development and implementation of engineering projects, including their completion;

reducing the duration of the project, the schedule for its implementation;

improving the efficiency of finding solutions.

Shorter project lead times have been made possible by productivity gains and experience gains, which in turn have enabled higher levels of assistance to be delivered. Solution team capacity problematic issues gradually increased, and at the same time the throughput of the project business unit increased. Over time, the amount of time required to resolve issues on the red card has also decreased (see fig.).

Note that the system with red cards is designed to solve not operational tasks, but new, previously unknown problems, the results of which are still incomprehensible and have yet to be obtained. Such problems are considered complex because they arise from many different interrelationships between several product components or tasks. Therefore, the successful process of their solution depends on flexible joint work sometimes requiring solutions to fundamental problems.

Factors Contributing to the Acceptance of Mutual Aid and Its Effects

What attracted the attention of experts in this management innovation? First of all, the fact that the creation of conditions for assisting in the problem-solving process proved sufficient to increase labor productivity and the efficiency of project implementation without the introduction of monetary or other formal incentives. This prompted experts to explore how this is possible.

First, the experts assessed the dynamics of the use of red cards and how the behavior of the participants changed design work. We then identified the factors contributing to the adoption of the new process and its consequences. The results of innovation are manifested, as a rule, in many areas and are multifaceted. Such changes and effects, as well as the relationships between them and their causes, must be studied in order to objectively evaluate the innovation and understand the mechanism of its action.

Studying the process of project implementation for three years, the experts visited the business unit, held telephone and video conferences. In addition, they interviewed key individuals, including CEO, an NPD department manager, six project managers, nine project engineers, and design engineers in teams of two or three with the same seniority in the company without the presence of superiors to get unbiased answers and opinions. They even interviewed 11 functional managers. Based on the material received, management actions, motives and behavior of project participants, as well as project performance indicators were described. And here's what turned out.

On the initial stage it became clear to management that red cards were not a tool for evaluating people, but for identifying the need for resources to complete project work. Over time, engineers began to perceive the cards not as a threat, but as a source of help. According to one of the leaders, it is now easier because everyone is working together and helping each other.

Finally, after an initial heavy use of red cards, this process leveled off at 1.5 cards per month. What happened over time?

After all, the ability to help others is limited, since all employees are responsible for performing their main tasks. And to avoid delays in completing their tasks, they will tend to help others less. This behavior defines a natural limit to the number of cards processed. Nevertheless, the activity in solving cross-functional tasks and cooperation of “red card teams” in cross-functional projects in practice contributed to the development of positive relationships between project workers, and they began to independently regulate the number of red cards used. Not wanting to burden their colleagues with unnecessary calls for help, since sooner or later they themselves may actually need support from others, they viewed such work as a give and take process in which significant imbalance was undesirable. The search for a reasonable balance over time led to equilibrium behavior, in which the balance between asking for help without overwhelming colleagues turned out to be at the level of about 1.5 red cards per month (see figure).

When interviewing experts, project participants invariably named two changes in their behavior:

weakening the tendency to create personal protection in time to solve the tasks of the project;

expansion of cooperation between executors of tasks and projects.

The design engineers cited the importance of assistance as the reason for these changes. In order to cooperate in solving the identified problem, they must be sure that they will receive help and will not be blamed. Employees were willing to share their information when they felt psychologically safe, as sharing information is considered a risk. Helping with difficult tasks encourages workers to be more active and open about problems and increases psychological safety, which has contributed to the adoption of red cards by engineers as a standard support mechanism that can be used without fear of retribution or damage to reputation. In addition, psychological security was reinforced by the workers' quick experience that they would no longer be left alone with problems.

Another factor has to do with the increased productivity of NPD employees. Based on a sense of psychological security, employees were willing to reduce their personal buffer time when planning. In addition, collaborative problem solving helped to identify problems in the project in advance, and their solution, as a rule, took less time and effort. Red cards helped to extract the efficiency of the work of specialists at the initial stage of the problem.

Mutual Aid is the Best Way to Manage an Innovation Project

The results of the modified project management system could be affected by other factors, such as the attention of management, visual management, weekly detailed planning for each employee. However, in the course of a thorough study, these factors were excluded for the following reasons.

The experts ruled out the fact of the attention of the management, because in the course of studying the innovation, the assistance process entered the normal mode of self-regulating work of employees and did not require special attention from the management, which only carried out regular monitoring of red cards.

Compared to the previous centralized project management scheme, red cards as a way of visual management helped to quickly identify problems at the NPD department level. While the visualization was helpful, it also doesn't explain the change in approach to problem solving. Based on the interviews received, the experts noted that some employees were previously reluctant to share their problems, trying to solve them alone, not because of insufficient visualization, but because they were afraid of being accused of their incompetence. According to one project engineer, visualization itself, in this case a red card with no guarantee of help will not encourage active behavior because design engineers have been trying all the time to weigh the benefits of help against all the possible stress of raising the card.

The visualization method can help in solving complex problems with compression and aggregation of information, since with an increase in the perceived amount of information, the visual ability to solve a problem increases.

And even a detailed decomposition of the project tasks into separate problems does not explain the reduction in time for their planning and implementation. Detailing rather leads to conservative estimates of the time to complete the project. During the course of the project, the opposite was observed: the estimates of the time for its implementation became shorter, and the detailed presentation of the task did not lead to planning for more time for them. In addition, design engineers themselves have always noted the importance of having help as the main reason for changing their behavior.

The results obtained for the projects were caused only by the functions of the new process of planning and executing projects - the implementation of the process of mutual assistance as a management method innovative project. The experts identified two key factor that influenced the changes.

First, a trust-based red card process was established in the project management system, which resulted in assistance. Management's promise that managers and design engineers would not be blamed or pressured, and the subsequent fulfillment of these promises, contributed to an increase in the level of psychological safety for a more comfortable and timely exchange of information between design engineers about problems and the possibilities for solving them. And the guaranteed process of assistance and its effectiveness in turn increased security.

Secondly, the identified problems were solved by the joint efforts of a team formed from various specialists from different projects. In the course of this work, the interdependence of the tasks of the projects was revealed, which contributed to the unification of design engineers and more efficient use of the potential of specialists. They began to accept mutual assistance, and not be limited only to their areas of responsibility.

1 Rotterdam School of Management, Erasmus University in Rotterdam, Cambridge Judge Business School at the University of Cambridge, Roto Frank Bauelemente GmbH. MIT Sloan Business Review, February 2015.

When it comes to the fulfillment of desires, every person dreams that all his desires are fulfilled as soon as possible, forgetting that even the Universe needs some time to carry out an action. What happens to a person during the waiting period?
I want to tell you one story.

A woman came to me for help. Once upon a time, her business brought good income. But then, as she expanded her business, she began working with a companion, and slowly problems began. She came to me when everything was already starting to crumble. She did not hope that anything could be saved, she just wanted to know why it happened.
After reviewing the situation and finding out all the reasons for the approaching collapse, I told her that the person with whom she was in this moment works, does not suit her as a business partner for many reasons.

The fact is that in many countries, and even in our country, there is such a practice: they select employees on purpose, having calculated and checked all the data of a person, create such a team so that people work and there are no conflicts, so that everyone is comfortable and the company, the company successful, not unprofitable. And everyone who wants to succeed knows that you should never hire a person who came to you from a failed company.

A friend of mine had a relative successful person. His business flourished. But at one not-so-great moment, he hired a chief accountant from a bankrupt firm. A year later, his company went bankrupt, he got debts, and considerable ones. He does not believe in extrasensory perception, magic and did not turn to anyone. So he could not restore the former luxury. So it goes from penny to penny.

I worked with this woman, and to consolidate the result, we performed a ritual with her. Coming to me six months later, she, laughing, told me about how all her friends reacted to the “Square of Luck and Happiness”.

She came to me when the company was on the verge of collapse, there were large debts, and she could not complete the repairs in her apartment. And when she hung up a “square” with drawings and all kinds of records about well-being and fulfillment of desires, about the completion of repairs, prosperity in business, and so on, some of her acquaintances decided that that was all, a difficult case, that because of the collapse of the business, she had problems with head. And one of her friends even wanted to remove this "disgrace".

But Larisa steadfastly endured all the ridicule and talk, things got better for her. She broke up with her business partner, and made repairs, and corrected business affairs, and everything else that she wanted and aspired to, everything came true. She is happy, now her friends come and ask her how everything has changed so dramatically for her and how was she able to pay off her debts and fix things in such a short period of time?

The answer is simple: a person believed in himself, in his strength and realized that he deserves all the best in this life. He believed that if you sincerely want to be happy, you will become it. He believed in miracles and learned to work miracles for himself.

And magic, and extrasensory perception, and bioenergetics exist regardless of whether people believe in it or not. And if a person does not accept this Great Knowledge, it means that he still does not understand that the entire Universe lives according to the laws of the universe. And the acceptance or non-acceptance of these laws only further alienate a person from the truth of the laws of being. Man closes himself from wise knowledge. Maybe this is beneficial to someone, because it is easier to manage and command unintelligent people who do not know much.

But a person who wants to become the master of his own destiny will know what he needs. True knowledge, which opens up the possibilities of a person and can work miracles, is not vicious.

Someone with a chisel can make a work of art, and someone can kill a person, but this does not mean that it is necessary to prohibit the use of a chisel. A cook with a knife and fire will prepare a wonderful dish, or you can burn a person on fire. Sometimes cruelty just happens because a person does not want to know the truth, to be educated and to have his own opinion on everything, without looking back at anyone.

Live with God in your soul, do good, Love and appreciate the world around you, be merciful, wise. Do not be hypocritical, be honest with yourself, and do not dismiss the knowledge of the ancients, which can work wonders. And everything in your life will be beautiful and wonderful!

Therefore, first of all, learn to wait! After all, the ability to wait is the ability to trust yourself and believe in yourself, trust the Universe. Learn to see with your heart. When the heart is open, a person believes in miracles, a person sees miracles, a person performs miracles.

A person himself creates the events of his life, his choice, feelings, emotions, words, thoughts. Be responsible for yourself and your life. Do right choice always, think carefully about your every decision, every decisive step. And remember that your choice and your decision can make significant changes into your life. Contact the experts if you doubt the correctness of your choice, decision. But do not use the advice of outsiders, especially those who cannot figure it out in their lives, but who nevertheless advises you to refuse to fulfill your plans only on the grounds that, they say, they are not immediately fulfilled.

Learn to wait! Create your own destiny, and do not let anyone invade your life without your desire and permission. You are a free person, and decide your own destiny. Create for yourself a territory of happiness, love and success. Attract good luck to yourself, radiate joy and love to the world around you. And know, remember that thought has the energy of materialization. And if you sincerely and strongly want something, it will certainly come true. Because all the forces of the surrounding world will respond to your sincerity, and all your desires will come true and your life will be filled with joy, light and goodness.

Look at this world with love and a smile. Learn to enjoy the dawn of the sun, the grass, the moon, the stars, the rain... and everything that surrounds you. Love this world, our beautiful planet, love yourself. Love yourself sincerely, and realize that you are worthy of all the blessings that you wish for yourself. As soon as you change your attitude towards yourself, your life will begin to change. You will be surrounded by the energy of love, joy and prosperity.

Therefore, if you are not living the way you would like it to be, pay attention to your thoughts and to what and how you say. With the help of thoughts and words we create for ourselves the life that we have. Because everything we say creates our reality. We live and act, build our lives according to our beliefs. And beliefs are created according to our thoughts and words. And this means that with the help of our thoughts, words (beliefs) we can create for ourselves the reality that we wish.

It turns out that the process of building a destiny occurs spontaneously in our life. We imagined something, often unconsciously, and attracted certain situations to ourselves. And if this process is taken under control and many of our imaginary situations are changed to more favorable ones? Then we will attract events to ourselves that we wish. And this means that the conditions of our life will change. We can be happier.

So let's build a prosperous life for ourselves. Let's create a favorable destiny for ourselves. Verbal codes of a positive direction, repeated by you constantly, create the prerequisites for changes in your life, yourself.

I always have time for productive rest.
I always have enough reliable and up-to-date information to accept right decisions.

My work is excellent, but not the only channel of financial support.
I am constantly improving my knowledge. I have many options for this.
The universe is rich in knowledge and wisdom. She generously opens for me everything that I need.

I respect the spiritual experience of others.
I love myself. I heal myself on all levels of my being.
There is always room for positive change in my life.

The Light of Truth fills and enlightens me.
My life blossoms every day.

How to speed up the loading of programs?

Master's response:

The Windows operating system is a very complex multidisciplinary program. It happens that the download of the necessary programs can take a very long time. What can be done to speed up this process?

First, defragment your hard drive. OS performance is degraded due to changes to various files. Files often break up into separate parts, and are concentrated in a continuous area. Open the "Start" menu, go to the "All Programs" link. Look for the “Standard” tab, and then “Utilities” - there is also a link “Disk Defragmenter” here. Need to defragment operating system Windows regularly.

Secondly, determine those programs that run at the same time as Windows, you need to cancel the simultaneous launch of programs that are not needed at the moment. Check out tabs like "Startup". Open the "Start" menu, then "Run", then in a new window, enter msconfig. Before you appears a list of programs that run with Windows at the same time.

Third, make the OS boot process optimal. You need to check the installed antivirus - maybe this program scans system files and slows down the system boot. It is necessary to prohibit constant scanning, and set the antivirus to be turned on regularly. In this way, you can speed up the loading of the Windows operating system and create opportunities for faster performance of other operations.

In the event that when the computer starts testing the system, the parameters are updated, you need to disable this check for it. Open the "Start" menu, then click on the "Settings" option and on the "Control Panel" link. Click on the "System" tab, look for "Performance", then the "File System" tab. Find the "Floppy disks" tab, uncheck the box next to "Detect if a drive is connected". Click on the "Apply" option and remember to restart your PC.

Check your network settings regularly. The problem that appears most often is the lack of matching settings. The computer cannot boot while it is waiting for a response from the server. You need to disable protocol binding to your network card. Use the "Control Panel" line, and look for the "Network" link, then the name of the network card and click on the "Delete" option. Keep in mind that for starters, you need to consult with the network administrator, and then make changes to the network settings of the PC. Change the BIOS settings if you necessary knowledge already have. Regularly check the settings on which, most often, the acceleration of execution depends.

You can speed up the boot process if you exclude the preliminary access of the OS to the floppy disk. By choosing drive C as such an element, you prevent a virus from infecting the system from a floppy disk.