OpenLLM-France/wikimedia huggingface dataset:
# CAT-Tools/DéjàVu X/deal with USB dongle problems

What to do when the USB dongle is not detected by Déjà Vu, even though it is plugged in the computer.
* Unplug the dongle.
* Run setupdrv.exe (in the Déjà Vu folder; by default: C:\Program Files\DejaVu).+
* Turn off the computer.
* Plug the dongle.
* Start the computer.
* Let Windows install the software required by the dongle.
* Run Déjà Vu.
+ In the case of DVX, the folder you want is C:\Program Files\ATRIL\Deja Vu X\Dongle.
If Déjà Vu continues to run in demo mode, run ddlook.exe (located in your Déjà Vu folder) and send to support@atril.com what this program reports, including any extended error messages.
# CAT-Tools/DéjàVu X/Where or how can I get the DVX Editor?

The DVX Editor is the standard evaluation version of the program, but instead of requesting an evaluation code for 30 days, the user should ask for an "Editor code". These codes are permanent. As for the download please refer to http://www.atril.com.
# CAT-Tools/DéjàVu X/XLS format

If you need to translate text in one column and enter it into a second column, you can use the "ignore red text" feature on importing an Excel file into DV.
Prepare the Excel file as follows:
* Copy the text to be translated to the target column or cells.
* Mark the source text "red".
* Save the Excel sheet.
* In the DVX project explorer, select the excel file to be imported.
* In the properties window which appears once you have highlighted a file to import, tick the "ignore red text" box.
When you have translated and exported the file as usual, don't forget to change the text you set to red back to normal.
# Chess/Puzzles/Directmates
## Mate in 2

* Puzzle by L. Kubbel
* Puzzle by L. Kubbel
* Puzzle by S. Veselenchuk
* Puzzle by V. Leonov
* Puzzle by A. Shulyakov
* Puzzle by V. Lashmanov
* Puzzle by L. Kubbel

## Mate in 3

* Puzzle by Z. Kolodnyi
* Puzzle by V. Shpekman
* Puzzle by D. Heyn
* Puzzle by Sam Loyd
* Puzzle by Sam Loyd
* Puzzle by A. Bekorukov
* Puzzle by G. Zhukov
* Puzzle by Sam Loyd

## Mate in 14

* Puzzle by I. Kling
# Chess/Puzzles/Directmates/Fourteen-move 1

Starting from the following position, white starts and wins in fourteen moves.
| | a | b | c | d | e | f | g | h | |
| 8 | | | | | | | | | 8 |
| 7 | | | | | | | | | 7 |
| 6 | | | | | | | | | 6 |
| 5 | | | | | | | | | 5 |
| 4 | | | | | | | | | 4 |
| 3 | | | | | | | | | 3 |
| 2 | | | | | | | | | 2 |
| 1 | | | | | | | | | 1 |
| | a | b | c | d | e | f | g | h | |
Authored by I. Kling.
Hint - Solution
# Chess/Puzzles/Directmates/Three-move 1

11. Starting from the following position, white starts and wins in three moves. Left-click on a piece to move.
| | a | b | c | d | e | f | g | h | |
| 8 | | | | | | | | | 8 |
| 7 | | | | | | | | | 7 |
| 6 | | | | | | | | | 6 |
| 5 | | | | | | | | | 5 |
| 4 | | | | | | | | | 4 |
| 3 | | | | | | | | | 3 |
| 2 | | | | | | | | | 2 |
| 1 | | | | | | | | | 1 |
| | a | b | c | d | e | f | g | h | |
Authored by Z. Kolodnyi (1927).
Hint (0) - Check Answer (Enter)
# Chess/Puzzles

Chess piece placement puzzles are puzzles where certain pieces have to be placed on the board and satisfy certain conditions.
Chess checkmates are problems where White starts and mates in a clearly stated number of moves (or less).
Chess endgames and middlegames are problems where the number of moves is indefinite, and White (or Black) has to either win or tie, as stated by the question.
* Piece placement puzzles
* Directmates
* Endgame problems
* Middlegame problems
← Tournaments · Puzzles →
← Tournaments · Chess · Puzzles →
Arranging the Board · Playing the Game · Notating the Game · Tactics · Tactics Exercises · Strategy · Basic Openings · Sample chess game · The Endgame · Variants · Tournaments · Chess Puzzles · 0x88 board representation ( v • d • e )
# Chess/Puzzles/Directmates/Three-move 1/Solution

1.e7 Kc7
1... Kb5 leads to 2.e8Q+ and 3.Qea4#
2.e8B! Kc8 (2.e8Q?? would stalemate the black king.)
3.Qd7#
| | a | b | c | d | e | f | g | h | |
| 8 | | | | | | | | | 8 |
| 7 | | | | | | | | | 7 |
| 6 | | | | | | | | | 6 |
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| 2 | | | | | | | | | 2 |
| 1 | | | | | | | | | 1 |
| | a | b | c | d | e | f | g | h | |
# Chess/Puzzles/Directmates/Three-move 2

12. Starting from the following position, white starts and wins in three moves. Left-click on a piece to move.
| | a | b | c | d | e | f | g | h | |
| 8 | | | | | | | | | 8 |
| 7 | | | | | | | | | 7 |
| 6 | | | | | | | | | 6 |
| 5 | | | | | | | | | 5 |
| 4 | | | | | | | | | 4 |
| 3 | | | | | | | | | 3 |
| 2 | | | | | | | | | 2 |
| 1 | | | | | | | | | 1 |
| | a | b | c | d | e | f | g | h | |
Authored by V. Shpekman (1964)
Hint (0) - Check Answer (Enter)
# Chess/Puzzles/Directmates/Fourteen-move 1/Hint

Starting from the following position, white starts and wins in fourteen moves.
| | a | b | c | d | e | f | g | h | |
| 8 | | | | | | | | | 8 |
| 7 | | | | | | | | | 7 |
| 6 | | | | | | | | | 6 |
| 5 | | | | | | | | | 5 |
| 4 | | | | | | | | | 4 |
| 3 | | | | | | | | | 3 |
| 2 | | | | | | | | | 2 |
| 1 | | | | | | | | | 1 |
| | a | b | c | d | e | f | g | h | |
Authored by I. Kling.
Hint: The only piece that white moves is the queen, and the first 13 moves are all checks.
Solution
# Chess Opening Theory/1. e4/1...e5/2. Nf3/2...Nc6/3. Bb5/3...f5/4. Nc3/4...fxe4/5. Nxe4/5...d5/6. Nxe5/6...dxe4/7. Nxc6/7...Qg5/8. Qe2/8...Nf6/9. f4/9...Qxf4/10. Ne5/10...c6/11. d4/11...Qh4/12. g3/12...Qh3

| | a | b | c | d | e | f | g | h | |
| 8 | | | | | | | | | 8 |
| 7 | | | | | | | | | 7 |
| 6 | | | | | | | | | 6 |
| 5 | | | | | | | | | 5 |
| 4 | | | | | | | | | 4 |
| 3 | | | | | | | | | 3 |
| 2 | | | | | | | | | 2 |
| 1 | | | | | | | | | 1 |
| | a | b | c | d | e | f | g | h | |
The b5-bishop is finally forced to move, and 13. Bc4 threatens to revoke Black's castling privileges with a check on f7.
13.Nxc6 would be refuted by the same ...a6 and ...Bd7 trick, pinning and winning the knight, that we saw earlier.
# Chess Opening Theory/1. e4/1...e5/2. Nf3/2...Nc6/3. Bb5/3...f5/4. d3

| | a | b | c | d | e | f | g | h | |
| 8 | | | | | | | | | 8 |
| 7 | | | | | | | | | 7 |
| 6 | | | | | | | | | 6 |
| 5 | | | | | | | | | 5 |
| 4 | | | | | | | | | 4 |
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| 2 | | | | | | | | | 2 |
| 1 | | | | | | | | | 1 |
| | a | b | c | d | e | f | g | h | |
The move 4.d3 defended e4 but also threatened to snaffle the f5-pawn into the bargain, because now Black won't have the instant rejoinder ...e4.
4...fxe4 is the only move to justify the Black pawn thrust.
# Chess Opening Theory/1. e4/1...e5/2. Nf3/2...Nc6/3. Bb5/3...f5/4. d3/4...fxe4/5. dxe4

| | a | b | c | d | e | f | g | h | |
| 8 | | | | | | | | | 8 |
| 7 | | | | | | | | | 7 |
| 6 | | | | | | | | | 6 |
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| 1 | | | | | | | | | 1 |
| | a | b | c | d | e | f | g | h | |
5...Nf6 is the only move. As well as attacking the e4-pawn, it's a case of making the easy decisions first: the g8-knight is the only Black piece that has an obvious square to go to.
# Chess Opening Theory/1. e4/1...e5/2. Nf3/2...Nc6/3. Bb5/3...f5/4. d3/4...fxe4

| | a | b | c | d | e | f | g | h | |
| 8 | | | | | | | | | 8 |
| 7 | | | | | | | | | 7 |
| 6 | | | | | | | | | 6 |
| 5 | | | | | | | | | 5 |
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| 3 | | | | | | | | | 3 |
| 2 | | | | | | | | | 2 |
| 1 | | | | | | | | | 1 |
| | a | b | c | d | e | f | g | h | |
With the bishop already developed on b5, there are no clever gambits in this position - 5. dxe4 is played to recover the pawn.
# Chess Opening Theory/1. e4/1...e5/2. Nf3/2...Nc6/3. Bb5/3...f5/4. d3/4...fxe4/5. dxe4/5...Nf6/6. O-O

| | a | b | c | d | e | f | g | h | |
| 8 | | | | | | | | | 8 |
| 7 | | | | | | | | | 7 |
| 6 | | | | | | | | | 6 |
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| 2 | | | | | | | | | 2 |
| 1 | | | | | | | | | 1 |
| | a | b | c | d | e | f | g | h | |
Time for Black to develop some more pieces. Spoiler: the pawn currently on d7 isn't going to make it to d5 at this point, because that would leave e5 hanging. So it'll have to go to d6 if the c8-bishop wants to get out.
* The immediate 6...d6 would shut in the f8-bishop. That's okay, it's got a perfectly good square on e7.
* 6...Bc5 makes sure that the bishop doesn't get shut in, but becomes a pawn sacrifice after 7. Bxc6 bxc6 8. Nxe5.
If ...Bc5 is often a luxury Black can't afford in the Ruy Lopez, surely this applies double in the Schliemann Defence where the Black kingside has already been opened up with ...f5? Black's argument is that firstly, the open f-file is an attacking strength as well as a defensive weakness, and allows Black to fantasize about targeting f2 with ...O-O and ...Nxe4/...Ng4 to go with ...Bc5, so that gives White something to worry about. Secondly, the fact that the d-pawn is gone means that White doesn't have the simple plan of c3 and d4 with gain of time against the bishop.
If Black captures on e4 immediately, White has numerous strong options. 7.Nxe5, threatening 8. Qh5+, has to be met with 7...Nxe5, and then 8.Re1 wins the piece straight back with an ongoing attack (8...Nf6? 9.f4!) The immediate 7. Re1 or Qe2 are also strong, as 7... d5 allows 8.Nxe5. Regardless, the e file becomes a huge liability for Black with the king still stuck in the center.
# Chess Opening Theory/1. e4/1...e5/2. Nf3/2...Nc6/3. Bb5/3...f5/4. d3/4...fxe4/5. dxe4/5...Nf6/6. O-O/6...d6

| | a | b | c | d | e | f | g | h | |
| 8 | | | | | | | | | 8 |
| 7 | | | | | | | | | 7 |
| 6 | | | | | | | | | 6 |
| 5 | | | | | | | | | 5 |
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| 1 | | | | | | | | | 1 |
| | a | b | c | d | e | f | g | h | |
Now that Black is no longer vulnerable to Nxe5 tricks, the e4-pawn needs to be defended. The economical-looking 7.Re1, normally a very sensible move in the Ruy Lopez, would be dangerous in the Schliemann because it would weaken f2, the target of Black's future pressure along the f-file.
* 7. Nc3 develops an undeveloped piece to its natural square. Nothing wrong with that!
* 7. Qd3 is a move that's recommended against 6...Bc5, because after 6...Bc5 7.Qd3 O-O?? White simply wins a piece with 8.Qc4+, so Black is prevented from castling for a while. However, there's currently no bishop on c5 to win, and if White wants to prevent Black from castling after 7.Nc3 she always has Bc4. White may also lose a tempo if Black's light-squared bishop comes to g4 and swaps itself for the f3-knight, because the queen could have recaptured directly from d1. On the positive side, putting the queen rather than the bishop on c4 has the advantage of maintaining the pin on the c6-knight that Black brought upon herself by playing 6...d6. Results-wise there isn't much to choose between the two moves.
# Chess Opening Theory/1. e4/1...e5/2. Nf3/2...Nc6/3. Bb5/3...f5/4. d3/4...fxe4/5. dxe4/5...Nf6/6. O-O/6...d6/7. Nc3

| | a | b | c | d | e | f | g | h | |
| 8 | | | | | | | | | 8 |
| 7 | | | | | | | | | 7 |
| 6 | | | | | | | | | 6 |
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| 1 | | | | | | | | | 1 |
| | a | b | c | d | e | f | g | h | |
Having put the pawn on d6, the only square available for the f8-bishop is e7, so it might as well go there immediately with 7...Be7. The c8-bishop still has options, and the option of breaking the pin on the c6-knight with Bd7 may be particularly useful, so it typically stays put for now.
7...Bg4 is also played, inviting White to transpose to 7.Qd3 lines with 8.Qd3 which gets out of the pin.
# Chess Opening Theory/1. e4/1...e5/2. Nf3/2...Nc6/3. Bb5/3...f5/4. Nc3/4...fxe4/5. Nxe4/5...d5/6. Nxe5/6...dxe4/7. Nxc6/7...Qg5/8. Qe2/8...Nf6/9. f4/9...Qxf4/10. Ne5/10...c6/11. d4/11...Qh4/12. g3/12...Qh3/13. Bc4

| | a | b | c | d | e | f | g | h | |
| 8 | | | | | | | | | 8 |
| 7 | | | | | | | | | 7 |
| 6 | | | | | | | | | 6 |
| 5 | | | | | | | | | 5 |
| 4 | | | | | | | | | 4 |
| 3 | | | | | | | | | 3 |
| 2 | | | | | | | | | 2 |
| 1 | | | | | | | | | 1 |
| | a | b | c | d | e | f | g | h | |
13...Be6 is necessary to deny White access to the f7 square while keeping e4 nailed down. It has the pleasant side-effect of getting another piece off the back rank.
# Chess Opening Theory/1. e4/1...e5/2. Nf3/2...Nc6/3. Bb5/3...f5/4. d3/4...fxe4/5. dxe4/5...Nf6

| | a | b | c | d | e | f | g | h | |
| 8 | | | | | | | | | 8 |
| 7 | | | | | | | | | 7 |
| 6 | | | | | | | | | 6 |
| 5 | | | | | | | | | 5 |
| 4 | | | | | | | | | 4 |
| 3 | | | | | | | | | 3 |
| 2 | | | | | | | | | 2 |
| 1 | | | | | | | | | 1 |
| | a | b | c | d | e | f | g | h | |
There are a few minor moves here, but if White notices that she doesn't have to directly defend the e-pawn, then 6. O-O makes the most sense, avoiding a potential pin or check after 6... Bb4, which would allow Black to develop the dark squared bishop and play d6 more easily. 6... Nxe4? in response would be a tactical error, allowing 7. Re1 or Qe2 with a strong attack along the e file, as 7... d5 allows 8. Nxe5 with the c6 knight pinned.
# Development Cooperation Handbook/Designing and Executing Projects/The problem tree

While identifying the problems and the solutions in international development cooperation is advisable to use the tool called the problem tree and the objective tree. The problem tree moves top downwards, identifying first the major problem, then the factors that determine these problems and then the causes of these factors. The objective tree moves bottom upwards, first identifying the outputs that would directly address the causes of the factors and then identifying the specific objectives that directly address the causes of these factors.)
The activities that project teams carry out must produce outputs that will empower project beneficiaries to better interact with their communities and utilize project deliverables to achieve the project outcomes These outcomes will enable the communities to tackle the problems identified and produce changes in the factors generating these problems, thereby contributing to the achievement of the project objectives To make the project successful, it is necessary that project teams understand the requirements, needs and problems of the beneficiaries and that the beneficiaries understand the requirements, needs and problems of the communities. If the project team has correctly understood the needs and problems of the target beneficiaries, they will be able to utilise the outputs to empower beneficiaries, i.e. move from outputs to outcomes If the project beneficiaries have correctly understood the needs and problems of the communities, they will be able to empower communities, i.e. move from outcomes to impact Without active contribution of beneficiaries, project ouputs will not be utilised to achieve project outcomes Without active contribution of communities, beneficiaries will not be able to utilise outcomes to achieve impact.
The problem tree moves top downwards, identifying first the major problem, then the factors that determine these problems and then the causes of these factors.
The objective tree moves bottom upwards, first identifying the outputs that would directly address the causes of the factors and then identifying the specific objectives that directly address the causes of these factors.

#### See also

⇒ National Governments and International Organizations – their commitment to MDGs
in other sections of this handbook
* The factors causing poverty and suffering
* The objective tree
# Development Cooperation Handbook/Designing and Managing Programmes//Program identification

Development Cooperation in Action: steps and tools
Identification is the first stage in the Programme Cycle Management, followed by the other phases of formulation or design, implementation or execution, evaluation.
A programme is conceived because a need is identified, and because addressing such a need is an opportunity for the organization to pursue its mission. A program develops a framework for conceiving and delivering solutions that address the identified need. The first stage is the identification of the problems and the opportunities that generate the need for the programme. In the international cooperation for development sector the "problems" are the factors causing poverty and suffering. Removal of the factors causing suffering is the overall goal of the aid programs.
Only in few cases programs start with a new original problem identification. Most problems are identified through an analysis of the results obtained by previous efforts. (this is in fact the cycle logics where the evaluation of the results obtained is at the same time the last stage of a cycle and the first of the successive one). In fact program identification may be identifies with program ex ante evaluations.
In most cases programmes targeting specific areas are conceived within wider regional or sectoral programmes, that are set up by international organizations and international donors after a consultation with the local governments. In such cases the main features of the wider programmes are already broadly identified and the organization only needs to focus in a specific area where it feels it has a specific interest and capability, because of its history, competence and operational experience. But even in such cases when specific programmes are conceived within wider ones, the organization that is identifying its role and therefore its programme needs to ask itself questions like:
* What are the problems? Why are people suffering? What are the factors inhibiting development and people's dignity?
* What needs to change in order to solve the problems?
* How can this desired change happen? How can we remove the factors causing suffering? Who can help make this change happen?
* What can be our role? Is our operational capability needed to help bring about this change?
* What learning from previous programmes can be applied here?
When the organization finds that the problems can be addressed with actions that can be managed on the basis of the information and experience available in its structure, and in a manner that is consistent with Organization's beliefs, values and objectives, than the scope for that program is identified.
The deliverable that terminates the identification phase (and opens the designing phase of programme cycle management is the "programme scope document".
# Development Cooperation Handbook/Designing and Managing Programmes/Program evaluation

A good programme design will consider how to monitor and evaluate during and after the implementation phase (in itinere and ex post). It will therefore decide what are the indicators and what are the sources of information for judging the efficiency, the effectiveness and the impact. Information sources may be independent from the programme/project management team and the organization. Programme designers will consider the standard methods of collecting and analyzing data and will adopt those that are seen as most suitable. Eventually a new approach may be proposed.
The topic is more extensively treated in ⇒ How do we Monitor and Evaluate Projects and Programmes?

## See also

How do we Monitor and Evaluate Projects and Programmes? ⇒ Does international aid really benefits the target populations?
On other Wikibooks ⇒ Evaluating Development Cooperation
On Wikipedia ⇒ Evaluation
In Devcopedia - EuropeAid Wiki ⇒ Aid effectiveness
# Development Cooperation Handbook/Designing and Managing Programmes/Program formulation or design

Programme formulation is the process of choosing the who, what, how, when, and where of persuing programme objectives. Programme plans generally do not contain many details on the activities to be carried out and the outputs expected by these activities: these are specified at the project specification level. Program formulation provides a framework where different projects, sharing the same overall objectives, can be conceived and implemented in a co-ordinated manner.
A good programme design will give answers to the following questions:
* What is the cultural and policy approach that is expected to be used in the implementation methodology
* What is the expected quality standard and how to achieve it?
* How will the project or programme be monitored, evaluated and its impact measured?
* How will the organization learn from the programme?
* How are cross-sectoral issues of development considered in the programme?
* Programme Activity Sectors
* Programme Expected Outcomes and Impact
* Programme Fund Raising and Marketing

## Tools

Programme plan Guideline: How to manage programmes for a learning organization that is projectized and employee empowering.

## See also

Issue 8 ⇒ How to design and manage successful cooperation programmes?
In other sections of this handbook
Organizational Types
Organizational Structure
Organizational Culture
The projectized organization
The learning organization
The employee empowering organization
The Organization’s mission
The Organization’s vision
Designing and Managing Projects
The 3 level hierarchy of programme objectives
Project Managers and programme Managers
# Development Cooperation Handbook/Designing and Managing Programmes

Designing and Managing Programmes
A programme is the response of an organization to the need for concretizing its mission into a series of actions. A programme is a framework that contains planned activities (project) that are directed towards achieving a common (overall) goal.
The goal of a Cooperation Programme represents the meeting ground between the organization's mandate (or mission) and the needs (including the need to recognise and exercise rights) of the people that the organization works with.
In the previous sections of this handbook we said that:
* Development cooperation organizations, in order to be efficient and credible, need to be projectized, i.e. they need to organize their actions within programmes that clearly identify and define the objectives and methods to achieve these objectives, and that these programmes build on the capitalization of learning and that they nurture a healthy communication climate;
* Development Cooperation work needs to be planned and implemented, though dialogue and participation amongst all stakeholders, so that it is an adequate response to the needs and aspirations of project beneficiaries.
In this section of the handbook, we will illustrate the steps and methods in designing programmes of Development Cooperation. While concrete actions are shaped through time-bound "projects", lasting continuity and policy coherence of cooperation actions is shaped through "programmes". Only when organisations have programmes, can projects lead to continuous organisational processes that produce learning and have a lasting impact on people's lives.

## Subsections of this chapter

* What is a programme
* Programme cycle management
Key elements of the program
* Programme Context
* Programme Activity Sectors
* Programme Expected Outcomes and Impact
* Programme Fund Raising and Marketing
* Programme Operations plan
* Programme Management plan
* Human Resources management
* Programme Partnership Management
* Programme Quality Plan

## Tools

Programme Tools

## See also

⇒ How to design and manage successful cooperation programmes?
In other sections of this handbook
Organizational Types
Organizational Structure
Organizational Culture
The projectized organization
The learning organization
The employee empowering organization
The Organization’s mission
The Organization’s vision
* on Wikipedia
    Program management
* on other Wikibooks
    Programs Management