Search Results

Search found 970 results on 39 pages for 'managers'.

facebook twitter digg google delicious technorati stumbleupon myspace wordpress linkedin gmail igoogle windows live tumblr viadeo yahoo buzz yahoo mail yahoo bookmarks favorites email print

Page 10/39 | < Previous Page | 6 7 8 9 10 11 12 13 14 15 16 17  | Next Page >

  • Using ObjectBindingDatasource to bind to object exposing Lists, cant drag and drop fields onto repor

    - by SKM
    Hey Guys Ive used the ObjectBindingDatasource to bind to a class Ive called "ReportViewModel" which contains properties such as List Companies {get; set;} List Managers {get; set;} in its constructor Im just calling a method to populate with dummy data Managers = new ReportDataRepository().GetManagers(); Companies = new ReportDataReposiroty().GetCompanies(); ... When i create the new Datasource , it shows the ReportViewModel class with the Lists under it. I expand the Companies object and attempt draging and dropping fields onto the report designer and it works. Though doesnt allow me to drag and drop for any other List. Any guidance would be really appreciated.

    Read the article

  • Is there a scheduling algorithm that optimizes for "maker's schedules"?

    - by John Feminella
    You may be familiar with Paul Graham's essay, "Maker's Schedule, Manager's Schedule". The crux of the essay is that for creative and technical professionals, meetings are anathema to productivity, because they tend to lead to "schedule fragmentation", breaking up free time into chunks that are too small to acquire the focus needed to solve difficult problems. In my firm we've seen significant benefits by minimizing the amount of disruption caused, but the brute-force algorithm we use to decide schedules is not sophisticated enough to handle scheduling large groups of people well. (*) What I'm looking for is if there's are any well-known algorithms which minimize this productivity disruption, among a group of N makers and managers. In our model, There are N people. Each person pi is either a maker (Mk) or a manager (Mg). Each person has a schedule si. Everyone's schedule is H hours long. A schedule consists of a series of non-overlapping intervals si = [h1, ..., hj]. An interval is either free or busy. Two adjacent free intervals are equivalent to a single free interval that spans both. A maker's productivity is maximized when the number of free intervals is minimized. A manager's productivity is maximized when the total length of free intervals is maximized. Notice that if there are no meetings, both the makers and the managers experience optimum productivity. If meetings must be scheduled, then makers prefer that meetings happen back-to-back, while managers don't care where the meeting goes. Note that because all disruptions are treated as equally harmful to makers, there's no difference between a meeting that lasts 1 second and a meeting that lasts 3 hours if it segments the available free time. The problem is to decide how to schedule M different meetings involving arbitrary numbers of the N people, where each person in a given meeting must place a busy interval into their schedule such that it doesn't overlap with any other busy interval. For each meeting Mt the start time for the busy interval must be the same for all parties. Does an algorithm exist to solve this problem or one similar to it? My first thought was that this looks really similar to defragmentation (minimize number of distinct chunks), and there are a lot of algorithms about that. But defragmentation doesn't have much to do with scheduling. Thoughts? (*) Practically speaking this is not really a problem, because it's rare that we have meetings with more than ~5 people at once, so the space of possibilities is small.

    Read the article

  • When will YOU adopt C++0x?

    - by HighCommander4
    I'm particularly looking for input from managers of ongoing C++ projects: Have you already adopted C++0x? If so, what has your experience been like? If you haven't adopted C++0x yet, are you planning to? If so, what is your timeline (in rough terms)? Are there any obstacles that are holding you back from adopting C++0x? Perhaps you are waiting for your favourite compiler or IDE to catch up? For managers of open source projects: are you afraid that adopting C++0x will mean less developers who are willing/able to contribute because they don't know the new features? Or, on the other hand, do you think most developers have been eagerly awaiting C++0x, and and will jump at the opportunity to use it? Do you think C++0x is stable enough to be adopted by a large project?

    Read the article

  • Is it possible to have SNMP Agent without MIB’s support??

    - by Divya mohan Singh
    hii, i am working on SNMP from last few days,i have develope a small application(SNMP Agent) which * Run on 161 port. * Have a tree structured OID support. * Respond to all Get,GetNext,Set Pdu Request types. * Tested with some SNMP Managers(free available) by get and set the values of the OID's. BUT,now question is when i tried it with Cacti it will not respond anything,but detect windows snmp service..it just respond to the requests of the SNMP Managers. So,Is it mandatory to provide mib with SNMP Agent??.

    Read the article

  • How to build our own java custom layout

    - by nguyendat
    Please help me how to creat own custom layout, container, component, layout manager... Example: Containers and Layout Managers Create a window frame. Nest panels within a frame for better layout control. Create and display buttons in a panel. List two component attributes that are controlled by a layout manager. Set the layout manager for a container. Place components in a panel using BorderLayout, GridLayout, and FlowLayout. Name one advantage of each of the layout managers. Create panels with titles. i was search on google but can't find any that match my requirement Thanks for your help

    Read the article

  • The Unspoken Truth About Managing Geeks

    - by Malcolm Anderson
    Late last year, Jeff Ello wrote a great article for cio magazine entitled "The Unspoken Truth About Managing Geeks" (http://www.cio.com/article/501697/The_Unspoken_Truth_About_Managing_Geeks)   If you are a non-geek managing geeks you will find this article enlightening.  It doesn't provide much in the way of soltutions, but it does show you how you can stop digging the hole that you're in, deeper than it already is.   In the event that you are a geek with a manager that just doesn't get it, then just print out this sleek little 4 page article and drop it in your managers in-basket.

    Read the article

  • Software Architecture and Software Architecture Evaluation

    How many of us have worked at places where the concept of software architecture was ridiculed for wasting time and money? Even more ridiculous to them was the concept of evaluating software architecture. I think the next time that I am in this situation again, and I hope that I never am I will have to push for this methodology in the software development life cycle. I have spent way too many hours/days/months/years working poorly architected systems or systems that were just built ADHOC. This in software development must stop. I can understand why systems get like this due to overzealous sales staff, demanding management that wants everything yesterday, and project managers asking if things are done yet before the project has even started. But seriously, some time must be spent designing the applications that we write along with evaluating the architecture so that it will integrate will within the existing systems of an origination. If placed in this situation again, I will strive to gain buying from key players within the business, for example: Senior Software Engineers\Developers, Software Architects, Project Managers, Software Quality Assurance, Technical Services, Operations, and Finance in order for this idea to succeed with upper management. In order to convince these key players I will have to show them the benefits of architecture and even more benefits of evaluating software architecture on a system wide level. Benefits of Software Architecture Evaluation Places Stakeholders in the Same Room to Communicate Ensures Delivery of Detailed Quality Goals Prioritizes Conflicting Goals Requires Clear Explication Improves the Quality of Documentation Discovers Opportunities for Cross-Project Reuse Improves Architecture Practices Once I had key player buy in then and only then would I approach upper management about my plan regarding implementing the concept of software architecture and using evaluation to ensure that the software being designed is the proper architecture for the project. In addition to the benefits listed above I would also show upper management how much time is being wasted by not doing these evaluations. For example, if project X cost us Y amount, then why do we have several implementations in various forms of X and how much money and time could we have saved if we just reused the existing code base to give each system the same functionality that was already created? After this, I would mention what would happen if we had 50 instances of this situation? Then I would show them how the software architecture evaluation process would have prevented this and that the optimization could have leveraged its existing code base to increase the speed and quality of its development. References:Carnegie Mellon Software Engineering Institute (2011). Architecture Tradeoff Analysis Method from http://www.sei.cmu.edu/architecture/tools/evaluate/atam.cfm

    Read the article

  • PERT shows relationships between defined tasks in a project without taking into consideration a time line

    The program evaluation and review technique (PERT) shows relationships between defined tasks in a project without taking into consideration a time line. This chart is an excellent way to identify dependencies of tasks based on other tasks. This chart allows project managers to identify the critical path of a project to minimize any time delays to the project. According to Craig Borysowich in his article “Pros & Cons of the PERT/CPM Method stated the following advantages and disadvantages: “PERT/CPM has the following advantages: A PERT/CPM chart explicitly defines and makes visible dependencies (precedence relationships) between the WBS elements, PERT/CPM facilitates identification of the critical path and makes this visible, PERT/CPM facilitates identification of early start, late start, and slack for each activity, PERT/CPM provides for potentially reduced project duration due to better understanding of dependencies leading to improved overlapping of activities and tasks where feasible.  PERT/CPM has the following disadvantages: There can be potentially hundreds or thousands of activities and individual dependency relationships, The network charts tend to be large and unwieldy requiring several pages to print and requiring special size paper, The lack of a timeframe on most PERT/CPM charts makes it harder to show status although colors can help (e.g., specific color for completed nodes), When the PERT/CPM charts become unwieldy, they are no longer used to manage the project.” (Borysowich, 2008) Traditionally PERT charts are used in the initial planning of a project like in a project that is utilizing the waterfall approach. Once the chart was created then project managers could further analyze this data to determine the earliest start time for each stage in the project. This is important because this information can be used to help forecast resource needs during a project and where in the project. However, the agile environment can approach this differently because of their constant need to be in contact with the client and the other stakeholders.  The PERT chart can also be used during project iteration to determine what is to be worked on next, such as a prioritized To-Do list a wife would give her husband at the start of a weekend. In my personal opinion, the COTS-centric environment would not really change how a company uses a PERT chart in their day to day work. The only thing I can is that there would be less tasks to include in the chart because the functionally milestones are already completed when the components are purchased. References: http://www.netmba.com/operations/project/pert/ http://web2.concordia.ca/Quality/tools/20pertchart.pdf http://it.toolbox.com/blogs/enterprise-solutions/pros-cons-of-the-pertcpm-method-22221

    Read the article

  • How to Code Faster (Without Sacrificing Quality)

    - by ashes999
    I've been a professional coder for a several years. The comments about my code have generally been the same: writes great code, well-tested, but could be faster. So how do I become a faster coder, without sacrificing quality? For the sake of this question, I'm going to limit the scope to C#, since that's primarily what I code (for fun) -- or Java, which is similar enough in many ways that matter. Things that I'm already doing: Write the minimal solution that will get the job done Write a slew of automated tests (prevents regressions) Write (and use) reusable libraries for all kinds of things Use well-known technologies where they work well (eg. Hibernate) Use design patterns where they fit into place (eg. Singleton) These are all great, but I don't feel like my speed is increasing over time. I do care, because if I can do something to increase my productivity (even by 10%), that's 10% faster than my competitors. (Not that I have any.) Besides which, I've consistently gotten this feeback from my managers -- whether it was small-scale Flash development or enterprise Java/C++ development. Edit: There seem to be a lot of questions about what I mean by fast, and how I know I'm slow. Let me clarify with some more details. I worked in small and medium-sized teams (5-50 people) in various companies over various projects and various technologies (Flash, ASP.NET, Java, C++). The observation of my managers (which they told me directly) is that I'm "slow." Part of this is because a significant number of my peers sacrificed quality for speed; they wrote code that was buggy, hard to read, hard to maintain, and difficult to write automated tests for. My code generally is well-documented, readable, and testable. At Oracle, I would consistently solve bugs slower than other team-members. I know this, because I would get comments to that effect; this means that other (yes, more senior and experienced) developers could do my work in less time than it took me, at nearly the same quality (readability, maintainability, and testability). Why? What am I missing? How can I get better at this? My end goal is simple: if I can make product X in 40 hours today, and I can improve myself somehow so that I can create the same product at 20, 30, or even 38 hours tomorrow, that's what I want to know -- how do I get there? What process can I use to continually improve? I had thought it was about reusing code, but that's not enough, it seems.

    Read the article

  • Bunny Inc. – Episode 1. Mr. CIO meets Mr. Executive Manager

    - by kellsey.ruppel(at)oracle.com
    To make accurate and timely business decisions, executive managers are constantly in need of valuable information that is often hidden in old-style traditional systems. What can Mr. CIO come up with to help make Mr. Executive Manager's job easier at Bunny Inc.? Take a look and discover how you too can make informed business decisions by combining back-office systems with social media. Bunny Inc. -- Episode 1. Mr. CIO meets Mr. Executive ManagerTechnorati Tags: UXP, collaboration, enterprise 2.0, modern user experience, oracle, portals, webcenter, e20bunnies

    Read the article

  • The Best Free Programs for Using Virtual Desktops in Windows

    - by Lori Kaufman
    If you often open a lot of applications at once, a virtual desktop program can help you keep all those windows on your desktop organized. A virtual desktop program allows you to put open applications into separate virtual desktops, cutting down on your desktop clutter. We’ve collected links to and information about several free virtual desktop managers you can use to organize your Windows desktop. How to Factory Reset Your Android Phone or Tablet When It Won’t Boot Our Geek Trivia App for Windows 8 is Now Available Everywhere How To Boot Your Android Phone or Tablet Into Safe Mode

    Read the article

  • O the Agony - Merging Scrum and Waterfall

    - by John K. Hines
    If there's nothing else to know about Scrum (and Agile in general), it's this: You can't force a team to adopt Agile methods.  In all cases, the team must want to change. Well, sure, you could force a team.  But it's going to be a horrible, painful process with a huge learning curve made even steeper by the lack of training and motivation on behalf of the team.  On a completely unrelated note, I've spent the past three months working on a team that was formed by merging three separate teams.  One of these teams has been adopting and using Agile practices like Scrum since 2007, the other was in continuous bug fix mode, releasing on average one new piece of software per year using semi-Waterfall methods.  In particular, one senior developer on the Waterfall team didn't see anything in Agile but overhead. Fast forward through three months of tension, passive resistance, process pushback, and you have seven people who want to change and one who explicitly doesn't.  It took two things to make Scrum happen: The team manager took a class called "Agile Software Development using Scrum". The team lead explained the point of Agile was to reduce the workload of the senior developer, with another senior developer and the manager present. It's incredible to me how a single person can strongly influence the direction of an entire team.  Let alone if Scrum comes down as some managerial decree onto a functioning team who have no idea what it is.  Pity the fool. On the bright side, I am now an expert at drawing Visio process flows.  And I have some gentle advice for any first-level managers: If you preside over a team process change, it's beneficial to start the discussion on how the team will work as early as possible.  You should have a vision for this and guide the discussion, even if decisions are weeks away.  Don't always root for the underdog.  It's been my experience that managers who see themselves as compassionate and caring spend a great deal of time understanding and advocating for the one person on the team who feels left out.  Remember that by focusing on this one person you risk alienating the rest of the team, allow tension to build, and delay the resolution of the problem. My way would have been to decree Scrum, force all of my processes on everyone else, and use the past three months ironing out the kinks.  Which takes us all the way back to point number one. Technorati tags: Scrum Scrum Process Scrum and Waterfall

    Read the article

  • Review: Ultra-minimal Linux Desktops: Ratpoison, Awesome, fvwm

    What are you to do when you don't want a giant glitzy desktop environment for your Linux system like KDE or GNOME, but just want something lightweight with essential functionality? Try on some of the many excellent lightweight Linux window managers. In this final segment of her excellent Lightweight Linux series, Juliet Kemp reviews Awesome, fvwm, and Ratpoison.

    Read the article

  • Does relying on intellisense and documentation a lot while coding makes you a bad programmer? [duplicate]

    - by sharp12345
    This question already has an answer here: Forgetting basic language functions due to use of IDE, over reliance? [duplicate] 4 answers Is a programmer required to learn and memorize all syntax, or is it ok to keep handy some documentation? Would it affect the way that managers look at coders? What are the downside of depending on intellisense and auto-complete technologies and pdf documentation?

    Read the article

  • Transforming Government with ERP Solutions

    Liz La Rosa and Jerry Linden from Oracle's Public Sector Industry Strategy and Marketing team talk with Fred about the issues public sector managers face today and how governments can meet these challenges by using ERP systems to transform government operations.

    Read the article

  • Partner Blog: aurionPro SENA - Mobile Application Convenience, Flexibility & Innovation Delivered

    - by Darin Pendergraft
    About the Writer: Des Powley is Director of Product Management for aurionPro SENA inc. the leading global Oracle Identity and Access Management specialist delivery and product development partner. In October 2012 aurionPro SENA announced the release of the Mobile IDM application that delivers key Identity Management functions from any mobile device. The move towards an always on, globally interconnected world is shifting Business and Consumers alike away from traditional PC based Enterprise application access and more and more towards an ‘any device, same experience’ world. It is estimated that within five years in many developing regions of the world the PC will be obsolete, replaced entirely by cheaper mobile and tablet devices. This will give a vast amount of new entrants to the Internet their first experience of the online world, and it will only be via these newer, mobile access channels. Designed to address this shift in working and social environments and released in October of 2012 the aurionPro SENA Mobile IDM application directly addresses this emerging market and requirement by enhancing administrators, consumers and managers Identity Management (IDM) experience by delivering a mobile application that provides rapid access to frequently used IDM services from any Mobile device. Built on the aurionPro SENA Identity Service platform the mobile application uses Oracle’s Cloud, Mobile and Social capabilities and Oracle’s Identity Governance Suite for it’s core functions. The application has been developed using standards based API’s to ensure seamless integration with a client’s on premise IDM implementation or equally seamlessly with the aurionPro SENA Hosted Identity Service. The solution delivers multi platform support including iOS, Android and Blackberry and provides many key features including: • Providing easy to access view all of a users own access privileges • The ability for Managers to approve and track requests • Simply raising requests for new applications, roles and entitlements through the service catalogue This application has been designed and built with convenience and security in mind. We protect access to critical applications by enforcing PIN based authentication whilst also providing the user with mobile single sign on capability. This is just one of the many highly innovative products and services that aurionPro SENA is developing for our clients as we continually strive to enhance the value of their investment in Oracle’s class leading 11G R2 Identity and Access Management suite. The Mobile IDM application is a key component of our Identity Services Suite that also includes Managed, Hosted and Cloud Identity Services. The Identity Services Suite has been designed and built specifically to break the barriers to delivering Enterprise, Mobile and Social Identity Management services from the Cloud. aurionPro SENA - Building next generation Identity Services for modern enterprises. To view the app please visit http://youtu.be/btNgGtKxovc For more information please contact [email protected]

    Read the article

  • Download speed in ubuntu

    - by Shagun
    When I use IDM to download anything on my Windows I get a speed of around 4-5 Mbps but for the same connection speed in Ubuntu (12.04) is around 600kbps. I tried wget, Kget Uget and so many other download managers but no increase in speed.Also none of these was as user friendly or efficient as IDM like they don't give an option of downloading things on their own. Each time I have to open the the application and manually type in the url. What are the options available for me?

    Read the article

  • Getting a design company to embrace the benefits of good development

    - by Toby
    I know there are already various topics discussing what we can do to get managers to buy into good development practices, but I was wondering if there are any specific things we can do to explain to designers that Web Development is more than just turning their design into a website. I want to try and push them to design based on progressive enhancement, responsive design and ajax but I think there is a trend to stick to the print based design principles, which is understandable as it is their background, but is frustrating to a dev.

    Read the article

  • Business Strategy - Google Case Study

    Business strategy defined by SMBTN.com is a term used in business planning that implies a careful selection and application of resources to obtain a competitive advantage in anticipation of future events or trends. In more general terms business strategy is positioning a company so that it has the greatest competitive advantage over others in the markets and industries that they participate in. This process involves making corporate decisions regarding which markets to provide goods and services, pricing, acceptable quality levels, and how to interact with others in the marketplace. The primary objective of business strategy is to create and increase value for all of its shareholders and stakeholders through the creation of customer value. According to InformationWeek.com, Google has a distinctive technology advantage over its competitors like Microsoft, eBay, Amazon, Yahoo. Google utilizes custom high-performance systems which are cost efficient because they can scale to extreme workloads. This hardware allows for a huge cost advantage over its competitors. In addition, InformationWeek.com interviewed Stephen Arnold who stated that Google’s programmers are 50%-100% more productive compared to programmers working for their competitors.  He based this theory on Google’s competitors having to spend up to four times as much just to keep up. In addition to Google’s technological advantage, they also have developed a decentralized management schema where employees report directly to multiple managers and team project leaders. This allows for the responsibility of the technology department to be shared amongst multiple senior level engineers and removes the need for a singular department head to oversee the activities of the department.  This is a unique approach from the standard management style. Typically a department head like a CIO or CTO would oversee the department’s global initiatives and business functionality.  This would then be passed down and administered through middle management and implemented by programmers, business analyst, network administrators and Database administrators. It goes without saying that an IT professional’s responsibilities would be directed by Google’s technological advantage and management strategy.  Simply because they work within the department, and would have to design, develop, and support the high-performance systems and would have to report multiple managers and project leaders on a regular basis. Since Google was established and driven by new and immerging technology, all other departments would be directly impacted by the technology department.  In fact, they would have to cater to the technology department since it is a huge driving for in the success of Google. Reference: http://www.smbtn.com/smallbusinessdictionary/#b http://www.informationweek.com/news/software/linux/showArticle.jhtml?articleID=192300292&pgno=1&queryText=&isPrev=

    Read the article

  • Book review: Peopleware: Productive Projects and Teams

    - by DigiMortal
       Peopleware by Tom DeMarco and Timothy Lister is golden classic book that can be considered as mandatory reading for software project managers, team leads, higher level management and board members of software companies. If you make decisions about people then you cannot miss this book. If you are already good on managing developers then this book can make you even better – you will learn new stuff about successful development teams for sure. Why peopleware? Peopleware gives you very good hints about how to build up working environment for project teams where people can really do their work. Book also covers team building topics that are also important reading. As software developer I found practically all points in this book to be accurate and valid. Many times I have found my self thinking about same things and Peopleware made me more confident about my opinions. Peopleware covers also time management and planning topics that help you do way better job on using developers time effectively by minimizing the amount of interruptions by phone calls, pointless meetings and i-want-to-know-what-are-you-doing-right-now questions by managers who doesn’t write code anyway. I think if you follow suggestions given by Peopleware your developers are very happy. I suggest you to also read another great book – Death March by Edward Yourdon. Death March describes you effectively what happens when good advices given by Peopleware are totally ignored or worse yet – people are treated exactly opposite way. I consider also Death March as golden classics and I strongly recommend you to read this book too. Table of Contents Acknowledgments Preface to the Second Edition Preface to the First Edition Part 1: Managing the Human Resource Chapter 1: Somewhere Today, a Project Is Failing Chapter 2: Make a Cheeseburger, Sell a Cheeseburger Chapter 3: Vienna Waits for You Chapter 4: Quality-If Time Permits Chapter 5: Parkinson's Law Revisited Chapter 6: Laetrile Part II: The Office Environment Chapter 7: The Furniture Police Chapter 8: "You Never Get Anything Done Around Here Between 9 and 5" Chapter 9: Saving Money on Space Intermezzo: Productivity Measurement and Unidentified Flying Objects Chapter 10: Brain Time Versus Body Time Chapter 11: The Telephone Chapter 12: Bring Back the Door Chapter 13: Taking Umbrella Steps Part III: The Right People Chapter 14: The Hornblower Factor Chapter 15: Hiring a Juggler Chapter 16: Happy to Be Here Chapter 17: The Self-Healing System Part IV: Growing Productive Teams Chapter 18: The Whole Is Greater Than the Sum of the Parts Chapter 19: The Black Team Chapter 20: Teamicide Chapter 21: A Spaghetti Dinner Chapter 22: Open Kimono Chapter 23: Chemistry for Team Formation Part V: It't Supposed to Be Fun to Work Here Chapter 24: Chaos and Order Chapter 25: Free Electrons Chapter 26: Holgar Dansk Part VI: Son of Peopleware Chapter 27: Teamicide, Revisited Chapter 28: Competition Chapter 29: Process Improvement Programs Chapter 30: Making Change Possible Chapter 31: Human Capital Chapter 32:Organizational Learning Chapter 33: The Ultimate Management Sin Is Chapter 34: The Making of Community Notes Bibliography Index About the Authors

    Read the article

  • Oracle ADF PMs are UKOUG Conference 2012

    - by Grant Ronald
    Next week we'll have a (what is a collection of PM's called, flock? gaggle?) of ADF Product Managers attending the UKOUG conference in Birmingham.  Myself, Frank Nimphius, Chris Muir, Susan Duncan, Frederic Desbiens and Duncan Mills will all be attending.  We'll be covering a range of sessions and if you have any questions you'd like to ask about Oracle tools development, technical questions, migration, Forms to ADF, futures, mobile, anything!, then come up and say hi.

    Read the article

facebook twitter digg google delicious technorati stumbleupon myspace wordpress linkedin gmail igoogle windows live tumblr viadeo yahoo buzz yahoo mail yahoo bookmarks favorites email print

< Previous Page | 6 7 8 9 10 11 12 13 14 15 16 17  | Next Page >