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  • Logging process' CPU utilisation

    - by frinky
    Hello everyone, following problem deals with MS Windows Server 2008 R2 with Hyper-V: Does anybody have an idea how to log processes which cause CPU utilisation more than X percent? I want to uncover an unexpected CPU load peak problem which occurs once a day in a regular fashion. Since it's a terminal server, all network connections time out and bandwidth tends to zero.

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  • How can a Perfmon "% Processor Time" counter be over 100%?

    - by Bill Paetzke
    The counter, Process: % Processor Time (sqlservr), is hovering around 300% on one of my database servers. This counter reflects the percent of total time SQL Server spent running on CPU (user mode + privilege mode). The book, Sql Server 2008 Internals and Troubleshooting, says that anything greater than 80% is a problem. How is it possible for that counter to be over 100%?

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  • Agile Development

    - by James Oloo Onyango
    Alot of literature has and is being written about agile developement and its surrounding philosophies. In my quest to find the best way to express the importance of agile methodologies, i have found Robert C. Martin's "A Satire Of Two Companies" to be both the most concise and thorough! Enjoy the read! Rufus Inc Project Kick Off Your name is Bob. The date is January 3, 2001, and your head still aches from the recent millennial revelry. You are sitting in a conference room with several managers and a group of your peers. You are a project team leader. Your boss is there, and he has brought along all of his team leaders. His boss called the meeting. "We have a new project to develop," says your boss's boss. Call him BB. The points in his hair are so long that they scrape the ceiling. Your boss's points are just starting to grow, but he eagerly awaits the day when he can leave Brylcream stains on the acoustic tiles. BB describes the essence of the new market they have identified and the product they want to develop to exploit this market. "We must have this new project up and working by fourth quarter October 1," BB demands. "Nothing is of higher priority, so we are cancelling your current project." The reaction in the room is stunned silence. Months of work are simply going to be thrown away. Slowly, a murmur of objection begins to circulate around the conference table.   His points give off an evil green glow as BB meets the eyes of everyone in the room. One by one, that insidious stare reduces each attendee to quivering lumps of protoplasm. It is clear that he will brook no discussion on this matter. Once silence has been restored, BB says, "We need to begin immediately. How long will it take you to do the analysis?" You raise your hand. Your boss tries to stop you, but his spitwad misses you and you are unaware of his efforts.   "Sir, we can't tell you how long the analysis will take until we have some requirements." "The requirements document won't be ready for 3 or 4 weeks," BB says, his points vibrating with frustration. "So, pretend that you have the requirements in front of you now. How long will you require for analysis?" No one breathes. Everyone looks around to see whether anyone has some idea. "If analysis goes beyond April 1, we have a problem. Can you finish the analysis by then?" Your boss visibly gathers his courage: "We'll find a way, sir!" His points grow 3 mm, and your headache increases by two Tylenol. "Good." BB smiles. "Now, how long will it take to do the design?" "Sir," you say. Your boss visibly pales. He is clearly worried that his 3 mms are at risk. "Without an analysis, it will not be possible to tell you how long design will take." BB's expression shifts beyond austere.   "PRETEND you have the analysis already!" he says, while fixing you with his vacant, beady little eyes. "How long will it take you to do the design?" Two Tylenol are not going to cut it. Your boss, in a desperate attempt to save his new growth, babbles: "Well, sir, with only six months left to complete the project, design had better take no longer than 3 months."   "I'm glad you agree, Smithers!" BB says, beaming. Your boss relaxes. He knows his points are secure. After a while, he starts lightly humming the Brylcream jingle. BB continues, "So, analysis will be complete by April 1, design will be complete by July 1, and that gives you 3 months to implement the project. This meeting is an example of how well our new consensus and empowerment policies are working. Now, get out there and start working. I'll expect to see TQM plans and QIT assignments on my desk by next week. Oh, and don't forget that your crossfunctional team meetings and reports will be needed for next month's quality audit." "Forget the Tylenol," you think to yourself as you return to your cubicle. "I need bourbon."   Visibly excited, your boss comes over to you and says, "Gosh, what a great meeting. I think we're really going to do some world shaking with this project." You nod in agreement, too disgusted to do anything else. "Oh," your boss continues, "I almost forgot." He hands you a 30-page document. "Remember that the SEI is coming to do an evaluation next week. This is the evaluation guide. You need to read through it, memorize it, and then shred it. It tells you how to answer any questions that the SEI auditors ask you. It also tells you what parts of the building you are allowed to take them to and what parts to avoid. We are determined to be a CMM level 3 organization by June!"   You and your peers start working on the analysis of the new project. This is difficult because you have no requirements. But from the 10-minute introduction given by BB on that fateful morning, you have some idea of what the product is supposed to do.   Corporate process demands that you begin by creating a use case document. You and your team begin enumerating use cases and drawing oval and stick diagrams. Philosophical debates break out among the team members. There is disagreement as to whether certain use cases should be connected with <<extends>> or <<includes>> relationships. Competing models are created, but nobody knows how to evaluate them. The debate continues, effectively paralyzing progress.   After a week, somebody finds the iceberg.com Web site, which recommends disposing entirely of <<extends>> and <<includes>> and replacing them with <<precedes>> and <<uses>>. The documents on this Web site, authored by Don Sengroiux, describes a method known as stalwart-analysis, which claims to be a step-by-step method for translating use cases into design diagrams. More competing use case models are created using this new scheme, but again, people can't agree on how to evaluate them. The thrashing continues. More and more, the use case meetings are driven by emotion rather than by reason. If it weren't for the fact that you don't have requirements, you'd be pretty upset by the lack of progress you are making. The requirements document arrives on February 15. And then again on February 20, 25, and every week thereafter. Each new version contradicts the previous one. Clearly, the marketing folks who are writing the requirements, empowered though they might be, are not finding consensus.   At the same time, several new competing use case templates have been proposed by the various team members. Each template presents its own particularly creative way of delaying progress. The debates rage on. On March 1, Prudence Putrigence, the process proctor, succeeds in integrating all the competing use case forms and templates into a single, all-encompassing form. Just the blank form is 15 pages long. She has managed to include every field that appeared on all the competing templates. She also presents a 159- page document describing how to fill out the use case form. All current use cases must be rewritten according to the new standard.   You marvel to yourself that it now requires 15 pages of fill-in-the-blank and essay questions to answer the question: What should the system do when the user presses Return? The corporate process (authored by L. E. Ott, famed author of "Holistic Analysis: A Progressive Dialectic for Software Engineers") insists that you discover all primary use cases, 87 percent of all secondary use cases, and 36.274 percent of all tertiary use cases before you can complete analysis and enter the design phase. You have no idea what a tertiary use case is. So in an attempt to meet this requirement, you try to get your use case document reviewed by the marketing department, which you hope will know what a tertiary use case is.   Unfortunately, the marketing folks are too busy with sales support to talk to you. Indeed, since the project started, you have not been able to get a single meeting with marketing, which has provided a never-ending stream of changing and contradictory requirements documents.   While one team has been spinning endlessly on the use case document, another team has been working out the domain model. Endless variations of UML documents are pouring out of this team. Every week, the model is reworked.   The team members can't decide whether to use <<interfaces>> or <<types>> in the model. A huge disagreement has been raging on the proper syntax and application of OCL. Others on the team just got back from a 5-day class on catabolism, and have been producing incredibly detailed and arcane diagrams that nobody else can fathom.   On March 27, with one week to go before analysis is to be complete, you have produced a sea of documents and diagrams but are no closer to a cogent analysis of the problem than you were on January 3. **** And then, a miracle happens.   **** On Saturday, April 1, you check your e-mail from home. You see a memo from your boss to BB. It states unequivocally that you are done with the analysis! You phone your boss and complain. "How could you have told BB that we were done with the analysis?" "Have you looked at a calendar lately?" he responds. "It's April 1!" The irony of that date does not escape you. "But we have so much more to think about. So much more to analyze! We haven't even decided whether to use <<extends>> or <<precedes>>!" "Where is your evidence that you are not done?" inquires your boss, impatiently. "Whaaa . . . ." But he cuts you off. "Analysis can go on forever; it has to be stopped at some point. And since this is the date it was scheduled to stop, it has been stopped. Now, on Monday, I want you to gather up all existing analysis materials and put them into a public folder. Release that folder to Prudence so that she can log it in the CM system by Monday afternoon. Then get busy and start designing."   As you hang up the phone, you begin to consider the benefits of keeping a bottle of bourbon in your bottom desk drawer. They threw a party to celebrate the on-time completion of the analysis phase. BB gave a colon-stirring speech on empowerment. And your boss, another 3 mm taller, congratulated his team on the incredible show of unity and teamwork. Finally, the CIO takes the stage to tell everyone that the SEI audit went very well and to thank everyone for studying and shredding the evaluation guides that were passed out. Level 3 now seems assured and will be awarded by June. (Scuttlebutt has it that managers at the level of BB and above are to receive significant bonuses once the SEI awards level 3.)   As the weeks flow by, you and your team work on the design of the system. Of course, you find that the analysis that the design is supposedly based on is flawedno, useless; no, worse than useless. But when you tell your boss that you need to go back and work some more on the analysis to shore up its weaker sections, he simply states, "The analysis phase is over. The only allowable activity is design. Now get back to it."   So, you and your team hack the design as best you can, unsure of whether the requirements have been properly analyzed. Of course, it really doesn't matter much, since the requirements document is still thrashing with weekly revisions, and the marketing department still refuses to meet with you.     The design is a nightmare. Your boss recently misread a book named The Finish Line in which the author, Mark DeThomaso, blithely suggested that design documents should be taken down to code-level detail. "If we are going to be working at that level of detail," you ask, "why don't we simply write the code instead?" "Because then you wouldn't be designing, of course. And the only allowable activity in the design phase is design!" "Besides," he continues, "we have just purchased a companywide license for Dandelion! This tool enables 'Round the Horn Engineering!' You are to transfer all design diagrams into this tool. It will automatically generate our code for us! It will also keep the design diagrams in sync with the code!" Your boss hands you a brightly colored shrinkwrapped box containing the Dandelion distribution. You accept it numbly and shuffle off to your cubicle. Twelve hours, eight crashes, one disk reformatting, and eight shots of 151 later, you finally have the tool installed on your server. You consider the week your team will lose while attending Dandelion training. Then you smile and think, "Any week I'm not here is a good week." Design diagram after design diagram is created by your team. Dandelion makes it very difficult to draw these diagrams. There are dozens and dozens of deeply nested dialog boxes with funny text fields and check boxes that must all be filled in correctly. And then there's the problem of moving classes between packages. At first, these diagram are driven from the use cases. But the requirements are changing so often that the use cases rapidly become meaningless. Debates rage about whether VISITOR or DECORATOR design patterns should be used. One developer refuses to use VISITOR in any form, claiming that it's not a properly object-oriented construct. Someone refuses to use multiple inheritance, since it is the spawn of the devil. Review meetings rapidly degenerate into debates about the meaning of object orientation, the definition of analysis versus design, or when to use aggregation versus association. Midway through the design cycle, the marketing folks announce that they have rethought the focus of the system. Their new requirements document is completely restructured. They have eliminated several major feature areas and replaced them with feature areas that they anticipate customer surveys will show to be more appropriate. You tell your boss that these changes mean that you need to reanalyze and redesign much of the system. But he says, "The analysis phase is system. But he says, "The analysis phase is over. The only allowable activity is design. Now get back to it."   You suggest that it might be better to create a simple prototype to show to the marketing folks and even some potential customers. But your boss says, "The analysis phase is over. The only allowable activity is design. Now get back to it." Hack, hack, hack, hack. You try to create some kind of a design document that might reflect the new requirements documents. However, the revolution of the requirements has not caused them to stop thrashing. Indeed, if anything, the wild oscillations of the requirements document have only increased in frequency and amplitude.   You slog your way through them.   On June 15, the Dandelion database gets corrupted. Apparently, the corruption has been progressive. Small errors in the DB accumulated over the months into bigger and bigger errors. Eventually, the CASE tool just stopped working. Of course, the slowly encroaching corruption is present on all the backups. Calls to the Dandelion technical support line go unanswered for several days. Finally, you receive a brief e-mail from Dandelion, informing you that this is a known problem and that the solution is to purchase the new version, which they promise will be ready some time next quarter, and then reenter all the diagrams by hand.   ****   Then, on July 1 another miracle happens! You are done with the design!   Rather than go to your boss and complain, you stock your middle desk drawer with some vodka.   **** They threw a party to celebrate the on-time completion of the design phase and their graduation to CMM level 3. This time, you find BB's speech so stirring that you have to use the restroom before it begins. New banners and plaques are all over your workplace. They show pictures of eagles and mountain climbers, and they talk about teamwork and empowerment. They read better after a few scotches. That reminds you that you need to clear out your file cabinet to make room for the brandy. You and your team begin to code. But you rapidly discover that the design is lacking in some significant areas. Actually, it's lacking any significance at all. You convene a design session in one of the conference rooms to try to work through some of the nastier problems. But your boss catches you at it and disbands the meeting, saying, "The design phase is over. The only allowable activity is coding. Now get back to it."   ****   The code generated by Dandelion is really hideous. It turns out that you and your team were using association and aggregation the wrong way, after all. All the generated code has to be edited to correct these flaws. Editing this code is extremely difficult because it has been instrumented with ugly comment blocks that have special syntax that Dandelion needs in order to keep the diagrams in sync with the code. If you accidentally alter one of these comments, the diagrams will be regenerated incorrectly. It turns out that "Round the Horn Engineering" requires an awful lot of effort. The more you try to keep the code compatible with Dandelion, the more errors Dandelion generates. In the end, you give up and decide to keep the diagrams up to date manually. A second later, you decide that there's no point in keeping the diagrams up to date at all. Besides, who has time?   Your boss hires a consultant to build tools to count the number of lines of code that are being produced. He puts a big thermometer graph on the wall with the number 1,000,000 on the top. Every day, he extends the red line to show how many lines have been added. Three days after the thermometer appears on the wall, your boss stops you in the hall. "That graph isn't growing quickly enough. We need to have a million lines done by October 1." "We aren't even sh-sh-sure that the proshect will require a m-million linezh," you blather. "We have to have a million lines done by October 1," your boss reiterates. His points have grown again, and the Grecian formula he uses on them creates an aura of authority and competence. "Are you sure your comment blocks are big enough?" Then, in a flash of managerial insight, he says, "I have it! I want you to institute a new policy among the engineers. No line of code is to be longer than 20 characters. Any such line must be split into two or more preferably more. All existing code needs to be reworked to this standard. That'll get our line count up!"   You decide not to tell him that this will require two unscheduled work months. You decide not to tell him anything at all. You decide that intravenous injections of pure ethanol are the only solution. You make the appropriate arrangements. Hack, hack, hack, and hack. You and your team madly code away. By August 1, your boss, frowning at the thermometer on the wall, institutes a mandatory 50-hour workweek.   Hack, hack, hack, and hack. By September 1st, the thermometer is at 1.2 million lines and your boss asks you to write a report describing why you exceeded the coding budget by 20 percent. He institutes mandatory Saturdays and demands that the project be brought back down to a million lines. You start a campaign of remerging lines. Hack, hack, hack, and hack. Tempers are flaring; people are quitting; QA is raining trouble reports down on you. Customers are demanding installation and user manuals; salespeople are demanding advance demonstrations for special customers; the requirements document is still thrashing, the marketing folks are complaining that the product isn't anything like they specified, and the liquor store won't accept your credit card anymore. Something has to give.    On September 15, BB calls a meeting. As he enters the room, his points are emitting clouds of steam. When he speaks, the bass overtones of his carefully manicured voice cause the pit of your stomach to roll over. "The QA manager has told me that this project has less than 50 percent of the required features implemented. He has also informed me that the system crashes all the time, yields wrong results, and is hideously slow. He has also complained that he cannot keep up with the continuous train of daily releases, each more buggy than the last!" He stops for a few seconds, visibly trying to compose himself. "The QA manager estimates that, at this rate of development, we won't be able to ship the product until December!" Actually, you think it's more like March, but you don't say anything. "December!" BB roars with such derision that people duck their heads as though he were pointing an assault rifle at them. "December is absolutely out of the question. Team leaders, I want new estimates on my desk in the morning. I am hereby mandating 65-hour work weeks until this project is complete. And it better be complete by November 1."   As he leaves the conference room, he is heard to mutter: "Empowermentbah!" * * * Your boss is bald; his points are mounted on BB's wall. The fluorescent lights reflecting off his pate momentarily dazzle you. "Do you have anything to drink?" he asks. Having just finished your last bottle of Boone's Farm, you pull a bottle of Thunderbird from your bookshelf and pour it into his coffee mug. "What's it going to take to get this project done? " he asks. "We need to freeze the requirements, analyze them, design them, and then implement them," you say callously. "By November 1?" your boss exclaims incredulously. "No way! Just get back to coding the damned thing." He storms out, scratching his vacant head.   A few days later, you find that your boss has been transferred to the corporate research division. Turnover has skyrocketed. Customers, informed at the last minute that their orders cannot be fulfilled on time, have begun to cancel their orders. Marketing is re-evaluating whether this product aligns with the overall goals of the company. Memos fly, heads roll, policies change, and things are, overall, pretty grim. Finally, by March, after far too many sixty-five hour weeks, a very shaky version of the software is ready. In the field, bug-discovery rates are high, and the technical support staff are at their wits' end, trying to cope with the complaints and demands of the irate customers. Nobody is happy.   In April, BB decides to buy his way out of the problem by licensing a product produced by Rupert Industries and redistributing it. The customers are mollified, the marketing folks are smug, and you are laid off.     Rupert Industries: Project Alpha   Your name is Robert. The date is January 3, 2001. The quiet hours spent with your family this holiday have left you refreshed and ready for work. You are sitting in a conference room with your team of professionals. The manager of the division called the meeting. "We have some ideas for a new project," says the division manager. Call him Russ. He is a high-strung British chap with more energy than a fusion reactor. He is ambitious and driven but understands the value of a team. Russ describes the essence of the new market opportunity the company has identified and introduces you to Jane, the marketing manager, who is responsible for defining the products that will address it. Addressing you, Jane says, "We'd like to start defining our first product offering as soon as possible. When can you and your team meet with me?" You reply, "We'll be done with the current iteration of our project this Friday. We can spare a few hours for you between now and then. After that, we'll take a few people from the team and dedicate them to you. We'll begin hiring their replacements and the new people for your team immediately." "Great," says Russ, "but I want you to understand that it is critical that we have something to exhibit at the trade show coming up this July. If we can't be there with something significant, we'll lose the opportunity."   "I understand," you reply. "I don't yet know what it is that you have in mind, but I'm sure we can have something by July. I just can't tell you what that something will be right now. In any case, you and Jane are going to have complete control over what we developers do, so you can rest assured that by July, you'll have the most important things that can be accomplished in that time ready to exhibit."   Russ nods in satisfaction. He knows how this works. Your team has always kept him advised and allowed him to steer their development. He has the utmost confidence that your team will work on the most important things first and will produce a high-quality product.   * * *   "So, Robert," says Jane at their first meeting, "How does your team feel about being split up?" "We'll miss working with each other," you answer, "but some of us were getting pretty tired of that last project and are looking forward to a change. So, what are you people cooking up?" Jane beams. "You know how much trouble our customers currently have . . ." And she spends a half hour or so describing the problem and possible solution. "OK, wait a second" you respond. "I need to be clear about this." And so you and Jane talk about how this system might work. Some of her ideas aren't fully formed. You suggest possible solutions. She likes some of them. You continue discussing.   During the discussion, as each new topic is addressed, Jane writes user story cards. Each card represents something that the new system has to do. The cards accumulate on the table and are spread out in front of you. Both you and Jane point at them, pick them up, and make notes on them as you discuss the stories. The cards are powerful mnemonic devices that you can use to represent complex ideas that are barely formed.   At the end of the meeting, you say, "OK, I've got a general idea of what you want. I'm going to talk to the team about it. I imagine they'll want to run some experiments with various database structures and presentation formats. Next time we meet, it'll be as a group, and we'll start identifying the most important features of the system."   A week later, your nascent team meets with Jane. They spread the existing user story cards out on the table and begin to get into some of the details of the system. The meeting is very dynamic. Jane presents the stories in the order of their importance. There is much discussion about each one. The developers are concerned about keeping the stories small enough to estimate and test. So they continually ask Jane to split one story into several smaller stories. Jane is concerned that each story have a clear business value and priority, so as she splits them, she makes sure that this stays true.   The stories accumulate on the table. Jane writes them, but the developers make notes on them as needed. Nobody tries to capture everything that is said; the cards are not meant to capture everything but are simply reminders of the conversation.   As the developers become more comfortable with the stories, they begin writing estimates on them. These estimates are crude and budgetary, but they give Jane an idea of what the story will cost.   At the end of the meeting, it is clear that many more stories could be discussed. It is also clear that the most important stories have been addressed and that they represent several months worth of work. Jane closes the meeting by taking the cards with her and promising to have a proposal for the first release in the morning.   * * *   The next morning, you reconvene the meeting. Jane chooses five cards and places them on the table. "According to your estimates, these cards represent about one perfect team-week's worth of work. The last iteration of the previous project managed to get one perfect team-week done in 3 real weeks. If we can get these five stories done in 3 weeks, we'll be able to demonstrate them to Russ. That will make him feel very comfortable about our progress." Jane is pushing it. The sheepish look on her face lets you know that she knows it too. You reply, "Jane, this is a new team, working on a new project. It's a bit presumptuous to expect that our velocity will be the same as the previous team's. However, I met with the team yesterday afternoon, and we all agreed that our initial velocity should, in fact, be set to one perfectweek for every 3 real-weeks. So you've lucked out on this one." "Just remember," you continue, "that the story estimates and the story velocity are very tentative at this point. We'll learn more when we plan the iteration and even more when we implement it."   Jane looks over her glasses at you as if to say "Who's the boss around here, anyway?" and then smiles and says, "Yeah, don't worry. I know the drill by now."Jane then puts 15 more cards on the table. She says, "If we can get all these cards done by the end of March, we can turn the system over to our beta test customers. And we'll get good feedback from them."   You reply, "OK, so we've got our first iteration defined, and we have the stories for the next three iterations after that. These four iterations will make our first release."   "So," says Jane, can you really do these five stories in the next 3 weeks?" "I don't know for sure, Jane," you reply. "Let's break them down into tasks and see what we get."   So Jane, you, and your team spend the next several hours taking each of the five stories that Jane chose for the first iteration and breaking them down into small tasks. The developers quickly realize that some of the tasks can be shared between stories and that other tasks have commonalities that can probably be taken advantage of. It is clear that potential designs are popping into the developers' heads. From time to time, they form little discussion knots and scribble UML diagrams on some cards.   Soon, the whiteboard is filled with the tasks that, once completed, will implement the five stories for this iteration. You start the sign-up process by saying, "OK, let's sign up for these tasks." "I'll take the initial database generation." Says Pete. "That's what I did on the last project, and this doesn't look very different. I estimate it at two of my perfect workdays." "OK, well, then, I'll take the login screen," says Joe. "Aw, darn," says Elaine, the junior member of the team, "I've never done a GUI, and kinda wanted to try that one."   "Ah, the impatience of youth," Joe says sagely, with a wink in your direction. "You can assist me with it, young Jedi." To Jane: "I think it'll take me about three of my perfect workdays."   One by one, the developers sign up for tasks and estimate them in terms of their own perfect workdays. Both you and Jane know that it is best to let the developers volunteer for tasks than to assign the tasks to them. You also know full well that you daren't challenge any of the developers' estimates. You know these people, and you trust them. You know that they are going to do the very best they can.   The developers know that they can't sign up for more perfect workdays than they finished in the last iteration they worked on. Once each developer has filled his or her schedule for the iteration, they stop signing up for tasks.   Eventually, all the developers have stopped signing up for tasks. But, of course, tasks are still left on the board.   "I was worried that that might happen," you say, "OK, there's only one thing to do, Jane. We've got too much to do in this iteration. What stories or tasks can we remove?" Jane sighs. She knows that this is the only option. Working overtime at the beginning of a project is insane, and projects where she's tried it have not fared well.   So Jane starts to remove the least-important functionality. "Well, we really don't need the login screen just yet. We can simply start the system in the logged-in state." "Rats!" cries Elaine. "I really wanted to do that." "Patience, grasshopper." says Joe. "Those who wait for the bees to leave the hive will not have lips too swollen to relish the honey." Elaine looks confused. Everyone looks confused. "So . . .," Jane continues, "I think we can also do away with . . ." And so, bit by bit, the list of tasks shrinks. Developers who lose a task sign up for one of the remaining ones.   The negotiation is not painless. Several times, Jane exhibits obvious frustration and impatience. Once, when tensions are especially high, Elaine volunteers, "I'll work extra hard to make up some of the missing time." You are about to correct her when, fortunately, Joe looks her in the eye and says, "When once you proceed down the dark path, forever will it dominate your destiny."   In the end, an iteration acceptable to Jane is reached. It's not what Jane wanted. Indeed, it is significantly less. But it's something the team feels that can be achieved in the next 3 weeks.   And, after all, it still addresses the most important things that Jane wanted in the iteration. "So, Jane," you say when things had quieted down a bit, "when can we expect acceptance tests from you?" Jane sighs. This is the other side of the coin. For every story the development team implements,   Jane must supply a suite of acceptance tests that prove that it works. And the team needs these long before the end of the iteration, since they will certainly point out differences in the way Jane and the developers imagine the system's behaviour.   "I'll get you some example test scripts today," Jane promises. "I'll add to them every day after that. You'll have the entire suite by the middle of the iteration."   * * *   The iteration begins on Monday morning with a flurry of Class, Responsibilities, Collaborators sessions. By midmorning, all the developers have assembled into pairs and are rapidly coding away. "And now, my young apprentice," Joe says to Elaine, "you shall learn the mysteries of test-first design!"   "Wow, that sounds pretty rad," Elaine replies. "How do you do it?" Joe beams. It's clear that he has been anticipating this moment. "OK, what does the code do right now?" "Huh?" replied Elaine, "It doesn't do anything at all; there is no code."   "So, consider our task; can you think of something the code should do?" "Sure," Elaine said with youthful assurance, "First, it should connect to the database." "And thereupon, what must needs be required to connecteth the database?" "You sure talk weird," laughed Elaine. "I think we'd have to get the database object from some registry and call the Connect() method. "Ah, astute young wizard. Thou perceives correctly that we requireth an object within which we can cacheth the database object." "Is 'cacheth' really a word?" "It is when I say it! So, what test can we write that we know the database registry should pass?" Elaine sighs. She knows she'll just have to play along. "We should be able to create a database object and pass it to the registry in a Store() method. And then we should be able to pull it out of the registry with a Get() method and make sure it's the same object." "Oh, well said, my prepubescent sprite!" "Hay!" "So, now, let's write a test function that proves your case." "But shouldn't we write the database object and registry object first?" "Ah, you've much to learn, my young impatient one. Just write the test first." "But it won't even compile!" "Are you sure? What if it did?" "Uh . . ." "Just write the test, Elaine. Trust me." And so Joe, Elaine, and all the other developers began to code their tasks, one test case at a time. The room in which they worked was abuzz with the conversations between the pairs. The murmur was punctuated by an occasional high five when a pair managed to finish a task or a difficult test case.   As development proceeded, the developers changed partners once or twice a day. Each developer got to see what all the others were doing, and so knowledge of the code spread generally throughout the team.   Whenever a pair finished something significant whether a whole task or simply an important part of a task they integrated what they had with the rest of the system. Thus, the code base grew daily, and integration difficulties were minimized.   The developers communicated with Jane on a daily basis. They'd go to her whenever they had a question about the functionality of the system or the interpretation of an acceptance test case.   Jane, good as her word, supplied the team with a steady stream of acceptance test scripts. The team read these carefully and thereby gained a much better understanding of what Jane expected the system to do. By the beginning of the second week, there was enough functionality to demonstrate to Jane. She watched eagerly as the demonstration passed test case after test case. "This is really cool," Jane said as the demonstration finally ended. "But this doesn't seem like one-third of the tasks. Is your velocity slower than anticipated?"   You grimace. You'd been waiting for a good time to mention this to Jane but now she was forcing the issue. "Yes, unfortunately, we are going more slowly than we had expected. The new application server we are using is turning out to be a pain to configure. Also, it takes forever to reboot, and we have to reboot it whenever we make even the slightest change to its configuration."   Jane eyes you with suspicion. The stress of last Monday's negotiations had still not entirely dissipated. She says, "And what does this mean to our schedule? We can't slip it again, we just can't. Russ will have a fit! He'll haul us all into the woodshed and ream us some new ones."   You look Jane right in the eyes. There's no pleasant way to give someone news like this. So you just blurt out, "Look, if things keep going like they're going, we're not going to be done with everything by next Friday. Now it's possible that we'll figure out a way to go faster. But, frankly, I wouldn't depend on that. You should start thinking about one or two tasks that could be removed from the iteration without ruining the demonstration for Russ. Come hell or high water, we are going to give that demonstration on Friday, and I don't think you want us to choose which tasks to omit."   "Aw forchrisakes!" Jane barely manages to stifle yelling that last word as she stalks away, shaking her head. Not for the first time, you say to yourself, "Nobody ever promised me project management would be easy." You are pretty sure it won't be the last time, either.   Actually, things went a bit better than you had hoped. The team did, in fact, have to drop one task from the iteration, but Jane had chosen wisely, and the demonstration for Russ went without a hitch. Russ was not impressed with the progress, but neither was he dismayed. He simply said, "This is pretty good. But remember, we have to be able to demonstrate this system at the trade show in July, and at this rate, it doesn't look like you'll have all that much to show." Jane, whose attitude had improved dramatically with the completion of the iteration, responded to Russ by saying, "Russ, this team is working hard, and well. When July comes around, I am confident that we'll have something significant to demonstrate. It won't be everything, and some of it may be smoke and mirrors, but we'll have something."   Painful though the last iteration was, it had calibrated your velocity numbers. The next iteration went much better. Not because your team got more done than in the last iteration but simply because the team didn't have to remove any tasks or stories in the middle of the iteration.   By the start of the fourth iteration, a natural rhythm has been established. Jane, you, and the team know exactly what to expect from one another. The team is running hard, but the pace is sustainable. You are confident that the team can keep up this pace for a year or more.   The number of surprises in the schedule diminishes to near zero; however, the number of surprises in the requirements does not. Jane and Russ frequently look over the growing system and make recommendations or changes to the existing functionality. But all parties realize that these changes take time and must be scheduled. So the changes do not cause anyone's expectations to be violated. In March, there is a major demonstration of the system to the board of directors. The system is very limited and is not yet in a form good enough to take to the trade show, but progress is steady, and the board is reasonably impressed.   The second release goes even more smoothly than the first. By now, the team has figured out a way to automate Jane's acceptance test scripts. The team has also refactored the design of the system to the point that it is really easy to add new features and change old ones. The second release was done by the end of June and was taken to the trade show. It had less in it than Jane and Russ would have liked, but it did demonstrate the most important features of the system. Although customers at the trade show noticed that certain features were missing, they were very impressed overall. You, Russ, and Jane all returned from the trade show with smiles on your faces. You all felt as though this project was a winner.   Indeed, many months later, you are contacted by Rufus Inc. That company had been working on a system like this for its internal operations. Rufus has canceled the development of that system after a death-march project and is negotiating to license your technology for its environment.   Indeed, things are looking up!

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  • GWT Query fails second time -only.

    - by Koran
    HI, I have a visualization function in GWT which calls for two instances of the same panels - two queries. Now, suppose one url is A and the other url is B. Here, I am facing an issue in that if A is called first, then both A and B works. If B is called first, then only B works, A - times out. If I call both times A, only the first time A works, second time it times out. If I call B twice, it works both times without a hitch. Even though the error comes at timed out, it actually is not timing out - in FF status bar, it shows till - transferring data from A, and then it gets stuck. This doesnt even show up in the first time query. The only difference between A and B is that B returns very fast, while A returns comparitively slow. The sample code is given below: public Panel(){ Runnable onLoadCallback = new Runnable() { public void run() { Query query = Query.create(dataUrl); query.setTimeout(60); query.send(new Callback() { public void onResponse(QueryResponse response) { if (response.isError()){ Window.alert(response.getMessage()); } } } } VisualizationUtils.loadVisualizationApi(onLoadCallback, PieChart.PACKAGE); } What could be the reason for this? I cannot think of any reason why this should happen? Why is this happening only for A and not for B? EDIT: More research. The query which works all the time (i.e. B is the example URL given in GWT visualization site: see comment [1]). So, I tried in my app engine to reproduce it - the following way s = "google.visualization.Query.setResponse({version:'0.6',status:'ok',sig:'106459472',table:{cols:[{id:'A',label:'Source',type:'string',pattern:''},{id:'B',label:'Percent',type:'number',pattern:'#0.01%'}],rows:[{c:[{v:'Oil'},{v:0.37,f:'37.00%'}]},{c:[{v:'Coal'},{v:0.25,f:'25.00%'}]},{c:[{v:'Natural Gas'},{v:0.23,f:'23.00%'}]},{c:[{v:'Nuclear'},{v:0.06,f:'6.00%'}]},{c:[{v:'Biomass'},{v:0.04,f:'4.00%'}]},{c:[{v:'Hydro'},{v:0.03,f:'3.00%'}]},{c:[{v:'Solar Heat'},{v:0.005,f:'0.50%'}]},{c:[{v:'Wind'},{v:0.003,f:'0.30%'}]},{c:[{v:'Geothermal'},{v:0.002,f:'0.20%'}]},{c:[{v:'Biofuels'},{v:0.002,f:'0.20%'}]},{c:[{v:'Solar photovoltaic'},{v:4.0E-4,f:'0.04%'}]}]}});"; response = HttpResponse(s, content_type="text/plain; charset=utf-8") response['Expires'] = time.strftime('%a, %d %b %Y %H:%M:%S GMT', time.gmtime()) return response Where s is the data when we run the query for B. I tried to add Expires etc too, since that seems to be the only header which has the difference, but now, the query fails all the time. For more info - I am now sending the difference between my server response vs the working server response. They seems to be pretty similar. HTTP/1.0 200 OK Content-Type: text/plain Date: Wed, 16 Jun 2010 11:07:12 GMT Server: Google Frontend Cache-Control: private, x-gzip-ok="" google.visualization.Query.setResponse({version:'0.6',status:'ok',sig:'106459472',table:{cols:[{id:'A',label:'Source',type:'string',pattern:''},{id:'B',label:'Percent',type:'number',pattern:'#0.01%'}],rows:[{c:[{v:'Oil'},{v:0.37,f:'37.00%'}]},{c:[{v:'Coal'},{v:0.25,f:'25.00%'}]},{c:[{v:'Natural Gas'},{v:0.23,f:'23.00%'}]},{c:[{v:'Nuclear'},{v:0.06,f:'6.00%'}]},{c:[{v:'Biomass'},{v:0.04,f:'4.00%'}]},{c:[{v:'Hydro'},{v:0.03,f:'3.00%'}]},{c:[{v:'Solar Heat'},{v:0.005,f:'0.50%'}]},{c:[{v:'Wind'},{v:0.003,f:'0.30%'}]},{c:[{v:'Geothermal'},{v:0.002,f:'0.20%'}]},{c:[{v:'Biofuels'},{v:0.002,f:'0.20%'}]},{c:[{v:'Solar photovoltaic'},{v:4.0E-4,f:'0.04%'}]}]}});Connection closed by foreign host. Mac$ telnet spreadsheets.google.com 80 Trying 209.85.231.100... Connected to spreadsheets.l.google.com. Escape character is '^]'. GET http://spreadsheets.google.com/tq?key=pWiorx-0l9mwIuwX5CbEALA&range=A1:B12&gid=0&headers=-1 HTTP/1.0 200 OK Content-Type: text/plain; charset=UTF-8 Date: Wed, 16 Jun 2010 11:07:58 GMT Expires: Wed, 16 Jun 2010 11:07:58 GMT Cache-Control: private, max-age=0 X-Content-Type-Options: nosniff X-XSS-Protection: 1; mode=block Server: GSE google.visualization.Query.setResponse({version:'0.6',status:'ok',sig:'106459472',table:{cols:[{id:'A',label:'Source',type:'string',pattern:''},{id:'B',label:'Percent',type:'number',pattern:'#0.01%'}],rows:[{c:[{v:'Oil'},{v:0.37,f:'37.00%'}]},{c:[{v:'Coal'},{v:0.25,f:'25.00%'}]},{c:[{v:'Natural Gas'},{v:0.23,f:'23.00%'}]},{c:[{v:'Nuclear'},{v:0.06,f:'6.00%'}]},{c:[{v:'Biomass'},{v:0.04,f:'4.00%'}]},{c:[{v:'Hydro'},{v:0.03,f:'3.00%'}]},{c:[{v:'Solar Heat'},{v:0.005,f:'0.50%'}]},{c:[{v:'Wind'},{v:0.003,f:'0.30%'}]},{c:[{v:'Geothermal'},{v:0.002,f:'0.20%'}]},{c:[{v:'Biofuels'},{v:0.002,f:'0.20%'}]},{c:[{v:'Solar photovoltaic'},{v:4.0E-4,f:'0.04%'}]}]}});Connection closed by foreign host. Also, please note that App engine did not allow the Expires header to go through - can that be the reason? But if that is the reason, then it should not fail if B is sent first and then A. Comment [1] : http://spreadsheets.google.com/tq?key=pWiorx-0l9mwIuwX5CbEALA&range=A1:B12&gid=0&headers=-1

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  • High CPU usage with Team Speak 3.0.0-rc2

    - by AlexTheBird
    The CPU usage is always around 40 percent. I use push-to-talk and I had uninstalled pulseaudio. Now I use Alsa. I don't even have to connect to a Server. By simply starting TS the cpu usage goes up 40 percent and stays there. The CPU usage of 3.0.0-rc1 [Build: 14468] is constantly 14 percent. This is the output of top, mpstat and ps aux while I am running TS3 ... of course: alexandros@alexandros-laptop:~$ top top - 18:20:07 up 2:22, 3 users, load average: 1.02, 0.85, 0.77 Tasks: 163 total, 1 running, 162 sleeping, 0 stopped, 0 zombie Cpu(s): 5.3%us, 1.9%sy, 0.1%ni, 91.8%id, 0.7%wa, 0.1%hi, 0.1%si, 0.0%st Mem: 2061344k total, 964028k used, 1097316k free, 69116k buffers Swap: 3997688k total, 0k used, 3997688k free, 449032k cached PID USER PR NI VIRT RES SHR S %CPU %MEM TIME+ COMMAND 2714 alexandr 20 0 206m 31m 24m S 37 1.6 0:12.78 ts3client_linux 868 root 20 0 47564 27m 10m S 8 1.4 3:21.73 Xorg 1 root 20 0 2804 1660 1204 S 0 0.1 0:00.53 init 2 root 20 0 0 0 0 S 0 0.0 0:00.00 kthreadd 3 root RT 0 0 0 0 S 0 0.0 0:00.01 migration/0 4 root 20 0 0 0 0 S 0 0.0 0:00.45 ksoftirqd/0 5 root RT 0 0 0 0 S 0 0.0 0:00.00 watchdog/0 6 root RT 0 0 0 0 S 0 0.0 0:00.00 migration/1 7 root 20 0 0 0 0 S 0 0.0 0:00.08 ksoftirqd/1 8 root RT 0 0 0 0 S 0 0.0 0:00.00 watchdog/1 9 root 20 0 0 0 0 S 0 0.0 0:01.17 events/0 10 root 20 0 0 0 0 S 0 0.0 0:00.81 events/1 11 root 20 0 0 0 0 S 0 0.0 0:00.00 cpuset 12 root 20 0 0 0 0 S 0 0.0 0:00.00 khelper 13 root 20 0 0 0 0 S 0 0.0 0:00.00 async/mgr 14 root 20 0 0 0 0 S 0 0.0 0:00.00 pm 16 root 20 0 0 0 0 S 0 0.0 0:00.00 sync_supers 17 root 20 0 0 0 0 S 0 0.0 0:00.00 bdi-default 18 root 20 0 0 0 0 S 0 0.0 0:00.00 kintegrityd/0 19 root 20 0 0 0 0 S 0 0.0 0:00.00 kintegrityd/1 20 root 20 0 0 0 0 S 0 0.0 0:00.05 kblockd/0 21 root 20 0 0 0 0 S 0 0.0 0:00.02 kblockd/1 22 root 20 0 0 0 0 S 0 0.0 0:00.00 kacpid 23 root 20 0 0 0 0 S 0 0.0 0:00.00 kacpi_notify 24 root 20 0 0 0 0 S 0 0.0 0:00.00 kacpi_hotplug 25 root 20 0 0 0 0 S 0 0.0 0:00.99 ata/0 26 root 20 0 0 0 0 S 0 0.0 0:00.92 ata/1 27 root 20 0 0 0 0 S 0 0.0 0:00.00 ata_aux 28 root 20 0 0 0 0 S 0 0.0 0:00.00 ksuspend_usbd 29 root 20 0 0 0 0 S 0 0.0 0:00.00 khubd alexandros@alexandros-laptop:~$ mpstat Linux 2.6.32-32-generic (alexandros-laptop) 16.06.2011 _i686_ (2 CPU) 18:20:15 CPU %usr %nice %sys %iowait %irq %soft %steal %guest %idle 18:20:15 all 5,36 0,09 1,91 0,68 0,07 0,06 0,00 0,00 91,83 alexandros@alexandros-laptop:~$ ps aux USER PID %CPU %MEM VSZ RSS TTY STAT START TIME COMMAND root 1 0.0 0.0 2804 1660 ? Ss 15:58 0:00 /sbin/init root 2 0.0 0.0 0 0 ? S 15:58 0:00 [kthreadd] root 3 0.0 0.0 0 0 ? S 15:58 0:00 [migration/0] root 4 0.0 0.0 0 0 ? S 15:58 0:00 [ksoftirqd/0] root 5 0.0 0.0 0 0 ? S 15:58 0:00 [watchdog/0] root 6 0.0 0.0 0 0 ? S 15:58 0:00 [migration/1] root 7 0.0 0.0 0 0 ? S 15:58 0:00 [ksoftirqd/1] root 8 0.0 0.0 0 0 ? S 15:58 0:00 [watchdog/1] root 9 0.0 0.0 0 0 ? S 15:58 0:01 [events/0] root 10 0.0 0.0 0 0 ? S 15:58 0:00 [events/1] root 11 0.0 0.0 0 0 ? S 15:58 0:00 [cpuset] root 12 0.0 0.0 0 0 ? S 15:58 0:00 [khelper] root 13 0.0 0.0 0 0 ? S 15:58 0:00 [async/mgr] root 14 0.0 0.0 0 0 ? S 15:58 0:00 [pm] root 16 0.0 0.0 0 0 ? S 15:58 0:00 [sync_supers] root 17 0.0 0.0 0 0 ? S 15:58 0:00 [bdi-default] root 18 0.0 0.0 0 0 ? S 15:58 0:00 [kintegrityd/0] root 19 0.0 0.0 0 0 ? S 15:58 0:00 [kintegrityd/1] root 20 0.0 0.0 0 0 ? S 15:58 0:00 [kblockd/0] root 21 0.0 0.0 0 0 ? S 15:58 0:00 [kblockd/1] root 22 0.0 0.0 0 0 ? S 15:58 0:00 [kacpid] root 23 0.0 0.0 0 0 ? S 15:58 0:00 [kacpi_notify] root 24 0.0 0.0 0 0 ? S 15:58 0:00 [kacpi_hotplug] root 25 0.0 0.0 0 0 ? S 15:58 0:00 [ata/0] root 26 0.0 0.0 0 0 ? S 15:58 0:00 [ata/1] root 27 0.0 0.0 0 0 ? S 15:58 0:00 [ata_aux] root 28 0.0 0.0 0 0 ? S 15:58 0:00 [ksuspend_usbd] root 29 0.0 0.0 0 0 ? S 15:58 0:00 [khubd] root 30 0.0 0.0 0 0 ? S 15:58 0:00 [kseriod] root 31 0.0 0.0 0 0 ? S 15:58 0:00 [kmmcd] root 34 0.0 0.0 0 0 ? S 15:58 0:00 [khungtaskd] root 35 0.0 0.0 0 0 ? S 15:58 0:00 [kswapd0] root 36 0.0 0.0 0 0 ? SN 15:58 0:00 [ksmd] root 37 0.0 0.0 0 0 ? S 15:58 0:00 [aio/0] root 38 0.0 0.0 0 0 ? S 15:58 0:00 [aio/1] root 39 0.0 0.0 0 0 ? S 15:58 0:00 [ecryptfs-kthrea] root 40 0.0 0.0 0 0 ? S 15:58 0:00 [crypto/0] root 41 0.0 0.0 0 0 ? S 15:58 0:00 [crypto/1] root 48 0.0 0.0 0 0 ? S 15:58 0:03 [scsi_eh_0] root 50 0.0 0.0 0 0 ? S 15:58 0:00 [scsi_eh_1] root 53 0.0 0.0 0 0 ? S 15:58 0:00 [kstriped] root 54 0.0 0.0 0 0 ? S 15:58 0:00 [kmpathd/0] root 55 0.0 0.0 0 0 ? S 15:58 0:00 [kmpathd/1] root 56 0.0 0.0 0 0 ? S 15:58 0:00 [kmpath_handlerd] root 57 0.0 0.0 0 0 ? S 15:58 0:00 [ksnapd] root 58 0.0 0.0 0 0 ? S 15:58 0:03 [kondemand/0] root 59 0.0 0.0 0 0 ? S 15:58 0:02 [kondemand/1] root 60 0.0 0.0 0 0 ? S 15:58 0:00 [kconservative/0] root 61 0.0 0.0 0 0 ? S 15:58 0:00 [kconservative/1] root 213 0.0 0.0 0 0 ? S 15:58 0:00 [scsi_eh_2] root 222 0.0 0.0 0 0 ? S 15:58 0:00 [scsi_eh_3] root 234 0.0 0.0 0 0 ? S 15:58 0:00 [scsi_eh_4] root 235 0.0 0.0 0 0 ? S 15:58 0:01 [usb-storage] root 255 0.0 0.0 0 0 ? S 15:58 0:00 [jbd2/sda5-8] root 256 0.0 0.0 0 0 ? S 15:58 0:00 [ext4-dio-unwrit] root 257 0.0 0.0 0 0 ? S 15:58 0:00 [ext4-dio-unwrit] root 290 0.0 0.0 0 0 ? S 15:58 0:00 [flush-8:0] root 318 0.0 0.0 2316 888 ? S 15:58 0:00 upstart-udev-bridge --daemon root 321 0.0 0.0 2616 1024 ? S<s 15:58 0:00 udevd --daemon root 526 0.0 0.0 0 0 ? S 15:58 0:00 [kpsmoused] root 528 0.0 0.0 0 0 ? S 15:58 0:00 [led_workqueue] root 650 0.0 0.0 0 0 ? S 15:58 0:00 [radeon/0] root 651 0.0 0.0 0 0 ? S 15:58 0:00 [radeon/1] root 652 0.0 0.0 0 0 ? S 15:58 0:00 [ttm_swap] root 654 0.0 0.0 2612 984 ? S< 15:58 0:00 udevd --daemon root 656 0.0 0.0 0 0 ? S 15:58 0:00 [hd-audio0] root 657 0.0 0.0 2612 916 ? S< 15:58 0:00 udevd --daemon root 674 0.6 0.0 0 0 ? S 15:58 0:57 [phy0] syslog 715 0.0 0.0 34812 1776 ? Sl 15:58 0:00 rsyslogd -c4 102 731 0.0 0.0 3236 1512 ? Ss 15:58 0:02 dbus-daemon --system --fork root 740 0.0 0.1 19088 3380 ? Ssl 15:58 0:00 gdm-binary root 744 0.0 0.1 18900 4032 ? Ssl 15:58 0:01 NetworkManager avahi 749 0.0 0.0 2928 1520 ? S 15:58 0:00 avahi-daemon: running [alexandros-laptop.local] avahi 752 0.0 0.0 2928 544 ? Ss 15:58 0:00 avahi-daemon: chroot helper root 753 0.0 0.1 4172 2300 ? S 15:58 0:00 /usr/sbin/modem-manager root 762 0.0 0.1 20584 3152 ? Sl 15:58 0:00 /usr/sbin/console-kit-daemon --no-daemon root 836 0.0 0.1 20856 3864 ? Sl 15:58 0:00 /usr/lib/gdm/gdm-simple-slave --display-id /org/gnome/DisplayManager/Display1 root 856 0.0 0.1 4836 2388 ? S 15:58 0:00 /sbin/wpa_supplicant -u -s root 868 2.3 1.3 36932 27924 tty7 Rs+ 15:58 3:22 /usr/bin/X :0 -nr -verbose -auth /var/run/gdm/auth-for-gdm-a46T4j/database -nolisten root 891 0.0 0.0 1792 564 tty4 Ss+ 15:58 0:00 /sbin/getty -8 38400 tty4 root 901 0.0 0.0 1792 564 tty5 Ss+ 15:58 0:00 /sbin/getty -8 38400 tty5 root 908 0.0 0.0 1792 564 tty2 Ss+ 15:58 0:00 /sbin/getty -8 38400 tty2 root 910 0.0 0.0 1792 568 tty3 Ss+ 15:58 0:00 /sbin/getty -8 38400 tty3 root 913 0.0 0.0 1792 564 tty6 Ss+ 15:58 0:00 /sbin/getty -8 38400 tty6 root 917 0.0 0.0 2180 1072 ? Ss 15:58 0:00 acpid -c /etc/acpi/events -s /var/run/acpid.socket daemon 924 0.0 0.0 2248 432 ? Ss 15:58 0:00 atd root 927 0.0 0.0 2376 900 ? Ss 15:58 0:00 cron root 950 0.0 0.0 11736 1372 ? Ss 15:58 0:00 /usr/sbin/winbindd root 958 0.0 0.0 11736 1184 ? S 15:58 0:00 /usr/sbin/winbindd root 974 0.0 0.1 6832 2580 ? Ss 15:58 0:00 /usr/sbin/cupsd -C /etc/cups/cupsd.conf root 1078 0.0 0.0 1792 564 tty1 Ss+ 15:58 0:00 /sbin/getty -8 38400 tty1 gdm 1097 0.0 0.0 3392 772 ? S 15:58 0:00 /usr/bin/dbus-launch --exit-with-session root 1112 0.0 0.1 19216 3292 ? Sl 15:58 0:00 /usr/lib/gdm/gdm-session-worker root 1116 0.0 0.1 5540 2932 ? S 15:58 0:01 /usr/lib/upower/upowerd root 1131 0.0 0.1 6308 3824 ? S 15:58 0:00 /usr/lib/policykit-1/polkitd 108 1163 0.0 0.2 16788 4360 ? Ssl 15:58 0:01 /usr/sbin/hald root 1164 0.0 0.0 3536 1300 ? S 15:58 0:00 hald-runner root 1188 0.0 0.0 3612 1256 ? S 15:58 0:00 hald-addon-input: Listening on /dev/input/event6 /dev/input/event5 /dev/input/event2 root 1194 0.0 0.0 3612 1224 ? S 15:58 0:00 /usr/lib/hal/hald-addon-rfkill-killswitch root 1200 0.0 0.0 3608 1240 ? S 15:58 0:00 /usr/lib/hal/hald-addon-generic-backlight root 1202 0.0 0.0 3616 1236 ? S 15:58 0:02 hald-addon-storage: polling /dev/sr0 (every 2 sec) root 1204 0.0 0.0 3616 1236 ? S 15:58 0:00 hald-addon-storage: polling /dev/sdb (every 2 sec) root 1211 0.0 0.0 3624 1220 ? S 15:58 0:00 /usr/lib/hal/hald-addon-cpufreq 108 1212 0.0 0.0 3420 1200 ? S 15:58 0:00 hald-addon-acpi: listening on acpid socket /var/run/acpid.socket 1000 1222 0.0 0.1 24196 2816 ? Sl 15:58 0:00 /usr/bin/gnome-keyring-daemon --daemonize --login 1000 1240 0.0 0.3 28228 7312 ? Ssl 15:58 0:00 gnome-session 1000 1274 0.0 0.0 3284 356 ? Ss 15:58 0:00 /usr/bin/ssh-agent /usr/bin/dbus-launch --exit-with-session gnome-session 1000 1277 0.0 0.0 3392 772 ? S 15:58 0:00 /usr/bin/dbus-launch --exit-with-session gnome-session 1000 1278 0.0 0.0 3160 1652 ? Ss 15:58 0:00 /bin/dbus-daemon --fork --print-pid 5 --print-address 7 --session 1000 1281 0.0 0.2 8172 4636 ? S 15:58 0:00 /usr/lib/libgconf2-4/gconfd-2 1000 1287 0.0 0.5 24228 10896 ? Ss 15:58 0:03 /usr/lib/gnome-settings-daemon/gnome-settings-daemon 1000 1290 0.0 0.1 6468 2364 ? S 15:58 0:00 /usr/lib/gvfs/gvfsd 1000 1293 0.0 0.6 38104 13004 ? S 15:58 0:03 metacity 1000 1296 0.0 0.1 30280 2628 ? Ssl 15:58 0:00 /usr/lib/gvfs//gvfs-fuse-daemon /home/alexandros/.gvfs 1000 1301 0.0 0.0 3344 988 ? S 15:58 0:03 syndaemon -i 0.5 -k 1000 1303 0.0 0.1 8060 3488 ? S 15:58 0:00 /usr/lib/gvfs/gvfs-gdu-volume-monitor root 1306 0.0 0.1 15692 3104 ? Sl 15:58 0:00 /usr/lib/udisks/udisks-daemon 1000 1307 0.4 1.0 50748 21684 ? S 15:58 0:34 python -u /usr/share/screenlets/DigiClock/DigiClockScreenlet.py 1000 1308 0.0 0.9 35608 18564 ? S 15:58 0:00 python /usr/share/screenlets-manager/screenlets-daemon.py 1000 1309 0.0 0.3 19524 6468 ? S 15:58 0:00 /usr/lib/policykit-1-gnome/polkit-gnome-authentication-agent-1 1000 1311 0.0 0.5 37412 11788 ? S 15:58 0:01 gnome-power-manager 1000 1312 0.0 1.0 50772 22628 ? S 15:58 0:03 gnome-panel 1000 1313 0.1 1.5 102648 31184 ? Sl 15:58 0:10 nautilus root 1314 0.0 0.0 5188 996 ? S 15:58 0:02 udisks-daemon: polling /dev/sdb /dev/sr0 1000 1315 0.0 0.6 51948 12464 ? SL 15:58 0:01 nm-applet --sm-disable 1000 1317 0.0 0.1 16956 2364 ? Sl 15:58 0:00 /usr/lib/gvfs/gvfs-afc-volume-monitor 1000 1318 0.0 0.3 20164 7792 ? S 15:58 0:00 bluetooth-applet 1000 1321 0.0 0.1 7260 2384 ? S 15:58 0:00 /usr/lib/gvfs/gvfs-gphoto2-volume-monitor 1000 1323 0.0 0.5 37436 12124 ? S 15:58 0:00 /usr/lib/notify-osd/notify-osd 1000 1324 0.0 1.9 197928 40456 ? Ssl 15:58 0:06 /home/alexandros/.dropbox-dist/dropbox 1000 1329 0.0 0.3 20136 7968 ? S 15:58 0:00 /usr/bin/gnome-screensaver --no-daemon 1000 1331 0.0 0.1 7056 3112 ? S 15:58 0:00 /usr/lib/gvfs/gvfsd-trash --spawner :1.6 /org/gtk/gvfs/exec_spaw/0 root 1340 0.0 0.0 2236 1008 ? S 15:58 0:00 /sbin/dhclient -d -sf /usr/lib/NetworkManager/nm-dhcp-client.action -pf /var/run/dhcl 1000 1348 0.0 0.1 42252 3680 ? Ssl 15:58 0:00 /usr/lib/bonobo-activation/bonobo-activation-server --ac-activate --ior-output-fd=19 1000 1384 0.0 1.7 80244 35480 ? Sl 15:58 0:02 /usr/bin/python /usr/lib/deskbar-applet/deskbar-applet/deskbar-applet --oaf-activate- 1000 1388 0.0 0.5 26196 11804 ? S 15:58 0:01 /usr/lib/gnome-panel/wnck-applet --oaf-activate-iid=OAFIID:GNOME_Wncklet_Factory --oa 1000 1393 0.1 0.5 25876 11548 ? S 15:58 0:08 /usr/lib/gnome-applets/multiload-applet-2 --oaf-activate-iid=OAFIID:GNOME_MultiLoadAp 1000 1394 0.0 0.5 25600 11140 ? S 15:58 0:03 /usr/lib/gnome-applets/cpufreq-applet --oaf-activate-iid=OAFIID:GNOME_CPUFreqApplet_F 1000 1415 0.0 0.5 39192 11156 ? S 15:58 0:01 /usr/lib/gnome-power-manager/gnome-inhibit-applet --oaf-activate-iid=OAFIID:GNOME_Inh 1000 1417 0.0 0.7 53544 15488 ? Sl 15:58 0:00 /usr/lib/gnome-applets/mixer_applet2 --oaf-activate-iid=OAFIID:GNOME_MixerApplet_Fact 1000 1419 0.0 0.4 23816 9068 ? S 15:58 0:00 /usr/lib/gnome-panel/notification-area-applet --oaf-activate-iid=OAFIID:GNOME_Notific 1000 1488 0.0 0.3 20964 7548 ? S 15:58 0:00 /usr/lib/gnome-disk-utility/gdu-notification-daemon 1000 1490 0.0 0.1 6608 2484 ? S 15:58 0:00 /usr/lib/gvfs/gvfsd-burn --spawner :1.6 /org/gtk/gvfs/exec_spaw/1 1000 1510 0.0 0.1 6348 2084 ? S 15:58 0:00 /usr/lib/gvfs/gvfsd-metadata 1000 1531 0.0 0.3 19472 6616 ? S 15:58 0:00 /usr/lib/gnome-user-share/gnome-user-share 1000 1535 0.0 0.4 77128 8392 ? Sl 15:58 0:00 /usr/lib/evolution/evolution-data-server-2.28 --oaf-activate-iid=OAFIID:GNOME_Evoluti 1000 1601 0.0 0.5 69576 11800 ? Sl 15:59 0:00 /usr/lib/evolution/2.28/evolution-alarm-notify 1000 1604 0.0 0.7 33924 15888 ? S 15:59 0:00 python /usr/share/system-config-printer/applet.py 1000 1701 0.0 0.5 37116 11968 ? S 15:59 0:00 update-notifier 1000 1892 4.5 7.0 406720 145312 ? Sl 17:11 3:09 /opt/google/chrome/chrome 1000 1896 0.0 0.1 69812 3680 ? S 17:11 0:02 /opt/google/chrome/chrome 1000 1898 0.0 0.6 91420 14080 ? S 17:11 0:00 /opt/google/chrome/chrome --type=zygote 1000 1916 0.2 1.3 140780 27220 ? Sl 17:11 0:12 /opt/google/chrome/chrome --type=extension --disable-client-side-phishing-detection - 1000 1918 0.7 1.8 155720 37912 ? Sl 17:11 0:31 /opt/google/chrome/chrome --type=extension --disable-client-side-phishing-detection - 1000 1921 0.0 1.0 135904 21052 ? Sl 17:11 0:02 /opt/google/chrome/chrome --type=extension --disable-client-side-phishing-detection - 1000 1927 6.5 3.6 194604 74960 ? Sl 17:11 4:32 /opt/google/chrome/chrome --type=renderer --disable-client-side-phishing-detection -- 1000 2156 0.4 0.7 48344 14896 ? Rl 18:03 0:04 gnome-terminal 1000 2157 0.0 0.0 1988 712 ? S 18:03 0:00 gnome-pty-helper 1000 2158 0.0 0.1 6504 3860 pts/0 Ss 18:03 0:00 bash 1000 2564 0.2 0.1 6624 3984 pts/1 Ss+ 18:17 0:00 bash 1000 2711 0.0 0.0 4208 1352 ? S 18:19 0:00 /bin/bash /home/alexandros/Programme/TeamSpeak3-Client-linux_x86_back/ts3client_runsc 1000 2714 36.5 1.5 210872 31960 ? SLl 18:19 0:18 ./ts3client_linux_x86 1000 2743 0.0 0.0 2716 1068 pts/0 R+ 18:20 0:00 ps aux Output of vmstat: alexandros@alexandros-laptop:~$ vmstat procs -----------memory---------- ---swap-- -----io---- -system-- ----cpu---- r b swpd free buff cache si so bi bo in cs us sy id wa 0 0 0 1093324 69840 449496 0 0 27 10 476 667 6 2 91 1 Output of lsusb alexandros@alexandros-laptop:~$ lspci 00:00.0 Host bridge: Silicon Integrated Systems [SiS] 671MX 00:01.0 PCI bridge: Silicon Integrated Systems [SiS] PCI-to-PCI bridge 00:02.0 ISA bridge: Silicon Integrated Systems [SiS] SiS968 [MuTIOL Media IO] (rev 01) 00:02.5 IDE interface: Silicon Integrated Systems [SiS] 5513 [IDE] (rev 01) 00:03.0 USB Controller: Silicon Integrated Systems [SiS] USB 1.1 Controller (rev 0f) 00:03.1 USB Controller: Silicon Integrated Systems [SiS] USB 1.1 Controller (rev 0f) 00:03.3 USB Controller: Silicon Integrated Systems [SiS] USB 2.0 Controller 00:05.0 IDE interface: Silicon Integrated Systems [SiS] SATA Controller / IDE mode (rev 03) 00:06.0 PCI bridge: Silicon Integrated Systems [SiS] PCI-to-PCI bridge 00:07.0 PCI bridge: Silicon Integrated Systems [SiS] PCI-to-PCI bridge 00:0d.0 Ethernet controller: Realtek Semiconductor Co., Ltd. RTL-8139/8139C/8139C+ (rev 10) 00:0f.0 Audio device: Silicon Integrated Systems [SiS] Azalia Audio Controller 01:00.0 VGA compatible controller: ATI Technologies Inc Mobility Radeon X2300 02:00.0 Ethernet controller: Atheros Communications Inc. AR5001 Wireless Network Adapter (rev 01) The Team Speak log file : 2011-06-19 19:04:04.223522|INFO | | | Logging started, clientlib version: 3.0.0-rc2 [Build: 14642] 2011-06-19 19:04:04.761149|ERROR |SoundBckndIntf| | /home/alexandros/Programme/TeamSpeak3-Client-linux_x86_back/soundbackends/libpulseaudio_linux_x86.so error: NOT_CONNECTED 2011-06-19 19:04:05.871770|INFO |ClientUI | | Failed to init text to speech engine 2011-06-19 19:04:05.894623|INFO |ClientUI | | TeamSpeak 3 client version: 3.0.0-rc2 [Build: 14642] 2011-06-19 19:04:05.895421|INFO |ClientUI | | Qt version: 4.7.2 2011-06-19 19:04:05.895571|INFO |ClientUI | | Using configuration location: /home/alexandros/.ts3client/ts3clientui_qt.conf 2011-06-19 19:04:06.559596|INFO |ClientUI | | Last update check was: Sa. Jun 18 00:08:43 2011 2011-06-19 19:04:06.560506|INFO | | | Checking for updates... 2011-06-19 19:04:07.357869|INFO | | | Update check, my version: 14642, latest version: 14642 2011-06-19 19:05:52.978481|INFO |PreProSpeex | 1| Speex version: 1.2rc1 2011-06-19 19:05:54.055347|INFO |UIHelpers | | setClientVolumeModifier: 10 -8 2011-06-19 19:05:54.057196|INFO |UIHelpers | | setClientVolumeModifier: 11 2 Thanks for taking the time to read my message. UPDATE: Thanks to nickguletskii's link I googled for "alsa cpu usage" (without quotes) and it brought me to a forum. A user wrote that by directly selecting the hardware with "plughw:x.x" won't impact the performance of the system. I have selected it in the TS 3 configuration and it worked. But this solution is not optimal because now no other program can access the sound output. If you need any further information or my question is unclear than please tell me.

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  • SQL SERVER – Weekly Series – Memory Lane – #005

    - by pinaldave
    Here is the list of curetted articles of SQLAuthority.com across all these years. Instead of just listing all the articles I have selected a few of my most favorite articles and have listed them here with additional notes below it. Let me know which one of the following is your favorite article from memory lane. 2006 SQL SERVER – Cursor to Kill All Process in Database I indeed wrote this cursor and when I often look back, I wonder how naive I was to write this. The reason for writing this cursor was to free up my database from any existing connection so I can do database operation. This worked fine but there can be a potentially big issue if there was any important transaction was killed by this process. There is another way to to achieve the same thing where we can use ALTER syntax to take database in single user mode. Read more about that over here and here. 2007 Rules of Third Normal Form and Normalization Advantage – 3NF The rules of 3NF are mentioned here Make a separate table for each set of related attributes, and give each table a primary key. If an attribute depends on only part of a multi-valued key, remove it to a separate table If attributes do not contribute to a description of the key, remove them to a separate table. Correct Syntax for Stored Procedure SP Sometime a simple question is the most important question. I often see in industry incorrectly written Stored Procedure. Few writes code after the most outer BEGIN…END and few writes code after the GO Statement. In this brief blog post, I have attempted to explain the same. 2008 Switch Between Result Pan and Query Pan – SQL Shortcut Many times when I am writing query I have to scroll the result displayed in the result set. Most of the developer uses the mouse to switch between and Query Pane and Result Pane. There are few developers who are crazy about Keyboard shortcuts. F6 is the keyword which can be used to switch between query pane and tabs of the result pane. Interesting Observation – Use of Index and Execution Plan Query Optimization is a complex game and it has its own rules. From the example in the article we have discovered that Query Optimizer does not use clustered index to retrieve data, sometime non clustered index provides optimal performance for retrieving Primary Key. When all the rows and columns are selected Primary Key should be used to select data as it provides optimal performance. 2009 Interesting Observation – TOP 100 PERCENT and ORDER BY If you pull up any application or system where there are more than 100 SQL Server Views are created – I am very confident that at one or two places you will notice the scenario wherein View the ORDER BY clause is used with TOP 100 PERCENT. SQL Server 2008 VIEW with ORDER BY clause does not throw an error; moreover, it does not acknowledge the presence of it as well. In this article we have taken three perfect examples and demonstrated which clause we should use when. Comma Separated Values (CSV) from Table Column A Very common question – How to create comma separated values from a table in the database? The answer is also very common if we use XML. Check out this article for quick learning on the same subject. Azure Start Guide – Step by Step Installation Guide Though Azure portal has changed a quite bit since I wrote this article, the concept used in this article are not old. They are still valid and many of the functions are still working as mentioned in the article. I believe this one article will put you on the track to use Azure! Size of Index Table for Each Index – Solution Earlier I have posted a small question on this blog and requested help from readers to participate here and provide a solution. The puzzle was to write a query that will return the size for each index that is on any particular table. We need a query that will return an additional column in the above listed query and it should contain the size of the index. This article presents two of the best solutions from the puzzle. 2010 Well, this week in 2010 was the week of puzzles as I posted three interesting puzzles. Till today I am noticing pretty good interesting in the puzzles. They are tricky but for sure brings a great value if you are a database developer for a long time. I suggest you go over this puzzles and their answers. Did you really know all of the answers? I am confident that reading following three blog post will for sure help you enhance the experience with T-SQL. SQL SERVER – Challenge – Puzzle – Usage of FAST Hint SQL SERVER – Puzzle – Challenge – Error While Converting Money to Decimal SQL SERVER – Challenge – Puzzle – Why does RIGHT JOIN Exists 2011 DVM sys.dm_os_sys_info Column Name Changed in SQL Server 2012 Have you ever faced a situation where something does not work? When you try to fix it - you enjoy fixing it and started to appreciate the breaking changes. Well, this was exactly I felt yesterday. Before I begin my story, I want to candidly state that I do not encourage anybody to use * in the SELECT statement. Now the disclaimer is over – I suggest you read the original story – you will love it! Get Directory Structure using Extended Stored Procedure xp_dirtree Here is the question to you – why would you do something in SQL Server where you can do the same task in command prompt much easily. Well, the answer is sometime there are real use cases when we have to do such thing. This is a similar example where I have demonstrated how in SQL Server 2012 we can use extended stored procedure to retrieve directory structure. Reference: Pinal Dave (http://blog.sqlauthority.com) Filed under: Memory Lane, PostADay, SQL, SQL Authority, SQL Query, SQL Server, SQL Tips and Tricks, T SQL, Technology

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  • Is Information Technology really Engineering?

    - by RPK
    While travelling I met a mathematician who was sitting near me. In a discussion he said: "...there is nothing like engineering in IT or rather programming". A true engineering is what Architecture is, what Electrical and Mechanical is. It made me think and I was puzzled. A percent of my brain agreed also because in Indian Army, there is no subject like Computer Engineering in the Engineering Corps. They don't consider programming as engineering. This is what I heard few years back, I don't know what Indian Army thinks now. What are your views?

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  • Gartner PCC Summit, Baltimore - Oracle's Take

    - by [email protected]
    Back from last week's trip to the Gartner PCC Summit in Baltimore, Andy MacMillan and Ajay Gandhi share their impressions of the conference. According to Andy and Ajay: Interest in the sector is increasing - attendance at this year's conference was up by more than 50 percent The discussion at the conference this year shifted from a focus on what the tools are to how the tools can transform organizations and help build businesses Conference attendees were interested in taking a platform approach and looking to bring multiple tools together to solve problems and simplify business processes. If you are interested in learning more about the Bureau of Indian Affairs' deployment showcased in Ajay's session at the Gartner PCC Summit, come back soon - a detailed post is on its way.

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  • Google I/O 2012 - Designing for the Other Half: Sexy Isn't Always Pink

    Google I/O 2012 - Designing for the Other Half: Sexy Isn't Always Pink Leah Busque, Sepideh Nasiri, Jess Lee, Tracy Chou, Margaret Wallace Women control 80 percent of consumer spending and drive the majority of user activity on many of the largest social networks. Female gamers over 55 spend the most time online gaming among any demographic. Are you thinking about how your product or business is attracting and engaging women? Hear from our panel on the technologies winning over female users that aren't so pink. From: GoogleDevelopers Views: 15 1 ratings Time: 59:33 More in Science & Technology

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  • Dynamically creating astar node map by triangular polygonal map

    - by jett
    My game's map format uses a bunch of triangles to make up the platforms and terrain in 2d. Right now I can set up a 2d array of nodes for the astar algorithm that basically is a bunch of rectangles across the maps x and y that can be set to "wall" if the a* algorithm should try to go around it. However I want a function in the map loader to create the node overlay if the nodes are not specified. I was thinking if more than n percent of the a* rectangle overlaid on map was filled by polygons I could mark that entry in the array as "wall". However I'm stuck on how to do this(or even start) where/when the triangles can be overlapping and also of variable size.

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  • Alaska Airlines Takes Off with Siebel Loyalty and Marketing

    - by tony.berk
    Who likes junk mail? Not me! But I don't mind targeted messages that are relevant to me. Alaska Airlines greatly improved their ability to be more personal with their customers by replacing a legacy mainframe loyalty system with Siebel Loyalty and Siebel Marketing. Which means, as an Alaska Airlines customer, I get less junk mail! With improved access to customer profile information in Siebel, Alaska Airlines presents targeted, relevant offers on their website and via email. At the same time, Alaska Airlines has reduced their speed-to-market with promotions by 150 percent and can now implement new partner marketing programs twice as fast. Finally, as Steve Jarvis, VP of Marketing, Sales and Customer Experience at Alaska Airlines, points out in the video, Alaska Airlines can now reach all 22 million of their annual passengers, not just the 10% who were in the legacy loyalty system. To see other customer success stories, visit Siebel CRM Success. Click here to learn more about Oracle's CRM products.

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  • Getting Started with Oracle Fusion Procurement

    Designed from the ground-up using the latest technology advances and incorporating the best practices gathered from Oracle's thousands of customers, Fusion Applications are 100 percent open standards-based business applications that set a new standard for the way we innovate, work and adopt technology. Delivered as a complete suite of modular applications, Fusion Applications work with your existing portfolio to evolve your business to a new level of performance. In this AppCast, part of a special series on Fusion Applications, you hear about the unique advantages of Fusion Procurement, learn about the scope of the first release and discover how Fusion Procurement modules can be used to complement and enhance your existing Procurement solutions.

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  • Agile social media analysis and implementation

    - by blunders
    Are there any books/platforms for social media campaign planning and implementation that define a completely agile approach to engaging audiences on platforms such as Facebook, Linkedin, Twitter, etc? UPDATE: Posted a bounty on the question since the current answer is really not about agile approaches to social media campaign planning and implementation. UPDATE 2: The question is asking for an agile social media approach, or a social media platform that has agile social media approach baked-in. If the question was about an agile approach to software development, SCRUM would be the most likely answer (70% percent of agile software developers say they practice some from of SCRUM), and Pivotal Tracker might be one of many agile platforms suggested; as a generalization Pivotal Tracker might be called a project management platform. On the flip-side, suggesting just a social media platform might be the equivalent of suggesting a project management platform, and suggesting I see if SCRUM works on it. Problem is that if you haven't suggested an agile social media approach to try on this social media platform, then you haven't provided an answer to the question.

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  • Issue 15: Oracle Exadata Marketing Campaigns

    - by rituchhibber
         PARTNER FOCUS Oracle ExadataMarketing Campaign Steve McNickleVP Europe, cVidya Steve McNickle is VP Europe for cVidya, an innovative provider of revenue intelligence solutions for telecom, media and entertainment service providers including AT&T, BT, Deutsche Telecom and Vodafone. The company's product portfolio helps operators and service providers maximise margins, improve customer experience and optimise ecosystem relationships through revenue assurance, fraud and security management, sales performance management, pricing analytics, and inter-carrier services. cVidya has partnered with Oracle for more than a decade. RESOURCES -- Oracle PartnerNetwork (OPN) Oracle Exastack Program Oracle Exastack Optimized Oracle Exastack Labs and Enablement Resources Oracle Engineered Systems Oracle Communications cVidya SUBSCRIBE FEEDBACK PREVIOUS ISSUES Are you ready for Oracle OpenWorld this October? -- -- Please could you tell us a little about cVidya's partnering history with Oracle, and expand on your Oracle Exastack accreditations? "cVidya was established just over ten years ago and we've had a strong relationship with Oracle almost since the very beginning. Through our Revenue Intelligence work with some of the world's largest service providers we collect tremendous amounts of information, amounting to billions of records per day. We help our clients to collect, store and analyse that data to ensure that their end customers are getting the best levels of service, are billed correctly, and are happy that they are on the correct price plan. We have been an Oracle Gold level partner for seven years, and crucially just two months ago we were also accredited as Oracle Exastack Optimized for MoneyMap, our core Revenue Assurance solution. Very soon we also expect to be Oracle Exastack Optimized DRMap, our Data Retention solution." What unique capabilities and customer benefits does Oracle Exastack add to your applications? "Oracle Exastack enables us to deliver radical benefits to our customers. A typical mobile operator in the UK might handle between 500 million and two billion call data record details daily. Each transaction needs to be validated, billed correctly and fraud checked. Because of the enormous volumes involved, our clients demand scalable infrastructure that allows them to efficiently acquire, store and process all that data within controlled cost, space and environmental constraints. We have proved that the Oracle Exadata system can process data up to seven times faster and load it as much as 20 times faster than other standard best-of-breed server approaches. With the Oracle Exadata Database Machine they can reduce their datacentre equipment from say, the six or seven cabinets that they needed in the past, down to just one. This dramatic simplification delivers incredible value to the customer by cutting down enormously on all of their significant cost, space, energy, cooling and maintenance overheads." "The Oracle Exastack Program has given our clients the ability to switch their focus from reactive to proactive. Traditionally they may have spent 80 percent of their day processing, and just 20 percent enabling end customers to see advanced analytics, and avoiding issues before they occur. With our solutions and Oracle Exadata they can now switch that balance around entirely, resulting not only in reduced revenue leakage, but a far higher focus on proactive leakage prevention. How has the Oracle Exastack Program transformed your customer business? "We can already see the impact. Oracle solutions allow our delivery teams to achieve successful deployments, happy customers and self-satisfaction, and the power of Oracle's Exa solutions is easy to measure in terms of their transformational ability. We gained our first sale into a major European telco by demonstrating the major performance gains that would transform their business. Clients can measure the ease of organisational change, the early prevention of business issues, the reduction in manpower required to provide protection and coverage across all their products and services, plus of course end customer satisfaction. If customers know that that service is provided accurately and that their bills are calculated correctly, then over time this satisfaction can be attributed to revenue intelligence and the underlying systems which provide it. Combine this with the further integration we have with the other layers of the Oracle stack, including the telecommunications offerings such as NCC, OCDM and BRM, and the result is even greater customer value—not to mention the increased speed to market and the reduced project risk." What does the Oracle Exastack community bring to cVidya, both in terms of general benefits, and also tangible new opportunities and partnerships? "A great deal. We have participated in the Oracle Exastack community heavily over the past year, and have had lots of meetings with Oracle and our peers around the globe. It brings us into contact with like-minded, innovative partners, who like us are not happy to just stand still and want to take fresh technology to their customer base in order to gain enhanced value. We identified three new partnerships in each of two recent meetings, and hope these will open up new opportunities, not only in areas that exactly match where we operate today, but also in some new associative areas that will expand our reach into new business sectors. Notably, thanks to the Exastack community we were invited on stage at last year's Oracle OpenWorld conference. Appearing so publically with Oracle senior VP Judson Althoff elevated awareness and visibility of cVidya and has enabled us to participate in a number of other events with Oracle over the past eight months. We've been involved in speaking opportunities, forums and exhibitions, providing us with invaluable opportunities that we wouldn't otherwise have got close to." How has Exastack differentiated cVidya as an ISV, and helped you to evolve your business to the next level? "When we are selling to our core customer base of Tier 1 telecommunications providers, we know that they want more than just software. They want an enduring partnership that will last many years, they want innovation, and a forward thinking partner who knows how to guide them on where they need to be to meet market demand three, five or seven years down the line. Membership of respected global bodies, such as the Telemanagement Forum enables us to lead standard adherence in our area of business, giving us a lot of credibility, but Oracle is also involved in this forum with its own telecommunications portfolio, strengthening our position still further. When we approach CEOs, CTOs and CIOs at the very largest Tier 1 operators, not only can we easily show them that our technology is fantastic, we can also talk about our strong partnership with Oracle, and our joint embracing of today's standards and tomorrow's innovation." Where would you like cVidya to be in one year's time? "We want to get all of our relevant products Oracle Exastack Optimized. Our MoneyMap Revenue Assurance solution is already Exastack Optimised, our DRMAP Data Retention Solution should be Exastack Optimised within the next month, and our FraudView Fraud Management solution within the next two to three months. We'd then like to extend our Oracle accreditation out to include other members of the Oracle Engineered Systems family. We are moving into the 'Big Data' space, and so we're obviously very keen to work closely with Oracle to conduct pilots, map new technologies onto Oracle Big Data platforms, and embrace and measure the benefits of other Oracle systems, namely Oracle Exalogic Elastic Cloud, the Oracle Exalytics In-Memory Machine and the Oracle SPARC SuperCluster. We would also like to examine how the Oracle Database Appliance might benefit our Tier 2 service provider customers. Finally, we'd also like to continue working with the Oracle Communications Global Business Unit (CGBU), furthering our integration with Oracle billing products so that we are able to quickly deploy fraud solutions into Oracle's Engineered System stack, give operational benefits to our clients that are pre-integrated, more cost-effective, and can be rapidly deployed rapidly and producing benefits in three months, not nine months." Chris Baker ,Senior Vice President, Oracle Worldwide ISV-OEM-Java Sales Chris Baker is the Global Head of ISV/OEM Sales responsible for working with ISV/OEM partners to maximise Oracle's business through those partners, whilst maximising those partners' business to their end users. Chris works with partners, customers, innovators, investors and employees to develop innovative business solutions using Oracle products, services and skills. Firstly, could you please explain Oracle's current strategy for ISV partners, globally and in EMEA? "Oracle customers use independent software vendor (ISV) applications to run their businesses. They use them to generate revenue and to fulfil obligations to their own customers. Our strategy is very straight-forward. We want all of our ISV partners and OEMs to concentrate on the things that they do the best – building applications to meet the unique industry and functional requirements of their customer. We want to ensure that we deliver a best in class application platform so the ISV is free to concentrate their effort on their application functionality and user experience We invest over four billion dollars in research and development every year, and we want our ISVs to benefit from all of that investment in operating systems, virtualisation, databases, middleware, engineered systems, and other hardware. By doing this, we help them to reduce their costs, gain more consistency and agility for quicker implementations, and also rapidly differentiate themselves from other application vendors. It's all about simplification because we believe that around 25 to 30 percent of the development costs incurred by many ISVs are caused by customising infrastructure and have nothing to do with their applications. Our strategy is to enable our ISV partners to standardise their application platform using engineered architecture, so they can write once to the Oracle stack and deploy seamlessly in the cloud, on-premise, or in hybrid deployments. It's really important that architecture is the same in order to keep cost and time overheads at a minimum, so we provide standardisation and an environment that enables our ISVs to concentrate on the core business that makes them the most money and brings them success." How do you believe this strategy is helping the ISVs to work hand-in-hand with Oracle to ensure that end customers get the industry-leading solutions that they need? "We work with our ISVs not just to help them be successful, but also to help them market themselves. We have something called the 'Oracle Exastack Ready Program', which enables ISVs to publicise themselves as 'Ready' to run the core software platforms that run on Oracle's engineered systems including Exadata and Exalogic. So, for example, they can become 'Database Ready' which means that they use the latest version of Oracle Database and therefore can run their application without modification on Exadata or the Oracle Database Appliance. Alternatively, they can become WebLogic Ready, Oracle Linux Ready and Oracle Solaris Ready which means they run on the latest release and therefore can run their application, with no new porting work, on Oracle Exalogic. Those 'Ready' logos are important in helping ISVs advertise to their customers that they are using the latest technologies which have been fully tested. We now also have Exadata Ready and Exalogic Ready programmes which allow ISVs to promote the certification of their applications on these platforms. This highlights these partners to Oracle customers as having solutions that run fluently on the Oracle Exadata Database Machine, the Oracle Exalogic Elastic Cloud or one of our other engineered systems. This makes it easy for customers to identify solutions and provides ISVs with an avenue to connect with Oracle customers who are rapidly adopting engineered systems. We have also taken this programme to the next level in the shape of 'Oracle Exastack Optimized' for partners whose applications run best on the Oracle stack and have invested the time to fully optimise application performance. We ensure that Exastack Optimized partner status is promoted and supported by press releases, and we help our ISVs go to market and differentiate themselves through the use our technology and the standardisation it delivers. To date we have had several hundred organisations successfully work through our Exastack Optimized programme." How does Oracle's strategy of offering pre-integrated open platform software and hardware allow ISVs to bring their products to market more quickly? "One of the problems for many ISVs is that they have to think very carefully about the technology on which their solutions will be deployed, particularly in the cloud or hosted environments. They have to think hard about how they secure these environments, whether the concern is, for example, middleware, identity management, or securing personal data. If they don't use the technology that we build-in to our products to help them to fulfil these roles, they then have to build it themselves. This takes time, requires testing, and must be maintained. By taking advantage of our technology, partners will now know that they have a standard platform. They will know that they can confidently talk about implementation being the same every time they do it. Very large ISV applications could once take a year or two to be implemented at an on-premise environment. But it wasn't just the configuration of the application that took the time, it was actually the infrastructure - the different hardware configurations, operating systems and configurations of databases and middleware. Now we strongly believe that it's all about standardisation and repeatability. It's about making sure that our partners can do it once and are then able to roll it out many different times using standard componentry." What actions would you recommend for existing ISV partners that are looking to do more business with Oracle and its customer base, not only to maximise benefits, but also to maximise partner relationships? "My team, around the world and in the EMEA region, is available and ready to talk to any of our ISVs and to explore the possibilities together. We run programmes like 'Excite' and 'Insight' to help us to understand how we can help ISVs with architecture and widen their environments. But we also want to work with, and look at, new opportunities - for example, the Machine-to-Machine (M2M) market or 'The Internet of Things'. Over the next few years, many millions, indeed billions of devices will be collecting massive amounts of data and communicating it back to the central systems where ISVs will be running their applications. The only way that our partners will be able to provide a single vendor 'end-to-end' solution is to use Oracle integrated systems at the back end and Java on the 'smart' devices collecting the data – a complete solution from device to data centre. So there are huge opportunities to work closely with our ISVs, using Oracle's complete M2M platform, to provide the infrastructure that enables them to extract maximum value from the data collected. If any partners don't know where to start or who to contact, then they can contact me directly at [email protected] or indeed any of our teams across the EMEA region. We want to work with ISVs to help them to be as successful as they possibly can through simplification and speed to market, and we also want all of the top ISVs in the world based on Oracle." What opportunities are immediately opened to new ISV partners joining the OPN? "As you know OPN is very, very important. New members will discover a huge amount of content that instantly becomes accessible to them. They can access a wealth of no-cost training and enablement materials to build their expertise in Oracle technology. They can download Oracle software and use it for development projects. They can help themselves become more competent by becoming part of a true community and uncovering new opportunities by working with Oracle and their peers in the Oracle Partner Network. As well as publishing massive amounts of information on OPN, we also hold our global Oracle OpenWorld event, at which partners play a huge role. This takes place at the end of September and the beginning of October in San Francisco. Attending ISV partners have an unrivalled opportunity to contribute to elements such as the OpenWorld / OPN Exchange, at which they can talk to other partners and really begin thinking about how they can move their businesses on and play key roles in a very large ecosystem which revolves around technology and standardisation." Finally, are there any other messages that you would like to share with the Oracle ISV community? "The crucial message that I always like to reinforce is architecture, architecture and architecture! The key opportunities that ISVs have today revolve around standardising their architectures so that they can confidently think: “I will I be able to do exactly the same thing whenever a customer is looking to deploy on-premise, hosted or in the cloud”. The right architecture is critical to being competitive and to really start changing the game. We want to help our ISV partners to do just that; to establish standard architecture and to seize the opportunities it opens up for them. New market opportunities like M2M are enormous - just look at how many devices are all around you right now. We can help our partners to interface with these devices more effectively while thinking about their entire ecosystem, rather than just the piece that they have traditionally focused upon. With standardised architecture, we can help people dramatically improve their speed, reach, agility and delivery of enhanced customer satisfaction and value all the way from the Java side to their centralised systems. All Oracle ISV partners must take advantage of these opportunities, which is why Oracle will continue to invest in and support them." -- Gergely Strbik is Oracle Hardware and Software Product Manager for Avnet in Hungary. Avnet Technology Solutions is an OracleValue Added Distributor focused on the development of the existing Oracle channel. This includes the recruitment and enablement of Oracle partners as well as driving deeper adoption of Oracle's technology and application products within the IT channel. "The main business benefits of ODA for our customers and partners are scalability, flexibility, a great price point for the high performance delivered, and the easily configurable embedded Linux operating system. People welcome a lower point of entry and the ability to grow capacity on demand as their business expands." "Marketing and selling the ODA requires another way of thinking because it is an appliance. We have to transform the ways in which our partners and customers think from buying hardware and software independently to buying complete solutions. Successful early adopters and satisfied customer reactions will certainly help us to sell the ODA. We will have more experience with the product after the first deliveries and installations—end users need to see the power and benefits for themselves." "Our typical ODA customers will be those looking for complete solutions from a single reseller partner who is also able to manage the appliance. They will have enjoyed using Oracle Database but now want a new product that is able to unlock new levels of performance. A higher proportion of potential customers will come from our existing Oracle base, with around 30% from new business, but we intend to evangelise the ODA on the market to see how we can change this balance as all our customers adjust to the concept of 'Hardware and Software, Engineered to Work Together'. -- Back to the welcome page

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  • Microsoft releases Bing iPhone app

    As its officials have been hinting and promising for a while now, Microsoft announced it has developed a version of its Bing search app for the iPhone. The new Bing app is available on the iPhone app store as of tonight (December 15). Microsoft already offers Bing on a number of mobile phones, and has a five-year deal with Verizon to provide Bing on a number of phones available to Verizon Wireless customers. A mobile version of Bing already is available for Windows Mobile, Blackberry, BREW and Sidekick devices on Verizon. In other Bing news, Microsoft has finally hit the 10 percent market share mark with Bing, according to the November U.S. search share data from comScore. Bing’s growth is continuing to come at the expense of Yahoo, not Google. Update: To those wondering why Microsoft would deliver a version of Continue... span.fullpost {display:none;}

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  • Oracle FLEXCUBE delivers 'Bank-in-a-Box' with Oracle Database Appliance

    - by margaret hamburger
    Another great example of how Oracle Database Appliance simplifies the deployment of high availability database solutions making it easy for Oracle Partners and ISVs to deliver value added solutions to customers on a simple, reliable and affordable database platform. Oracle FLEXCUBE Universal Banking recently announced that it runs on Oracle Database Appliance X3-2 to deliver mid-size banks a compelling banking-in-a-box solution. With this certification, banks can benefit from a low-IT-footprint, high-performance, full-scale banking technology that is engineered to support end-to-end business requirements. In a recent performance test of Oracle FLEXCUBE Universal Banking on Oracle Database Appliance X3-2, the system managed more than 2.6 million online transactions in 60 minutes. This equated to roughly 744 transactions per second with an average response time of 156 milliseconds for 98 percent of the transactions. Likewise, the solution completed end-of-month batch processing for 10 million customer accounts in 123 minutes during the performance test.  Learn more about Oracle Database Appliance Solution-in-a-Box.

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  • Is Information Technology really Engineering?

    - by RPK
    While travelling I met a mathematician who was sitting near me. In a discussion he said: "...there is nothing like engineering in IT or rather programming". A true engineering is what Architecture is, what Electrical and Mechanical is. It made me think and I was puzzled. A percent of my brain agreed also because in Indian Army, there is no subject like Computer Engineering in the Engineering Corps. They don't consider programming as engineering. This is what I heard few years back, I don't know what Indian Army thinks now. What are your views?

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  • Philly GiveCamp 2010

    - by wulfers
    Spent the weekend helping out several non-profits doing what we like to do best...  Designing, developing and making people very happy with their new websites, systems, applications and features.  Form what I saw at this GiveCamp about 75 percent of the non-profits needed updated or new websites supporting CMS features and the ability for staff members to update the content on their websites.... Some cool apps were designed and developed..... A centralized system for distribution of daily schedules and task assistance to autistic clients was a show stopper with an awesome central management interface, IPhone and in the future windows phone support for tactile, auditory and visual cues. SharePoint was upgraded and forms were automated for a volunteer fire company that desperately needed some automation to help the fireman do their primary job. Many cool sites for non-profits that had ether an outdated or non existent web presence.

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  • Mix metrics for May 11, 2010

    - by tim.bonnemann
    It's been a while, sorry about not keeping up. Here once again are our latest community metrics. Any questions or suggestions, please leave a comment. Thanks! Registered Mix users (weekly growth) 62,937 (+0.5%) Active users (percent of total) Last 30 days: 3,928 (6.2%) Last 60 days: 7,850 (12.5%) Last 90 days: 11,875 (18.9%) Traffic (30-day) Visits: 11,623 Page views: 57,846 Twitter Followers: 3,311 List mentions: 193 User-generated content (30-day) New ideas: 31 New questions: 72 New comments: 373 Groups There are currently 1,421 Mix groups (requires login).

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  • Self-Service Testing Cloud Enables Improved Efficiency and Productivity for Development and Quality Assurance Organizations

    - by Sandra Cheevers
    With organizations spending as much as 50 percent of their QA time with non-test related activities like setting up hardware and deploying applications and test tools, the cloud will bring obvious benefits. Oracle announced today self-service testing capabilities to enable you to deploy private or public testing clouds. These capabilities help software development and QA organizations deliver higher quality applications, while enhancing testing efficiency and reducing duration of testing projects. This kind of cloud based self-service testing provides better efficiency and agility. The Testing-as-a-Service solution offers test lab management, automatic deployment of complex multi-tier applications, rich application performance monitoring, test data management and chargeback, all in a unified workflow. For more details, read the press release Oracle Announces Oracle Enterprise Manager 12c Testing-as-a-Service Solution here.

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  • Which screen resolution should I target for modern mobile phones? [closed]

    - by tugberk
    Possible Duplicate: Building for different screen sizes I am developing a site which needs to work on mobiles as well. I avoid specifying width and height by pixel. Mostly I am using percent for that but sometimes I need a specific area. for example, 300px div element. Which screen resolution should I target for modern mobile phones in general? I know it varies but what is the higher number. Most of my concerns are iPhone, Windows Phone and Android.

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  • Why my Google listing not showing up in maps.google.com search?

    - by Business Inelligence
    Why my Google local listing not showing up even if searched with exact title in maps.Google.com? Its showing mostly results from US when searched. My bi solution company map location listing comes up when searched with company name from Google web search, but not showing up in maps.Google. Is Google places or map listing different from Google local listing?. I have done my listing in Google local. If they are different is there any way to take the local listing to Google place or Google map also. My listing is a claimed one with 100 percent completed profile details.

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  • SQL SERVER – Weekly Series – Memory Lane – #004

    - by pinaldave
    Here is the list of curetted articles of SQLAuthority.com across all these years. Instead of just listing all the articles I have selected a few of my most favorite articles and have listed them here with additional notes below it. Let me know which one of the following is your favorite article from memory lane. 2006 Auto Generate Script to Delete Deprecated Fields in Current Database In early career everytime I have to drop a column, I had hard time doing it because I was scared what if that column was needed somewhere in the code. Due to this fear I never dropped any column. I just renamed the column. If the column which I renamed was needed afterwards it was very easy to rename it back again. However, it is not recommended to keep the deleted column renamed in the database. At every interval I used to drop the columns which was prefixed with specific word. This script is 6 years old but still works. Give it a look, I am open for improvements. 2007 Shrinking Truncate Log File – Log Full – Part 2 Shrinking database or mdf file is indeed bad thing and it creates lots of problems. However, once in a while there is legit requirement to shrink the log file – a very rare one. In the rare occasion shrinking or truncating the log file may be the only solution. However, one should make sure to take backup before and after the truncate or shrink as in case of a disaster they can be very useful. Remember that truncating log file will break the log chain and while restore it can create major issue. Anyway, use this feature with caution. 2008 Simple Use of Cursor to Print All Stored Procedures of Database Including Schema This is a very interesting requirement I used to face in my early career days, I needed to print all the Stored procedures of my database. Interesting enough I had written a cursor to do so. Today when I look back at this stored procedure, I believe there will be a much cleaner way to do the same task, however, I still use this SP quite often when I have to document all the stored procedures of my database. Interesting Observation about Order of Resultset without ORDER BY In industry many developers avoid using ORDER BY clause to display the result in particular order thinking that Index is enforcing the order. In this interesting example, I demonstrate that without using ORDER BY, same table and similar query can return different results. Query optimizer always returns results using any method which is optimized for performance. The learning is There is no order unless ORDER BY is used. 2009 Size of Index Table – A Puzzle to Find Index Size for Each Index on Table I asked this puzzle earlier where I asked how to find the Index size for each of the tables. The puzzle was very well received and lots of interesting answers were received. To answer this question I have written following blog posts. I suggest this weekend you try to solve this problem and see if you can come up with a better solution. If not, well here are the solutions. Solution 1 | Solution 2 | Solution 3 Understanding Table Hints with Examples Hints are options and strong suggestions specified for enforcement by the SQL Server query processor on DML statements. The hints override any execution plan the query optimizer might select for a query. The SQL Server Query optimizer is a very smart tool and it makes a better selection of execution plan. Suggesting hints to the Query Optimizer should be attempted when absolutely necessary and by experienced developers who know exactly what they are doing (or in development as a way to experiment and learn). Interesting Observation – TOP 100 PERCENT and ORDER BY I have seen developers and DBAs using TOP very causally when they have to use the ORDER BY clause. Theoretically, there is no need of ORDER BY in the view at all. All the ordering should be done outside the view and view should just have the SELECT statement in it. It was quite common that to save this extra typing by including ordering inside of the view. At several instances developers want a complete resultset and for the same they include TOP 100 PERCENT along with ORDER BY, assuming that this will simulate the SELECT statement with ORDER BY. 2010 SQLPASS Nov 8-11, 2010-Seattle – An Alternative Look at Experience In year 2010 I attended most prestigious SQL Server event SQLPASS between Nov 8-11, 2010 at Seattle. I have only one expression for the event - Best Summit Ever. Instead of writing about my usual routine or the event, I wrote about the interesting things I did and how I felt about it! When I go back and read it, I feel that this is the best event I attended in year 2010. Change Database Access to Single User Mode Using SSMS Image says all. 2011 SQL Server 2012 has introduced new analytic functions. These functions were long awaited and I am glad that they are now here. Before when any of this function was needed, people used to write long T-SQL code to simulate these functions. But now there’s no need of doing so. Having available native function also helps performance as well readability. Function SQLAuthority MSDN CUME_DIST CUME_DIST CUME_DIST FIRST_VALUE FIRST_VALUE FIRST_VALUE LAST_VALUE LAST_VALUE LAST_VALUE LEAD LEAD LEAD LAG LAG LAG PERCENTILE_CONT PERCENTILE_CONT PERCENTILE_CONT PERCENTILE_DISC PERCENTILE_DISC PERCENTILE_DISC PERCENT_RANK PERCENT_RANK PERCENT_RANK Reference: Pinal Dave (http://blog.sqlauthority.com) Filed under: Memory Lane, PostADay, SQL, SQL Authority, SQL Query, SQL Server, SQL Tips and Tricks, T SQL, Technology

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  • What would be the best approach to make revisions of user content?

    - by Kevin Simper
    I have searched and could not find any information about it. What is the best approach to storing revisions? I have a website where the user can write a document which can be fairly long (200-300 lines). How do you determine when to make a revision? Is it not a scalable solution to make a new one whenever the save, because that would be useless to the user when the want to look back, and it would require quite a lot of space. You could use time and say for every 15 minute they are working on it there would be a revision, but that would sometimes be nothing or the whole document have completely changed. I could make a diff from the previous revision, and compare by line and look at how many percent of the lines have been changed. What are other doing revisions?

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  • Write a program consisting of a main module and three other modules

    - by user106080
    The owner of a super supermarket would like to have a program that computes the monthly gross pay of their employees as well as the employees’s net pay. The input for this program is the employee id number, hourly rate of pay, and number of regular and overtime hours hours worked. Gross pay is the sum of the wages earnes from regular hours; overtime is 1.5 times the regular rate. Net pay is gross pay hours; overtime is paid at 1.5 times the regular rate. Net pay is the gross pay minus deductions. Assume that deduction are taken for tax withholding (50 percent of gross pay) and parking ($10.00 per month) you will need the following variables: EmployeeID (a string) HourRate is (a float) RegHours (a float) ; GrossPay (a float);Tax (afloat) Parking (a float) OverTimeHours (a float) NetPay (a float) GrossPay = Regularhours* HourRate+OverTimeHours*(HourRate*1.5) NetPay= GrossPay – (GrossPay*Tax) – Parking

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