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  • T-SQL Tuesday #13 : Business Expectations

    - by AaronBertrand
    This month's T-SQL Tuesday is being hosted by Steve Jones ( @way0utwest ) over at SQLServerCentral . For some history on T-SQL Tuesday, see Adam Machanic's posts here and here . The topic this time is summarized as: "What issues have you had in interacting with the business to get your job done." Over the past 13 years, I've worked primarily on Software as a Service (SaaS) applications. A good portion of my day-to-day grind involved improving or pre-empting scale, but the next largest component of...(read more)

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  • Expectations + Rewards = Innovation

    - by D'Arcy Lussier
    “Innovation” is a heavy word. We regard those that embrace it as “Innovators”. We describe organizations as being “Innovative”. We hold those associated with the word in high regard, even though its dictionary definition is very simple: Introducing something new. What our culture has done is wrapped Innovation in white robes and a gold crown. Innovation is rarely just introducing something new. Innovations and innovators are typically associated with other terms: groundbreaking, genius, industry-changing, creative, leading. Being a true innovator and creating innovations are a big deal, and something companies try to strive for…or at least say they strive for. There’s huge value in being recognized as an innovator in an industry, since the idea is that innovation equates to increased profitability. IBM ran an ad a few years back that showed what their view of innovation is: “The point of innovation is to make actual money.” If the money aspect makes you feel uneasy, consider it another way: the point of innovation is to <insert payoff here>. Companies that innovate will be more successful. Non-profits that innovate can better serve their target clients. Governments that innovate can better provide services to their citizens. True innovation is not easy to come by though. As with anything in business, how well an organization will innovate is reliant on the employees it retains, the expectations placed on those employees, and the rewards available to them. In a previous blog post I talked about one formula: Right Employees + Happy Employees = Productive Employees I want to introduce a new one, that builds upon the previous one: Expectations + Rewards = Innovation  The level of innovation your organization will realize is directly associated with the expectations you place on your staff and the rewards you make available to them. Expectations We may feel uncomfortable with the idea of placing expectations on our staff, mainly because expectation has somewhat of a negative or cold connotation to it: “I expect you to act this way or else!” The problem is in the or-else part…we focus on the negative aspects of failing to meet expectations instead of looking at the positive side. “I expect you to act this way because it will produce <insert benefit here>”. Expectations should not be set to punish but instead be set to ensure quality. At a recent conference I spoke with some Microsoft employees who told me that you have five years from starting with the company to reach a “Senior” level. If you don’t, then you’re let go. The expectation Microsoft placed on their staff is that they should be working towards improving themselves, taking more responsibility, and thus ensure that there is a constant level of quality in the workforce. Rewards Let me be clear: a paycheck is not a reward. A paycheck is simply the employer’s responsibility in the employee/employer relationship. A paycheck will never be the key motivator to drive innovation. Offering employees something over and above their required compensation can spur them to greater performance and achievement. Working in the food service industry, this tactic was used again and again: whoever has the highest sales over lunch will receive a free lunch/gift certificate/entry into a draw/etc. There was something to strive for, to try beyond the baseline of what our serving jobs were. It was through this that innovative sales techniques would be tried and honed, with key servers being top sellers time and time again. At a code camp I spoke at, I was amazed to see that all the employees from one company receive $100 Visa gift cards as a thank you for taking time to speak. Again, offering something over and above that can give that extra push for employees. Rewards work. But what about the fairness angle? In the restaurant example I gave, there were servers that would never win the competition. They just weren’t good enough at selling and never seemed to get better. So should those that did work at performing better and produce more sales for the restaurant not get rewarded because those who weren’t working at performing better might get upset? Of course not! Organizations succeed because of their top performers and those that strive to join their ranks. The Expectation/Reward Graph While the Expectations + Rewards = Innovation formula may seem like a simple mathematics formula, there’s much more going under the hood. In fact there are three different outcomes that could occur based on what you put in as values for Expectations and Rewards. Consider the graph below and the descriptions that follow: Disgruntled – High Expectation, Low Reward I worked at a company where the mantra was “Company First, Because We Pay You”. Even today I still hear stories of how this sentiment continues to be perpetuated: They provide you a paycheck and a means to live, therefore you should always put them as your top priority. Of course, this is a huge imbalance in the expectation/reward equation. Why would anyone willingly meet high expectations of availability, workload, deadlines, etc. when there is no reward other than a paycheck to show for it? Remember: paychecks are not rewards! Instead, you see employees be disgruntled which not only affects the level of production but also the level of quality within an organization. It also means that you see higher turnover. Complacent – Low Expectation, Low Reward Complacency is a systemic problem that typically exists throughout all levels of an organization. With no real expectations or rewards, nobody needs to excel. In fact, those that do try to innovate, improve, or introduce new things into the organization might be shunned or pushed out by the rest of the staff who are just doing things the same way they’ve always done it. The bigger issue for the organization with low/low values is that at best they’ll never grow beyond their current size (and may shrink actually), and at worst will cease to exist. Entitled – Low Expectation, High Reward It’s one thing to say you have the best people and reward them as such, but its another thing to actually have the best people and reward them as such. Organizations with Entitled employees are the former: their organization provides them with all types of comforts, benefits, and perks. But there’s no requirement before the rewards are dolled out, and there’s no short-list of who receives the rewards. Everyone in the company is treated the same and is given equal share of the spoils. Entitlement is actually almost identical with Complacency with one notable difference: just try to introduce higher expectations into an entitled organization! Entitled employees have been spoiled for so long that they can’t fathom having rewards taken from them, or having to achieve specific levels of performance before attaining them. Those running the organization also buy in to the Entitled sentiment, feeling that they must persist the same level of comforts to appease their staff…even though the quality of the employee pool may be suspect. Innovative – High Expectation, High Reward Finally we have the Innovative organization which places high expectations but also provides high rewards. This organization gets it: if you truly want the best employees you need to apply equal doses of pressure and praise. Realize that I’m not suggesting crazy overtime or un-realistic working conditions. I do not agree with the “Glengary-Glenross” method of encouragement. But as anyone who follows sports can tell you, the teams that win are the ones where the coaches push their players to be their best; to achieve new levels of performance that they didn’t know they could receive. And the result for the players is more money, fame, and opportunity. It’s in this environment that organizations can focus on innovation – true innovation that builds the business and allows everyone involved to truly benefit. In Closing Organizations love to use the word “Innovation” and its derivatives, but very few actually do innovate. For many, the term has just become another marketing buzzword to lump in with all the other business terms that get overused. But for those organizations that truly get the value of innovation, they will be the ones surging forward while other companies simply fade into the background. And they will be the organizations that expect more from their employees, and give them their just rewards.

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  • Nmock2 and Event Expectations

    - by Kildareflare
    Im in the process of writing a test for a small application that follows the MVP pattern. Technically, I know I should have written the test before the code, but I needed to knock up a demo app quick smart and so im now going back to the test before moving on to the real development. In short I am attempting to test the presenter, however I cannot even get an empty test to run due to an Internal.ExpectationException. The exception is raised on a unexpected invocation of an event assignation. Here is the presenter class, public LBCPresenter(IView view, IModel model) { m_model = model; m_model.BatteryModifiedEvent += new EventHandler(m_model_BatteryModifiedEvent); } Model Interface public interface IModel { event EventHandler BatteryModifiedEvent; } And here is the test class, I can't see what im missing, ive told NMock to expect the event... [TestFixture] public class MVP_PresenterTester { private Mockery mocks; private IView _mockView; private IViewObserver _Presenter; private IModel _mockModel; [SetUp] public void SetUp() { mocks = new Mockery(); _mockView = mocks.NewMock<IView>(); _mockModel = mocks.NewMock<IModel>(); _Presenter = new LBCPresenter(_mockView, _mockModel); } [Test] public void TestClosingFormWhenNotDirty() { Expect.Once.On(_mockModel).EventAdd("BatteryModifiedEvent", NMock2.Is.Anything); //makes no difference if following line is commented out or not //mocks.VerifyAllExpectationsHaveBeenMet(); } } Every time I run the test I get the same expectation Exception. Any ideas?

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  • bug: deviation from requirements vs deviation from expectations

    - by user970696
    I am not clear on this one. No matter the terminology, in the end the software fault/bug causes (according to a lot of sources): Deviation from requirements Devation from expectations But if the expectations are not in requirements, then stakeholder could see a bug everywhere as he expected it to be like this or that..So how can I really know? I did read that specification can miss things and then of course its expected but not specified (by mistake).

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  • Graduate expectations versus reality

    - by Bobby Tables
    When choosing what we want to study, and do with our careers and lives, we all have some expectations of what it is going to be like. Now that I've been in the industry for almost a decade, I've been reflecting a bit on what I thought (back when I was studying Computer Science) programming working life was going to be like, and how it's actually turning out to be. My two biggest shocks (or should I say, broken expectations) by far are the sheer amount of maintenance work involved in software, and the overall lack of professionalism: Maintenance: At uni, we were all told that the majority of software work is maintenance of existing systems. So I knew to expect this in the abstract. But I never imagined exactly how overwhelming this would turn out to be. Perhaps it's something I mentally glazed over, and hoped I'd be building cool new stuff from scratch a lot more. But it really is the case that most jobs are overwhelmingly maintenance, bug fixing, and support oriented. Lack of professionalism: At uni, I always had the impression that commercial software work is very process-oriented and stringently engineered. I had images of ISO processes, reams of technical documentation, every feature and bug being strictly documented, and a generally professional environment. It came as a huge shock to realise that most software companies operate no differently to a team of students working on a large semester-long project. And I've worked in both the small agile hack shop, and the medium sized corporate enterprise. While I wouldn't say that it's always been outright "unprofessional", it definitely feels like the software industry (on the whole) is far from the strong engineering discipline that I expected it to be. Has anyone else had similar experiences to this? What are the ways in which your expectations of what our profession would be like were different to the reality?

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  • Enterprise 2.0: Expectations vs. Reality

    - by kellsey.ruppel(at)oracle.com
    If you haven't heard it already, check out the podcast interview that Enterprise 2.0 expert John Brunswick did with Bob Rhubart, host of ArchBeat Podcast. Listen as John discusses some of the expectations vs. reality when it comes to Enterprise 2.0. Listen to Part 1 Listen to Part 2 Listen to Part 3 You can connect with John Brunswick and learn more about Enterprise 2.0 at the following links: John's Homepage Twitter: @johnbrunswick Linked In Oracle Fusion ECM Blog AIIM Enterprise 2.0 Blog Enterprise 2.0 Workbench (Youtube) JSP and Beyond (ebook) OTN Technical Articles: Extending the Business Value of SOA through Business Process Management Unlocking the Value of Enterprise 2.0 Collaboration and Authoring Tools Principles of Natural Participation And here are some additional links if you are interested in learning more about Bob Rhubart and ArchBeat: ArchBeat blog ArchBeat Podcast Oracle Architect Community Mix Profile Linked In FriendFeed Twitter: @brhubart

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  • Webinar: Meeting Customer Expectations in the New Age of Retail

    - by Sanjeev Sharma
    Webcast Date: Thursday, November 8, 2012 Time: 10am PT/ 1pm ET The retail market has expanded into the online, mobile, and social worlds. But the key to success hasn’t changed since the days of traditional, brick-and-mortar business. It’s still about service. A successful retailer today in omni-channel customer engagement must be able to deliver quality service that meets customer expectations. For many retailers, Oracle Web commerce applications help them achieve that success, allowing them to market, interact, and transact across multiple channels in a predictable, consistent, and personalized manner. Join us for this Webcast, and learn what Oracle applications can do for your business. In this session, we will discuss: The significance and dimensions of modern omni-channel customer experience The Oracle Commerce platform Real-world examples of business value derived by running customer-facing applications on Oracle Engineered Systems Register today Speakers: Sanjeev Sharma Principal Product Director, Oracle Exalogic, Oracle Kelly Goetsch Senior Principal Product Manager, Oracle Commerce, Oracle Dan Conway Senior Product Manager, Oracle Retail, Oracle

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  • Deferring questions about salary expectations until the second interview [closed]

    - by Polynomial
    I usually find that interviewers ask about expected salary on a first interview, but I usually feel uncomfortable discussing such details at an early stage. I feel that low-balling a figure might result in under-selling myself, whereas going too high might lose me the chance of a second interview. I also like time to reflect on my interview experience before vocalising my expectations. I recently realised that in one interview I prefixed my salary figure with a justification, which made me come across as a little desperate and unsure of myself. Is there a good way to defer such questions until a second interview (assuming I get one, of course) without hurting my chances or weakening my position?

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  • Ruby freelancing: realistic expectations?

    - by Sophie
    Hi guys, I'm in a situation where I only need $100 to live at a place. How is this relevant to programming? Well, I would like to hear the opinions of those on this site if it is at all realistic to expect a Ruby noobie to be able to make $100 freelancing by a month from now, assuming a great deal of effort and enthusiasm o_O I'm a complete noob to programming ;d, learning Ruby before Rails. (I also asked this on StackOverflow, but want lots of answers so .<)

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  • Great Expectations - Fusion HCM Highlights at OOW

    - by Kathryn Perry
    A guest post by Lisa Conley, Principal Product Strategy Manager, Fusion HCM, Oracle Applications Development Oracle Open World is just around the corner! There's always so much to see and do and learn at the conference so I want to share some of the 'don't miss' Fusion HCM highlights with you. (Use this tool to search by session number to get a full description.) For starters, we have several customers who will be sharing their Fusion HCM implementation stories. We'll kick off these presentations with a customer panel at 12:15 on Monday in Moscone West 2005 (CON9420). You'll hear from Zillow, the Gerson Lehrman Group, UBS, and ConAgra about their experiences with our products. Oracle partners MarketSphere (CON8581) and eVerge (CON3800) have implemented Fusion HCM themselves and and will talk about how they'll use their experiences to help customers with their implementations (both are in Moscone West 2006). Beth Correa, CEO of Official Payroll Advisor, will highlight her favorite things about Oracle Fusion HCM Payroll on Tuesday at 11:45 in Moscone West 2006 (CON6691). And you'll get to hear from customers again when they speak with Steve Miranda in his Oracle Applications: Strategic Directions and Recommendations session on Tuesday at 1:15 in Moscone West 2002/2004 (CON11434). To bring it all together for you, we've listed all your Fusion HCM opportunities to learn and interact in this Focus On Document. I am really looking forward to the sessions on Human Capital Management in the Cloud. The Oracle Cloud combines the multiple product offerings into a single environment that leverages a common technology infrastructure enabling users to focus on their business - not the business of managing environments. On Tuesday at 10:15 in Moscone West 2002/2004, there is a General Session entitled the Future of Oracle HCM -- Strategy and Roadmap (GEN9505). This will touch on all product lines. Fusion HCM will be highlighted in Gretchen Alarcon's Oracle HCM: Overview, Strategy, Customer Experiences, and Roadmap session on Monday at 12:15 in Moscone West 2005 (CON9410). Also on Tuesday at 1:15 in Moscone West 2006, is a session focused on Talent Management and how you can try out these new products, co-existing with your current product set (CON9430). This is important in that you can test the waters before diving in. ConAgra will be sharing their experience in this session as well.  And of course, if you want to have a personal demonstration, please come by the Oracle DEMOgrounds in West Exhibition Hall Level 1 or the Oracle Cloud Services Lounge at Moscone West Level 3 where our Oracle HCM Cloud Services experts will be ready to answer your questions. I hope you have a wonderful week in San Francisco.Lisa ConleyPrincipal Product Strategy Manager, Fusion HCMApplications DevelopmentOracle Corporation

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  • 5 Expectations Customers Have When Visiting Your Web Site

    In a previous article, I talk about how having a web site is very important to your business. But just having a web site isn't good enough. You need to satisfy the customer visiting your page. In this article I want to talk about what customers would expect from your website and how you can help fulfil those requirements.

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  • Delivering estimates and client expectations?

    - by FishOrDie
    When a client asks for an estimate on how long it would take to develop different sections of an app, is it best to give them a total amount or what it would take for each section? Is it better/more common to give a range of hours/days or just a single number? Do you think most clients feel that if a programmer says it should take 50 hours that they should be billed for 50 hours? If I say it would take 50 and it actually takes 60, do I tell them in advance that I'm going over on my estimate or just charge what was originally quoted?

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  • SEO Services Did Not Match Your Expectations?

    It is rather disappointing that everyone blames the SEO for a job done badly. Nobody wants to look at the market that is brimming with buyers willing to pay too little and quoting ridiculously low prices for getting their sites SEOed. No offense meant but aren't the buyers getting what they are willing to pay for?

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  • Are You Meeting Social Customer Service Expectations?

    - by Mike Stiles
    Whether it’s B2B or B2C, one sure path to repeat business is making sure your buyer has a memorably pleasant and successful customer service experience with you. If they get that kind of treatment consistently, that’s called a relationship. And those aren’t broken easily. Social customer service, driven by integrated SRM (social relationship management) technology, is the venue that can effectively connect customers not only to the brand, but to other customers. Positive experiences, once administered, don’t just rest with the recipient. They’re published in the form of public raves and peer-to-peer recommendation, a force far more actionable than push advertising. What’s more, your customers have come to expect access to you and satisfaction from you using social. An NM Incite study shows 83% of Twitter users and 71% of Facebook users expect to get an answer from brands the same day they post to them on their social assets. To make sure you’re responding, you’ve got to have a tech platform that’s set up to moderate and alert so you’ll know ASAP a customer needs help. The more integrated your social enterprise is, the faster you can not only respond, but respond with the answer they’re looking for, because your system is connected to the internal resources that can surface the answer or put wheels in motion to rectify the situation in the shortest amount of time possible. But if you go to the necessary lengths to make sure your customers feel valued and important, will they really reward you? The study says 71% of consumers who got quick and effective responses from companies they contacted via social were more likely to recommend the brand to their friends and followers. So yes, sweeping people off their feet pays big dividends in terms of word-of-mouth marketing. But you should be keenly aware of the reverse side of that coin. Give people a negative experience, either in real world or virtual customer service, and that message is highly likely to get amplified through social channels faster and louder. Only 36% of the NM Incite study’s respondents reported that their problems were solved quickly and effectively. 36%? That’s hardly an impressive number. It gets worse. 10% never got so much as a response - at all. Going back to the relationship analogy, companies that are this deep in the ditch where customer service is concerned are making their girl or boyfriends really easy for a competitor to steal. Given the technology tools and data available right now for having an intimate knowledge of the customer, what products they’ve purchased, likely problems with those products, effective resolutions to those problems, and follow-up communication to gauge satisfaction, there are fewer excuses than ever for making the lifeblood of your business feel like you couldn’t care less. @mikestiles

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  • The Expectations of RIA Technologies in the Coming Future

    A rich Internet application (RIA) is a web application designed to distribute the features and functions usually connected with desktop applications. RIAs commonly divide the dispensation across the Internet and network segregate by locating the user interface and related activity and capability on the client side, and the data manipulation and operation on the application server side.

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  • Ubuntu user expectations from 12.04 and future releases

    - by Rick Green - Turbo
    How much further ahead is 12.10 vs 12.04 in respect to kernel updates and applications? Example: Gimp's newest release is 2.8 which runs equally as well in both 12.04 and 12.10 and probably will in 13.04. What restricts 12.04 from having "the same" look, feel, applications and kernel as 12.10 or the upcoming 13.04? I know that it's more than a name change.....it's whats under the hood that counts. Incrementally upgrading, I feel is safer than radical changes from release to release. Trying to keep a stable desktop and current user experience, how far can I take updating applications before I absolutely have to make a distro upgrade from 12.04LTS

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  • MySQL Student database beginner SQL employment expectations

    - by sammysmall
    Background, Student pursuing BSIT degree, employer expectations, entry level. I would like to solicit opinions from this forum as to what your professional expectations are as regards an entry level position in working in the database realm... I see many job opportunities that require a minimum of 2 or more years experience, how does one go about obtaining this experience (I have tried very hard to maintain a minimum 3.70+ GPA) but have ZERO work experience in this field... I spend non school time working in VB and SQL to try and increase my proficiency. I have considered postponing my job search until I obtain certifications from brainbench etc... Any criticism and or advise is welcomed... Again I have no experience in database other than undergrad work in class. Thank you for your time sammysmall

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  • Disk performance below expectations

    - by paulH
    this is a follow-up to a previous question that I asked (Two servers with inconsistent disk speed). I have a PowerEdge R510 server with a PERC H700 integrated RAID controller (call this Server B) that was built using eight disks with 3Gb/s bandwidth that I was comparing with an almost identical server (call this Server A) that was built using four disks with 6Gb/s bandwidth. Server A had much better I/O rates than Server B. Once I discovered the difference with the disks, I had Server A rebuilt with faster 6Gbps disks. Unfortunately this resulted in no increase in the performance of the disks. Expecting that there must be some other configuration difference between the servers, we took the 6Gbps disks out of Server A and put them in Server B. This also resulted in no increase in the performance of the disks. We now have two identical servers built, with the exception that one is built with six 6Gbps disks and the other with eight 3Gbps disks, and the I/O rates of the disks is pretty much identical. This suggests that there is some bottleneck other than the disks, but I cannot understand how Server B originally had better I/O that has subsequently been 'lost'. Comparative I/O information below, as measured by SQLIO. The same parameters were used for each test. It's not the actual numbers that are significant but rather the variations between systems. In each case D: is a 2 disk RAID 1 volume, and E: is a 4 disk RAID 10 volume (apart from the original Server A, where E: was a 2 disk RAID 0 volume). Server A (original setup with 6Gpbs disks) D: Read (MB/s) 63 MB/s D: Write (MB/s) 170 MB/s E: Read (MB/s) 68 MB/s E: Write (MB/s) 320 MB/s Server B (original setup with 3Gpbs disks) D: Read (MB/s) 52 MB/s D: Write (MB/s) 88 MB/s E: Read (MB/s) 112 MB/s E: Write (MB/s) 130 MB/s Server A (new setup with 3Gpbs disks) D: Read (MB/s) 55 MB/s D: Write (MB/s) 85 MB/s E: Read (MB/s) 67 MB/s E: Write (MB/s) 180 MB/s Server B (new setup with 6Gpbs disks) D: Read (MB/s) 61 MB/s D: Write (MB/s) 95 MB/s E: Read (MB/s) 69 MB/s E: Write (MB/s) 180 MB/s Can anybody suggest any ideas what is going on here? The drives in use are as follows: Dell Seagate F617N ST3300657SS 300GB 15K RPM SAS Dell Hitachi HUS156030VLS600 300GB 3.5 inch 15000rpm 6GB SAS Hitachi Hus153030vls300 300GB Server SAS Dell ST3146855SS Seagate 3.5 inch 146GB 15K SAS

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  • SLA Violations - Compensation expectations and vague contracts

    - by llllxllll
    Tagging this as cautionary tale. I took over for an admin a year and a half ago, and reviewed the 3 year contract with our ISP. There were no specific SLA promises in the contract that I found, and have been meaning to review the contract with our rep. Of course, we had an outage this past week that resulted in almost four days of downtime !!!!! This involves eff-ups of epic proportions on our ISP's part and a telco they colocate with. Details can be provided. I am the network / systems / purchasing / and helpdesk at my company...and am willing to fight with the ISP. I also have more management that can get involved, including the name on the contract. First, if there are not concrete guarantees about compensation and downtime, we are screwed right? Two, if we want out of our contract, does anyone have experience going the legal route, and if so, who knows a lawyer? =)

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  • Expectations for NTFS file recovery

    - by Fred Hamilton
    Yesterday I booted my XP system, and as I looked up a minute later I saw the light blue screen and tail-end of that pre-boot diskcheck Windows sometimes does if it finds an error (or was previously told to run a diskcheck drung the next boot). I didn't worry about it at the moment... But then I looked at my "scratch" disk, which was a 70% full, 750GB hard disk...and it now looks like it has been freshly formatted. It doesn't have a single file on it, just the hidden "System Volume Information" file and 750GB of freedom from data. I looked at some of the recovery tools from the Free NTFS partition recovery question and decided to try PC INSPECTOR™ File Recovery 4.x initially. It ran overnight and afterwards returned a list of thousands of files it could recover. The odd thing was that the filenames were lost, but the file extensions were not (WTF?). And all of the files were exactly 1,472kB in size. I recovered a dozen PDFs as a test, and 80% of them displayed OK despite being padded out to 1.5MB (though I assume any files 1472kB are hosed). My primary question is: Is this the best I can expect from any file recovery software when trying to recover NTFS files? Or is there perhaps something better out there? I assume this is as good as it gets, but wanted to check in with the experts first. Bonus questions: What might have happened to my drive? I didn't intentionally format it. I've never seen a disk error cause the drive to suddenly become a clean, reformatted drive. Could some malicious/confused software have told my PC to format my disk on reboot? Is that even a function Windows XP has? Why can the file extensions be recovered but not the filename? Does NTFS really treat them as separate entities? I thought I had 8.3 naming turned off, but maybe that had something to do with it. Or maybe it looks at the data in the file and guesses the extension?

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  • rspec mocks: verify expectations in it "should" methods?

    - by Derick Bailey
    I'm trying to use rspec's mocking to setup expectations that I can verify in the it "should" methods... but I don't know how to do this... when i call the .should_receive methods on the mock, it verifies the expected call as soon as the before :all method exits. here's a small example: describe Foo, "when doing something" do before :all do Bar.should_recieve(:baz) foo = Foo.new foo.create_a_Bar_and_call_baz end it "should call the bar method" do # ??? what do i do here? end end How can i verify the expected call in the 'it "should"' method? do i need to use mocha or another mocking framework instead of rspec's? or ???

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  • Web user expectations

    - by Ash
    When designing a good Web GUI what expectations can we expect from an end user? I've come up with the following, but I wonder if there are any others which can suggest.. If I click on a hyperlink it will take me to another page/part of this page If I tick/untick a checkbox it might alter the page state (enable/disable elements) If I click on a button I expect it to do something to data. If I click on a button I expect something to happen immediately (either to the current page, or for me to be taken to another page) If I have clicked on a hyperlink and it has taken me to another page, I expect to be able to use the Back button to get back to the previous page in a state similar to that which I left it in If I change something in a form, I can change it back to its previous value if necessary Unless I click on the 'Submit' button nothing should happen to my data. If I bookmark/favourite a page then it should show the same related data each time I visit it If text is underlined and looks like a link, it should be a link and act as one The reasoning behind this question is more a 'UI from hell' one. For example I have come across pages which checking a tickbox next to a record will delete it, straight away, via ajax. To me that just seems wrong, a checkbox is a toggle - something which a delete operation definitely isn't!

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  • client problems - misaligned expectations & not following SDLC protocols

    - by louism
    hi guys, im having some serious problems with a client on a project - i could use some advice please the short version i have been working with this client now for almost 6 months without any problems (a classified website project in the range of 500 hours) over the last few days things have drastically deteriorated to the point where ive had to place the project on-hold whilst i work-out what to do (this has pissed the client off even more) to be simplistic, the root cause of the issue is this: the client doesnt read the specs i make for him, i code the feature, he than wants to change things, i tell him its not to the agreed spec and that that change will have to be postponed and possibly charged for, he gets upset and rants saying 'hes paid for the feature' and im not keeping to the agreement (<- misalignment of expectations) i think the root cause of the root cause is my clients failure to take my SDLC protocols seriously. i have a bug tracking system in place which he practically refuses to use (he still emails me bugs), he doesnt seem to care to much for the protocols i use for dealing with scope creep and change control the whole situation came to a head recently where he 'cracked it' (an aussie term for being fed-up). the more terms like 'postponed for post-launch implementation', 'costed feature addition', and 'not to agreed spec' i kept using, the worse it got finally, he began to bully me - basically insisting i shut-up and do the work im being paid for. i wrote a long-winded email explaining how wrong he was on all these different points, and explaining what all the SDLC protocols do to protect the success of the project. than i deleted that email and wrote a new one in the new email, i suggested as a solution i write up a list of grievances we both had. we than review the list and compromise on different points: he gets some things he wants, i get some things i want. sometimes youve got to give ground to get ground his response to this suggestion was flat-out refusal, and a restatement that i should just get on with the work ive been paid to do so there you have the very subjective short version. if you have the time and inclination, the long version may be a little less bias as it has the email communiques between me and my client the long version (with background) the long version works by me showing you the email communiques which lead to the situation coming to a head. so here it is, judge for yourself where the trouble started... 1. client asked me why something was missing from a feature i just uploaded, my response was to show him what was in the spec: it basically said the item he was looking for was never going to be included 2. [clients response...] Memo Louis, We are following your own title fields and keeping a consistent layout. Why the big fuss about not adding "Part". It simply replaces "model" and is consistent with your current title fields. 3. [my response...] hi [client], the 'part' field appeared to me as a redundancy / mistake. i requested clarification but never received any in a timely manner (about 2 weeks ago) the specification for this feature also indicated it wasnt going to be included: RE: "Why the big fuss about not adding "Part" " it may not appear so, but it would actually be a lot of work for me to now add a 'Part' field it could take me up to 15-20 minutes to properly explain why its such a big undertaking to do this, but i would prefer to use that time instead to work on completing your v1.1 features as a simplistic explanation - it connects to the change in paradigm from a 'generic classified ad' model to a 'specific attributes for specific categories' model basically, i am saying it is a big fuss, but i understand that it doesnt look that way - after all, it is just one ity-bitty field :) if you require a fuller explanation, please let me know and i will commit the time needed to write that out also, if you recall when we first started on the project, i said that with the effort/time required for features, you would likely not know off the top of your head. you may think something is really complex, but in reality its quite simple, you might think something is easy - but it could actually be a massive trauma to code (which is the case here with the 'Part' field). if you also recalled, i said the best course of action is to just ask, and i would let you know on a case-by-case basis 4. [email from me to client...] hi [client], the online catalogue page is now up live (see my email from a few days ago for information on how it works) note: the window of opportunity for input/revisions on what data the catalogue stores has now closed (as i have put the code up live now) RE: the UI/layout of the online catalogue page you may still do visual/ui tweaks to the page at the moment (this window for input/revisions will close in a couple of days time) 5. [email from client to me...] *(note: i had put up the feature & asked the client to review it, never heard back from them for a few days)* Memo Louis, Here you go again. CLOSED without a word of input from the customer. I don't think so. I will reply tomorrow regarding the content and functionality we require from this feature. 5. [from me to client...] hi [client]: RE: from my understanding, you are saying that the mini-sale yard control would change itself based on the fact someone was viewing for parts & accessories <- is that correct? this change is outside the scope of the v1.1 mini-spec and therefore will need to wait 'til post launch for costing/implementation 6. [email from client to me...] Memo Louis, Following your v1.1 mini-spec and all your time paid in full for the work selected. We need to make the situation clear. There will be no further items held for post-launch. Do not expect us to pay for any further items other than those we have agreed upon. You have undertaken to complete the Parts and accessories feature as follows. Obviously, as part of this process the "mini search" will be effected, and will require "adaption to make sense". 7. [email from me to client...] hi [client], RE: "There will be no further items held for post-launch. Do not expect us to pay for any further items other than those we have agreed upon." a few points to consider: 1) the specification for the 'parts & accessories' feature was as follows: (i.e. [what] "...we have agreed upon.") 2) you have received the 'parts & accessories' feature free of charge (you have paid $0 for it). ive spent two days coding that feature as a gesture of good will i would request that you please consider these two facts carefully and sincerely 8. [email from client to me...] Memo Louis, I don't see how you are giving us anything for free. From your original fee proposal you have deleted more than 30 hours of included features. Your title "shelved features". Further you have charged us twice by adding back into the site, at an addition cost, some of those "shelved features" features. See v1.1 mini-spec. Did include in your original fee proposal a change request budget but then charge without discussion items included in v1.1 mini-spec. Included a further Features test plan for a regression test, a fee of 10 hours that would not have been required if the "shelved features" were not left out of the agreed fee proposal. I have made every attempt to satisfy your your uneven business sense by offering you everything your heart desired, in the v1.1 mini-spec, to be left once again with your attitude of "its too hard, lets leave it for post launch". I am no longer accepting anything less than what we have contracted you to do. That is clearly defined in v1.1 mini-spec, and you are paid in advance for delivering those items as an acceptable function. a few notes about the above email... i had to cull features from the original spec because it didnt fit into the budget. i explained this to the client at the start of the project (he wanted more features than he had budget hours to do them all) nothing has been charged for twice, i didnt charge the client for culled features. im charging him to now do those culled features the draft version of the project schedule included a change request budget of 10 hours, but i had to remove that to meet the budget (the client may not have been aware of this to be fair to them) what the client refers to as my attitude of 'too hard/leave it for post-launch', i called a change request protocol and a method for keeping scope creep under control 9. [email from me to client...] hi [client], RE: "...all your grievances..." i had originally written out a long email response; it was fantastic, it had all these great points of how 'you were wrong' and 'i was right', you would of loved it (and by 'loved it', i mean it would of just infuriated you more) so, i decided to deleted it start over, for two reasons: 1) a long email is being disrespectful of your time (youre a busy businessman with things to do) 2) whos wrong or right gets us no closer to fixing the problems we are experiencing what i propose is this... i prepare a bullet point list of your grievances and my grievances (yes, im unhappy too about how things are going - and it has little to do with money) i submit this list to you for you to add to as necessary we then both take a good hard look at this list, and we decide which areas we are willing to give ground on as an example, the list may look something like this: "louis, you keep taking away features you said you would do" [your grievance 2] [your grievance 3] [your grievance ...] "[client], i feel you dont properly read the specs i prepare for you..." [my grievance 2] [my grievance 3] [my grievance ...] if you are willing to give this a try, let me know will it work? who knows. but if it doesnt, we can always go back to arguing some more :) obviously, this will only work if you are willing to give it a genuine try, and you can accept that you may have to 'give some ground to get some ground' what do you think? 10. [email from client to me ...] Memo Louis, Instead of wasting your time listing grievances, I would prefer you complete the items in v1.1 mini-spec, to a satisfactory conclusion. We almost had the website ready for launch until you brought the v1.1 mini-spec into the frame. Obviously I expected you could complete the v1.1 mini-spec in a two-week time frame as you indicated and give the site a more profession presentation. Most of the problems have been caused by you not following our instructions, but deciding to do what you feel like at the time. And then arguing with us how the missing information is not necessary. For instance "Parts and Accessories". Why on earth would you leave out the parts heading, when it ties-in with the fields you have already developed. It replaces "model" and is just as important in the context of information that appears in the "Details" panel. We are at a stage where the the v1.1 mini-spec needs to be completed without further time wasting and the site is complete (subject to all features working). We are on standby at this end to do just that. Let me know when you are back, working on the site and we will process and complete each v1.1 mini-spec, item by item, until the job is complete. 11. [last email from me to client...] hi [client], based on this reply, and your demonstrated unwillingness to compromise/give any ground on issues at hand, i have decided to place your project on-hold for the moment i will be considering further options on how to over-come our challenges over the next few days i will contact you by monday 17/may to discuss any new options i have come up with, and if i believe it is appropriate to restart work on your project at that point or not told you it was long... what do you think?

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  • Handling conflicting priorities and expectations in project development

    - by jasonk
    There are any number of situations in the standard day where priority conflicts exist for projects. Management wants maximum productivity from employees. Marketing wants maximum salability and fast turnaround. Ownership wants maximum profit. Customers want usability and low cost. Regardless of the origin of the demands, time and money are always the limiting factor in business. Sometimes project elements have intrinsic or goodwill benefits for which there is not a hard, fast way to measure with monetary means (e.g. arguments for an attractive UI appeal vs. functional but plain). Other elements of software may have a method of providing “mental breaks” or motivating “cool factor” for developers that can get them back on track on other bigger, complex issues. While they may sidetrack the project short term they may have greater results long term through improved job satisfaction, etc. Continued training is a must, but working it in can setup back progress. What are your suggestions for setting priorities? How do you evaluate requests/demands on your projects? What are your suggestions for communicating and passing those on to your team in a way that they stay focused?

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