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  • Highlight current page tab [migrated]

    - by Jose David Garcia Llanos
    I am making a website, currently i am setting the highlight tab for current page, a particular page is not highlighting its tab and i have checked the code about 5 times but i cant find anything wrong with it. the website is auto-sal.es Here is the code: style.css body#home a.hometab, body#cars a.cartab, body#feedback a.feedtab, body#contact a.contacttab, body#members a.memberstab {background: #7D0000;} contactus.html <body id="contact"> navigation <ul id="menu"> <li><a href="index.html" target="_self" class="hometab">Home</a></li> <li><a href="cars.html" target="_self" class="cartab">Cars</a></li> <li><a href="feedback.html" target="_self" class="feedtab">Feedback</a></li> <li><a href="contactus.html" target="_self" class="cotacttab">Contact Us</a></li> <li><a href="members.html" target="_self" class="memberstab">Members</a></li> </ul> Again, the issue is that it is not highlighting the tab for contact us

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  • Certifications in the new Certify - March 2011 Update

    - by richard.miller
    The most up-to-date certifications are now available in Certify - New Additions March 2011! What's not yet available can still be found in Classic Certify. We think that the new search will save you a ton of time and energy, so try it out and let us know. NOTE: Not all cert information is in the new system. If you type in a product name and do not find it, send us feedback so we can find the team to add it!.Also, we have been listening to every feedback message coming in. We have plans to make some improvements based on your feedback AND add the missing data. Thanks for your help!Japanese ???Note: Oracle Fusion Middleware certifications are available via oracle.com: Fusion Middleware Certifications.Certifications viewable in the new Certify SearchEnterprise PeopleTools Release 8.50, and Release 8.51 Added March 2011!Oracle DatabaseOracle Database OptionsOracle Database Clients (they apply to both 32-bit and 64-bit)Oracle BeehiveOracle Collaboration SuiteOracle E-Business Suite, Now with Release 11i & 12!Oracle Siebel Customer Relationship Management (CRM)Oracle Governance, Risk, and Compliance ManagementOracle Financial ServicesOracle HealthcareOracle Life SciencesOracle Enterprise Taxation ManagementOracle RetailOracle UtilitiesOracle Cross ApplicationsOracle PrimaveraOracle AgileOracle Transportation Management (G-L)Oracle Value Chain PlanningOracle JD Edwards EnterpriseOne (NEW! Jan 2011) 8.9+ and SP23+Oracle JD Edwards World (A7.3, A8.1, A9.1, and A9.2)Certifications viewable in Classic CertifyClassic certify is the "old" user interface. Clicking the "Classic Certify" link from Certifications > QuickLinks will take you there.Enterprise PeopleTools Release 8.49 (Coming Soon)Enterprise ManagerOther ResourcesSee the Tips and Tricks for the new Certify.Watch the 4 minute introduction to the new certify.Or how to get the most out of certify with a advanced searching and features demo with the new certify.

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  • How to Structure a Trinary state in DB and Application

    - by ABMagil
    How should I structure, in the DB especially, but also in the application, a trinary state? For instance, I have user feedback records which need to be reviewed before they are presented to the general public. This means a feedback reviewer must see the unreviewed feedback, then approve or reject them. I can think of a couple ways to represent this: Two boolean flags: Seen/Unseen and Approved/Rejected. This is the simplest and probably the smallest database solution (presumably boolean fields are simple bits). The downside is that there are really only three states I care about (unseen/approved/rejected) and this creates four states, including one I don't care about (a record which is seen but not approved or rejected is essentially unseen). String column in the DB with constants/enum in application. Using Rating::APPROVED_STATE within the application and letting it equal whatever it wants in the DB. This is a larger column in the db and I'm concerned about doing string comparisons whenever I need these records. Perhaps mitigatable with an index? Single boolean column, but allow nulls. A true is approved, a false is rejected. A null is unseen. Not sure the pros/cons of this solution. What are the rules I should use to guide my choice? I'm already thinking in terms of DB size and the cost of finding records based on state, as well as the readability of code the ends up using this structure.

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  • The Incremental Architect&acute;s Napkin &ndash; #3 &ndash; Make Evolvability inevitable

    - by Ralf Westphal
    Originally posted on: http://geekswithblogs.net/theArchitectsNapkin/archive/2014/06/04/the-incremental-architectacutes-napkin-ndash-3-ndash-make-evolvability-inevitable.aspxThe easier something to measure the more likely it will be produced. Deviations between what is and what should be can be readily detected. That´s what automated acceptance tests are for. That´s what sprint reviews in Scrum are for. It´s no small wonder our software looks like it looks. It has all the traits whose conformance with requirements can easily be measured. And it´s lacking traits which cannot easily be measured. Evolvability (or Changeability) is such a trait. If an operation is correct, if an operation if fast enough, that can be checked very easily. But whether Evolvability is high or low, that cannot be checked by taking a measure or two. Evolvability might correlate with certain traits, e.g. number of lines of code (LOC) per function or Cyclomatic Complexity or test coverage. But there is no threshold value signalling “evolvability too low”; also Evolvability is hardly tangible for the customer. Nevertheless Evolvability is of great importance - at least in the long run. You can get away without much of it for a short time. Eventually, though, it´s needed like any other requirement. Or even more. Because without Evolvability no other requirement can be implemented. Evolvability is the foundation on which all else is build. Such fundamental importance is in stark contrast with its immeasurability. To compensate this, Evolvability must be put at the very center of software development. It must become the hub around everything else revolves. Since we cannot measure Evolvability, though, we cannot start watching it more. Instead we need to establish practices to keep it high (enough) at all times. Chefs have known that for long. That´s why everybody in a restaurant kitchen is constantly seeing after cleanliness. Hygiene is important as is to have clean tools at standardized locations. Only then the health of the patrons can be guaranteed and production efficiency is constantly high. Still a kitchen´s level of cleanliness is easier to measure than software Evolvability. That´s why important practices like reviews, pair programming, or TDD are not enough, I guess. What we need to keep Evolvability in focus and high is… to continually evolve. Change must not be something to avoid but too embrace. To me that means the whole change cycle from requirement analysis to delivery needs to be gone through more often. Scrum´s sprints of 4, 2 even 1 week are too long. Kanban´s flow of user stories across is too unreliable; it takes as long as it takes. Instead we should fix the cycle time at 2 days max. I call that Spinning. No increment must take longer than from this morning until tomorrow evening to finish. Then it should be acceptance checked by the customer (or his/her representative, e.g. a Product Owner). For me there are several resasons for such a fixed and short cycle time for each increment: Clear expectations Absolute estimates (“This will take X days to complete.”) are near impossible in software development as explained previously. Too much unplanned research and engineering work lurk in every feature. And then pervasive interruptions of work by peers and management. However, the smaller the scope the better our absolute estimates become. That´s because we understand better what really are the requirements and what the solution should look like. But maybe more importantly the shorter the timespan the more we can control how we use our time. So much can happen over the course of a week and longer timespans. But if push comes to shove I can block out all distractions and interruptions for a day or possibly two. That´s why I believe we can give rough absolute estimates on 3 levels: Noon Tonight Tomorrow Think of a meeting with a Product Owner at 8:30 in the morning. If she asks you, how long it will take you to implement a user story or bug fix, you can say, “It´ll be fixed by noon.”, or you can say, “I can manage to implement it until tonight before I leave.”, or you can say, “You´ll get it by tomorrow night at latest.” Yes, I believe all else would be naive. If you´re not confident to get something done by tomorrow night (some 34h from now) you just cannot reliably commit to any timeframe. That means you should not promise anything, you should not even start working on the issue. So when estimating use these four categories: Noon, Tonight, Tomorrow, NoClue - with NoClue meaning the requirement needs to be broken down further so each aspect can be assigned to one of the first three categories. If you like absolute estimates, here you go. But don´t do deep estimates. Don´t estimate dozens of issues; don´t think ahead (“Issue A is a Tonight, then B will be a Tomorrow, after that it´s C as a Noon, finally D is a Tonight - that´s what I´ll do this week.”). Just estimate so Work-in-Progress (WIP) is 1 for everybody - plus a small number of buffer issues. To be blunt: Yes, this makes promises impossible as to what a team will deliver in terms of scope at a certain date in the future. But it will give a Product Owner a clear picture of what to pull for acceptance feedback tonight and tomorrow. Trust through reliability Our trade is lacking trust. Customers don´t trust software companies/departments much. Managers don´t trust developers much. I find that perfectly understandable in the light of what we´re trying to accomplish: delivering software in the face of uncertainty by means of material good production. Customers as well as managers still expect software development to be close to production of houses or cars. But that´s a fundamental misunderstanding. Software development ist development. It´s basically research. As software developers we´re constantly executing experiments to find out what really provides value to users. We don´t know what they need, we just have mediated hypothesises. That´s why we cannot reliably deliver on preposterous demands. So trust is out of the window in no time. If we switch to delivering in short cycles, though, we can regain trust. Because estimates - explicit or implicit - up to 32 hours at most can be satisfied. I´d say: reliability over scope. It´s more important to reliably deliver what was promised then to cover a lot of requirement area. So when in doubt promise less - but deliver without delay. Deliver on scope (Functionality and Quality); but also deliver on Evolvability, i.e. on inner quality according to accepted principles. Always. Trust will be the reward. Less complexity of communication will follow. More goodwill buffer will follow. So don´t wait for some Kanban board to show you, that flow can be improved by scheduling smaller stories. You don´t need to learn that the hard way. Just start with small batch sizes of three different sizes. Fast feedback What has been finished can be checked for acceptance. Why wait for a sprint of several weeks to end? Why let the mental model of the issue and its solution dissipate? If you get final feedback after one or two weeks, you hardly remember what you did and why you did it. Resoning becomes hard. But more importantly youo probably are not in the mood anymore to go back to something you deemed done a long time ago. It´s boring, it´s frustrating to open up that mental box again. Learning is harder the longer it takes from event to feedback. Effort can be wasted between event (finishing an issue) and feedback, because other work might go in the wrong direction based on false premises. Checking finished issues for acceptance is the most important task of a Product Owner. It´s even more important than planning new issues. Because as long as work started is not released (accepted) it´s potential waste. So before starting new work better make sure work already done has value. By putting the emphasis on acceptance rather than planning true pull is established. As long as planning and starting work is more important, it´s a push process. Accept a Noon issue on the same day before leaving. Accept a Tonight issue before leaving today or first thing tomorrow morning. Accept a Tomorrow issue tomorrow night before leaving or early the day after tomorrow. After acceptance the developer(s) can start working on the next issue. Flexibility As if reliability/trust and fast feedback for less waste weren´t enough economic incentive, there is flexibility. After each issue the Product Owner can change course. If on Monday morning feature slices A, B, C, D, E were important and A, B, C were scheduled for acceptance by Monday evening and Tuesday evening, the Product Owner can change her mind at any time. Maybe after A got accepted she asks for continuation with D. But maybe, just maybe, she has gotten a completely different idea by then. Maybe she wants work to continue on F. And after B it´s neither D nor E, but G. And after G it´s D. With Spinning every 32 hours at latest priorities can be changed. And nothing is lost. Because what got accepted is of value. It provides an incremental value to the customer/user. Or it provides internal value to the Product Owner as increased knowledge/decreased uncertainty. I find such reactivity over commitment economically very benefical. Why commit a team to some workload for several weeks? It´s unnecessary at beast, and inflexible and wasteful at worst. If we cannot promise delivery of a certain scope on a certain date - which is what customers/management usually want -, we can at least provide them with unpredecented flexibility in the face of high uncertainty. Where the path is not clear, cannot be clear, make small steps so you´re able to change your course at any time. Premature completion Customers/management are used to premeditating budgets. They want to know exactly how much to pay for a certain amount of requirements. That´s understandable. But it does not match with the nature of software development. We should know that by now. Maybe there´s somewhere in the world some team who can consistently deliver on scope, quality, and time, and budget. Great! Congratulations! I, however, haven´t seen such a team yet. Which does not mean it´s impossible, but I think it´s nothing I can recommend to strive for. Rather I´d say: Don´t try this at home. It might hurt you one way or the other. However, what we can do, is allow customers/management stop work on features at any moment. With spinning every 32 hours a feature can be declared as finished - even though it might not be completed according to initial definition. I think, progress over completion is an important offer software development can make. Why think in terms of completion beyond a promise for the next 32 hours? Isn´t it more important to constantly move forward? Step by step. We´re not running sprints, we´re not running marathons, not even ultra-marathons. We´re in the sport of running forever. That makes it futile to stare at the finishing line. The very concept of a burn-down chart is misleading (in most cases). Whoever can only think in terms of completed requirements shuts out the chance for saving money. The requirements for a features mostly are uncertain. So how does a Product Owner know in the first place, how much is needed. Maybe more than specified is needed - which gets uncovered step by step with each finished increment. Maybe less than specified is needed. After each 4–32 hour increment the Product Owner can do an experient (or invite users to an experiment) if a particular trait of the software system is already good enough. And if so, she can switch the attention to a different aspect. In the end, requirements A, B, C then could be finished just 70%, 80%, and 50%. What the heck? It´s good enough - for now. 33% money saved. Wouldn´t that be splendid? Isn´t that a stunning argument for any budget-sensitive customer? You can save money and still get what you need? Pull on practices So far, in addition to more trust, more flexibility, less money spent, Spinning led to “doing less” which also means less code which of course means higher Evolvability per se. Last but not least, though, I think Spinning´s short acceptance cycles have one more effect. They excert pull-power on all sorts of practices known for increasing Evolvability. If, for example, you believe high automated test coverage helps Evolvability by lowering the fear of inadverted damage to a code base, why isn´t 90% of the developer community practicing automated tests consistently? I think, the answer is simple: Because they can do without. Somehow they manage to do enough manual checks before their rare releases/acceptance checks to ensure good enough correctness - at least in the short term. The same goes for other practices like component orientation, continuous build/integration, code reviews etc. None of that is compelling, urgent, imperative. Something else always seems more important. So Evolvability principles and practices fall through the cracks most of the time - until a project hits a wall. Then everybody becomes desperate; but by then (re)gaining Evolvability has become as very, very difficult and tedious undertaking. Sometimes up to the point where the existence of a project/company is in danger. With Spinning that´s different. If you´re practicing Spinning you cannot avoid all those practices. With Spinning you very quickly realize you cannot deliver reliably even on your 32 hour promises. Spinning thus is pulling on developers to adopt principles and practices for Evolvability. They will start actively looking for ways to keep their delivery rate high. And if not, management will soon tell them to do that. Because first the Product Owner then management will notice an increasing difficulty to deliver value within 32 hours. There, finally there emerges a way to measure Evolvability: The more frequent developers tell the Product Owner there is no way to deliver anything worth of feedback until tomorrow night, the poorer Evolvability is. Don´t count the “WTF!”, count the “No way!” utterances. In closing For sustainable software development we need to put Evolvability first. Functionality and Quality must not rule software development but be implemented within a framework ensuring (enough) Evolvability. Since Evolvability cannot be measured easily, I think we need to put software development “under pressure”. Software needs to be changed more often, in smaller increments. Each increment being relevant to the customer/user in some way. That does not mean each increment is worthy of shipment. It´s sufficient to gain further insight from it. Increments primarily serve the reduction of uncertainty, not sales. Sales even needs to be decoupled from this incremental progress. No more promises to sales. No more delivery au point. Rather sales should look at a stream of accepted increments (or incremental releases) and scoup from that whatever they find valuable. Sales and marketing need to realize they should work on what´s there, not what might be possible in the future. But I digress… In my view a Spinning cycle - which is not easy to reach, which requires practice - is the core practice to compensate the immeasurability of Evolvability. From start to finish of each issue in 32 hours max - that´s the challenge we need to accept if we´re serious increasing Evolvability. Fortunately higher Evolvability is not the only outcome of Spinning. Customer/management will like the increased flexibility and “getting more bang for the buck”.

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  • What is Agile Modeling and why do I need it?

    What is Agile Modeling and why do I need it? Agile Modeling is an add-on to existing agile methodologies like Extreme programming (XP) and Rational Unified Process (RUP). Agile Modeling enables developers to develop a customized software development process that actually meets their current development needs and is flexible enough to adjust in the future. According to Scott Ambler, Agile Modeling consists of five core values that enable this methodology to be effective and light weight Agile Modeling Core Values: Communication Simplicity Feedback Courage Humility Communication is a key component to any successful project. Open communication between stakeholder and the development team is essential when developing new applications or maintaining legacy systems. Agile models promote communication amongst software development teams and stakeholders. Furthermore, Agile Models provide a common understanding of an application for members of a software development team allowing them to have a universal common point of reference. The use of simplicity in Agile Models enables the exploration of new ideas and concepts through the use of basic diagrams instead of investing the time in writing tens or hundreds of lines of code. Feedback in regards to application development is essential. Feedback allows a development team to confirm that the development path is on track. Agile Models allow for quick feedback from shareholders because minimal to no technical expertise is required to understand basic models. Courage is important because you need to make important decisions and be able to change direction by either discarding or refactoring your work when some of your decisions prove inadequate, according to Scott Ambler. As a member of a development team, we must admit that we do not know everything even though some of us think we do. This is where humility comes in to play. Everyone is a knowledge expert in their own specific domain. If you need help with your finances then you would consult an accountant. If you have a problem or are in need of help with a topic why would someone not consult with a subject expert? An effective approach is to assume that everyone involved with your project has equal value and therefore should be treated with respect. Agile Model Characteristics: Purposeful Understandable Sufficiently Accurate Sufficiently Consistent Sufficiently Detailed Provide Positive Value Simple as Possible Just Fulfill Basic Requirements According to Scott Ambler, Agile models are the most effective possible because the time that is invested in the model is just enough effort to complete the job. Furthermore, if a model isn’t good enough yet then additional effort can be invested to get more value out of the model. However if a model is good enough, for the current needs, or surpass the current needs, then any additional work done on the model would be a waste. It is important to remember that good enough is in the eye of the beholder, so this can be tough. In order for Agile Models to work effectively Active Stakeholder need to participation in the modeling process. Finally it is also very important to model with others, this allows for additionally input ensuring that all the shareholders needs are reflected in the models. How can Agile Models be incorporated in to our projects? Agile Models can be incorporated in to our project during the requirement gathering and design phases. As requirements are gathered the models should be updated to incorporate the new project details as they are defined and updated. Additionally, the Agile Models created during the requirement phase can be the bases for the models created during the design phase.  It is important to only add to the model when the changes fit within the agile model characteristics and they do not over complicate the design.

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  • Code is not the best way to draw

    - by Bertrand Le Roy
    It should be quite obvious: drawing requires constant visual feedback. Why is it then that we still draw with code in so many situations? Of course it’s because the low-level APIs always come first, and design tools are built after and on top of those. Existing design tools also don’t typically include complex UI elements such as buttons. When we launched our Touch Display module for Netduino Go!, we naturally built APIs that made it easy to draw on the screen from code, but very soon, we felt the limitations and tedium of drawing in code. In particular, any modification requires a modification of the code, followed by compilation and deployment. When trying to set-up buttons at pixel precision, the process is not optimal. On the other hand, code is irreplaceable as a way to automate repetitive tasks. While tools like Illustrator have ways to repeat graphical elements, they do so in a way that is a little alien and counter-intuitive to my developer mind. From these reflections, I knew that I wanted a design tool that would be structurally code-centric but that would still enable immediate feedback and mouse adjustments. While thinking about the best way to achieve this goal, I saw this fantastic video by Bret Victor: The key to the magic in all these demos is permanent execution of the code being edited. Whenever a parameter is being modified, everything is re-executed immediately so that the impact of the modification is instantaneously visible. If you do this all the time, the code and the result of its execution fuse in the mind of the user into dual representations of a single object. All mental barriers disappear. It’s like magic. The tool I built, Nutshell, is just another implementation of this principle. It manipulates a list of graphical operations on the screen. Each operation has a nice editor, and translates into a bit of code. Any modification to the parameters of the operation will modify the bit of generated code and trigger a re-execution of the whole program. This happens so fast that it feels like the drawing reacts instantaneously to all changes. The order of the operations is also the order in which the code gets executed. So if you want to bring objects to the front, move them down in the list, and up if you want to move them to the back: But where it gets really fun is when you start applying code constructs such as loops to the design tool. The elements that you put inside of a loop can use the loop counter in expressions, enabling crazy scenarios while retaining the real-time edition features. When you’re done building, you can just deploy the code to the device and see it run in its native environment: This works thanks to two code generators. The first code generator is building JavaScript that is executed in the browser to build the canvas view in the web page hosting the tool. The second code generator is building the C# code that will run on the Netduino Go! microcontroller and that will drive the display module. The possibilities are fascinating, even if you don’t care about driving small touch screens from microcontrollers: it is now possible, within a reasonable budget, to build specialized design tools for very vertical applications. Direct feedback is a powerful ally in many domains. Code generation driven by visual designers has become more approachable than ever thanks to extraordinary JavaScript libraries and to the powerful development platform that modern browsers provide. I encourage you to tinker with Nutshell and let it open your eyes to new possibilities that you may not have considered before. It’s open source. And of course, my company, Nwazet, can help you develop your own custom browser-based direct feedback design tools. This is real visual programming…

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  • Extend Your Applications Your Way: Oracle OpenWorld Live Poll Results

    - by Applications User Experience
    Lydia Naylor, Oracle Applications User Experience Manager At OpenWorld 2012, I attended one of our team’s very exciting sessions: “Extend Your Applications, Your Way”. It was clear that customers were engaged by the topics presented. Not only did we see many heads enthusiastically nodding in agreement during the presentation, and witness a large crowd surround our speakers Killian Evers, Kristin Desmond and Greg Nerpouni afterwards, but we can prove it…with data! Figure 1. Killian Evers, Kristin Desmond, and Greg Nerpouni of Oracle at the OOW 2012 session. At the beginning of our OOW 2012 journey, Greg Nerpouni, Fusion HCM Principal Product Manager, told me he really wanted to get feedback from the audience on our extensibility direction. Initially, we were thinking of doing a group activity at the OOW UX labs events that we hold every year, but Greg was adamant- he wanted “real-time” feedback. So, after a little tinkering, we came up with a way to use an online survey tool, a simple QR code (Quick Response code: a matrix barcode that can include information like URLs and can be read by mobile device cameras), and the audience’s mobile devices to do just that. Figure 2. Actual QR Code for survey Prior to the session, we developed a short survey in Vovici (an online survey tool), with questions to gather feedback on certain points in the presentation, as well as demographic data from our participants. We used Vovici’s feature to generate a mobile HTML version of the survey. At the session, attendees accessed the survey by simply scanning a QR code or typing in a TinyURL (a shorthand web address that is easily accessible through mobile devices). Killian, Kristin and Greg paused at certain points during the session and asked participants to answer a few survey questions about what they just presented. Figure 3. Session survey deployed on a mobile phone The nice thing about Vovici’s survey tool is that you can see the data real-time as participants are responding to questions - so we knew during the session that not only was our direction on track but we were hitting the mark and fulfilling Greg’s request. We planned on showing the live polling results to the audience at the end of the presentation but it ran just a little over time, and we were gently nudged out of the room by the session attendants. We’ve included a quick summary below and this link to the full results for your enjoyment. Figure 4. Most important extensions to Fusion Applications So what did participants think of our direction for extensibility? A total of 94% agreed that it was an improvement upon their current process. The vast majority, 80%, concurred that the extensibility model accounts for the major roles involved: end user, business systems analyst and programmer. Attendees suggested a few supporting roles such as systems administrator, data architect and integrator. Customers and partners in the audience verified that Oracle‘s Fusion Composers allow them to make changes in the most common areas they need to: user interface, business processes, reporting and analytics. Integrations were also suggested. All top 10 things customers can do on a page rated highly in importance, with all but two getting an average rating above 4.4 on a 5 point scale. The kinds of layout changes our composers allow customers to make align well with customers’ needs. The most common were adding columns to a table (94%) and resizing regions and drag and drop content (both selected by 88% of participants). We want to thank the attendees of the session for allowing us another great opportunity to gather valuable feedback from our customers! If you didn’t have a chance to attend the session, we will provide a link to the OOW presentation when it becomes available.

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  • generation of random numbers in java

    - by S.PRATHIBA
    Hi all, I want to create 30 tables which consists of the following fields.For example, Service_ID Service_Type consumer_feedback 75 Computing 1 35 Printer 0 33 Printer -1 3 rows in set (0.00 sec) mysql select * from consumer2; Service_ID Service_Type consumer_feedback 42 data 0 75 computing 0 mysql select * from consumer3; Service_ID Service_Type consumer_feedback 43 data -1 41 data 1 72 computing -1 As you can infer from the above tables, i am getting the feedback values.I have generated these consumer_feedback values,Service_ID,Service_Type using the concept of random numbers .I have used the funtion int min1=31;//printer int max1=35;//the values are generated if the Service_Type is printer. int provider1 = (int) (Math.random() * (max1 - min1 + 1) ) + min1; int min2=41;//data int max2 =45 int provider2 = (int) (Math.random() * (max2 - min2 + 1) ) + min2; int min3=71;//computing int max3=75; int provider3 = (int) (Math.random() * (max3 - min3 + 1) ) + min3; int min5 = -1;//feedback values int max5 =1; int feedback = (int) (Math.random() * (max5 - min5 + 1) ) + min5; I need the Service_Types to be distributed uniformly in all the 30 tables.Similarly I need feedback value of 1 to be generated many times other than 0 and -1.Please Help me.

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  • Alert and if changes behaviour dom copying

    - by lowkey
    Hi guys! Tried to make a little old school ajax (iframe-javascript) script. A bit of mootools is used for DOM navigation Description: HTML: 1 iframe called "buffer" 1 div called "display" JAVASCRIPT: (short: copy iframe content into a div on the page) 1) onLoad on iframe triggers handler(), a counter makes sure it only run once (this is because otherwise firefox will go into feedback loop. What i think happens: iframe on load handler() copyBuffer change src of iframe , and firefox takes that as an onload again) 2) copybuffer() is called, it sets src of iframe then copies iframe content into div, then erases iframe content THE CODE: count=0; function handler(){ if (count==0){ copyBuffer(); count++; } } function copyBuffer(){ $('buffer').set('src','http://www.somelink.com/'); if (window.frames['buffer'] && $('display') ) { $('display').innerHTML = window.frames['buffer'].document.body.innerHTML; window.frames['buffer'].document.body.innerHTML=""; } } problems: QUESTION 1) nothing happens, the content is not loaded into the div. But if i either: A) remove the counter and let the script run in a feedback loop: the content is suddenly copied into the div, but off course there is a feedback loop going on, you can see it keeps loading in the status bar. OR B) insert an alert in the copyBuffer function. The content is copied, without the feedback loop. why does this happen? QUESTION 2) The If wrapped around the copying code i got from a source on the internet. I am not sure what it does? If i remove it the code does not work in: Safari and Chrome. Many thanks in advance!

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  • Agile Testing Days 2012 – Day 3 – Agile or agile?

    - by Chris George
    Another early start for my last Lean Coffee of the conference, and again it was not wasted. We had some really interesting discussions around how to determine what test automation is useful, if agile is not faster, why do it? and a rather existential discussion on whether unicorns exist! First keynote of the day was entitled “Fast Feedback Teams” by Ola Ellnestam. Again this relates nicely to the releasing faster talk on day 2, and something that we are looking at and some teams are actively trying. Introducing the notion of feedback, Ola describes a game he wrote for his eldest child. It was a simple game where every time he clicked a button, it displayed “You’ve Won!”. He then changed it to be a Win-Lose-Win-Lose pattern and watched the feedback from his son who then twigged the pattern and got his younger brother to play, alternating turns… genius! (must do that with my children). The idea behind this was that you need that feedback loop to learn and progress. If you are not getting the feedback you need to close that loop. An interesting point Ola made was to solve problems BEFORE writing software. It may be that you don’t have to write anything at all, perhaps it’s a communication/training issue? Perhaps the problem can be solved another way. Writing software, although it’s the business we are in, is expensive, and this should be taken into account. He again mentions frequent releases, and how they should be made as soon as stuff is ready to be released, don’t leave stuff on the shelf cause it’s not earning you anything, money or data. I totally agree with this and it’s something that we will be aiming for moving forwards. “Exceptions, Assumptions and Ambiguity: Finding the truth behind the story” by David Evans started off very promising by making references to ‘Grim up North’ referring to the north of England. Not sure it was appreciated by most of the audience, but it made me laugh! David explained how there are always risks associated with exceptions, giving the example of a one-way road near where he lives, with an exception sign giving rights to coaches to go the wrong way. Therefore you could merrily swing around the corner of the one way road straight into a coach! David showed the danger in making assumptions with lyrical quotes from Lola by The Kinks “I’m glad I’m a man, and so is Lola” and with a picture of a toilet flush that needed instructions to operate the full and half flush. With this particular flush, you pulled the handle all the way down to half flush, and half way down to full flush! hmmm, a bit of a crappy user experience methinks! Then through a clever use of a passage from the Jabberwocky, David then went onto show how mis-translation/ambiguity is the can completely distort the original meaning of something, and this is a real enemy of software development. This was all helping to demonstrate that the term Story is often heavily overloaded in the Agile world, and should really be stripped back to what it is really for, stating a business problem, and offering a technical solution. Therefore a story could be worded as “In order to {make some improvement}, we will { do something}”. The first ‘in order to’ statement is stakeholder neutral, and states the problem through requesting an improvement to the software/process etc. The second part of the story is the verb, the doing bit. So to achieve the ‘improvement’ which is not currently true, we will do something to make this true in the future. My PM is very interested in this, and he’s observed some of the problems of overloading stories so I’m hoping between us we can use some of David’s suggestions to help clarify our stories better. The second keynote of the day (and our last) proved to be the most entertaining and exhausting of the conference for me. “The ongoing evolution of testing in agile development” by Scott Barber. I’ve never had the pleasure of seeing Scott before… OMG I would love to have even half of the energy he has! What struck me during this presentation was Scott’s explanation of how testing has become the role/job that it is (largely) today, and how this has led to the need for ‘methodologies’ to make dev and test work! The argument that we should be trying to converge the roles again is a very valid one, and one that a couple of the teams at work are actively doing with great results. Making developers as responsible for quality as testers is something that has been lost over the years, but something that we are now striving to achieve. The idea that we (testers) should be testing experts/specialists, not testing ‘union members’, supports this idea so the entire team works on all aspects of a feature/product, with the ‘specialists’ taking the lead and advising/coaching the others. This leads to better propagation of information around the team, a greater holistic understanding of the project and it allows the team to continue functioning if some of it’s members are off sick, for example. Feeling somewhat drained from Scott’s keynote (but at the same time excited that alot of the points he raised supported actions we are taking at work), I headed into my last presentation for Agile Testing Days 2012 before having to make my way to Tegel to catch the flight home. “Thinking and working agile in an unbending world” with Pete Walen was a talk I was not going to miss! Having spoken to Pete several times during the past few days, I was looking forward to hearing what he was going to say, and I was not disappointed. Pete started off by trying to separate the definitions of ‘Agile’ as in the methodology, and ‘agile’ as in the adjective by pronouncing them the ‘english’ and ‘american’ ways. So Agile pronounced (Ajyle) and agile pronounced (ajul). There was much confusion around what the hell he was talking about, although I thought it was quite clear. Agile – Software development methodology agile – Marked by ready ability to move with quick easy grace; Having a quick resourceful and adaptable character. Anyway, that aside (although it provided a few laughs during the presentation), the point was that many teams that claim to be ‘Agile’ but are not, in fact, ‘agile’ by nature. Implementing ‘Agile’ methodologies that are so prescriptive actually goes against the very nature of Agile development where a team should anticipate, adapt and explore. Pete made a valid point that very few companies intentionally put up roadblocks to impede work, so if work is being blocked/delayed, why? This is where being agile as a team pays off because the team can inspect what’s going on, explore options and adapt their processes. It is through experimentation (and that means trying and failing as well as trying and succeeding) that a team will improve and grow leading to focussing on what really needs to be done to achieve X. So, that was it, the last talk of our conference. I was gutted that we had to miss the closing keynote from Matt Heusser, as Matt was another person I had spoken too a few times during the conference, but the flight would not wait, and just as well we left when we did because the traffic was a nightmare! My Takeaway Triple from Day 3: Release often and release small – don’t leave stuff on the shelf Keep the meaning of the word ‘agile’ in mind when working in ‘Agile Look at testing as more of a skill than a role  

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  • Probation is Over: PASS Board Year 1, Q2

    - by Denise McInerney
    Though it's not always official every job begins with a probation period. You start out with lots of questions and every day you find out how much more you have to learn. Usually after a few months you discover that you can actually answer some questions and have at least an idea of what you are supposed to be doing. Now at the end of my second quarter on the "job" of serving on the PASS Board I have reached that point. My probation period is over. The last three months were busy for the entire Board with the budget process, an in-person meeting and moving forward with PASS Global Growth plans. I had also set a specific goal for myself for my 2nd quarter: to see the Board to adopt a Code of Conduct for the PASS Summit. Code of Conduct When I ran for the Board I included my desire to see PASS establish a code of conduct in my campaign platform.  I was motivated to do this for a few reasons. Other technical conferences have had incidents of harassment. Most of these did not have a policy in place prior to having a problem, though several conference organizers have since adopted anti-harassment policies or codes of conduct. I felt it would be in PASS' interest to establish a policy so we would be prepared should there be an incident.   "This is Community" Adopting a code of conduct would reinforce our community orientation and send a message about the positive character of the Summit. PASS is a leader among technical organizations for its promotion and support of women. Adopting a code of conduct would further demonstrate our leadership in this area. After researching similar polices from other organizations I published a first draft in April. I solicited feedback from the Board, HQ staff and some PASS members. Incorporating that feedback I presented version 4 at the May Board meeting, where we had a good discussion. You can read the meeting minutes for details. I incorporated points from  the Board discussion as well as feedback from a legal review to produce a final version which has been submitted to the Board. It will be discussed at the Board meeting July 12. You can read the full text at the end of this post. Virtual Chapters In the first quarter we started ramping up marketing support for the Virtual Chapters. Since then each edition of the Connector has highlighted a different VC to help get out the message about the variety of eductional opporutnities that are offered. These VC profiles will continue in the coming months. I was very pleased to welcome the new DBA Fundamentals VC which is geared toward new DBAs, people who are considering entering the field and those transitioning from a different IT role. Thanks to the contributions of Erin Stellato, Michelle Nalliah and Karla Landrum we published a "Virtual Chapter Guidebook". This document includes great advice on how to build and promote a VC. It's also a reference for how things work, from budgets to webinar hosting. I think this document will be extremely valuable to all our VC leaders and am grateful to those who put it together. Board Meeting/SQL Rally The Board met in May in Dallas. Among the items discussed were Global Growth, the budget, future events and the upcoming elections. We covered a lot of ground in two days and I will again refer you to the meeting minutes for details. The meeting schedule allowed us to participate in the SQL Rally networking events and one full day of the conference. I enjoyed having the opportunity to meet and talk with many PASS members. And my hat is off to the SQL Rally organizers who put on an outstanding event. Global Growth PASS has undertaken a major intitiative to reach and engage SQL Server professionals around the world. This Global Growth plan is ambitious and will have a significant impact on the strategic direction of the organization. We have been reaching out to the community for feedback, including hosting Twitter chats and live Town Hall meetings. I co-hosted two of these events and appreciated hearing the different perspectives of the people who participated If you have not done so I encourage you to read about the Global Growth vision and proposed governance changes  and submit your feedback. FY13 Budget July 1 is the beginning of PASS' fiscal year, which makes the end of June the deadline for approving a budget. Each director submits a budget for his or her portfolio. For the Virtual Chapter portfolio I focused on how we can allocate resources to grow the VCs. Budgeting is a give-and-take process, and while I didn't get everything I asked for I'm pleased the FY13 budget includes a significant increase in financial support for the Virtual Chapters. Many people put a lot of work into the budget, but no two people deserve credit more than VP of Finance Douglas McDowell and Accounting Manager Sandy Cherry. Thanks to both of them for getting us across the goal line on time. SQL Saturday I attended SQL Saturdays in Orange Co. CA and Phoenix. It's always inspiring to see the enthusiasm in the community for learning and networking. These events are successful due to the hard work of many volunteers. Thanks to the organizers in both cities for all your efforts. Next Up This quarter we'll be gearing up plans for the VCs at the Summit and exploring ways the VCs can best support PASS' Global Growth work. I'll also be wrapping up work on the Code of Conduct and attending a Board meeting in September. And I will be at SQL Saturday #144 in Sacramento later this month. Here is the language of the Code of Conduct I have submitted to the Board for consideration: PASS Code of Conduct The PASS Summit provides database professionals from a variety of backgrounds with an opportunity to connect, share and learn.  We value the strong sense of community that characterizes this event and we seek to foster an inclusive, professional atmosphere. We are dedicated to providing a harassment-free conference experience for everyone, regardless of gender, race, sexual orientation, disability, physical appearance, religion or any other protected classification.  Everyone at the Summit is expected to follow the Code of Conduct. This includes but is not limited to: PASS Staff, Exhibitors, Speakers, Attendees and anyone affiliated with the event. Participants are expected to follow the Code of Conduct at all Summit events, including PASS-sponsored social events. Participant behavior Harassment includes, but is not limited to, offensive verbal comments related to gender, race, sexual orientation, disability, physical appearance, religion, or any other protected classification.  Intimidation, threats, stalking, harassing photography or recording, sustained disruption of talks or other events, inappropriate physical contact and unwelcome attention will also be considered harassment. Similarly, sexual, racist, derogatory, threatening or other inappropriate language and imagery are not appropriate for any conference venue, including sessions.  Recourse If a participant engages in any conduct that is prohibited under this Code of Conduct, the conference organizers may take any action they deem appropriate, including warning the offender or expelling the offender from the conference. No refunds will be granted to attendees expelled from the Summit due to violations of the Code of Conduct. If you are being harassed, witness harassment, or have any other concerns, please contact a member of conference staff immediately. Conference staff can be identified by their “Headquarters/Staff” shirts and are trained to handle the situation appropriately. A Code of Conduct Committee (CCC) made up of the Executive Manager and three members of the Board of Directors designated by the President will be authorized to take action in response to an incident or behavior that violates the Code of Conduct.

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  • The Changing Face of PASS

    - by Bill Graziano
    I’m starting my sixth year on the PASS Board.  I served two years as the Program Director, two years as the Vice-President of Marketing and I’m starting my second year as the Executive Vice-President of Finance.  There’s a pretty good chance that if PASS has done something you don’t like or is doing something you don’t like, that I’m involved in one way or another. Andy Leonard asked in a comment on his blog if the Board had ever reversed itself based on community input.  He asserted that it hadn’t.  I disagree.  I’m not going to try and list all the changes we make inside portfolios based on feedback from and meetings with the community.  I’m going to focus on major governance issues since I was elected to the Board. Management Company The first big change was our management company.  Our old management company had a standard approach to running a non-profit.  It worked well when PASS was launched.  Having a ready-made structure and process to run the organization enabled the organization to grow quickly.  As time went on we were limited in some of the things we wanted to do.  The more involved you were with PASS, the more you saw these limitations.  Key volunteers were regularly providing feedback that they wanted certain changes that were difficult for us to accomplish.  The Board at that time wanted changes that were difficult or impossible to accomplish under that structure. This was not a simple change.  Imagine a $2.5 million dollar company letting all its employees go on a Friday and starting with a new staff on Monday.  We also had a very narrow window to accomplish that so that we wouldn’t affect the Summit – our only source of revenue.  We spent the year after the change rebuilding processes and putting on the Summit in Denver.  That’s a concrete example of a huge change that PASS made to better serve its members.  And it was a change that many in the community were telling us we needed to make. Financials We heard regularly from our members that they wanted our financials posted.  Today on our web site you can find audited financials going back to 2004.  We publish our budget at the start of each year.  If you ask a question about the financials on the PASS site I do my best to answer it.  I’m also trying to do a better job answering financial questions posted in other locations.  (And yes, I know I owe a few of you some blog posts.) That’s another concrete example of a change that our members asked for that the Board agreed was a good decision. Minutes When I started on the Board the meeting minutes were very limited.  The minutes from a two day Board meeting might fit on one page.  I think we did the bare minimum we were legally required to do.  Today Board meeting minutes run from 5 to 12 pages and go into incredible detail on what we talk about.  There are certain topics that are NDA but where possible we try to list the topic we discussed but that the actual discussion was under NDA.  We also publish the agenda of Board meetings ahead of time. This is another specific example where input from the community influenced the decision.  It was certainly easier to have limited minutes but I think the extra effort helps our members understand what’s going on. Board Q&A At the 2009 Summit the Board held its first public Q&A with our members.  We’d always been available individually to answer questions.  There’s a benefit to getting us all in one room and asking the really hard questions to watch us squirm.  We learn what questions we don’t have good answers for.  We get to see how many people in the crowd look interested in the various questions and answers. I don’t recall the genesis of how this came about.  I’m fairly certain there was some community pressure though. Board Votes Until last November, the Board only reported the vote totals and not how individual Board members voted.  That was one of the topics at a great lunch I had with Tim Mitchell and Kendal van Dyke at the Summit.  That was also the topic of the first question asked at the Board Q&A by Kendal.  Kendal expressed his opposition to to anonymous votes clearly and passionately and without trying to paint anyone into a corner.  Less than 24 hours later the PASS Board voted to make individual votes public unless the topic was under NDA.  That’s another area where the Board decided to change based on feedback from our members. Summit Location While this isn’t actually a governance issue it is one of the more public decisions we make that has taken some public criticism.  There is a significant portion of our members that want the Summit near them.  There is a significant portion of our members that like the Summit in Seattle.  There is a significant portion of our members that think it should move around the country.  I was one that felt strongly that there were significant, tangible benefits to our attendees to being in Seattle every year.  I’m also one that has been swayed by some very compelling arguments that we need to have at least one outside Seattle and then revisit the decision.  I can’t tell you how the Board will vote but I know the opinion of our members weighs heavily on the decision. Elections And that brings us to the grand-daddy of all governance issues.  My thesis for this blog post is that the PASS Board has implemented policy changes in response to member feedback.  It isn’t to defend or criticize our election process.  It’s just to say that is has been under going continuous change since I’ve been on the Board.  I ran for the Board in the fall of 2005.  I don’t know much about what happened before then.  I was actively volunteering for PASS for four years prior to that as a chapter leader and on the program committee.  I don’t recall any complaints about elections but that doesn’t mean they didn’t occur.  The questions from the Nominating Committee (NomCom) were trivial and the selection process rudimentary (For example, “Tell us about your accomplishments”).  I don’t even remember who I ran against or how many other people ran.  I ran for the VP of Marketing in the fall of 2007.  I don’t recall any significant changes the Board made in the election process for that election.  I think a lot of the changes in 2007 came from us asking the management company to work on the election process.  I was expecting a similar set of puff ball questions from my previous election.  Boy, was I in for a shock.  The NomCom had found a much better set of questions and really made the interview portion difficult.  The questions were much more behavioral in nature.  I’d already written about my vision for PASS and my goals.  They wanted to know how I handled adversity, how I handled criticism, how I handled conflict, how I handled troublesome volunteers, how I motivated people and how I responded to motivation. And many, many other things. They grilled me for over an hour.  I’ve done a fair bit of technical sales in my time.  I feel I speak well under pressure addressing pointed questions.  This interview intentionally put me under pressure.  In addition to wanting to know about my interpersonal skills, my work experience, my volunteer experience and my supervisory experience they wanted to see how I’d do under pressure.  They wanted to see who would respond under pressure and who wouldn’t.  It was a bit of a shock. That was the first big change I remember in the election process.  I know there were other improvements around the process but none of them stick in my mind quite like the unexpected hour-long grilling. The next big change I remember was after the 2009 elections.  Andy Warren was unhappy with the election process and wanted to make some changes.  He worked with Hannes at HQ and they came up with a better set of processes.  I think Andy moved PASS in the right direction.  Nonetheless, after the 2010 election even more people were very publicly clamoring for changes to our election process.  In August of 2010 we had a choice to make.  There were numerous bloggers criticizing the Board and our upcoming election.  The easy change would be to announce that we were changing the process in a way that would satisfy our critics.  I believe that a knee-jerk response to criticism is seldom correct. Instead the Board spent August and September and October and November listening to the community.  I visited two SQLSaturdays and asked questions of everyone I could.  I attended chapter meetings and asked questions of as many people as they’d let me.  At Summit I made it a point to introduce myself to strangers and ask them about the election.  At every breakfast I’d sit down at a table full of strangers and ask about the election.  I’m happy to say that I left most tables arguing about the election.  Most days I managed to get 2 or 3 breakfasts in. I spent less time talking to people that had already written about the election.  They were already expressing their opinion.  I wanted to talk to people that hadn’t spoken up.  I wanted to know what the silent majority thought.  The Board all attended the Q&A session where our members expressed their concerns about a variety of issues including the election. The PASS Board also chose to create the Election Review Committee.  We wanted people from the community that had been involved with PASS to look at our election process with fresh eyes while listening to what the community had to say and give us some advice on how we could improve the process.  I’m a part of this as is Andy Warren.  None of the other members are on the Board.  I’ve sat in numerous calls and interviews with this group and attended an open meeting at the Summit.  We asked anyone that wanted to discuss the election to come speak with us.  The ERC held an open meeting at the Summit and invited anyone to attend.  There are forums on the ERC web site where we’ve invited people to participate.  The ERC has reached to key people involved in recent elections.  The years that I haven’t mentioned also saw minor improvements in the election process.  Off the top of my head I don’t recall what exact changes were made each year.  Specifically since the 2010 election we’ve gone out of our way to seek input from the community about the process.  I’m not sure what more we could have done to invite feedback from the community. I think to say that we haven’t “fixed” the election process isn’t a fair criticism at this time.  We haven’t rushed any changes through the process.  If you don’t see any changes in our election process in July or August then I think it’s fair to criticize us for ignoring the community or ask for an explanation for what we’ve done. In Summary Andy’s main point was that the PASS Board hasn’t changed in response to our members wishes.  I think I’ve shown that time and time again the PASS Board has changed in response to what our members want.  There are only two outstanding issues: Summit location and elections.  The 2013 Summit location hasn’t been decided yet.  Our work on the elections is also in progress.  And at every step in the election review we’ve gone out of our way to listen to the community and incorporate their feedback on the process. I also hope I’m not encouraging everyone that wants some change in the organization to organize a “blog rush” against the Board.  We take public suggestions very seriously but we also take the time to evaluate those suggestions and learn what the rest of our members think and make a measured decision.

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  • How can i have a div stuck on the left side of the page no matter how much i scroll horizontally?

    - by Noor
    This is kind of difficult to explain so ill link to a page that has the effect i need; http://wpaoli.building58.com/wp-content/uploads/2009/08/feedback-panel.html The feedback thing on the left side is what im trying to implement on my side, instead of feedback im going to use it as a navigation menu that shows up when clicked on. the things above is what i have right now. my problem is when i scroll to the right ( my page is around 6000px wide ) i want it to stay on the left side, is there a way to pull this off? (this is to much for my brain to handle)..thanks!

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  • ASP.net application advice needed

    - by c11ada
    hey all, im biulding a ASP.net application, which is connected to a database. the database design is as follows **Users Table** UserID `(PK) autonumber` Username **Question Table** QuestionID `(PK) autonumber` QuestionNumber QuestionText **Questionnaire Table** QuestionnaireID `(PK) autonumber` UserID `(FK) User Table` Date **Feedback Table** FeedbackID `(PK) autonumber` QuestionnaireID `(FK) Questionnaire Table` QuestionID `(FK) Questions Table` Answer Comment please can some one advise me on how I should go about inserting data into the questionnaire table and the feedback table. I know that the questionnaire table needs to be updated first. but the Questionnaire ID is linked to the feedback table, so how do I go about updating both tables ?

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  • Complicated MySQL query?

    - by Scott
    I have two tables: RatingsTable that contains a ratingname and a bit whether it is a positive or negative rating: Good 1 Bad 0 Fun 1 Boring 0 FeedbackTable that contains feedback on things...the person rating, the rating and the thing rated. The feedback can be determined if it's a positive or negative rating based on RatingsTable. Jim Chicken Good Jim Steak Bad Ted Waterskiing Fun Ted Hiking Fun Nancy Hiking Boring I am trying to write an efficient MySQL query for the following: On a page, I want to display the the top 'things' that have the highest proportional positive ratings. I want to be sure that the items from the feedback table are unique...meaning, that if Jim has rated Chicken Good 20 times...it should only be counted once. At some point I will want to require a minimum number of ratings (at least 10) to be counted for this page as well. I'll want to to do the same for highest proportional negative ratings, but I am sure I can tweak the one for positive accordingly.

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  • app_label in an abstract Django model

    - by rayan
    Hi all, I'm trying to get an abstract model working in Django and I hit a brick wall trying to set the related_name per the recommendation here: http://docs.djangoproject.com/en/dev/topics/db/models/#be-careful-with-related-name This is what my abstract model looks like: class CommonModel(models.Model): created_on = models.DateTimeField(editable=False) creared_by = models.ForeignKey(User, related_name="%(app_label)s_%(class)s_created", editable=False) updated_on = models.DateTimeField(editable=False) updated_by = models.ForeignKey(User, related_name="%(app_label)s_%(class)s_updated", editable=False) def save(self): if not self.id: self.created_on = datetime.now() self.created_by = user.id self.updated_on = datetime.now() self.updated_by = user.id super(CommonModel, self).save() class Meta: abstract = True My common model is in [project_root]/models.py. It is the parent object of this model, which is located in an app called Feedback [project_root]/feedback/models.py: from django.db import models from mediasharks.models import CommonModel class Feedback(CommonModel): message = models.CharField(max_length=255) request_uri = models.CharField(max_length=255) domain = models.CharField(max_length=255) feedback_type = models.IntegerField() Basically I'm trying to set up a common model so that I'll always be able to tell when and by whom database entries were created. When I run "python manage.py validate" I get this error message: KeyError: 'app_label' Am I missing something here?

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  • jQuery dialog box not opening 2nd time

    - by Steven
    I found this thread which basically has the same issue I have. But their solution is not working for me. The dialog appears the first time I click the submit button, but not the 2nd time. I'm opening the dialog box after a form submission. UPDATE I finally got it working. Here is the correct code: if (jQuery('#registrationforms').length > 0) { //instantiate the dialog jQuery("#dialog").dialog({ modal:true, autoOpen:false }); //Some more code here to call processRegistration function. } function processRegistration(instanceID, formData) { jQuery.post("mypath/jquery_bll.php", { instance: 'processRegistration', formData : formData, instanceID : instanceID }, function(feedback) { jQuery('#dialog').text(feedback.message); jQuery('#dialog').parent().addClass(feedback.type); jQuery('#dialog').dialog('open'); },"json"); } Since I'm dynamically applying css class, I have to make sure to add it to the outer DIV which $.dialog creates to wrap my 'dialog' DIV.

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  • configuration in IOS MDM

    - by PhuongMaruko
    I'm reading some docs about MDM. According to "Moile device management protocol" document, server can set config for managed devices by installing profile files onto devices. Things that can config in that file are described in https://developer.apple.com/library/ios/featuredarticles/iphoneconfigurationprofileref/Introduction/Introduction.html. My Questions are: if server install 2 profiles that have different config for the same thing, what will happen? "Moile device management protocol" documents also mention about "Managed App Configuration and Feedback". So what is different between the previous config file with this function of server. Is "Managed App Configuration and Feedback" just for specific app, not for the whole device as profile files. which fields can be config via "Managed App Configuration and Feedback" of MDM? Thank all!

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  • Why is this mail going straight to SPAM box?

    - by ththat
    I am using the following script to send mail <? extract($_POST); $subject = "Feedback from ".$name." (".$email.", Ph: ".$phone.")"; $mail = @mail($send,$subject,$content); if($mail) { echo "Your feedback has been sent"; } else { echo "We are sorry for the inconvienience, but we could not send your feedback now."; } ?> But this is always ending up in the spam Folder. Why?

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  • jQuery Templates and Data Linking (and Microsoft contributing to jQuery)

    - by ScottGu
    The jQuery library has a passionate community of developers, and it is now the most widely used JavaScript library on the web today. Two years ago I announced that Microsoft would begin offering product support for jQuery, and that we’d be including it in new versions of Visual Studio going forward. By default, when you create new ASP.NET Web Forms and ASP.NET MVC projects with VS 2010 you’ll find jQuery automatically added to your project. A few weeks ago during my second keynote at the MIX 2010 conference I announced that Microsoft would also begin contributing to the jQuery project.  During the talk, John Resig -- the creator of the jQuery library and leader of the jQuery developer team – talked a little about our participation and discussed an early prototype of a new client templating API for jQuery. In this blog post, I’m going to talk a little about how my team is starting to contribute to the jQuery project, and discuss some of the specific features that we are working on such as client-side templating and data linking (data-binding). Contributing to jQuery jQuery has a fantastic developer community, and a very open way to propose suggestions and make contributions.  Microsoft is following the same process to contribute to jQuery as any other member of the community. As an example, when working with the jQuery community to improve support for templating to jQuery my team followed the following steps: We created a proposal for templating and posted the proposal to the jQuery developer forum (http://forum.jquery.com/topic/jquery-templates-proposal and http://forum.jquery.com/topic/templating-syntax ). After receiving feedback on the forums, the jQuery team created a prototype for templating and posted the prototype at the Github code repository (http://github.com/jquery/jquery-tmpl ). We iterated on the prototype, creating a new fork on Github of the templating prototype, to suggest design improvements. Several other members of the community also provided design feedback by forking the templating code. There has been an amazing amount of participation by the jQuery community in response to the original templating proposal (over 100 posts in the jQuery forum), and the design of the templating proposal has evolved significantly based on community feedback. The jQuery team is the ultimate determiner on what happens with the templating proposal – they might include it in jQuery core, or make it an official plugin, or reject it entirely.  My team is excited to be able to participate in the open source process, and make suggestions and contributions the same way as any other member of the community. jQuery Template Support Client-side templates enable jQuery developers to easily generate and render HTML UI on the client.  Templates support a simple syntax that enables either developers or designers to declaratively specify the HTML they want to generate.  Developers can then programmatically invoke the templates on the client, and pass JavaScript objects to them to make the content rendered completely data driven.  These JavaScript objects can optionally be based on data retrieved from a server. Because the jQuery templating proposal is still evolving in response to community feedback, the final version might look very different than the version below. This blog post gives you a sense of how you can try out and use templating as it exists today (you can download the prototype by the jQuery core team at http://github.com/jquery/jquery-tmpl or the latest submission from my team at http://github.com/nje/jquery-tmpl).  jQuery Client Templates You create client-side jQuery templates by embedding content within a <script type="text/html"> tag.  For example, the HTML below contains a <div> template container, as well as a client-side jQuery “contactTemplate” template (within the <script type="text/html"> element) that can be used to dynamically display a list of contacts: The {{= name }} and {{= phone }} expressions are used within the contact template above to display the names and phone numbers of “contact” objects passed to the template. We can use the template to display either an array of JavaScript objects or a single object. The JavaScript code below demonstrates how you can render a JavaScript array of “contact” object using the above template. The render() method renders the data into a string and appends the string to the “contactContainer” DIV element: When the page is loaded, the list of contacts is rendered by the template.  All of this template rendering is happening on the client-side within the browser:   Templating Commands and Conditional Display Logic The current templating proposal supports a small set of template commands - including if, else, and each statements. The number of template commands was deliberately kept small to encourage people to place more complicated logic outside of their templates. Even this small set of template commands is very useful though. Imagine, for example, that each contact can have zero or more phone numbers. The contacts could be represented by the JavaScript array below: The template below demonstrates how you can use the if and each template commands to conditionally display and loop the phone numbers for each contact: If a contact has one or more phone numbers then each of the phone numbers is displayed by iterating through the phone numbers with the each template command: The jQuery team designed the template commands so that they are extensible. If you have a need for a new template command then you can easily add new template commands to the default set of commands. Support for Client Data-Linking The ASP.NET team recently submitted another proposal and prototype to the jQuery forums (http://forum.jquery.com/topic/proposal-for-adding-data-linking-to-jquery). This proposal describes a new feature named data linking. Data Linking enables you to link a property of one object to a property of another object - so that when one property changes the other property changes.  Data linking enables you to easily keep your UI and data objects synchronized within a page. If you are familiar with the concept of data-binding then you will be familiar with data linking (in the proposal, we call the feature data linking because jQuery already includes a bind() method that has nothing to do with data-binding). Imagine, for example, that you have a page with the following HTML <input> elements: The following JavaScript code links the two INPUT elements above to the properties of a JavaScript “contact” object that has a “name” and “phone” property: When you execute this code, the value of the first INPUT element (#name) is set to the value of the contact name property, and the value of the second INPUT element (#phone) is set to the value of the contact phone property. The properties of the contact object and the properties of the INPUT elements are also linked – so that changes to one are also reflected in the other. Because the contact object is linked to the INPUT element, when you request the page, the values of the contact properties are displayed: More interesting, the values of the linked INPUT elements will change automatically whenever you update the properties of the contact object they are linked to. For example, we could programmatically modify the properties of the “contact” object using the jQuery attr() method like below: Because our two INPUT elements are linked to the “contact” object, the INPUT element values will be updated automatically (without us having to write any code to modify the UI elements): Note that we updated the contact object above using the jQuery attr() method. In order for data linking to work, you must use jQuery methods to modify the property values. Two Way Linking The linkBoth() method enables two-way data linking. The contact object and INPUT elements are linked in both directions. When you modify the value of the INPUT element, the contact object is also updated automatically. For example, the following code adds a client-side JavaScript click handler to an HTML button element. When you click the button, the property values of the contact object are displayed using an alert() dialog: The following demonstrates what happens when you change the value of the Name INPUT element and click the Save button. Notice that the name property of the “contact” object that the INPUT element was linked to was updated automatically: The above example is obviously trivially simple.  Instead of displaying the new values of the contact object with a JavaScript alert, you can imagine instead calling a web-service to save the object to a database. The benefit of data linking is that it enables you to focus on your data and frees you from the mechanics of keeping your UI and data in sync. Converters The current data linking proposal also supports a feature called converters. A converter enables you to easily convert the value of a property during data linking. For example, imagine that you want to represent phone numbers in a standard way with the “contact” object phone property. In particular, you don’t want to include special characters such as ()- in the phone number - instead you only want digits and nothing else. In that case, you can wire-up a converter to convert the value of an INPUT element into this format using the code below: Notice above how a converter function is being passed to the linkFrom() method used to link the phone property of the “contact” object with the value of the phone INPUT element. This convertor function strips any non-numeric characters from the INPUT element before updating the phone property.  Now, if you enter the phone number (206) 555-9999 into the phone input field then the value 2065559999 is assigned to the phone property of the contact object: You can also use a converter in the opposite direction also. For example, you can apply a standard phone format string when displaying a phone number from a phone property. Combining Templating and Data Linking Our goal in submitting these two proposals for templating and data linking is to make it easier to work with data when building websites and applications with jQuery. Templating makes it easier to display a list of database records retrieved from a database through an Ajax call. Data linking makes it easier to keep the data and user interface in sync for update scenarios. Currently, we are working on an extension of the data linking proposal to support declarative data linking. We want to make it easy to take advantage of data linking when using a template to display data. For example, imagine that you are using the following template to display an array of product objects: Notice the {{link name}} and {{link price}} expressions. These expressions enable declarative data linking between the SPAN elements and properties of the product objects. The current jQuery templating prototype supports extending its syntax with custom template commands. In this case, we are extending the default templating syntax with a custom template command named “link”. The benefit of using data linking with the above template is that the SPAN elements will be automatically updated whenever the underlying “product” data is updated.  Declarative data linking also makes it easier to create edit and insert forms. For example, you could create a form for editing a product by using declarative data linking like this: Whenever you change the value of the INPUT elements in a template that uses declarative data linking, the underlying JavaScript data object is automatically updated. Instead of needing to write code to scrape the HTML form to get updated values, you can instead work with the underlying data directly – making your client-side code much cleaner and simpler. Downloading Working Code Examples of the Above Scenarios You can download this .zip file to get with working code examples of the above scenarios.  The .zip file includes 4 static HTML page: Listing1_Templating.htm – Illustrates basic templating. Listing2_TemplatingConditionals.htm – Illustrates templating with the use of the if and each template commands. Listing3_DataLinking.htm – Illustrates data linking. Listing4_Converters.htm – Illustrates using a converter with data linking. You can un-zip the file to the file-system and then run each page to see the concepts in action. Summary We are excited to be able to begin participating within the open-source jQuery project.  We’ve received lots of encouraging feedback in response to our first two proposals, and we will continue to actively contribute going forward.  These features will hopefully make it easier for all developers (including ASP.NET developers) to build great Ajax applications. Hope this helps, Scott P.S. [In addition to blogging, I am also now using Twitter for quick updates and to share links. Follow me at: twitter.com/scottgu]

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  • [Silverlight] Suggestion – Move INotifyCollectionChanged from System.Windows.dll to System.dll

    - by Benjamin Roux
    I just submitted a suggestion on Microsoft Connect to move the INotifyCollectionChanged from System.Windows.dll to System.dll. You can review it here: https://connect.microsoft.com/VisualStudio/feedback/details/560184/move-inotifycollectionchanged-from-system-windows-dll-to-system-dll Here’s the reason why I suggest that. Actually I wanted to take advantages of the new feature of Silverlight/Visual Studio 2010 for sharing assemblies (see http://blogs.msdn.com/clrteam/archive/2009/12/01/sharing-silverlight-assemblies-with-net-apps.aspx). Everything went fine until I try to share a custom collection (with custom business logic) implementing INotifyCollectionChanged. This modification has been made in the .NET Framework 4 (see https://connect.microsoft.com/VisualStudio/feedback/details/488607/move-inotifycollectionchanged-to-system-dll) so maybe it could be done in Silverlight too. If you think this is justifiable you can vote for it.

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  • Where to publish articles about open source?

    - by Lukas Eder
    I've been developing a free, open source Java database abstraction project (jOOQ) and I have released first stable releases from November 2010 onwards. Feedback has been quite good and constructive, and I am very motivated to continue my work. In the mean time, to get more attention and feedback, I have published articles on http://java.dzone.com/ http://www.theserverside.com/ http://www.infoq.com/ (they didn't publish my article, though) These are some sample articles so you know the type of article I want to publish: http://java.dzone.com/announcements/simple-and-intuitive-approach http://java.dzone.com/articles/2011-great-year-stored What other resources would you recommend? Where else should I publish, knowing that I want to reach Java/SQL developers and architects / technology decision makers I can publish in English, German, French I think that my project is suitable for both beginners and pro's (in Java and SQL, or programming in general)

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  • 3 Day Level 400 SQL Tuning Workshop 15 March in London, early bird and referral offer

    - by sqlworkshops
    I want to inform you that we have organized the "3 Day Level 400 Microsoft SQL Server 2008 and SQL Server 2005 Performance Monitoring & Tuning Hands-on Workshop" in London, United Kingdom during March 15-17, 2011.This is a truly level 400 hands-on workshop and you can find the Agenda, Prerequisite, Goal of the Workshop and Registration information at www.sqlworkshops.com/ruk. Charges are GBP 1800 (VAT excl.). Early bird discount of GBP 125 until 18 February. We are also introducing a new referral plan. If you refer someone who participates in the workshop you will receive an Amazon gift voucher for GBP 125.Feedback from one of the participants who attended our November London workshop:Andrew, Senior SQL Server DBA from UBS, UK, www.ubs.com, November 26, 2010:Rating: In a scale of 1 to 5 please rate each item below (1=Poor & 5=Excellent) Overall I was satisfied with the workshop 5 Instructor maintained the focus of the course 5 Mix of theory and practice was appropriate 5 Instructor answered the questions asked 5 The training facility met the requirement 5 How confident are you with SQL Server 2008 performance tuning 5 Additional comments from Andrew: The course was expertly delivered and backed up with practical examples. At the end of the course I felt my knowledge of SQL Server had been greatly enhanced and was eager to share with my colleagues. I felt there was one prerequisite missing from the course description, an open mind since the course changed some of my core product beliefs. For Additional workshop feedbacks refer to: www.sqlworkshops.com/feedbacks.I will be delivering the Level 300-400 1 Day Microsoft SQL Server 2008 Performance Monitoring and Tuning Seminar at Istanbul and Ankara, Turkey during March. This event is organized by Microsoft Turkey, let me know if you are in Turkey and would like to attend.During September 2010 I delivered this Level 300-400 1 Day Microsoft SQL Server 2008 Performance Monitoring and Tuning Seminar in Zurich, Switzerland organized by Microsoft Switzerland and the feedback was 4.85 out of 5, there were about 100 participants. During November 2010 when I delivered seminar in Lisbon, Portugal organized by Microsoft Portugal, the feedback was 8.30 out of 9, there were 130 participants.Our Mission: Empower customers to fully realize the Performance potential of Microsoft SQL Server without increasing the total cost of ownership (TCO) and achieve high customer satisfaction in every consulting engagement and workshop delivery.Our Business Plan: Provide useful content in webcasts, articles and seminars to get visibility for consulting engagements and workshop delivery opportunity. Help us by forwarding this email to your SQL Server friends and colleagues.Looking forwardR Meyyappan & Team @ www.SQLWorkshops.comLinkedIn: http://at.linkedin.com/in/rmeyyappan

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  • Selling Visual Studio ALM

    - by Tarun Arora
    Introduction As a consultant I have been selling Application Lifecycle Management services using Visual Studio and Team Foundation Server. I’ve been contacted various times by friends working in organization telling me that ALM processes in their company were benchmarked when dinosaurs walked the earth. Most of these individuals already know the great features Microsoft ALM tools offer and are keen to start a conversation with the CIO but don’t exactly know where to start. It is very important how you engage in your first conversation, if you start the conversation with ‘There is this great tooling from Microsoft which offers amazing features to boost developer productivity, … ‘ from experience I can tell you the reply from your CIO would be ‘I already know! Our existing landscape has a combination of bleeding edge open source and cutting edge licensed tools which already cover these features quite well, more over Microsoft products have a high licensing cost associated to them.’ You will always find it harder to sell by feature, the trick is to highlight the gap in the existing processes & tools and then highlight the impact of these gaps to the overall development processes, by now you would have captured enough attention to show off how the ALM tooling offered by Microsoft not only fills those gaps but offers great value adds to take their development practices to the next level. Rangers ALM Assessment Guide Image 1 – Welcome! First look at the Rangers ALM assessment guide Most organization already have some processes in place to cover aspects of ALM. How do you go about proving that there isn’t enough cover in place? This is where Visual Studio ALM Rangers ALM Assessment guide can help. The ALM assessment guide is really a tool that helps you gather information about Development practices and processes within a customer's environment. Several questionnaires are used to identify the current state of individual development lifecycle areas and decide on a desired state for those processes. It also presents guidance and roll-up summaries to help with recommendations moving forward. The ALM Rangers assessment guide can be downloaded from here. Image 2 – ALM Assessment guide divided into different functions of SDLC The assessment guide is divided into different functions of Software Development Lifecycle (listed below), this gives you the ability to access how mature the company is in different areas of SDLC. Architecture & Design Requirement Engineering & UX Development Software Configuration Management Governance Deployment & Operations Testing & Quality Assurance Project Planning & Management Each section has a set of questions, fill in the assessment by selecting “Never/Sometimes/Always” from the Answer column in the question sheets.  Each answer has weightage to the overall score. Each question has a link next to it, clicking the link takes you to the Reference sheet which gives you more details about the question along with a reason for “why you need to ask this question?”, “other ways to phrase the question” and “what to expect as an answer from the customer”. The trick is to engage the customer in a discussion. You need to probe a lot, listen to the customer and have a discussion with several team members, preferably without management to ensure that you receive candid feedback. This reminds me of a funny incident when during an ALM review a customer told me that they have a sophisticated semi-automated application deployment process, further discussions revealed that deployment actually involved 72 manual configuration steps per production node. Such observations can be recorded in the Issue Brainstorming worksheet for further consideration later. It is also worth mentioning the different levels of ALM maturity to the customer. By default the desired state of ALM maturity is set to Standard, it is possible to set a desired state by area, you should strive for Advanced or Dynamic, it always helps by explaining the classification and advantages. Image 3 – ALM levels by description The ALM assessment guide helps you arrive at a quantitative measure of the company’s ALM maturity. The resultant graph plotted on a spider’s web shows you the company’s current state of ALM maturity and the desired state of ALM maturity. Further since the results are classified by area you can immediately spot the areas where the customer needs immediate help. Image 4 – The spiders web! The red cross icons are areas shouting out for immediate attention, the yellow exclamation icons are areas that need improvement. These icons are calculated on the difference between the Current State of ALM maturity VS the Desired state of ALM maturity. Image 5 – Results by area Conclusion To conclude the Rangers ALM assessment guide gives you the ability to, Measure the customer’s current ALM maturity level Understand the ALM maturity level the customer desires to achieve Capture a healthy list of issues the customer wants to brainstorm further Now What’s next…? Download and get started with the Rangers ALM Assessment Guide. If you have successfully captured the above listed three pieces of information you are in a great state to make recommendations on the identified areas highlighting the benefits that Visual Studio ALM tools would offer. In the next post I will be covering how to take the ALM assessment results as the base to actually convert your recommendation into a sell.  Remember to subscribe to http://feeds.feedburner.com/TarunArora. I would love to hear your feedback! If you have any recommendations on things that I should consider or any questions or feedback, feel free to leave a comment. *** A special thanks goes out to fellow ranges Willy, Ethem and Philip for reviewing the blog post and providing valuable feedback. ***

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  • Antenna Aligner Part 10: Updates and emails…

    - by Chris George
    Since my last post back in July, I’ve not done huge amounts of work on my app for two reasons. Firstly, no time! Secondly, I wanted to leave it out in the wild for a while and see what happened. Well, what happened?  over 1,300 users, that’s what’s happened!  This uptake is beyond my wildest expectations, and apart from a couple of issues that I’ll mention in a minute, most of the feedback has been very positive indeed! I’ve had several emails giving me feedback and reporting issues, all of which I have made a point of replying to immediately. This act alone has met with favourable replies! One of the main issues was with iPad. So it turns out that my app is only accurate in portrait mode. Turning it into landscape will offset the direction by +-90degrees! Whoops! I think I’ve fixed this by disabling the orientation switching, but I have not yet had an iPad to test this on. I had several emails from iPod Touch users claiming the app did not work for them. Specifically, the compass view did not work. On investigation, it turns out that the iPod Touch does not have the compass hardware required to do this. Unfortunately there is no way to exclude iPod Touch’s from the list of supported devices, so I’ve just had to make it very clear in the itunes description that the device is not fully supported.  You can still get the list of transmitters, but you then have to use a real compass to get the bearing. But that’s not the end of the world. Several customers have requested the aerial polarisation to be displayed in the app. I was already working on this, and the data was already there, it was just a case of displaying this in the UI. I have a solution now, and this will be in the next release. Of course, with the Digital switchover in full swing across the UK, there have been one set of data updates (in 1.0.3), and another is due shortly. This reflects the transmitters as they switch over the digital fully and their power output increased. So all in all I’m very pleased with the feedback I’ve had, and I’m looking to get the next release out there by early December (allowing for the 2-3 week Apple approval lag!)  

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