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  • JSP 2.0 SEO friendly links encoding

    - by victor hugo
    Currently I have something like this in my JSP <c:url value="/teams/${contact.id}/${contact.name}" /> The important part of my URL is the ID, I just put the name on it for SEO purposes (just like stackoverflow.com does). I was just wondering if there is a quick and clean way to encode the name (change spaces per +, latin chars removal, etc). I'd like it to be like this: <c:url value="/teams/${contact.id}/${supercool(contact.name)}" /> Is there a function like that out there or should I make my own?

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  • Overwrite queryset which builds filter sidebar

    - by cw
    Hi, I'm writing a hockey database/manager. So I have the following models: class Team(models.Model): name = models.CharField(max_length=60) class Game(models.Model): home_team = models.ForeignKey(Team,related_name='home_team') away_team = models.ForeignKey(Team,related_name='away_team') class SeasonStats(models.Model): team = models.ForeignKey(Team) Ok, so my problem is the following. There are a lot of teams, but Stats are just managed for my Club. So if I use "list_display" in the admin backend, I'd like to modify/overwrite the queryset which builds the sidebar for filtering, to just display our home teams as a filter option. Is this somehow possible in Django? I already made a custom form like this class SeasonPlayerStatsAdminForm(forms.ModelForm): team = forms.ModelChoiceField(Team.objects.filter(club__home=True)) So now just the filtering is missing. Any ideas?

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  • What to read as a good quick review and intro into development process methodologies?

    - by Ivan
    Being mostly self-taught freestyle developer and having no experience of working in teams of professionals in serious software companies, having only a very general idea of how the software development is should really be done, I think I've came to a point, when I begin struggling from lack of order in my work. I think I should get acquainted with professional software development technologies to optimize my own productivity and to extend my choice of work by increasing capabilities to work in teams and bigger companies. What should I begin with? Of course I am googling on this subject right now, but maybe hou have some real experience based recommendations to share?

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  • Optimize slow ranking query

    - by Juan Pablo Califano
    I need to optimize a query for a ranking that is taking forever (the query itself works, but I know it's awful and I've just tried it with a good number of records and it gives a timeout). I'll briefly explain the model. I have 3 tables: player, team and player_team. I have players, that can belong to a team. Obvious as it sounds, players are stored in the player table and teams in team. In my app, each player can switch teams at any time, and a log has to be mantained. However, a player is considered to belong to only one team at a given time. The current team of a player is the last one he's joined. The structure of player and team is not relevant, I think. I have an id column PK in each. In player_team I have: id (PK) player_id (FK -> player.id) team_id (FK -> team.id) Now, each team is assigned a point for each player that has joined. So, now, I want to get a ranking of the first N teams with the biggest number of players. My first idea was to get first the current players from player_team (that is one record top for each player; this record must be the player's current team). I failed to find a simple way to do it (tried GROUP BY player_team.player_id HAVING player_team.id = MAX(player_team.id), but that didn't cut it. I tried a number of querys that didn't work, but managed to get this working. SELECT COUNT(*) AS total, pt.team_id, p.facebook_uid AS owner_uid, t.color FROM player_team pt JOIN player p ON (p.id = pt.player_id) JOIN team t ON (t.id = pt.team_id) WHERE pt.id IN ( SELECT max(J.id) FROM player_team J GROUP BY J.player_id ) GROUP BY pt.team_id ORDER BY total DESC LIMIT 50 As I said, it works but looks very bad and performs worse, so I'm sure there must be a better way to go. Anyone has any ideas for optimizing this? I'm using mysql, by the way. Thanks in advance Adding the explain. (Sorry, not sure how to format it properly) id select_type table type possible_keys key key_len ref rows Extra 1 PRIMARY t ALL PRIMARY NULL NULL NULL 5000 Using temporary; Using filesort 1 PRIMARY pt ref FKplayer_pt77082,FKplayer_pt265938,new_index FKplayer_pt77082 4 t.id 30 Using where 1 PRIMARY p eq_ref PRIMARY PRIMARY 4 pt.player_id 1 2 DEPENDENT SUBQUERY J index NULL new_index 8 NULL 150000 Using index

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  • Agile version control?

    - by Paul Dixon
    I'm trying to work out a good method to manage code changes on a large project with multiple teams. We use subversion at the moment, but I want more flexibility in building a new release than I seem to be able to get with subversion. Here's roughly I want: for each developer to create easily identifiable patches for the project. Each patch delivers a complete user story (a releasable feature or fix). It might encompass many changes to many files. developers are able to easily apply and remove their own and other patches to facilitate testing release manager selects the patches to be used in the next release into a new branch branch is tested, fixes merged in, and ultimately merged into live teams can then pull these changes back down into their sandboxes. I'm looking at stacked git as a way of achieving this, but what other tools or techniques can deliver this sort of workflow?

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  • Android XML file doesn't save

    - by Shane
    I'm writing a game with LibGDX, and I'm trying to save an XML file, but there's always an exception (java.io.FileNotFoundException: /data/Slugfest/teams/Team1.xml: open failed: ENOENT (No such file or directory)) when saving the file. This code saves the file. public void save() { try { TransformerFactory transformerFactory = TransformerFactory.newInstance(); Transformer transformer = transformerFactory.newTransformer(); DOMSource source = new DOMSource(doc); StreamResult result; if (Gdx.app.getType() == ApplicationType.Android) { result = new StreamResult(new File("/data/Slugfest/teams/" + name + ".xml")); } else { result = new StreamResult(new File(name + ".xml")); } transformer.transform(source, result); Gdx.app.log("Slugfest", "File saved."); } catch (TransformerException tfe) { Gdx.app.log("Slugfest", tfe.getLocalizedMessage()); } } My manifest file includes the WRITE/READ_EXTERNAL_STORAGE permissions, by the way.

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  • What was the most productive improvement suggestion you ever made for your team

    - by questzen
    I suggested the testing and functional teams to use Freemind map for jotting the functional flows and test steps. There was some paranoia but our module took it up and the QA teams were surprised to see near zero review comments. There was misconception among the team that there are doing more work. I assured them that by the time others would complete their work along with comment fixes, we would be going out for team lunchs and we did. The real returns came when the developers started refering to the created document in their discussions. So share your contribution(s).

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  • Should we be giving the client's management team direct access to our git hub repository so that the

    - by SharePoint Newbie
    Hi, We are presently working for a client who is new to working with distributed teams. We have teams spread across India and the UK. Although we have decent project tracking tools (Mingle), would it be a good idea to the give the PM at the client access to our git hub repo. Would this be make it easier for them (see what the devs are working on and an insight into what the team has been developing). I agree that noot all commit messages would make sense to them but would this be a good way to boost their confidence in what we are doing? They already can check out our fortnightly releases on our QA and UA environments, but this still is behind dev by 5-6 days. Also, is there any reporting for git hub which makes it easier for PM types to make sense of it all? Thanks

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  • Improve SQL query performance

    - by Anax
    I have three tables where I store actual person data (person), teams (team) and entries (athlete). The schema of the three tables is: In each team there might be two or more athletes. I'm trying to create a query to produce the most frequent pairs, meaning people who play in teams of two. I came up with the following query: SELECT p1.surname, p1.name, p2.surname, p2.name, COUNT(*) AS freq FROM person p1, athlete a1, person p2, athlete a2 WHERE p1.id = a1.person_id AND p2.id = a2.person_id AND a1.team_id = a2.team_id AND a1.team_id IN ( SELECT id FROM team, athlete WHERE team.id = athlete.team_id GROUP BY team.id HAVING COUNT(*) = 2 ) GROUP BY p1.id ORDER BY freq DESC Obviously this is a resource consuming query. Is there a way to improve it?

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  • Team activity/game for illustrating design in a SCRUM environment

    - by njreed.myopenid.com
    I'm looking for a team building / training activity for some of my scrum teams. I want something that really illustrates the flexibility that the team has when implementing stories to define the scope and complexity of the feature themselves. Most of the teams have long-term waterfall experience and are used to having a well-defined specification. I'm looking for something that illustrates the need for the team to vary the scope of what they are building themselves, dependent on the time and resources available. I couldn't find anything at tastycupcakes.com and Google wasn't much help. Maybe someone has prepared something themselves they would care to share?

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  • We are hiring (take a minute to read this, is not another BS talk ;) )

    - by gsusx
    I really wanted to wait until our new website was out to blog about this but I hope you can put up with the ugly website for a few more days J. Tellago keeps growing and, after a quick break at the beginning of the year, we are back in hiring mode J. We are currently expanding our teams in the United States and Argentina and have various positions open in the following categories. .NET developers: If you are an exceptional .NET programmer with a passion for creating great software solutions working...(read more)

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  • O' Reilly Deal of the Day 30/Nov/2011 - Programming Windows® Identity Foundation

    - by TATWORTH
    Today's Deal of the Day from O'Reilly at http://shop.oreilly.com/product/9780735627185.do is "Programming Windows® Identity Foundation" "Get hands-on guidance designed to help you put the newest .NET Framework component- Windows Identity Foundation, the identity and access logic for all on-premises and cloud development- to work.".I have reviewed this book previously at http://geekswithblogs.net/TATWORTH/archive/2010/12/24/programming-windows-identity-foundation---isbn-978-0-7356-2718-5.aspx. It is a book I recommend to all Dot Net Development teams.

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  • Security Talk Webcast: Agile Security - Develop Code Rapidly and Securely with SDL-Agile

    Find out how SDL and Agile can be made to work well together - and in many ways actually work better together than separately. Get an in-depth look at the new MSF-Agile+SDL process template for Visual Studio Team System that can help development teams integrate SDL-Agile tasks directly into their Visual Studio development environments....Did you know that DotNetSlackers also publishes .net articles written by top known .net Authors? We already have over 80 articles in several categories including Silverlight. Take a look: here.

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  • Oracle Unveils Oracle Social Relationship Management Suite at Oracle OpenWorld

    - by Richard Lefebvre
    New Service Enables Companies to Listen, Engage, Create, Market and Analyze Interactions across Multiple Social Platforms in Real-Time During his keynote presentation, Oracle CEO Larry Ellison announced the Oracle Social Relationship Management (SRM) Suite.   Oracle Social Relationship Management Suite is an integrated enterprise service that enables companies to listen, engage, create, market, and analyze interactions across multiple social platforms in real-time providing a holistic view of the consumer.   Oracle Social Relationship Management Suite is integrated with Oracle’s enterprise applications, including Oracle Fusion Marketing, Oracle Fusion Sales Catalog, Oracle ATG Web Commerce, and Oracle Enterprise Resource Planning (ERP), allowing organizations to use social to transform their corporate business processes and systems.   Additionally, Oracle Social Relationship Management Suite is integrated with Oracle Platform Services, including Oracle Java Cloud Service and Oracle Database Cloud Service, enabling marketing teams to integrate social with their custom Web pages, landing pages and marketing tools. Unleashing the Power of Social • Providing a holistic view of consumer interactions, Oracle Social Relationship Management Suite includes: Oracle Social Network (OSN): Provides a secure collaboration platform that supports real-time collaboration and networking for users inside and outside the organization. Oracle Social Marketing: Enables marketers to centrally create, publish, moderate, manage, measure and report across multiple social campaigns and platforms. It also helps marketers publish social content, engage fans and customize their brand's look and feel. Oracle Social Engagement & Monitoring Cloud Service: Enables organizations to analyze social media interactions while also empowering customer service and sales teams to effectively engage with customers and prospects. It gives organizations the tools they need to understand customers and take the appropriate actions by monitoring, listening, learning, and responding to signals and trends across the social web. Oracle Social Sites: provides brands and agencies a powerful and rich editing experience that end users can leverage to dynamically develop and launch social sites. Oracle Data and Insights. A service that caters to a growing enterprise need for externally information by providing information, directory and insights about common business entities. Supporting Quote “By fundamentally changing the way organizations connect with their different stakeholders, social is changing the rules of business,” said Thomas Kurian, executive vice president, Oracle Product Development. “With the Oracle Social Relationship Management Suite we are empowering our customers to embrace this change by integrating the tools required to listen, engage, create, market and analyze social interactions into existing applications and services.”

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  • Continuous Integration with TeamCity

    TeamCity is a CI server that has been gaining popularity in the .NET community for the last few years. It is packed with handy futures which we will discuss in a minute and has a free version suitable for smaller teams.

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  • Debugging and Profiling in Visual Studio 2013

    - by Daniel Moth
    The recently released Visual Studio 2013 Preview includes a boat-load of new features in the diagnostics space, that my team delivered (along with other teams at Microsoft). I enumerated my favorites over on the official Visual Studio blog so if you are interested go read the list and follow the links: Visual Studio 2013 Diagnostics Investments Comments about this post by Daniel Moth welcome at the original blog.

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  • Company Review: Google Products

    Google, Inc offers an array of products and services to all of its end-users. However their search capabilities are the foundation for Google’s current success and their primary business focus. Currently, Google offers over twenty different search applications that allow users to search the internet for books, maps, videos, images, products and much more. Their product decisions have allowed users demands to be met while focusing on the free based model. This allows users to access Google data free of charge and indirectly gives Google a strong competitive advantage of other competitors along with the accuracy of the search results. According to Google, Inc, they offer the following types of searching capabilities: Alerts Get email updates on the topics of your choice Blog Search Find blogs on your favorite topics  Books Search the full text of books  Custom Search Create a customized search experience for your community  Desktop Search and personalize your computer  Dictionary Search for definitions of words and phrases Directory Search the web, organized by topic or category Earth Explore the world from your computer Finance Business info, news and interactive charts GOOG-411 Find and connect for free with businesses from your phone  Images Search for images on the web Maps View maps and directions News Search thousands of news stories Patent Search Search the full text of US Patents Product Search Search for stuff to buy Scholar Search scholarly papers Toolbar Add a search box to your browser Trends Explore past and present search trends Videos Search for videos on the web Web Search Search billions of web pages Web Search Features Find movies, music, stocks, books and more mapping Google’s free based business model is only one way it differentiates itself from its competition. There is also a strong focus on the accuracy of search results and the speed in which they are returned to the end-user. Quality function deployment (QFD) is a structured method used to help connect user needs to the design features of a project proposed to address those needs. This method is particularly useful in accounting for needs that are not easily articulated or precisely defined according to the U. S. Department of Transportation Federal Highway Administration. Due to the fact that QFD is so customer driven Google is always in a constant state of change in attempt to reengineer its search algorithms, and other dependant systems so that end-users requirements are constantly being met. Value engineering is a key example of this, Google is constantly trying to improve all aspects of its products, improve system maintainability, and system interoperability. Bridgefield Group defines value engineering as an organized methodology that identifies and selects the lowest lifecycle cost options in design, materials and processes that achieves the desired level of performance, reliability and customer satisfaction. In addition, it seeks to remove unnecessary costs in the above areas and is often a joint effort with cross-functional internal teams and relevant suppliers. Common issues that appear when developing large scale systems like Google’s search applications include modular design of a product and/or service and providing accurate value analysis. A design approach that adheres to four fundamental tenets of cohesiveness, encapsulation, self-containment, and high binding to design a system component as an independently operable unit subject to change is how the Open System Joint Task Force defines modular design. More specifically M. S. Schmaltz defines modular software design as having a large collection of statements strung together in one partition of in-line code; we segment or divide the statements into logical groups called modules. Each module performs one or two tasks, and then passes control to another module. By breaking up the code into "bite-sized chunks", so to speak, we are able to better control the flow of data and control. This is especially true in large software systems. Value analysis is a process to evaluate products and services based on effectiveness, safety, and cost. Value analysis involves assessing the quality as well as the cost of a product or service as defined by the Healthcare Financial Management Association.  “Operations Management deals with the design and management of products, processes, services and supply chains. It considers the acquisition, development, and utilization of resources that firms need to deliver the goods and services their clients want.” (MIT,2010) Google, Inc encourages an open environment between all employees, also known as Googlers. This is reinforced by a cross-section team or cross-functional teams comprised from multiple departments assigned to every project so that every department like marketing, finance, and quality assurance has input on every project. In addition, Google is known for their openness to new ideas regardless of the status or seniority of an employee. In fact, Google allows for 20% of an employee’s time can be devoted to developing new ideas and/or pet projects. HumTech.com defines a cross-functional team as a collection of people with varied levels of skills and experience brought together to accomplish a task. As the name implies, Cross-Functional Team members come from different organizational units. Cross-Functional Teams may be permanent or ad hoc. Google’s search application product strategy primarily focuses on mass customization. This is allows Google to create a base search application and allows results to be returned to the end-users quickly based on specific parameters and search settings. In addition, they also store the data that is returned in case other desire the same results based on other end-users supplying the same customized settings. This allows Google to appear to render search results in virtually real-time to the user while allowing for complete customization of the searching criteria. Greg Vogl, a professor at Uganda Martyrs University, defines mass customization as when a business gives its customers the opportunity to tailor its products or services to the customer's specifications. The IT staff at Google play a key role in ensuring that the search application’s product strategy is maintained simply because the IT staff designs, develops, and maintains all of their proprietary applications. In fact, they also maintain all network infrastructure to ensure that it is available to all end-users. References: http://www.google.com/intl/en/options/ http://ops.fhwa.dot.gov/freight/publications/ftat_user_guide/sec5.htm http://www.bridgefieldgroup.com/bridgefieldgroup/glos9.htm#V http://www.acq.osd.mil/osjtf/termsdef.html http://www.cise.ufl.edu/~mssz/Pascal-CGS2462/prog-dsn.html http://www.hfma.org/publications/business_caring_newsletter/exclusives/Supply+and+Inventory+Terms+Defined.htm http://mitsloan.mit.edu/omg/om-definition.php http://www.humtech.com/opm/grtl/ols/ols3.cfm http://www.gregvogl.net/courses/mis1/glossary.htm

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  • Reinventing the Wheel – Automating Data Consistency Checks with Powershell

    - by Jonathan Kehayias
    When I started in my current position at the beginning of the year, one of the first things that I did was to schedule a sit down with the various teams of Analysts that exist in our organization to find out more about their systems.  One thing I am always interested in is the manual processes that people do routinely that might be able to be automated.   A couple of the analyst mentioned that they routinely run queries in their systems to identify issues so that they can proactively...(read more)

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  • Reinventing the Wheel – Automating Data Consistency Checks with Powershell

    - by Jonathan Kehayias
    When I started in my current position at the beginning of the year, one of the first things that I did was to schedule a sit down with the various teams of Analysts that exist in our organization to find out more about their systems.  One thing I am always interested in is the manual processes that people do routinely that might be able to be automated.   A couple of the analyst mentioned that they routinely run queries in their systems to identify issues so that they can proactively...(read more)

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  • Inside Red Gate - Divisions

    - by Simon Cooper
    When I joined Red Gate back in 2007, there were around 80 people in the company. Now, around 3 years later, it's grown to more than 200. It's a constant battle against Dunbar's number; the maximum number of people you can keep track of in a social group, to try and maintain that 'small company' feel that attracted myself and so many others to apply in the first place. There are several strategies the company's developed over the years to try and mitigate the effects of Dunbar's number. One of the main ones has been divisionalisation. Divisions The first division, .NET, appeared around the same time that I started in 2007. This combined the development, sales, marketing and management of the .NET tools (then, ANTS Profiler v3) into a separate section of the office. The idea was to increase the cohesion and communication between the different people involved in the entire lifecycle of the tools; from initial product development, through to marketing, then to customer support, who would feed back to the development team. This was such a success that the other development teams were re-worked around this model in 2009. Nowadays there are 4 divisions - SQL Tools, DBA, .NET, and New Business. Along the way there have been various tweaks to the details - the sales teams have been merged into the divisions, marketing and product support have been (mostly) centralised - but the same basic model remains. So, how has this helped? As Red Gate has continued to grow over the years, divisionalisation has turned Red Gate from a monolithic software company into what one person described as a 'federation of small businesses'. Each division is free to structure itself as it sees fit, it's free to decide what to concentrate development work on, organise its own newsletters and webinars, decide its own release schedule. Each division is its own small business. In terms of numbers, the size of each division varies from 20 people (.NET) to 52 (SQL Tools); well below Dunbar's number. From a developer's perspective, this means organisational structure is very flat & wide - there's only 2 layers between myself and the CEOs (not that it matters much; everyone can go and have a chat to Neil or Simon, or anyone else inbetween, whenever they want. Provided you can catch them at their desk!). As Red Gate grows, and expands into new areas, new divisions will be created as needed, old ones merged or disbanded, but the division structure will help to maintain that small-company feel that keeps Red Gate working as it does.

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  • Root Access: Don Dodge and Louis Gray on Entrepreneurs

    Root Access: Don Dodge and Louis Gray on Entrepreneurs Between them both, Don Dodge and Louis Gray have worked at the smallest of startups, raised VC rounds big and small, launched companies for the first time, and seen their share of successes and failures. Now at Google, they talk about some of the secret ingredients that make teams, ideas and companies work. From: GoogleDevelopers Views: 0 0 ratings Time: 00:00 More in Science & Technology

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  • Vermeidung von SOA Anti-Patterns mittels AIA

    - by Hans Viehmann
    Gerade ist mir ein White Paper des Enterprise Architecture Teams in die Hände gefallen, das sich mit SOA Anti-Patterns befasst. Es ist zwar kein AIA Paper im eigentlichen Sinne, aber mit AIA hat man natürlich eine gute Unterstützung darin, die dort beschriebenen Fehler zu vermeiden. Das White Paper behandelt Themen wie: Vermeidung von SOA Silos SOA Reifegrad und Projekt-Management Ausuferndes Service Portfolio Umgang mit Referenz-Architekturen EAI 2.0 - Punkt-zu-Punkt Integration auf offenen Standards Ein Link auf das Dokument ist unten angefügt - viel Vergnügen bei der Lektüre ... Oracle White Paper: SOA Anti-Patterns.

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  • O the Agony - Merging Scrum and Waterfall

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

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  • Architecture strategies for a complex competition scoring system

    - by mikewassmer
    Competition description: There are about 10 teams competing against each other over a 6-week period. Each team's total score (out of a 1000 total available points) is based on the total of its scores in about 25,000 different scoring elements. Most scoring elements are worth a small fraction of a point and there will about 10 X 25,000 = 250,000 total raw input data points. The points for some scoring elements are awarded at frequent regular time intervals during the competition. The points for other scoring elements are awarded at either irregular time intervals or at just one moment in time. There are about 20 different types of scoring elements. Each of the 20 types of scoring elements has a different set of inputs, a different algorithm for calculating the earned score from the raw inputs, and a different number of total available points. The simplest algorithms require one input and one simple calculation. The most complex algorithms consist of hundreds or thousands of raw inputs and a more complicated calculation. Some types of raw inputs are automatically generated. Other types of raw inputs are manually entered. All raw inputs are subject to possible manual retroactive adjustments by competition officials. Primary requirements: The scoring system UI for competitors and other competition followers will show current and historical total team scores, team standings, team scores by scoring element, raw input data (at several levels of aggregation, e.g. daily, weekly, etc.), and other metrics. There will be charts, tables, and other widgets for displaying historical raw data inputs and scores. There will be a quasi-real-time dashboard that will show current scores and raw data inputs. Aggregate scores should be updated/refreshed whenever new raw data inputs arrive or existing raw data inputs are adjusted. There will be a "scorekeeper UI" for manually entering new inputs, manually adjusting existing inputs, and manually adjusting calculated scores. Decisions: Should the scoring calculations be performed on the database layer (T-SQL/SQL Server, in my case) or on the application layer (C#/ASP.NET MVC, in my case)? What are some recommended approaches for calculating updated total team scores whenever new raw inputs arrives? Calculating each of the teams' total scores from scratch every time a new input arrives will probably slow the system to a crawl. I've considered some kind of "diff" approach, but that approach may pose problems for ad-hoc queries and some aggegates. I'm trying draw some sports analogies, but it's tough because most games consist of no more than 20 or 30 scoring elements per game (I'm thinking of a high-scoring baseball game; football and soccer have fewer scoring events per game). Perhaps a financial balance sheet analogy makes more sense because financial "bottom line" calcs may be calculated from 250,000 or more transactions. Should I be making heavy use of caching for this application? Are there any obvious approaches or similar case studies that I may be overlooking?

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  • Fun with Sun Ray, 3D, Oracle VM x86 and SRIOV

    - by wim.coekaerts
    One of the things I like about my job is that I get to play around with stuff and make use of the technologies we work on in my teams. Sort of my own little playground. It allows me to study the products in great detail and put them to use in ways that individual product teams don't always intend them to be used for :) but that makes it fun. I have a lot of this set up at home because... work is sort of hobby and I just like to tinker with it. Anyway, a few weeks ago I was looking at my sun ray rig at home and how well 3D works. Google Earth and some basic opengl tests like glxspheres combined with virtualgl. It resulted in some very cool demos recorded with my little camera (sorry for the crappy quality of the video :-) : OVDC (soft client) on my mac Sun Ray 2FS Never mind the hickups during zoom, that's because I was using the scrollwheel on my mouse and I can't scroll uninterrupted :) Anyway, this is quite cool ! The setup for this was the following : Sun Ray on LAN, Sun Ray Server 5 latest installed on OL5.5 inside a VM running on Oracle VM 2.2 (hardware virt, with a virtual network (vif)) and the virtualgl rendering happened on another box (wopr5) that runs linux on a little atom D520 with an ION2 gpu. So network goes from Sun Ray to Sun Ray Server to wopr5 and back. Given that this is full screen 3D it puts a good amount of load on the network and it's pretty cool that SRS was just a VM :) So, separately, I had written a little blog entry about using sriov and oracle vm a while back. link to sriov blog entry Last night when I came home I wanted to do some more playing around with SRIOV and live migrate. To do this, I wanted to set up a VM with 2 network interfaces, one virtual network (vif) and then one that's one of the SRIOV virtual functions from my network card. Inside the guest they show as eth0 and eth1, and then bond them using a standard linux bonding device (bond0 here) with active active links. The goal here is that on live migrate, we would detach the VF (eth1 in guest in this case), the bond would then just hum along on eth0 (vif) we can live migrate the VM and then on the other server after the migrate completes we re-attach a VF to the VM there and eth1 pops up again and the bond uses both eth0/eth1 to do its work. So, to set this up, I figured, why not use my sun ray server VM because the 3D work generates a nice network load and is very latency/timing sensitive. In the end, I ran glxspheres on my sunray server (vm) displaying on my sun ray 2 fs and while that was running, I did my live migrate test of this vm (unplug pci VF, migrate, reconnect vf) and guess what, it just kept running :) veryyyyyy cool. now, it was supposed to, but it's always nice to see it actually work, for real. Here's a diagram of it. No gimics - just real technology at work ! enjoy :)

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