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  • Newly configured MSSQL2008, TIME_WAIT but no ESTABLISHED?

    - by 3molo
    Windows 2008 R2, standard. No firewall locally on it. Newly setup because an old SQL2000 had two disks die (or could it be the raid controller?) at the same time. Luckily, I had fresh backups. The databases have been restored, and SP2 for SQL2008 applied. I can see various hosts trying to establish a session, but the (customer) sites does not work and I don't see the expected established sessions. A wireshark reveals a full three-way handshake. Since it's customer machines connecting, I cannot logon to them and restart application pools.. What on earth could be causing this? No. Time Source Destination Protocol Info 1 0.000000 1.2.5.127 1.2.6.133 TCP desktop-dna > ms-sql-s [SYN] Seq=0 Win=65535 Len=0 MSS=1380 SACK_PERM=1 Frame 1: 62 bytes on wire (496 bits), 62 bytes captured (496 bits) Ethernet II, Src: Cisco_31:5e:09 (00:26:0b:31:5e:09), Dst: Vmware_b7:00:05 (00:50:56:b7:00:05) Internet Protocol, Src: 1.2.5.127 (1.2.5.127), Dst: 1.2.6.133 (1.2.6.133) Transmission Control Protocol, Src Port: desktop-dna (2763), Dst Port: ms-sql-s (1433), Seq: 0, Len: 0 No. Time Source Destination Protocol Info 2 0.000123 1.2.6.133 1.2.5.127 TCP ms-sql-s > desktop-dna [SYN, ACK] Seq=0 Ack=1 Win=8192 Len=0 MSS=1460 SACK_PERM=1 Frame 2: 62 bytes on wire (496 bits), 62 bytes captured (496 bits) Ethernet II, Src: Vmware_b7:00:05 (00:50:56:b7:00:05), Dst: Cisco_31:5e:09 (00:26:0b:31:5e:09) Internet Protocol, Src: 1.2.6.133 (1.2.6.133), Dst: 1.2.5.127 (1.2.5.127) Transmission Control Protocol, Src Port: ms-sql-s (1433), Dst Port: desktop-dna (2763), Seq: 0, Ack: 1, Len: 0 No. Time Source Destination Protocol Info 3 0.000884 1.2.5.127 1.2.6.133 TCP desktop-dna > ms-sql-s [ACK] Seq=1 Ack=1 Win=65535 Len=0 And netstat TCP 1.2.6.133:1433 1.2.2.98:26895 TIME_WAIT 0 TCP 1.2.6.133:1433 1.2.2.98:26912 TIME_WAIT 0 TCP 1.2.6.133:1433 1.2.2.98:26918 TIME_WAIT 0 TCP 1.2.6.133:1433 1.2.2.98:26931 TIME_WAIT 0 TCP 1.2.6.133:1433 1.2.5.127:2736 TIME_WAIT 0 TCP 1.2.6.133:1433 1.2.5.127:2737 TIME_WAIT 0 TCP 1.2.6.133:1433 1.2.5.127:2738 TIME_WAIT 0 TCP 1.2.6.133:1433 1.2.5.127:2739 TIME_WAIT 0

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  • Suggestions for splitting server roles amongst Hyper-V virtual servers / RAID6 or RAID10? / AppAssure

    - by Anon
    We have 2 Hyper-V hosts at present running 1 virtual server that was converted from a physical box running all roles. My plan is to split the roles over various virtual machines, upgrading to the latest software versions as I go, and use the backup server as a standby in case the main server fails. AppAssure backup software has a feature called Virtual Standby, so the VHD's can be ready to be fired up on the backup server if necessary. Off-site backups will be done via external USB drive for now. I'm just seeking some input/suggestions into how I'm planning to split the roles out amongst various virtual servers. Also, I'm curious how to setup the storage on the servers. We do not have any NAS's, SAN'S or any budget for this. What would the best RAID level be to use? I'm thinking either RAID6 (which is currently used) however I'm concerned about the write speeds, or RAID10 but again I'm worried that I can only lose 1 drive (from the same mirror) as opposed to any 2 with RAID6. I realise I have a hot swap for this, but what if a further drive fails during a rebuild? Is the write penalty of RAID6 worth the extra reliability over RAID10? Or will it be too slow with all the roles I am planning, therefore RAID10 is my only real option? The reason for the needed redundancy is I am the only technician and I'm not always on-site. Options I've considered: 1) 5 drives in RAID6 set, 200gb for host OS, rest for VM storage. 1 drive for hot swap - this is how it is currently setup 2) 4 drives in RAID10 set, 200gb for host OS, rest for VM storage. 2 drives for hot swap 3) 4 drives in RAID10 set for VM storage, 2 drives in RAID1 set for host OS. No drives for hot swap - While this is probably the best option with the amount of drives I have, I don't like the idea of having no hot swap 4) 3 drives in RAID6 set for VM storage, 2 drives in RAID1 set for host OS. 1 drive for hot swap All options give us enough storage capacity for our files, etc. We don't have any budget for extra drives or extra hot swap HD chassis for the servers. We have about 70 clients and about 150 users. MAIN SERVER Intel Xeon 5520 @ 2.27 GHz (2 processors) 16GB RAM 6 x 1TB Seagate Barracuda ES.2 Enterprise SATA drives Intel SRCSATAWB RAID controller Virtual machine workload using Hyper-V on Windows Server 2008 R2: DC01 - Active Directory Domain Controller / DNS server / Global catalog - 1GB RAM DC02 - Active Directory Domain Controller / DNS server / Global catalog - 1GB RAM Member Server - DHCP server, File server, Print server - 1GB RAM SCCM Member Server - 4GB RAM Third Party Software Member Server - A/V server, Ticketing software, etc - 4GB RAM Exchange 2007 - 4GB RAM - however we are probably migrating to a hosted solution, therefore freeing up resources BACKUP SERVER Intel Xeon E5410 @ 2.33GHz (2 processors) 16GB RAM 6 x 2TB WD RE4 SATA drives Intel SRCSASRB RAID controller Virtual machine workload using Hyper-V on Windows Server 2008 R2: AppAssure backup software - 8GB RAM

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  • Seriousness of a "Smart" disk error. How long will it last?

    - by Workshop Alex
    I have an 1 TB data disk and the bios and Windows are reporting a "Smart" error. At least, I get a Smart event but it doesn't indicate how serious the failure could be. My system is about 6 months old, including the disk so the warranty will cover the damage. Unfortunately, I lack a second disk of 1 TB in size which I can use to make a full backup. The most important data on this disk is safe, but there's a lot of work data which can be regenerated but this would cost a lot of time. So I ordered an USB disk of 1 TB which will arrive in three days. By then I can make a full backup of the data and afterwards, it can crash. But will the disk live that long? (Well, I won't use the PC as long as I can't make a backup.) How serious is such a Smart event? I know it's serious enough to have it replaced, but will it live for another week or could it die any moment?Update: I purchased an 1 TB external disk and spent most of the day making a backup of the 1 TB disk. It survived that. I then received a new disk, since it was still under warranty and replaced the hard disk. Then I had to spend most of a day again to put back the backup. I need to send back the faulty disk and now have an additional external disk, which could always be practical. :-) The Smart Error report did not cause any failures on the original disk. I won't advise to ignore these warnings, but the disk still has enough life in it to last a few more days. (Just make sure you have a good back-up.) And oh, the horror of having to make a complete backup such a huge disk. :-) If your data is important, make sure you have something that supports incremental backups and lots of space. (In my case, the data wasn't very important, just practical to have on-disk together.)

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  • Some services refusing to start on Win 7 machine. What could the root cause be?

    - by BombDefused
    When I check msconfig, there are no services that are blocked from starting up. When I look in services.msc, the problem services have a start up type of 'Automatic', but have a blank space where others will show 'Started'. Attempting to start them manually results in the following pop up error messages. I have no idea what's causing this, looks like some sort of cascade effect from another problem service. It's affecting scheduled tasks, SQL server agent and windows back up services. How can I resolve this? I don't know how to work out what the root cause is. Task Scheduler Service Start Error: "Windows could not start the Task Scheduler service on local computer. 1068: The dependecy service or group failed to start. SQL Server Service Start Error: "The SQL Server Agent service on Local Computer started and then stopped. Some services stop automatically if they are not in use by other services or programs." UPDATE: I've just noticed some other services have a description of "Failed to Read Description. Error Code: 2" They are: NetMsmqActivator, NetPipeActivator, NetTcpActivator, NetTcpPortSharing UPDATE 2: As joeqwerty says the Event Log service does seem to be the root of the problem. This service will not start either. It fails with 'Error 31 - A device attached to the system is not functioning correctly'. I've tried detaching all devices. I've also followed the advice here, where the same problem is described, but with no luck: http://social.technet.microsoft.com/Forums/en/w7itprosecurity/thread/44479c49-55e6-4bd7-b25e-3f2a6497306e Update 3 @ Pacey - The following was a good tip, really clear instruction. However, I found that those reg keys do not exist on my system. "Your Problem might also derive from the UpperFilter or LowerFilter Settings of the CDROM Drive. These are a known cause for Errorcode 31. You can find step-by-step instructions on removing the filters on about.com" I followed the advice through to checking every component in device manager separately, but everything is reported as working correctly!? These services did all work at one point. The hardware set up hasn't changed much. Guess I'm looking at a repair install maybe???!

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  • PHP hits 100% CPU and eats RAM at the same time Monday to Friday

    - by Daniel Samuels
    We run a learning platform for primary schools here in the UK and it's all been running extremely well. However at around 4PM Monday to Friday we see the same issue arise -- 1-2 PHP threads will spike to 100% CPU and gradually start eating up RAM until the server(s) fall over. 98%+ of our requests are HTTPS, these come into our Layer 7 load balancer which then decrypts the SSL data, adds the X-HTTP-Forwarded-For header and forwards the data onto an application server (we have 2 of those at the moment) on port 80. Our application servers have Varnish on port 80 which takes in the request from the load balancer and passes the request through to Nginx on port 81. Nginx then works out which 'vhost' it needs to use and passes any PHP processing through to PHP-CGI which is listening on a socket (managed through spawn-fcgi). There's an instance of Memcached running too, MySQL runs on a separate server / slave setup. Throughout the day the load will typically go no higher than 0.8 on either of the application servers, however at around 4PM our problem arises. I've managed to run strace on a few of the actual threads when they cause the problem and I always see the same thing: stat("/usr/share/zoneinfo/Europe/London", {st_mode=S_IFREG|0644,st_size=3661, ...}) = 0 stat("/usr/share/zoneinfo/Europe/London", {st_mode=S_IFREG|0644,st_size=3661, ...}) = 0 This is repeated infinitely and never stops until you SEGKILL the process or oomkiller kills it. There are no cron jobs scheduled to run at that time and I don't have any way of seeing exactly what Nginx request is associated with the PHP process which is running. We are running PHP 5.3.14 which we upgraded to from 5.3.8 last week to rule out the older version being the problem. This issue has been going on a few months now and we have no idea what is causing it. We deploy our software very frequently, so it's difficult to track down a specific release which may have started the problem - especially as we do not know the date of the first occurrence of this issue. Varnish is version 3.0.1, Nginx is 1.0.6 (which I understand is about a year old now), our servers are running CentOS release 5.7 (Final) they have Intel i3 540s at 3.07Ghz and 8GB of RAM. There's a discussion on the Debian mailing list about something very similar, you can find that here. Has anyone seen anything like this in the past, does anyone have any ideas or suggestions? Are there a way of linking an Nginx request directly to a PHP thread? Is there a better way of seeing what the PHP process is doing? (I've seen GDB mentioned, though I'll have to recompile PHP) Thanks!

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  • Mysql innoDB corruption after server crash

    - by Ward Loockx
    Yesterday my server died because an outage in the data center. Today it's back up, but having some problems with mysql. First of all my mysql server was not able to start. For this reason I deleted the files ib_logfile0 and ib_logfile1 in /var/lib/mysql folder (I still have the old failing files). After this my server was able to startup again. But now I see a lot of issues in the mysql log file. Sep 1 09:43:55 * mysqld: 120901 9:43:55 InnoDB: Error: page 70944 log sequence number 8 1483471899 Sep 1 09:43:55 * mysqld: InnoDB: is in the future! Current system log sequence number 5 612394935. Sep 1 09:43:55 * mysqld: InnoDB: Your database may be corrupt or you may have copied the InnoDB Sep 1 09:43:55 * mysqld: InnoDB: tablespace but not the InnoDB log files. See Sep 1 09:43:55 * mysqld: InnoDB: http://dev.mysql.com/doc/refman/5.1/en/forcing-recovery.html When I check the docs on mysql.com, I found that I need to recover my database with backups. I have a backup but not sure what's the good way on importing it. Or is there a way to recover without having to re-import the database again? So if I'm correct I need to put innodb_force_recovery to 4 in mysql and delete all current data and re-import? Is there a way to do this without having downtime? I also have one slave running. This slave has the current status now: Last_Error: Relay log read failure: Could not parse relay log event entry. The possible reasons are: the master's binary log is corrupted (you can check this by running 'mysqlbinlog' on the binary log), the slave's relay log is corrupted (you can check this by running 'mysqlbinlog' on the relay log), a network problem, or a bug in the master's or slave's MySQL code. If you want to check the master's binary log or slave's relay log, you will be able to know their names by issuing 'SHOW SLAVE STATUS' on this slave. How can I totally reset the slave after the new import on the master has happend? Hopefully we can find a solution without not to much downtime. Thanks!

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  • Windows Server 2008 Software Raid 5 - Data integrity issues

    - by Fopedush
    I've got a server running Windows Server 2008 R2, with a (windows native) software raid-5 array. The array consists of 7x 1TB Western Digital RE3 and RE4 drives. I have offline backups of this array. The problem is this: I noticed a few days ago after copying a large file to the disk that there was an integrity issue with that file - it was a ~12GB file that I had downloaded via uTorrent. After moving it to the raid array, I used uTorrent to relocate the download location, and performed a re-check so I could seed it from that location. The recheck found that only 6308/6310 chunks of the copied file were intact. My next step was to write a quick powershell script that would copy files to the array, while performing a SHA1 hash of the original and resultant files and comparing them. Smaller files (100-1000MB) copied over just fine. When I started copying larger data (~15GB), I found that the hash check failed about 2/3rds of the time. The corrupt files had very, very small inconsistencies - less than .01%. I further eliminated the possibility of networking or client issues by placing this large file on the C:\ of the server, and copying it repeatedly from there to the array, seeing similar results. Copying the data via explorer, powershell, or the standard windows command prompt yield the same results. None of the copies fail or report any problems. The raid array itself is listed as healthy in disk management. After a few experiments, I shut down the server and ran memtest overnight. No errors were detected. A basic run of chkdsk found no problems, but I did not use the /R flag, as I was unsure how that might affect a software raid-5 volume. I next ran Crystal Disk Info to check the smart data on the drives - but found that CDI only detected 5 out of 7 of the disks in the array. I have no idea why. Nevertheless, CDI shows the following "caution" flags on a single one of the drives: 05 199 199 140 000000000001 Reallocated Sectors Count C5 200 200 __0 000000000001 Current Pending Sector Count Which is a little bit alarming, but I don't really know what to do with the information. I hardly feel like one reallocated sector could be causing this. At this point, I'm looking for some guidance on what to do next. I need to determine the cause of this issue, but I'm hesitant to run chkdsk /R or any bootable disk health checkers because I'm afraid they might break the array. I've considered triggering a re-sync of the array, but I'm not actually sure how to do that without doing something silly like manually dropping a disk and then restoring it. Any advice that could help me ferret out the precise cause of this issue would be greatly appreciated.

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  • Any way to recover ext4 filesystems from a deleted LVM logical volume?

    - by Vegar Nilsen
    The other day I had a proper brain fart moment while expanding a disk on a Linux guest under Vmware. I stretched the Vmware disk file to the desired size and then I did what I usually do on Linux guests without LVM: I deleted the LVM partition and recreated it, starting in the same spot as the old one, but extended to the new size of the disk. (Which will be followed by fsck and resize2fs.) And then I realized that LVM doesn't behave the same way as ext2/3/4 on raw partitions... After restoring the Linux guest from the most recent backup (taken only five hours earlier, luckily) I'm now curious on how I could have recovered from the following scenario. It's after all virtually guaranteed that I'll be a dumb ass in the future as well. Virtual Linux guest with one disk, partitioned into one /boot (primary) partition (/dev/sda1) of 256MB, and the rest in a logical, extended partition (/dev/sda5). /dev/sda5 is then setup as a physical volume with pvcreate, and one volume group (vgroup00) created on top of it with the usual vgcreate command. vgroup00 is then split into two logical volumes root and swap, which are used for / and swap, logically. / is an ext4 file system. Since I had backups of the broken guest I was able to recreate the volume group with vgcfgrestore from the backup LVM setup found under /etc/lvm/backup, with the same UUID for the physical volume and all that. After running this I had two logical volumes with the same size as earlier, with 4GB free space where I had stretched the disk. However, when I tried to run "fsck /dev/mapper/vgroup00-root" it complained about a broken superblock. I tried to locate backup superblocks by running "mke2fs -n /dev/mapper/vgroup00-root" but none of those worked either. Then I tried to run TestDisk but when I asked it to find superblocks it only gave an error about not being able to open the file system due to a broken file system. So, with the default allocation policy for LVM2 in Ubuntu Server 10.04 64-bit, is it possible that the logical volumes are allocated from the end of the volume group? That would definitely explain why the restored logical volumes didn't contain the expected data. Could I have recovered by recreating /dev/sda5 with exactly the same size and disk position as earlier? Are there any other tools I could have used to find and recover the file system? (And clearly, the question is not whether or not I should have done this in a different way from the start, I know that. This is a question about what to do when shit has already hit the fan.)

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  • My network drive disappears from Mac OS Finder

    - by Mariusz
    I have recently bought a Netgear WNDR3800 router to use it in my home network. But just the same day I installed it, I noticed a strange behaviour of Finder and iTunes. Let me explain it further. There is a Synology DS111 NAS attached to that router and two Macs with Mac OS X Lion. One of them is connected by a cable and the second one wirelessly. Before I changed my router to the new one I mentioned above, Finder always used to display my NAS on its sidebar. So I could just click its network name to access shared folders existing on it. But after I installed WNDR3800, I can no longer access the NAS that way. It is no longer displayed. I always have to mount it manually by typing its IP address using the Finder's 'connect to server' option. The same NAS supports TimeMachine backups and has an inbuilt DLNA server. And the same situation here. I can't perform a backup because my NAS is no longer accessible in TimeMachine preferences. iTunes does not display it as well (as a multimedia server) even though it used to before I installed that router. What's important, everything works fine for a couple of minutes after I restart the router or the NAS. Or even when I change the NAS's IP address it becomes accessible again in Finder, TimeMachine and iTunes, but only for some time. Both the Mac computers I mentioned behave the same way. And all those issues have been taking place sice I installed that new router. Before I did that, everything had worked fine. My old router was Netgear WGR614v10. Would you be so kind to tell me what you think could possibly be the reason of that behaviour? What settings of the router should I look closer at? I'm not a network specialist, but is it possible that some network packets are blocked for some reason? I will be grateful for any clues you give me. Thank you.

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  • System failure - need diagnostic recommendation

    - by Ladislav Mrnka
    I have big problem with my computer. Configuration is: Intel i7 + 6x2GB OCZ DDR3 Motheboard: Asus P6T Deluxe V2, HDD controller configured to AHCI Main drive: OCZ Vertex 2 (SSD) - contains all installed programs and system Second drive: Samsung SpinPoint - contains User profiles, ProgramData, virtual machines and databases Third drive: Samsung SpinPoint - data drive + backups OS: Windows 7 Ultimate x64 I have never had any problem with this computer until now. During weekend my computer completely crashed without any reason. Each time I tried to boot to Windows I got BSOD with message BAD_SYSTEM_CONFIG_INFO and automatic restart (I didn't install any new SW or HW). But after restart main OCZ drive was disconnected (not detected by BIOS). When I turned off and on computer, the drive was again connected. It also happend every single time I tried to repair installation somehow. It ended with some error and after restart drive was disconnected. The only thing which worked was format + fresh install. After installing almost everything I wanted to install Visual Studio 2010 Ultimate (complete installation without SQL Server Express). During installation of VS itself I always get BSOD - it is too fast so I'm not able to read description. After restart it searches for all disk drives for really long time and sometimes it changes boot drive so the system is not able to start - Bootmgr not found. After reconfiguring BIOS the system starts. There is no event describing the failure in Event viewer. Installing VS 2010 is absolutely necessary for me. I need help with diagnostic. I need to find where is the problem - I expect that the problem is in OCZ drive or in HDD controller on motherboard but I don't know how to find it. All components still have valid warranty. Can you recommend me some approach or tools to find the problem? Edit: I'm still looking for source of the problem. New information is that Windows are not able to perform check disk (Chkdsk) on the SSD system drive. After restarting it always starts checking drive and in part where files are checked it fails with BSOD - BAD_SYSTEM_CONFIG_INFO. After next restart and skipping check disk tests the system runs.

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  • recommendations for efficient offsite remote backup solution of vm's

    - by senorsmile
    I am looking for recommendations for backing up my current 6 vm's(and soon to grow to up to 20). Currently I am running a two node proxmox cluster(which is a debian base using kvm for virtualization with a custom web front end to administer). I have two nearly identical boxes with amd phenom II x4's and asus motherboards. Each has 4 500 GB sata2 hdd's, 1 for the os and other data for the proxmox install, and 3 using mdadm+drbd+lvm to share the 1.5 TB's of storage between the two machines. I mount lvm images to kvm for all of the virtual machines. I currently have the ability to do live transfer from one machine to the other, typically within seconds(it takes about 2 minutes on the largest vm running win2008 with m$ sql server). I am using proxmox's built-in vzdump utility to take snapshots of the vm's and store those on an external harddrive on the network. I then have jungledisk service (using rackspace) to sync the vzdump folder for remote offsite backup. This is all fine and dandy, but it's not very scalable. For one, the backups themselves can take up to a few hours every night. With jungledisk's block level incremental transfers, the sync only transfers a small portion of the data offsite, but that still takes at least a half an hour. The much better solution would of course be something that allows me to instantly take the difference of two time points (say what was written from 6am to 7am), zip it, then send that difference file to the backup server which would instantly transfer to the remote storage on rackspace. I have looked a little into zfs and it's ability to do send/receive. That coupled with a pipe of the data in bzip or something would seem perfect. However, it seems that implementing a nexenta server with zfs would essentially require at least one or two more dedicated storage servers to serve iSCSI block volumes (via zvol's???) to the proxmox servers. I would prefer to keep the setup as minimal as possible (i.e. NOT having separate storage servers) if at all possible. I have also briefly read about zumastor. It looks like it could also do what I want, but it appears to have halted development in 2008. So, zfs, zumastor or other?

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  • MS DPM 2007: Testing the Recovery for a Production Domain

    - by NewToDPM
    Hi everybody! MS DPM 2007 is a new technology in my company, and so am I to the product. We have a classic Microsoft domain with two DCs, Exchange 2007 and a couple Web/MS SQL servers. I have deployed DPM one month ago on the domain, and after fixing the various issues I got with the replicas inconsistence and adapting the schedule and retention range to the server storage pool size, I can say the backup system is working correctly (no errors) as of today. However, there is one problem: we did not attempt to restore from the backups yet, which is a big no-no of course. I'm not sure about the way I should handle this, my main concern being Exchange and the System State of the DCs. From my understanding, DPM can only protect AND restore data on a server which is part of the same domain as the backup server. If I restore the System State (containing Active Directory) and the Exchange Storage Groups on a testing server, I am afraid it would completely disturb the domain functioning (for example, having two primary DCs on the domain). I am thinking about building a second DPM server on a testing separate domain which would mirror the replicas and then restore it on testing servers from this new domain. Is it the right way to handle the data recovery testing? How did you do on your domain when you first deployed DPM? I'd be grateful for any link/documentation or advice. Thank you in advance for your help! EDIT: Two options seem possible so far: i. Create another DC/Exchange server in the alternate location; ii. Create a separate domain in the alternate location and setup a trust between this domain and the production one. The option i is certainly the best but implies setting up a secondary Exchange server, with a dedicated public IP address so that if Exchange #1 dies, we can still send emails with Exchange #2. I don't know how complex this can be and would need to discuss it with my colleagues. The option ii would only fit the testing purposes. My only question regarding this is: if my production and DPM servers are part of domain A, and there is a trust between domains A and B, can I restore a domain A content to any domain B server?

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  • Why would a process monitoring script use exit 1; on finding no problems?

    - by user568458
    General question: On a Linux (Centos) server, if a process monitoring script run by cron is set to close with exit 1; rather than exit 0; on finding that everything is okay and that no action is needed, is that a mistake? Or are there legitimate reasons for calling exit 1; instead of exit 0; on the "Everything's fine, no action needed" condition? exit 0; on finding no problems seems to me to be more appropriate. But maybe there's something I'm not aware of. For example, maybe there's something specific to Cron? Or maybe there's a convention in process monitoring scripts that 'failure' means 'this script failed to need to fix a problem' (rather than what I would expect which is that exit 1; would mean 'the process being monitored has failed'?) My specific case: I'm looking at a process monitoring script written by my web hosting company. By process monitoring script, I mean a script executed by Cron on a regular basis that checks if an important system process is running, and if it isn't running, takes actions such as mailing an administrator or restarting the process. Here's the (generalised) structure of their script, for a service running on port 8080 (in this case, Apache Tomcat): SERVICE=$(/usr/sbin/lsof -i tcp:8080 | wc -l); if [ $SERVICE != 0 ]; then exit 1; else #take action fi Seems simple enough even for someone with limited knowledge like me, except the exit 1; part seems odd. As I understand it, exit 0; closes a program and signifies to the parent that executed the program that everything is fine, exit n; where n0 and n<127 signifies that there has been some kind of error or problem. Here, their script seems to go against that rule - it calls exit 1; in the condition where everything is fine, and doesn't exit after taking remedial action in the problem condition. To me, this looks like a mistake - but my experience in this area is limited. Are there cases where calling exit 1; in the "Everything's fine, no action needed" condition is more appropriate than calling exit 0;? Or is it a mistake? Wider context is pretty simple. It's a Centos VPS, running Plesk. The script is being called by Cron via Plesk's "Scheduled tasks" Cron manager. There's no custom layer between Cron and this script that would respond in an unusual way to the exit call. It's a fairly average, almost out-of-the box Plesk-managed Centos VPS (in so far as there is such a thing). The process being monitored by this script is Apache Tomcat.

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  • How to run a restricted set of programs with Administrator privileges without giving up Admin acces (Win7 Pro)

    - by frLich
    I have a shared system, running Windows7 X64, restricted to a 'standard user' with no password. Not everyone who has access to the system has the administrator password. This works rather well, except for some applications - specially the unlock-applications for encrypted hard drives/USB flash drives. The specific ones either require Administrator access (eg. Seagate Blackarmor) or simply fail without it -- since these programs are sending raw commands to a device, this is to be expected. I would like to be able to add the hashes of these particular programs to a whitelist, and have them run as administrator without needing any prompts. Since these are by definition on removable media, I can't simply use a filename or even a path. One of the users who shares the system can be considered 'crafty', so anything which temporarily grants administrator rights to an user account is certain to cause problems. What i'd like to be able to do: 1) Create an admin account that can only run programs from a whitelist (or, failing that, from a directory) I can't find a good way to do this: As far as I can tell, SRP applies equally to ALL users? Even if I put a "Deny" token on all directories on the system, such that new directories would inherit it, it could still potentially run things from the mounted USB devices. I also don't know whether it's possible to create a new directory that DOESN'T inherit from the parent, that would lake the deny token, and provide admin access. 2) Find a lightweight service that will run these programs in its local context Windows7 seems to block cross-privilege level communication by default, and I haven't found such for windows 7. One example seems to be "sudo" (http://pages.cpsc.ucalgary.ca/~nfriess/sudo/) but because it uses a WLNOTIFY hook, it won't work under Vista nor Windows7 Non-Solutions: - RunAs: Requires administrator password! (but everyone calls it "sudo" anyway) - RunAs /savecred: Nice idea, but appears to be completely insecure. - RUNASSPC - Same concept as RunAs, uses "encrypted" files with credentials, but checks in user-space. - Scheduled Tasks - "Fixed" permissions make this difficult, and doesn't support interactive processes even if it did. - SuRun: From Google: "Surun uses its own Windows service that adds the user to the group of administrators during program start and removes him automatically from that group again"

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  • 20GB+ worth of emails in my /home what is a better solution for that?

    - by Skinkie
    My email storage requirements are outgrowing anything reasonable with respect to local mail storage. As we speak 99% of my home partition is filled with personal mail in Thunderbirds mail dirs. Needless to say, this is just painful, badly searchable and as history has proven me that backups work, but Thunderbird is capable of loosing a lot of mail very easily. Currently I have an remote IMAPS server (Dovecot) running for my daily mail, accessible from anywhere, which from my own practice works efficiently up to about 1000 emails. Then some archive directories should be used to move mail around. I have been looking into DBMail, but I wonder if I make my case worse or better which such solution. None of the supported database employ string deduplication or string compression out of the box, so is this going to help me with 20GB+ mail? What about falling back to a plain old IMAP server? A filesystem like ZFS would support stuff like GZIP transparently, which could help. Could someone share their thoughts? The 20GB mostly consists of mailinglists, and normal mail. Not things like attachments. To add some clarifications; As we speak, my mail is not server side indexed at all - only my new mail arrives at a remote IMAP server. It is all local storage from former POP3 accounts, local mirrored Gmail and IMAP accounts. In my perspective it is not Thunderbird that sucks, its fileformat that sucks. Regarding the 1000 mails. On the road I am using Alpine and MobileMail, quite happy with both of them, but some management is required to actually manage the mail. Sieve helps a lot with that, but browing through 10.000 e-mails is not fun, especially not on a mobile client. I am quite happy with Dovecot, never had any issues with it. I just wonder if this is the way to go. Or if there are any other better solutions. What my question is: what is the best practice solution that allows 20GB+ mails and is -on demand remotely accessible, easy to backup and archive worthy. It doesn't need to be available 24x7. The final approach I took was installing a local IMAP server (Dovecot), configured it for being my archive, using the following guide: http://en.gentoo-wiki.com/wiki/Dovecot/InstallThunderbird

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  • Need help recovering a corrupt SQL database

    - by user570079
    I have a very special case that I have been working on for several days. I have a very large SQL Server 2008 database (about 2 TB) that contains 500 filegroups to support very large partitioned tables. Recently we had a catastophic failure on one of the drive and lost several filegroups and the database became in-accessible. We have been doing filegroup backups on a daily basis, but due to other issues, we lost our most recent backup of the log and the primary filegroup. We have all the data backed up but the primary filegroup backup is old. There have been no schema changes since the primary filegroup backup, but the lsn's are now all out of sync and we cannot recover the data. I have tried everything I could think of (and have tried just about every trick and hack I could google) but I still end up at the same point where I get messages saying that the files for filegroup x do not match the primary filegroup. I am now at the point of trying to edit the system tables (we have a separate temporary environment to do this so we are not worried about corrupting any production databases). I have tried updated sys.sysdbreg, sys.sysbrickfiles, and sys.sysprufiles to try to trick SQL into thinking all the files are online, but a "Select * From OPENROWSET(TABLE DBPROP, 5)" shows a different database state from what I see in sys.sysdbreg. I am now thinking I need to somehow edit the headers of the actual data files to try to line up the lsn's with the primary. I appreciate any help anyone can give me here, but please do not respond with things like "you are not supposed to do edit mdf, ndf files...." or "see msdn article....", etc. This is an advanced emergency case and I need a real hack so we can just get to the data in this corrupt database and export to a fresh new database. I know there is a way to do this, but not knowing what the DBPROP system functions does (i.e. does it look at system tables or does it actually open the file) is keeping me from trying to figure out how to fool SQL into allowing me to read these files. Thanks for any help.

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  • How to run a restricted set of programs with Administrator privileges without giving up Admin acces (Win7 Pro)

    - by frLich
    I have a shared system, running Windows7 X64, restricted to a 'standard user' with no password. Not everyone who has access to the system has the administrator password. This works rather well, except for some applications - specially the unlock-applications for encrypted hard drives/USB flash drives. The specific ones either require Administrator access (eg. Seagate Blackarmor) or simply fail without it -- since these programs are sending raw commands to a device, this is to be expected. I would like to be able to add the hashes of these particular programs to a whitelist, and have them run as administrator without needing any prompts. Since these are by definition on removable media, I can't simply use a filename or even a path. One of the users who shares the system can be considered 'crafty', so anything which temporarily grants administrator rights to an user account is certain to cause problems. What i'd like to be able to do: 1) Create an admin account that can only run programs from a whitelist (or, failing that, from a directory) I can't find a good way to do this: As far as I can tell, SRP applies equally to ALL users? Even if I put a "Deny" token on all directories on the system, such that new directories would inherit it, it could still potentially run things from the mounted USB devices. I also don't know whether it's possible to create a new directory that DOESN'T inherit from the parent, that would lake the deny token, and provide admin access. 2) Find a lightweight service that will run these programs in its local context Windows7 seems to block cross-privilege level communication by default, and I haven't found such for windows 7. One example seems to be "sudo" (http://pages.cpsc.ucalgary.ca/~nfriess/sudo/) but because it uses a WLNOTIFY hook, it won't work under Vista nor Windows7 Non-Solutions: - RunAs: Requires administrator password! (but everyone calls it "sudo" anyway) - RunAs /savecred: Nice idea, but appears to be completely insecure. - RUNASSPC - Same concept as RunAs, uses "encrypted" files with credentials, but checks in user-space. - Scheduled Tasks - "Fixed" permissions make this difficult, and doesn't support interactive processes even if it did. - SuRun: From Google: "Surun uses its own Windows service that adds the user to the group of administrators during program start and removes him automatically from that group again"

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  • How to install RAID drivers on already installed Windows 7?

    - by happysencha
    64-bit Windows 7 Ultimate 6GB RAM Intel i7 920 Intel X25-M SSD 80GB 2,5" Club 3D Radeon HD5750 GA-EX58-UD4P Motherboard I've been running fine with Windows 7 installed on the SSD. I wanted to create an mirrored Raid-1 setup for backups using two hard disks, so I ordered two Samsung HD203WI. This motherboard supports two different RAID controllers, the Intel's ICH10R and Gigabyte's SATA2 SATA controller. There are 6 SATA ports behind the ICH10R and 2 SATA ports for the Gigabyte controller. I googled around and seemed that the ICH10R is a better choice and since then I've been trying to make it work. When I activate the [RAID] mode from BIOS, the Windows 7 gives BSOD exactly as described by this guy: "Windows 7 will start to boot, it gets to the screen where there are 4 colors coming together and it blue screens and restarts no matter what I do." First thing I did: turned off the RAID and booted to Windows and tried to install the SATA RAID drivers from Gigabyte. I launch the driver installation program and it gives "This computer does not meet the minimum requirements for installing the software" error. I then tried Intel's Rapid Storage Technology drivers (which apparently is the same as the one offered at Gigabyte's site), but it resulted in exactly the same error. I then detached the new Samsung hard disks from the SATA ports, but left the [RAID] enabled in BIOS. To my surprise, it still BSOD'd, so at this point I knew it is an OS/driver issue. Also, I tried with the Gigabyte's RAID enabled (while the ICH10R RAID disabled) and it booted just fine. So then I thought, that maybe I can't install the RAID drivers from within the OS. So I caused the BSOD on purpose once again, and then with ICH10R RAID activated and Samsung hard disks attached, I choose the Windows 7 Recovery mode in the boot menu. It sees some problem(s), tries to repair, does not succeed and does not ask for drivers (which I put on a USB stick) to install. I also tried to use the command-line in the recovery: "rundll32 syssetup, SetupInfObjectInstallAction DefaultInstall 128 iaStor.inf" but it gave "Installation failed." So I'm clueless how should I proceed. Do I really need to re-install Windows 7 and load RAID drivers in the Win7 setup? I don't want to install any OS on the RAID, the Windows 7 is and will be on the SSD. I just want to have a RAID-1 backup using those two hard disks. I mean why would I need to re-install operating system to add RAID setup?

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  • HP ProLiant DL380 G3 Running Windows Server 2000 has crashed between 6-7:30am for the past 5 days

    - by user109717
    I have a HP ProLiant DL380 G3 running Windows Server 2000 that has been crashing everyday between 6-730am. This started when I changed out a failing hard drive 6 days ago. I have looked at the scheduled tasks which does not have anything pertaining to this issue. Below are the only things I see in the system log and some of the dump files. Can this be a hardware issue if this happens at a certain time frame everyday? Any help is greatly appreciated. Thanks The previous system shutdown at 6:07:55 AM on 2/7/2012 was unexpected. System Information Agent: Health: The server is operational again. The server has previously been shutdown by the Automatic Server Recovery (ASR) feature and has just become operational again. [SNMP TRAP: 6025 in CPQHLTH.MIB] BugCheck 7A, {3, c0000005, 3400028, 0} Probably caused by : memory_corruption ( nt!MiMakeSystemAddressValidPfn+42 ) Followup: MachineOwner 0: kd !analyze -v * Bugcheck Analysis * * KERNEL_DATA_INPAGE_ERROR (7a) The requested page of kernel data could not be read in. Typically caused by a bad block in the paging file or disk controller error. Also see KERNEL_STACK_INPAGE_ERROR. If the error status is 0xC000000E, 0xC000009C, 0xC000009D or 0xC0000185, it means the disk subsystem has experienced a failure. If the error status is 0xC000009A, then it means the request failed because a filesystem failed to make forward progress. Arguments: Arg1: 00000003, lock type that was held (value 1,2,3, or PTE address) Arg2: c0000005, error status (normally i/o status code) Arg3: 03400028, current process (virtual address for lock type 3, or PTE) Arg4: 00000000, virtual address that could not be in-paged (or PTE contents if arg1 is a PTE address) MODULE_NAME: nt IMAGE_NAME: memory_corruption BugCheck A, {0, 2, 1, 804137d6} Probably caused by : ntkrnlmp.exe ( nt!CcGetVirtualAddress+ba ) * Bugcheck Analysis * * IRQL_NOT_LESS_OR_EQUAL (a) An attempt was made to access a pageable (or completely invalid) address at an interrupt request level (IRQL) that is too high. This is usually caused by drivers using improper addresses. If a kernel debugger is available get the stack backtrace. Arguments: Arg1: 00000000, memory referenced Arg2: 00000002, IRQL Arg3: 00000001, bitfield : bit 0 : value 0 = read operation, 1 = write operation bit 3 : value 0 = not an execute operation, 1 = execute operation (only on chips which support this level of status) Arg4: 804137d6, address which referenced memory MODULE_NAME: nt IMAGE_NAME: ntkrnlmp.exe

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  • What server setup for a small web development company? [closed]

    - by Giordano
    I co-own a company with a friend of mine and we have decided to buy a new server to support our business (our current server is an Asus EEE Box, working great but too limited :) ). I should mention that we are web developers but occasionally we do small-office sys admin. Thus, 99% of time we work on GNU/Linux (mainly Ubuntu) but from time to time we need to setup a Windows environment to assist some customers (e.g. setup a temporary SQL Server 2008). Our requirements: Low budget: we don't want the cheapest solution out there but we can't afford to spend too much. Budget could be ~1000-1500€ (before VAT) Robustness: we would like to setup a RAID array and maybe have an external disk where we can store backups Virtualization: we need to be able to setup few servers for development. The scenario is something like this (~8 appliances running in parallel): Redmine + GIT server Bacula server FTP server 3-4 virtual appliances that could be set up on demand to test our applications or support a customer. The appliances could be: LAMP, Tomcat+PostgreSQL, SQL Server Support: if something breaks down it shouldn't be too difficult to find a replacement. Now, given the main requirements, there are some doubts we need to clarify: Do you suggest to buy a prepackaged solution (for example a customized Dell PowerEdge T110 or T310) or to assemble the server by ourselves (buy the separate components)? What RAID configuration do you suggest? I was thinking of RAID1 (probably cheaper) or RAID5. should we buy a hardware RAID controller or is it ok to use a software RAID (mdadm)? In case, which controller do you suggest? What processor do you suggest (Intel Xeon, i3, i5, i7, AMD)? How much RAM? (I was thinking at least 8GB, ~1GB per appliance) What virtualization software do you recommend? VMWare seems to be the best choice, but what about XEN or KVM? We don't want to buy licenses at the moment so we would like to consider only free options. What OS do you recommend? We know Ubuntu, Debian, Gentoo very well (we would like to use Ubuntu Server), however it seems a lot of people goes for CentOS. Thanks in advance if you can help us with this! It's our first "serious" server so many doubts popped up :) Please feel free to add further recommendations if you have some to share ;) Have a nice day

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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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  • Zen and the Art of File and Folder Organization

    - by Mark Virtue
    Is your desk a paragon of neatness, or does it look like a paper-bomb has gone off? If you’ve been putting off getting organized because the task is too huge or daunting, or you don’t know where to start, we’ve got 40 tips to get you on the path to zen mastery of your filing system. For all those readers who would like to get their files and folders organized, or, if they’re already organized, better organized—we have compiled a complete guide to getting organized and staying organized, a comprehensive article that will hopefully cover every possible tip you could want. Signs that Your Computer is Poorly Organized If your computer is a mess, you’re probably already aware of it.  But just in case you’re not, here are some tell-tale signs: Your Desktop has over 40 icons on it “My Documents” contains over 300 files and 60 folders, including MP3s and digital photos You use the Windows’ built-in search facility whenever you need to find a file You can’t find programs in the out-of-control list of programs in your Start Menu You save all your Word documents in one folder, all your spreadsheets in a second folder, etc Any given file that you’re looking for may be in any one of four different sets of folders But before we start, here are some quick notes: We’re going to assume you know what files and folders are, and how to create, save, rename, copy and delete them The organization principles described in this article apply equally to all computer systems.  However, the screenshots here will reflect how things look on Windows (usually Windows 7).  We will also mention some useful features of Windows that can help you get organized. Everyone has their own favorite methodology of organizing and filing, and it’s all too easy to get into “My Way is Better than Your Way” arguments.  The reality is that there is no perfect way of getting things organized.  When I wrote this article, I tried to keep a generalist and objective viewpoint.  I consider myself to be unusually well organized (to the point of obsession, truth be told), and I’ve had 25 years experience in collecting and organizing files on computers.  So I’ve got a lot to say on the subject.  But the tips I have described here are only one way of doing it.  Hopefully some of these tips will work for you too, but please don’t read this as any sort of “right” way to do it. At the end of the article we’ll be asking you, the reader, for your own organization tips. Why Bother Organizing At All? For some, the answer to this question is self-evident. And yet, in this era of powerful desktop search software (the search capabilities built into the Windows Vista and Windows 7 Start Menus, and third-party programs like Google Desktop Search), the question does need to be asked, and answered. I have a friend who puts every file he ever creates, receives or downloads into his My Documents folder and doesn’t bother filing them into subfolders at all.  He relies on the search functionality built into his Windows operating system to help him find whatever he’s looking for.  And he always finds it.  He’s a Search Samurai.  For him, filing is a waste of valuable time that could be spent enjoying life! It’s tempting to follow suit.  On the face of it, why would anyone bother to take the time to organize their hard disk when such excellent search software is available?  Well, if all you ever want to do with the files you own is to locate and open them individually (for listening, editing, etc), then there’s no reason to ever bother doing one scrap of organization.  But consider these common tasks that are not achievable with desktop search software: Find files manually.  Often it’s not convenient, speedy or even possible to utilize your desktop search software to find what you want.  It doesn’t work 100% of the time, or you may not even have it installed.  Sometimes its just plain faster to go straight to the file you want, if you know it’s in a particular sub-folder, rather than trawling through hundreds of search results. Find groups of similar files (e.g. all your “work” files, all the photos of your Europe holiday in 2008, all your music videos, all the MP3s from Dark Side of the Moon, all your letters you wrote to your wife, all your tax returns).  Clever naming of the files will only get you so far.  Sometimes it’s the date the file was created that’s important, other times it’s the file format, and other times it’s the purpose of the file.  How do you name a collection of files so that they’re easy to isolate based on any of the above criteria?  Short answer, you can’t. Move files to a new computer.  It’s time to upgrade your computer.  How do you quickly grab all the files that are important to you?  Or you decide to have two computers now – one for home and one for work.  How do you quickly isolate only the work-related files to move them to the work computer? Synchronize files to other computers.  If you have more than one computer, and you need to mirror some of your files onto the other computer (e.g. your music collection), then you need a way to quickly determine which files are to be synced and which are not.  Surely you don’t want to synchronize everything? Choose which files to back up.  If your backup regime calls for multiple backups, or requires speedy backups, then you’ll need to be able to specify which files are to be backed up, and which are not.  This is not possible if they’re all in the same folder. Finally, if you’re simply someone who takes pleasure in being organized, tidy and ordered (me! me!), then you don’t even need a reason.  Being disorganized is simply unthinkable. Tips on Getting Organized Here we present our 40 best tips on how to get organized.  Or, if you’re already organized, to get better organized. Tip #1.  Choose Your Organization System Carefully The reason that most people are not organized is that it takes time.  And the first thing that takes time is deciding upon a system of organization.  This is always a matter of personal preference, and is not something that a geek on a website can tell you.  You should always choose your own system, based on how your own brain is organized (which makes the assumption that your brain is, in fact, organized). We can’t instruct you, but we can make suggestions: You may want to start off with a system based on the users of the computer.  i.e. “My Files”, “My Wife’s Files”, My Son’s Files”, etc.  Inside “My Files”, you might then break it down into “Personal” and “Business”.  You may then realize that there are overlaps.  For example, everyone may want to share access to the music library, or the photos from the school play.  So you may create another folder called “Family”, for the “common” files. You may decide that the highest-level breakdown of your files is based on the “source” of each file.  In other words, who created the files.  You could have “Files created by ME (business or personal)”, “Files created by people I know (family, friends, etc)”, and finally “Files created by the rest of the world (MP3 music files, downloaded or ripped movies or TV shows, software installation files, gorgeous desktop wallpaper images you’ve collected, etc).”  This system happens to be the one I use myself.  See below:  Mark is for files created by meVC is for files created by my company (Virtual Creations)Others is for files created by my friends and familyData is the rest of the worldAlso, Settings is where I store the configuration files and other program data files for my installed software (more on this in tip #34, below). Each folder will present its own particular set of requirements for further sub-organization.  For example, you may decide to organize your music collection into sub-folders based on the artist’s name, while your digital photos might get organized based on the date they were taken.  It can be different for every sub-folder! Another strategy would be based on “currentness”.  Files you have yet to open and look at live in one folder.  Ones that have been looked at but not yet filed live in another place.  Current, active projects live in yet another place.  All other files (your “archive”, if you like) would live in a fourth folder. (And of course, within that last folder you’d need to create a further sub-system based on one of the previous bullet points). Put some thought into this – changing it when it proves incomplete can be a big hassle!  Before you go to the trouble of implementing any system you come up with, examine a wide cross-section of the files you own and see if they will all be able to find a nice logical place to sit within your system. Tip #2.  When You Decide on Your System, Stick to It! There’s nothing more pointless than going to all the trouble of creating a system and filing all your files, and then whenever you create, receive or download a new file, you simply dump it onto your Desktop.  You need to be disciplined – forever!  Every new file you get, spend those extra few seconds to file it where it belongs!  Otherwise, in just a month or two, you’ll be worse off than before – half your files will be organized and half will be disorganized – and you won’t know which is which! Tip #3.  Choose the Root Folder of Your Structure Carefully Every data file (document, photo, music file, etc) that you create, own or is important to you, no matter where it came from, should be found within one single folder, and that one single folder should be located at the root of your C: drive (as a sub-folder of C:\).  In other words, do not base your folder structure in standard folders like “My Documents”.  If you do, then you’re leaving it up to the operating system engineers to decide what folder structure is best for you.  And every operating system has a different system!  In Windows 7 your files are found in C:\Users\YourName, whilst on Windows XP it was C:\Documents and Settings\YourName\My Documents.  In UNIX systems it’s often /home/YourName. These standard default folders tend to fill up with junk files and folders that are not at all important to you.  “My Documents” is the worst offender.  Every second piece of software you install, it seems, likes to create its own folder in the “My Documents” folder.  These folders usually don’t fit within your organizational structure, so don’t use them!  In fact, don’t even use the “My Documents” folder at all.  Allow it to fill up with junk, and then simply ignore it.  It sounds heretical, but: Don’t ever visit your “My Documents” folder!  Remove your icons/links to “My Documents” and replace them with links to the folders you created and you care about! Create your own file system from scratch!  Probably the best place to put it would be on your D: drive – if you have one.  This way, all your files live on one drive, while all the operating system and software component files live on the C: drive – simply and elegantly separated.  The benefits of that are profound.  Not only are there obvious organizational benefits (see tip #10, below), but when it comes to migrate your data to a new computer, you can (sometimes) simply unplug your D: drive and plug it in as the D: drive of your new computer (this implies that the D: drive is actually a separate physical disk, and not a partition on the same disk as C:).  You also get a slight speed improvement (again, only if your C: and D: drives are on separate physical disks). Warning:  From tip #12, below, you will see that it’s actually a good idea to have exactly the same file system structure – including the drive it’s filed on – on all of the computers you own.  So if you decide to use the D: drive as the storage system for your own files, make sure you are able to use the D: drive on all the computers you own.  If you can’t ensure that, then you can still use a clever geeky trick to store your files on the D: drive, but still access them all via the C: drive (see tip #17, below). If you only have one hard disk (C:), then create a dedicated folder that will contain all your files – something like C:\Files.  The name of the folder is not important, but make it a single, brief word. There are several reasons for this: When creating a backup regime, it’s easy to decide what files should be backed up – they’re all in the one folder! If you ever decide to trade in your computer for a new one, you know exactly which files to migrate You will always know where to begin a search for any file If you synchronize files with other computers, it makes your synchronization routines very simple.   It also causes all your shortcuts to continue to work on the other machines (more about this in tip #24, below). Once you’ve decided where your files should go, then put all your files in there – Everything!  Completely disregard the standard, default folders that are created for you by the operating system (“My Music”, “My Pictures”, etc).  In fact, you can actually relocate many of those folders into your own structure (more about that below, in tip #6). The more completely you get all your data files (documents, photos, music, etc) and all your configuration settings into that one folder, then the easier it will be to perform all of the above tasks. Once this has been done, and all your files live in one folder, all the other folders in C:\ can be thought of as “operating system” folders, and therefore of little day-to-day interest for us. Here’s a screenshot of a nicely organized C: drive, where all user files are located within the \Files folder:   Tip #4.  Use Sub-Folders This would be our simplest and most obvious tip.  It almost goes without saying.  Any organizational system you decide upon (see tip #1) will require that you create sub-folders for your files.  Get used to creating folders on a regular basis. Tip #5.  Don’t be Shy About Depth Create as many levels of sub-folders as you need.  Don’t be scared to do so.  Every time you notice an opportunity to group a set of related files into a sub-folder, do so.  Examples might include:  All the MP3s from one music CD, all the photos from one holiday, or all the documents from one client. It’s perfectly okay to put files into a folder called C:\Files\Me\From Others\Services\WestCo Bank\Statements\2009.  That’s only seven levels deep.  Ten levels is not uncommon.  Of course, it’s possible to take this too far.  If you notice yourself creating a sub-folder to hold only one file, then you’ve probably become a little over-zealous.  On the other hand, if you simply create a structure with only two levels (for example C:\Files\Work) then you really haven’t achieved any level of organization at all (unless you own only six files!).  Your “Work” folder will have become a dumping ground, just like your Desktop was, with most likely hundreds of files in it. Tip #6.  Move the Standard User Folders into Your Own Folder Structure Most operating systems, including Windows, create a set of standard folders for each of its users.  These folders then become the default location for files such as documents, music files, digital photos and downloaded Internet files.  In Windows 7, the full list is shown below: Some of these folders you may never use nor care about (for example, the Favorites folder, if you’re not using Internet Explorer as your browser).  Those ones you can leave where they are.  But you may be using some of the other folders to store files that are important to you.  Even if you’re not using them, Windows will still often treat them as the default storage location for many types of files.  When you go to save a standard file type, it can become annoying to be automatically prompted to save it in a folder that’s not part of your own file structure. But there’s a simple solution:  Move the folders you care about into your own folder structure!  If you do, then the next time you go to save a file of the corresponding type, Windows will prompt you to save it in the new, moved location. Moving the folders is easy.  Simply drag-and-drop them to the new location.  Here’s a screenshot of the default My Music folder being moved to my custom personal folder (Mark): Tip #7.  Name Files and Folders Intelligently This is another one that almost goes without saying, but we’ll say it anyway:  Do not allow files to be created that have meaningless names like Document1.doc, or folders called New Folder (2).  Take that extra 20 seconds and come up with a meaningful name for the file/folder – one that accurately divulges its contents without repeating the entire contents in the name. Tip #8.  Watch Out for Long Filenames Another way to tell if you have not yet created enough depth to your folder hierarchy is that your files often require really long names.  If you need to call a file Johnson Sales Figures March 2009.xls (which might happen to live in the same folder as Abercrombie Budget Report 2008.xls), then you might want to create some sub-folders so that the first file could be simply called March.xls, and living in the Clients\Johnson\Sales Figures\2009 folder. A well-placed file needs only a brief filename! Tip #9.  Use Shortcuts!  Everywhere! This is probably the single most useful and important tip we can offer.  A shortcut allows a file to be in two places at once. Why would you want that?  Well, the file and folder structure of every popular operating system on the market today is hierarchical.  This means that all objects (files and folders) always live within exactly one parent folder.  It’s a bit like a tree.  A tree has branches (folders) and leaves (files).  Each leaf, and each branch, is supported by exactly one parent branch, all the way back to the root of the tree (which, incidentally, is exactly why C:\ is called the “root folder” of the C: drive). That hard disks are structured this way may seem obvious and even necessary, but it’s only one way of organizing data.  There are others:  Relational databases, for example, organize structured data entirely differently.  The main limitation of hierarchical filing structures is that a file can only ever be in one branch of the tree – in only one folder – at a time.  Why is this a problem?  Well, there are two main reasons why this limitation is a problem for computer users: The “correct” place for a file, according to our organizational rationale, is very often a very inconvenient place for that file to be located.  Just because it’s correctly filed doesn’t mean it’s easy to get to.  Your file may be “correctly” buried six levels deep in your sub-folder structure, but you may need regular and speedy access to this file every day.  You could always move it to a more convenient location, but that would mean that you would need to re-file back to its “correct” location it every time you’d finished working on it.  Most unsatisfactory. A file may simply “belong” in two or more different locations within your file structure.  For example, say you’re an accountant and you have just completed the 2009 tax return for John Smith.  It might make sense to you to call this file 2009 Tax Return.doc and file it under Clients\John Smith.  But it may also be important to you to have the 2009 tax returns from all your clients together in the one place.  So you might also want to call the file John Smith.doc and file it under Tax Returns\2009.  The problem is, in a purely hierarchical filing system, you can’t put it in both places.  Grrrrr! Fortunately, Windows (and most other operating systems) offers a way for you to do exactly that:  It’s called a “shortcut” (also known as an “alias” on Macs and a “symbolic link” on UNIX systems).  Shortcuts allow a file to exist in one place, and an icon that represents the file to be created and put anywhere else you please.  In fact, you can create a dozen such icons and scatter them all over your hard disk.  Double-clicking on one of these icons/shortcuts opens up the original file, just as if you had double-clicked on the original file itself. Consider the following two icons: The one on the left is the actual Word document, while the one on the right is a shortcut that represents the Word document.  Double-clicking on either icon will open the same file.  There are two main visual differences between the icons: The shortcut will have a small arrow in the lower-left-hand corner (on Windows, anyway) The shortcut is allowed to have a name that does not include the file extension (the “.docx” part, in this case) You can delete the shortcut at any time without losing any actual data.  The original is still intact.  All you lose is the ability to get to that data from wherever the shortcut was. So why are shortcuts so great?  Because they allow us to easily overcome the main limitation of hierarchical file systems, and put a file in two (or more) places at the same time.  You will always have files that don’t play nice with your organizational rationale, and can’t be filed in only one place.  They demand to exist in two places.  Shortcuts allow this!  Furthermore, they allow you to collect your most often-opened files and folders together in one spot for convenient access.  The cool part is that the original files stay where they are, safe forever in their perfectly organized location. So your collection of most often-opened files can – and should – become a collection of shortcuts! If you’re still not convinced of the utility of shortcuts, consider the following well-known areas of a typical Windows computer: The Start Menu (and all the programs that live within it) The Quick Launch bar (or the Superbar in Windows 7) The “Favorite folders” area in the top-left corner of the Windows Explorer window (in Windows Vista or Windows 7) Your Internet Explorer Favorites or Firefox Bookmarks Each item in each of these areas is a shortcut!  Each of those areas exist for one purpose only:  For convenience – to provide you with a collection of the files and folders you access most often. It should be easy to see by now that shortcuts are designed for one single purpose:  To make accessing your files more convenient.  Each time you double-click on a shortcut, you are saved the hassle of locating the file (or folder, or program, or drive, or control panel icon) that it represents. Shortcuts allow us to invent a golden rule of file and folder organization: “Only ever have one copy of a file – never have two copies of the same file.  Use a shortcut instead” (this rule doesn’t apply to copies created for backup purposes, of course!) There are also lesser rules, like “don’t move a file into your work area – create a shortcut there instead”, and “any time you find yourself frustrated with how long it takes to locate a file, create a shortcut to it and place that shortcut in a convenient location.” So how to we create these massively useful shortcuts?  There are two main ways: “Copy” the original file or folder (click on it and type Ctrl-C, or right-click on it and select Copy):  Then right-click in an empty area of the destination folder (the place where you want the shortcut to go) and select Paste shortcut: Right-drag (drag with the right mouse button) the file from the source folder to the destination folder.  When you let go of the mouse button at the destination folder, a menu pops up: Select Create shortcuts here. Note that when shortcuts are created, they are often named something like Shortcut to Budget Detail.doc (windows XP) or Budget Detail – Shortcut.doc (Windows 7).   If you don’t like those extra words, you can easily rename the shortcuts after they’re created, or you can configure Windows to never insert the extra words in the first place (see our article on how to do this). And of course, you can create shortcuts to folders too, not just to files! Bottom line: Whenever you have a file that you’d like to access from somewhere else (whether it’s convenience you’re after, or because the file simply belongs in two places), create a shortcut to the original file in the new location. Tip #10.  Separate Application Files from Data Files Any digital organization guru will drum this rule into you.  Application files are the components of the software you’ve installed (e.g. Microsoft Word, Adobe Photoshop or Internet Explorer).  Data files are the files that you’ve created for yourself using that software (e.g. Word Documents, digital photos, emails or playlists). Software gets installed, uninstalled and upgraded all the time.  Hopefully you always have the original installation media (or downloaded set-up file) kept somewhere safe, and can thus reinstall your software at any time.  This means that the software component files are of little importance.  Whereas the files you have created with that software is, by definition, important.  It’s a good rule to always separate unimportant files from important files. So when your software prompts you to save a file you’ve just created, take a moment and check out where it’s suggesting that you save the file.  If it’s suggesting that you save the file into the same folder as the software itself, then definitely don’t follow that suggestion.  File it in your own folder!  In fact, see if you can find the program’s configuration option that determines where files are saved by default (if it has one), and change it. Tip #11.  Organize Files Based on Purpose, Not on File Type If you have, for example a folder called Work\Clients\Johnson, and within that folder you have two sub-folders, Word Documents and Spreadsheets (in other words, you’re separating “.doc” files from “.xls” files), then chances are that you’re not optimally organized.  It makes little sense to organize your files based on the program that created them.  Instead, create your sub-folders based on the purpose of the file.  For example, it would make more sense to create sub-folders called Correspondence and Financials.  It may well be that all the files in a given sub-folder are of the same file-type, but this should be more of a coincidence and less of a design feature of your organization system. Tip #12.  Maintain the Same Folder Structure on All Your Computers In other words, whatever organizational system you create, apply it to every computer that you can.  There are several benefits to this: There’s less to remember.  No matter where you are, you always know where to look for your files If you copy or synchronize files from one computer to another, then setting up the synchronization job becomes very simple Shortcuts can be copied or moved from one computer to another with ease (assuming the original files are also copied/moved).  There’s no need to find the target of the shortcut all over again on the second computer Ditto for linked files (e.g Word documents that link to data in a separate Excel file), playlists, and any files that reference the exact file locations of other files. This applies even to the drive that your files are stored on.  If your files are stored on C: on one computer, make sure they’re stored on C: on all your computers.  Otherwise all your shortcuts, playlists and linked files will stop working! Tip #13.  Create an “Inbox” Folder Create yourself a folder where you store all files that you’re currently working on, or that you haven’t gotten around to filing yet.  You can think of this folder as your “to-do” list.  You can call it “Inbox” (making it the same metaphor as your email system), or “Work”, or “To-Do”, or “Scratch”, or whatever name makes sense to you.  It doesn’t matter what you call it – just make sure you have one! Once you have finished working on a file, you then move it from the “Inbox” to its correct location within your organizational structure. You may want to use your Desktop as this “Inbox” folder.  Rightly or wrongly, most people do.  It’s not a bad place to put such files, but be careful:  If you do decide that your Desktop represents your “to-do” list, then make sure that no other files find their way there.  In other words, make sure that your “Inbox”, wherever it is, Desktop or otherwise, is kept free of junk – stray files that don’t belong there. So where should you put this folder, which, almost by definition, lives outside the structure of the rest of your filing system?  Well, first and foremost, it has to be somewhere handy.  This will be one of your most-visited folders, so convenience is key.  Putting it on the Desktop is a great option – especially if you don’t have any other folders on your Desktop:  the folder then becomes supremely easy to find in Windows Explorer: You would then create shortcuts to this folder in convenient spots all over your computer (“Favorite Links”, “Quick Launch”, etc). Tip #14.  Ensure You have Only One “Inbox” Folder Once you’ve created your “Inbox” folder, don’t use any other folder location as your “to-do list”.  Throw every incoming or created file into the Inbox folder as you create/receive it.  This keeps the rest of your computer pristine and free of randomly created or downloaded junk.  The last thing you want to be doing is checking multiple folders to see all your current tasks and projects.  Gather them all together into one folder. Here are some tips to help ensure you only have one Inbox: Set the default “save” location of all your programs to this folder. Set the default “download” location for your browser to this folder. If this folder is not your desktop (recommended) then also see if you can make a point of not putting “to-do” files on your desktop.  This keeps your desktop uncluttered and Zen-like: (the Inbox folder is in the bottom-right corner) Tip #15.  Be Vigilant about Clearing Your “Inbox” Folder This is one of the keys to staying organized.  If you let your “Inbox” overflow (i.e. allow there to be more than, say, 30 files or folders in there), then you’re probably going to start feeling like you’re overwhelmed:  You’re not keeping up with your to-do list.  Once your Inbox gets beyond a certain point (around 30 files, studies have shown), then you’ll simply start to avoid it.  You may continue to put files in there, but you’ll be scared to look at it, fearing the “out of control” feeling that all overworked, chaotic or just plain disorganized people regularly feel. So, here’s what you can do: Visit your Inbox/to-do folder regularly (at least five times per day). Scan the folder regularly for files that you have completed working on and are ready for filing.  File them immediately. Make it a source of pride to keep the number of files in this folder as small as possible.  If you value peace of mind, then make the emptiness of this folder one of your highest (computer) priorities If you know that a particular file has been in the folder for more than, say, six weeks, then admit that you’re not actually going to get around to processing it, and move it to its final resting place. Tip #16.  File Everything Immediately, and Use Shortcuts for Your Active Projects As soon as you create, receive or download a new file, store it away in its “correct” folder immediately.  Then, whenever you need to work on it (possibly straight away), create a shortcut to it in your “Inbox” (“to-do”) folder or your desktop.  That way, all your files are always in their “correct” locations, yet you still have immediate, convenient access to your current, active files.  When you finish working on a file, simply delete the shortcut. Ideally, your “Inbox” folder – and your Desktop – should contain no actual files or folders.  They should simply contain shortcuts. Tip #17.  Use Directory Symbolic Links (or Junctions) to Maintain One Unified Folder Structure Using this tip, we can get around a potential hiccup that we can run into when creating our organizational structure – the issue of having more than one drive on our computer (C:, D:, etc).  We might have files we need to store on the D: drive for space reasons, and yet want to base our organized folder structure on the C: drive (or vice-versa). Your chosen organizational structure may dictate that all your files must be accessed from the C: drive (for example, the root folder of all your files may be something like C:\Files).  And yet you may still have a D: drive and wish to take advantage of the hundreds of spare Gigabytes that it offers.  Did you know that it’s actually possible to store your files on the D: drive and yet access them as if they were on the C: drive?  And no, we’re not talking about shortcuts here (although the concept is very similar). By using the shell command mklink, you can essentially take a folder that lives on one drive and create an alias for it on a different drive (you can do lots more than that with mklink – for a full rundown on this programs capabilities, see our dedicated article).  These aliases are called directory symbolic links (and used to be known as junctions).  You can think of them as “virtual” folders.  They function exactly like regular folders, except they’re physically located somewhere else. For example, you may decide that your entire D: drive contains your complete organizational file structure, but that you need to reference all those files as if they were on the C: drive, under C:\Files.  If that was the case you could create C:\Files as a directory symbolic link – a link to D:, as follows: mklink /d c:\files d:\ Or it may be that the only files you wish to store on the D: drive are your movie collection.  You could locate all your movie files in the root of your D: drive, and then link it to C:\Files\Media\Movies, as follows: mklink /d c:\files\media\movies d:\ (Needless to say, you must run these commands from a command prompt – click the Start button, type cmd and press Enter) Tip #18. Customize Your Folder Icons This is not strictly speaking an organizational tip, but having unique icons for each folder does allow you to more quickly visually identify which folder is which, and thus saves you time when you’re finding files.  An example is below (from my folder that contains all files downloaded from the Internet): To learn how to change your folder icons, please refer to our dedicated article on the subject. Tip #19.  Tidy Your Start Menu The Windows Start Menu is usually one of the messiest parts of any Windows computer.  Every program you install seems to adopt a completely different approach to placing icons in this menu.  Some simply put a single program icon.  Others create a folder based on the name of the software.  And others create a folder based on the name of the software manufacturer.  It’s chaos, and can make it hard to find the software you want to run. Thankfully we can avoid this chaos with useful operating system features like Quick Launch, the Superbar or pinned start menu items. Even so, it would make a lot of sense to get into the guts of the Start Menu itself and give it a good once-over.  All you really need to decide is how you’re going to organize your applications.  A structure based on the purpose of the application is an obvious candidate.  Below is an example of one such structure: In this structure, Utilities means software whose job it is to keep the computer itself running smoothly (configuration tools, backup software, Zip programs, etc).  Applications refers to any productivity software that doesn’t fit under the headings Multimedia, Graphics, Internet, etc. In case you’re not aware, every icon in your Start Menu is a shortcut and can be manipulated like any other shortcut (copied, moved, deleted, etc). With the Windows Start Menu (all version of Windows), Microsoft has decided that there be two parallel folder structures to store your Start Menu shortcuts.  One for you (the logged-in user of the computer) and one for all users of the computer.  Having two parallel structures can often be redundant:  If you are the only user of the computer, then having two parallel structures is totally redundant.  Even if you have several users that regularly log into the computer, most of your installed software will need to be made available to all users, and should thus be moved out of the “just you” version of the Start Menu and into the “all users” area. To take control of your Start Menu, so you can start organizing it, you’ll need to know how to access the actual folders and shortcut files that make up the Start Menu (both versions of it).  To find these folders and files, click the Start button and then right-click on the All Programs text (Windows XP users should right-click on the Start button itself): The Open option refers to the “just you” version of the Start Menu, while the Open All Users option refers to the “all users” version.  Click on the one you want to organize. A Windows Explorer window then opens with your chosen version of the Start Menu selected.  From there it’s easy.  Double-click on the Programs folder and you’ll see all your folders and shortcuts.  Now you can delete/rename/move until it’s just the way you want it. Note:  When you’re reorganizing your Start Menu, you may want to have two Explorer windows open at the same time – one showing the “just you” version and one showing the “all users” version.  You can drag-and-drop between the windows. Tip #20.  Keep Your Start Menu Tidy Once you have a perfectly organized Start Menu, try to be a little vigilant about keeping it that way.  Every time you install a new piece of software, the icons that get created will almost certainly violate your organizational structure. So to keep your Start Menu pristine and organized, make sure you do the following whenever you install a new piece of software: Check whether the software was installed into the “just you” area of the Start Menu, or the “all users” area, and then move it to the correct area. Remove all the unnecessary icons (like the “Read me” icon, the “Help” icon (you can always open the help from within the software itself when it’s running), the “Uninstall” icon, the link(s)to the manufacturer’s website, etc) Rename the main icon(s) of the software to something brief that makes sense to you.  For example, you might like to rename Microsoft Office Word 2010 to simply Word Move the icon(s) into the correct folder based on your Start Menu organizational structure And don’t forget:  when you uninstall a piece of software, the software’s uninstall routine is no longer going to be able to remove the software’s icon from the Start Menu (because you moved and/or renamed it), so you’ll need to remove that icon manually. Tip #21.  Tidy C:\ The root of your C: drive (C:\) is a common dumping ground for files and folders – both by the users of your computer and by the software that you install on your computer.  It can become a mess. There’s almost no software these days that requires itself to be installed in C:\.  99% of the time it can and should be installed into C:\Program Files.  And as for your own files, well, it’s clear that they can (and almost always should) be stored somewhere else. In an ideal world, your C:\ folder should look like this (on Windows 7): Note that there are some system files and folders in C:\ that are usually and deliberately “hidden” (such as the Windows virtual memory file pagefile.sys, the boot loader file bootmgr, and the System Volume Information folder).  Hiding these files and folders is a good idea, as they need to stay where they are and are almost never needed to be opened or even seen by you, the user.  Hiding them prevents you from accidentally messing with them, and enhances your sense of order and well-being when you look at your C: drive folder. Tip #22.  Tidy Your Desktop The Desktop is probably the most abused part of a Windows computer (from an organization point of view).  It usually serves as a dumping ground for all incoming files, as well as holding icons to oft-used applications, plus some regularly opened files and folders.  It often ends up becoming an uncontrolled mess.  See if you can avoid this.  Here’s why… Application icons (Word, Internet Explorer, etc) are often found on the Desktop, but it’s unlikely that this is the optimum place for them.  The “Quick Launch” bar (or the Superbar in Windows 7) is always visible and so represents a perfect location to put your icons.  You’ll only be able to see the icons on your Desktop when all your programs are minimized.  It might be time to get your application icons off your desktop… You may have decided that the Inbox/To-do folder on your computer (see tip #13, above) should be your Desktop.  If so, then enough said.  Simply be vigilant about clearing it and preventing it from being polluted by junk files (see tip #15, above).  On the other hand, if your Desktop is not acting as your “Inbox” folder, then there’s no reason for it to have any data files or folders on it at all, except perhaps a couple of shortcuts to often-opened files and folders (either ongoing or current projects).  Everything else should be moved to your “Inbox” folder. In an ideal world, it might look like this: Tip #23.  Move Permanent Items on Your Desktop Away from the Top-Left Corner When files/folders are dragged onto your desktop in a Windows Explorer window, or when shortcuts are created on your Desktop from Internet Explorer, those icons are always placed in the top-left corner – or as close as they can get.  If you have other files, folders or shortcuts that you keep on the Desktop permanently, then it’s a good idea to separate these permanent icons from the transient ones, so that you can quickly identify which ones the transients are.  An easy way to do this is to move all your permanent icons to the right-hand side of your Desktop.  That should keep them separated from incoming items. Tip #24.  Synchronize If you have more than one computer, you’ll almost certainly want to share files between them.  If the computers are permanently attached to the same local network, then there’s no need to store multiple copies of any one file or folder – shortcuts will suffice.  However, if the computers are not always on the same network, then you will at some point need to copy files between them.  For files that need to permanently live on both computers, the ideal way to do this is to synchronize the files, as opposed to simply copying them. We only have room here to write a brief summary of synchronization, not a full article.  In short, there are several different types of synchronization: Where the contents of one folder are accessible anywhere, such as with Dropbox Where the contents of any number of folders are accessible anywhere, such as with Windows Live Mesh Where any files or folders from anywhere on your computer are synchronized with exactly one other computer, such as with the Windows “Briefcase”, Microsoft SyncToy, or (much more powerful, yet still free) SyncBack from 2BrightSparks.  This only works when both computers are on the same local network, at least temporarily. A great advantage of synchronization solutions is that once you’ve got it configured the way you want it, then the sync process happens automatically, every time.  Click a button (or schedule it to happen automatically) and all your files are automagically put where they’re supposed to be. If you maintain the same file and folder structure on both computers, then you can also sync files depend upon the correct location of other files, like shortcuts, playlists and office documents that link to other office documents, and the synchronized files still work on the other computer! Tip #25.  Hide Files You Never Need to See If you have your files well organized, you will often be able to tell if a file is out of place just by glancing at the contents of a folder (for example, it should be pretty obvious if you look in a folder that contains all the MP3s from one music CD and see a Word document in there).  This is a good thing – it allows you to determine if there are files out of place with a quick glance.  Yet sometimes there are files in a folder that seem out of place but actually need to be there, such as the “folder art” JPEGs in music folders, and various files in the root of the C: drive.  If such files never need to be opened by you, then a good idea is to simply hide them.  Then, the next time you glance at the folder, you won’t have to remember whether that file was supposed to be there or not, because you won’t see it at all! To hide a file, simply right-click on it and choose Properties: Then simply tick the Hidden tick-box:   Tip #26.  Keep Every Setup File These days most software is downloaded from the Internet.  Whenever you download a piece of software, keep it.  You’ll never know when you need to reinstall the software. Further, keep with it an Internet shortcut that links back to the website where you originally downloaded it, in case you ever need to check for updates. See tip #33 below for a full description of the excellence of organizing your setup files. Tip #27.  Try to Minimize the Number of Folders that Contain Both Files and Sub-folders Some of the folders in your organizational structure will contain only files.  Others will contain only sub-folders.  And you will also have some folders that contain both files and sub-folders.  You will notice slight improvements in how long it takes you to locate a file if you try to avoid this third type of folder.  It’s not always possible, of course – you’ll always have some of these folders, but see if you can avoid it. One way of doing this is to take all the leftover files that didn’t end up getting stored in a sub-folder and create a special “Miscellaneous” or “Other” folder for them. Tip #28.  Starting a Filename with an Underscore Brings it to the Top of a List Further to the previous tip, if you name that “Miscellaneous” or “Other” folder in such a way that its name begins with an underscore “_”, then it will appear at the top of the list of files/folders. The screenshot below is an example of this.  Each folder in the list contains a set of digital photos.  The folder at the top of the list, _Misc, contains random photos that didn’t deserve their own dedicated folder: Tip #29.  Clean Up those CD-ROMs and (shudder!) Floppy Disks Have you got a pile of CD-ROMs stacked on a shelf of your office?  Old photos, or files you archived off onto CD-ROM (or even worse, floppy disks!) because you didn’t have enough disk space at the time?  In the meantime have you upgraded your computer and now have 500 Gigabytes of space you don’t know what to do with?  If so, isn’t it time you tidied up that stack of disks and filed them into your gorgeous new folder structure? So what are you waiting for?  Bite the bullet, copy them all back onto your computer, file them in their appropriate folders, and then back the whole lot up onto a shiny new 1000Gig external hard drive! Useful Folders to Create This next section suggests some useful folders that you might want to create within your folder structure.  I’ve personally found them to be indispensable. The first three are all about convenience – handy folders to create and then put somewhere that you can always access instantly.  For each one, it’s not so important where the actual folder is located, but it’s very important where you put the shortcut(s) to the folder.  You might want to locate the shortcuts: On your Desktop In your “Quick Launch” area (or pinned to your Windows 7 Superbar) In your Windows Explorer “Favorite Links” area Tip #30.  Create an “Inbox” (“To-Do”) Folder This has already been mentioned in depth (see tip #13), but we wanted to reiterate its importance here.  This folder contains all the recently created, received or downloaded files that you have not yet had a chance to file away properly, and it also may contain files that you have yet to process.  In effect, it becomes a sort of “to-do list”.  It doesn’t have to be called “Inbox” – you can call it whatever you want. Tip #31.  Create a Folder where Your Current Projects are Collected Rather than going hunting for them all the time, or dumping them all on your desktop, create a special folder where you put links (or work folders) for each of the projects you’re currently working on. You can locate this folder in your “Inbox” folder, on your desktop, or anywhere at all – just so long as there’s a way of getting to it quickly, such as putting a link to it in Windows Explorer’s “Favorite Links” area: Tip #32.  Create a Folder for Files and Folders that You Regularly Open You will always have a few files that you open regularly, whether it be a spreadsheet of your current accounts, or a favorite playlist.  These are not necessarily “current projects”, rather they’re simply files that you always find yourself opening.  Typically such files would be located on your desktop (or even better, shortcuts to those files).  Why not collect all such shortcuts together and put them in their own special folder? As with the “Current Projects” folder (above), you would want to locate that folder somewhere convenient.  Below is an example of a folder called “Quick links”, with about seven files (shortcuts) in it, that is accessible through the Windows Quick Launch bar: See tip #37 below for a full explanation of the power of the Quick Launch bar. Tip #33.  Create a “Set-ups” Folder A typical computer has dozens of applications installed on it.  For each piece of software, there are often many different pieces of information you need to keep track of, including: The original installation setup file(s).  This can be anything from a simple 100Kb setup.exe file you downloaded from a website, all the way up to a 4Gig ISO file that you copied from a DVD-ROM that you purchased. The home page of the software manufacturer (in case you need to look up something on their support pages, their forum or their online help) The page containing the download link for your actual file (in case you need to re-download it, or download an upgraded version) The serial number Your proof-of-purchase documentation Any other template files, plug-ins, themes, etc that also need to get installed For each piece of software, it’s a great idea to gather all of these files together and put them in a single folder.  The folder can be the name of the software (plus possibly a very brief description of what it’s for – in case you can’t remember what the software does based in its name).  Then you would gather all of these folders together into one place, and call it something like “Software” or “Setups”. If you have enough of these folders (I have several hundred, being a geek, collected over 20 years), then you may want to further categorize them.  My own categorization structure is based on “platform” (operating system): The last seven folders each represents one platform/operating system, while _Operating Systems contains set-up files for installing the operating systems themselves.  _Hardware contains ROMs for hardware I own, such as routers. Within the Windows folder (above), you can see the beginnings of the vast library of software I’ve compiled over the years: An example of a typical application folder looks like this: Tip #34.  Have a “Settings” Folder We all know that our documents are important.  So are our photos and music files.  We save all of these files into folders, and then locate them afterwards and double-click on them to open them.  But there are many files that are important to us that can’t be saved into folders, and then searched for and double-clicked later on.  These files certainly contain important information that we need, but are often created internally by an application, and saved wherever that application feels is appropriate. A good example of this is the “PST” file that Outlook creates for us and uses to store all our emails, contacts, appointments and so forth.  Another example would be the collection of Bookmarks that Firefox stores on your behalf. And yet another example would be the customized settings and configuration files of our all our software.  Granted, most Windows programs store their configuration in the Registry, but there are still many programs that use configuration files to store their settings. Imagine if you lost all of the above files!  And yet, when people are backing up their computers, they typically only back up the files they know about – those that are stored in the “My Documents” folder, etc.  If they had a hard disk failure or their computer was lost or stolen, their backup files would not include some of the most vital files they owned.  Also, when migrating to a new computer, it’s vital to ensure that these files make the journey. It can be a very useful idea to create yourself a folder to store all your “settings” – files that are important to you but which you never actually search for by name and double-click on to open them.  Otherwise, next time you go to set up a new computer just the way you want it, you’ll need to spend hours recreating the configuration of your previous computer! So how to we get our important files into this folder?  Well, we have a few options: Some programs (such as Outlook and its PST files) allow you to place these files wherever you want.  If you delve into the program’s options, you will find a setting somewhere that controls the location of the important settings files (or “personal storage” – PST – when it comes to Outlook) Some programs do not allow you to change such locations in any easy way, but if you get into the Registry, you can sometimes find a registry key that refers to the location of the file(s).  Simply move the file into your Settings folder and adjust the registry key to refer to the new location. Some programs stubbornly refuse to allow their settings files to be placed anywhere other then where they stipulate.  When faced with programs like these, you have three choices:  (1) You can ignore those files, (2) You can copy the files into your Settings folder (let’s face it – settings don’t change very often), or (3) you can use synchronization software, such as the Windows Briefcase, to make synchronized copies of all your files in your Settings folder.  All you then have to do is to remember to run your sync software periodically (perhaps just before you run your backup software!). There are some other things you may decide to locate inside this new “Settings” folder: Exports of registry keys (from the many applications that store their configurations in the Registry).  This is useful for backup purposes or for migrating to a new computer Notes you’ve made about all the specific customizations you have made to a particular piece of software (so that you’ll know how to do it all again on your next computer) Shortcuts to webpages that detail how to tweak certain aspects of your operating system or applications so they are just the way you like them (such as how to remove the words “Shortcut to” from the beginning of newly created shortcuts).  In other words, you’d want to create shortcuts to half the pages on the How-To Geek website! Here’s an example of a “Settings” folder: Windows Features that Help with Organization This section details some of the features of Microsoft Windows that are a boon to anyone hoping to stay optimally organized. Tip #35.  Use the “Favorite Links” Area to Access Oft-Used Folders Once you’ve created your great new filing system, work out which folders you access most regularly, or which serve as great starting points for locating the rest of the files in your folder structure, and then put links to those folders in your “Favorite Links” area of the left-hand side of the Windows Explorer window (simply called “Favorites” in Windows 7):   Some ideas for folders you might want to add there include: Your “Inbox” folder (or whatever you’ve called it) – most important! The base of your filing structure (e.g. C:\Files) A folder containing shortcuts to often-accessed folders on other computers around the network (shown above as Network Folders) A folder containing shortcuts to your current projects (unless that folder is in your “Inbox” folder) Getting folders into this area is very simple – just locate the folder you’re interested in and drag it there! Tip #36.  Customize the Places Bar in the File/Open and File/Save Boxes Consider the screenshot below: The highlighted icons (collectively known as the “Places Bar”) can be customized to refer to any folder location you want, allowing instant access to any part of your organizational structure. Note:  These File/Open and File/Save boxes have been superseded by new versions that use the Windows Vista/Windows 7 “Favorite Links”, but the older versions (shown above) are still used by a surprisingly large number of applications. The easiest way to customize these icons is to use the Group Policy Editor, but not everyone has access to this program.  If you do, open it up and navigate to: User Configuration > Administrative Templates > Windows Components > Windows Explorer > Common Open File Dialog If you don’t have access to the Group Policy Editor, then you’ll need to get into the Registry.  Navigate to: HKEY_CURRENT_USER \ Software \ Microsoft  \ Windows \ CurrentVersion \ Policies \ comdlg32 \ Placesbar It should then be easy to make the desired changes.  Log off and log on again to allow the changes to take effect. Tip #37.  Use the Quick Launch Bar as a Application and File Launcher That Quick Launch bar (to the right of the Start button) is a lot more useful than people give it credit for.  Most people simply have half a dozen icons in it, and use it to start just those programs.  But it can actually be used to instantly access just about anything in your filing system: For complete instructions on how to set this up, visit our dedicated article on this topic. Tip #38.  Put a Shortcut to Windows Explorer into Your Quick Launch Bar This is only necessary in Windows Vista and Windows XP.  The Microsoft boffins finally got wise and added it to the Windows 7 Superbar by default. Windows Explorer – the program used for managing your files and folders – is one of the most useful programs in Windows.  Anyone who considers themselves serious about being organized needs instant access to this program at any time.  A great place to create a shortcut to this program is in the Windows XP and Windows Vista “Quick Launch” bar: To get it there, locate it in your Start Menu (usually under “Accessories”) and then right-drag it down into your Quick Launch bar (and create a copy). Tip #39.  Customize the Starting Folder for Your Windows 7 Explorer Superbar Icon If you’re on Windows 7, your Superbar will include a Windows Explorer icon.  Clicking on the icon will launch Windows Explorer (of course), and will start you off in your “Libraries” folder.  Libraries may be fine as a starting point, but if you have created yourself an “Inbox” folder, then it would probably make more sense to start off in this folder every time you launch Windows Explorer. To change this default/starting folder location, then first right-click the Explorer icon in the Superbar, and then right-click Properties:Then, in Target field of the Windows Explorer Properties box that appears, type %windir%\explorer.exe followed by the path of the folder you wish to start in.  For example: %windir%\explorer.exe C:\Files If that folder happened to be on the Desktop (and called, say, “Inbox”), then you would use the following cleverness: %windir%\explorer.exe shell:desktop\Inbox Then click OK and test it out. Tip #40.  Ummmmm…. No, that’s it.  I can’t think of another one.  That’s all of the tips I can come up with.  I only created this one because 40 is such a nice round number… Case Study – An Organized PC To finish off the article, I have included a few screenshots of my (main) computer (running Vista).  The aim here is twofold: To give you a sense of what it looks like when the above, sometimes abstract, tips are applied to a real-life computer, and To offer some ideas about folders and structure that you may want to steal to use on your own PC. Let’s start with the C: drive itself.  Very minimal.  All my files are contained within C:\Files.  I’ll confine the rest of the case study to this folder: That folder contains the following: Mark: My personal files VC: My business (Virtual Creations, Australia) Others contains files created by friends and family Data contains files from the rest of the world (can be thought of as “public” files, usually downloaded from the Net) Settings is described above in tip #34 The Data folder contains the following sub-folders: Audio:  Radio plays, audio books, podcasts, etc Development:  Programmer and developer resources, sample source code, etc (see below) Humour:  Jokes, funnies (those emails that we all receive) Movies:  Downloaded and ripped movies (all legal, of course!), their scripts, DVD covers, etc. Music:  (see below) Setups:  Installation files for software (explained in full in tip #33) System:  (see below) TV:  Downloaded TV shows Writings:  Books, instruction manuals, etc (see below) The Music folder contains the following sub-folders: Album covers:  JPEG scans Guitar tabs:  Text files of guitar sheet music Lists:  e.g. “Top 1000 songs of all time” Lyrics:  Text files MIDI:  Electronic music files MP3 (representing 99% of the Music folder):  MP3s, either ripped from CDs or downloaded, sorted by artist/album name Music Video:  Video clips Sheet Music:  usually PDFs The Data\Writings folder contains the following sub-folders: (all pretty self-explanatory) The Data\Development folder contains the following sub-folders: Again, all pretty self-explanatory (if you’re a geek) The Data\System folder contains the following sub-folders: These are usually themes, plug-ins and other downloadable program-specific resources. The Mark folder contains the following sub-folders: From Others:  Usually letters that other people (friends, family, etc) have written to me For Others:  Letters and other things I have created for other people Green Book:  None of your business Playlists:  M3U files that I have compiled of my favorite songs (plus one M3U playlist file for every album I own) Writing:  Fiction, philosophy and other musings of mine Mark Docs:  Shortcut to C:\Users\Mark Settings:  Shortcut to C:\Files\Settings\Mark The Others folder contains the following sub-folders: The VC (Virtual Creations, my business – I develop websites) folder contains the following sub-folders: And again, all of those are pretty self-explanatory. Conclusion These tips have saved my sanity and helped keep me a productive geek, but what about you? What tips and tricks do you have to keep your files organized?  Please share them with us in the comments.  Come on, don’t be shy… Similar Articles Productive Geek Tips Fix For When Windows Explorer in Vista Stops Showing File NamesWhy Did Windows Vista’s Music Folder Icon Turn Yellow?Print or Create a Text File List of the Contents in a Directory the Easy WayCustomize the Windows 7 or Vista Send To MenuAdd Copy To / Move To on Windows 7 or Vista Right-Click Menu TouchFreeze Alternative in AutoHotkey The Icy Undertow Desktop Windows Home Server – Backup to LAN The Clear & Clean Desktop Use This Bookmarklet to Easily Get Albums Use AutoHotkey to Assign a Hotkey to a Specific Window Latest Software Reviews Tinyhacker Random Tips Acronis Online Backup DVDFab 6 Revo Uninstaller Pro Registry Mechanic 9 for Windows Track Daily Goals With 42Goals Video Toolbox is a Superb Online Video Editor Fun with 47 charts and graphs Tomorrow is Mother’s Day Check the Average Speed of YouTube Videos You’ve Watched OutlookStatView Scans and Displays General Usage Statistics

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  • Ask How-To Geek: Learning the Office Ribbon, Booting to USB with an Old BIOS, and Snapping Windows

    - by Jason Fitzpatrick
    You’ve got questions and we’ve got answers. Today we highlight how to master the new Office interface, USB boot a computer with outdated BIOS, and snap windows to preset locations. Learning the New Office Ribbon Dear How-To Geek, I feel silly asking this (in light of how long the new Office interface has been out) but my company finally got around to upgrading from Windows XP and Office 2000 so the new interface it totally new to me. Can you recommend any resources for quickly learning the Office ribbon and the new changes? I feel completely lost after two decades of the old Office interface. Help! Sincerely, Where the Hell is Everything? Dear Where the Hell, We think most people were with you at some point in the last few years. “Where the hell is…” could possibly be the slogan for the new ribbon interface. You could browse through some of the dry tutorials online or even get a weighty book on the topic but the best way to learn something new is to get hands on. Ribbon Hero turns learning the new Office features and ribbon layout into a game. It’s no vigorous round of Team Fortress mind you, but it’s significantly more fun than reading a training document. Check out how to install and configure Ribbon Hero here. You’ll be teaching your coworkers new tricks in no time. Boot via USB with an Old BIOS Dear How-To Geek, I’m trying to repurpose some old computers by updating them with lightweight Linux distros but the BIOS on most of the machines is ancient and creaky. How ancient? It doesn’t even support booting from a USB device! I have a large flash drive that I’ve turned into a master installation tool for jobs like this but I can’t use it. The computers in question have USB ports; they just aren’t recognized during the boot process. What can I do? USB Bootin’ in Boise Dear USB Bootin’, It’s great you’re working to breathe life into old hardware! You’ve run into one of the limitations of older BIOSes, USB was around but nobody was thinking about booting off of it. Fortunately if you have a computer old enough to have that kind of BIOS it’s likely to also has a floppy drive or a CDROM drive. While you could make a bootable CDROM for your application we understand that you want to keep using the master USB installer you’ve made. In light of that we recommend PLoP Boot Manager. Think of it like a boot manager for your boot manager. Using it you can create a bootable floppy or CDROM that will enable USB booting of your master USB drive. Make a CD and a floppy version and you’ll have everything in your toolkit you need for future computer refurbishing projects. Read up on creating bootable media with PLoP Boot Manager here. Snapping Windows to Preset Coordinates Dear How-To Geek, Once upon a time I had a company laptop that came with a little utility that snapped windows to preset areas of the screen. This was long before the snap-to-side features in Windows 7. You could essentially configure your screen into a grid pattern of your choosing and then windows would neatly snap into those grids. I have no idea what it was called or if was anymore than a gimmick from the computer manufacturer, but I’d really like to have it on my new computer! Bend and Snap in San Francisco, Dear Bend and Snap, If we had to guess, we’d guess your company must have had a set of laptops from Acer as the program you’re describing sounds exactly like Acer GridVista. Fortunately for you the application was extremely popular and Acer released it independently of their hardware. If, by chance, you’ve since upgraded to a multiple monitor setup the app even supports multiple monitors—many of the configurations are handy for arranging IM windows and other auxiliary communication tools. Check out our guide to installing and configuring Acer GridVista here for more information. Have a question you want to put before the How-To Geek staff? Shoot us an email at [email protected] and then keep an eye out for a solution in the Ask How-To Geek column. Latest Features How-To Geek ETC How to Upgrade Windows 7 Easily (And Understand Whether You Should) The How-To Geek Guide to Audio Editing: Basic Noise Removal Install a Wii Game Loader for Easy Backups and Fast Load Times The Best of CES (Consumer Electronics Show) in 2011 The Worst of CES (Consumer Electronics Show) in 2011 HTG Projects: How to Create Your Own Custom Papercraft Toy Download the New Year in Japan Windows 7 Theme from Microsoft Once More Unto the Breach – Facebook Apps Can Now Access Your Address and Phone Number Dial Zero Speeds You Through Annoying Customer Service Menus Complete Dropquest 2011 and Receive Free Dropbox Storage Desktop Computer versus Laptop Wallpaper The Kids Have No Idea What Old Tech Is [Video]

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  • SQLAuthority News – Author Visit Review – TechMela Nepal – March 29-30, 2010

    - by pinaldave
    I was very fortunate to attend TechMela at Kathmandu, Nepal on 29th and 30th of March 2010. I would like to thank Allen Bailochan Tuladhar from Microsoft MDP Nepal for inviting me. Allen is a person with seemingly infinite energy and unlimited passion for Microsoft Technology. If you get an opportunity to spend just one hour with him, you will surely be more enthusiastic with regards to Microsoft Technology. And, I was lucky enough that I was able to spend about a total of 9 days with him in Kathmandu, working along with him in the Tech Community. TechMela Nepal Pinal at TechMela, Nepal TechMela is considered as one of the biggest events in Nepal, having been organized by Microsoft MDP Nepal. This event was attended by around 500 students and hundreds of Tech professionals. The event was handled very professionally and at very large scale. Every minor detail was properly planned and obviously thought out well. There were around 50+ volunteers from MS MDP who were monitoring this event systematically to make sure the event would run as smooth as planned. Attendees in Geek T-Shirts During this event, I was delighted to meet David Lim of Microsoft Singapore. He is very passionate in working for Microsoft Technology, as well as building deep relations with the Community. I was fortunate to spend my entire afternoon with him during the sight-seeing trip. We discussed various MS technologies and their community’s adoption as well as the way how each of us can be a part of the community activity. He also delivered excellent keynotes at the event. I must say that this is one of the most enjoyable keynotes I have ever attended. It was interesting and interactive, and I must say that I had the 70s feelings with all the fonts and graphics. I still remember him saying, “Yeah, I was a student and I know you.” Allen Tuladhar, David Lim, Pinal Dave and Guests After the keynote, everybody cheered when Allen came on stage to talk about the event and to introduce the agenda for the next two days. I must say that Allen is one of the most well-known people in Nepal. I was impressed with his popularity, and to prove this, when he got on the stage he had to wait for a long full minute before he was able to greet “Welcome” while the attendees were clapping and cheering. Technology Panelist at Techmela Kathmandu, Nepal This event was blessed with the top-of-the-top officials of various IT industries, Nepal ministries and the US Embassy. All the prominent personalities were present for panel discussion on the stage. The talk was done on various subjects. Also, the energy level which was set by Allen really echoed in the audience as they asked certain questions on different global as well local IT-related questions. The panel discussion really was discussion instead of usual monologue of one person. Pinal Dave presenting at TechMela Kathmandu, Nepal This was a two-day event and my session was on either of the day. I had a great participation from the audience on both days. The place where the event was organized had a capacity of around 500+ audience. Both of my sessions were heavily attended and volunteers did a fabulous job helping the attendees find empty seats or arrange some additional seats. I was overwhelmed with the interaction I have received in the large hall. Attendees were not so shy to express their thoughts, so both the sessions were followed up by top notch one-on-one conversations for a couple of hours. Pinal Dave presenting at TechMela Kathmandu, Nepal Pinal Dave presenting at TechMela Kathmandu, Nepal There are many questions that I have received during the event, and many of them can be interesting for all of us here so I will write detailed blog posts on these subjects. I also tried to participate in the gaming activities held at the event, but I felt I was kind of lost even if I was only playing for the very first minutes. This made me realize that I am really getting old for video games. Allen presenting at TechMela Kathmandu, Nepal Allen’s session on Digital Photography was very impressive as he demonstrated so many features of the Windows Live Product that at one point I felt he is MVP for Windows Live. In fact, he demonstrated how all the Microsoft products work together to give users an excellent desktop experience; no wonder he is an MVP for Windows Desktop Experience. Pinal Dave presending at TechMela Kathmandu, Nepal Any event has two common dilemmas – food and logistics. However, this event had excellent food and state-of-the-art organization. I was very glad that this two-day event turned out to be one of the most successful events in Nepal. I also noticed that almost all attendees rate their experience as beyond expectation and truly exceptional. Pinal Dave and Allen Bailochan Tuladhar If you ever get invited by Allen in any of his event, I strongly suggest that you drop all your plans and scheduled stuff, and accept his invitation. For sure, the event will be a very memorable one and would be your once-in-a-lifetime experience. Reference: Pinal Dave (http://blog.SQLAuthority.com) Filed under: MVP, Pinal Dave, SQL, SQL Authority, SQL Query, SQL Server, SQL Tips and Tricks, SQLAuthority Author Visit, SQLAuthority News, T SQL, Technology

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  • SQLAuthority News – Author Visit Review – TechMela Nepal – March 29-30, 2010

    - by pinaldave
    I was very fortunate to attend TechMela at Kathmandu, Nepal on 29th and 30th of March 2010. I would like to thank Allen Bailochan Tuladhar from Microsoft MDP Nepal for inviting me. Allen is a person with seemingly infinite energy and unlimited passion for Microsoft Technology. If you get an opportunity to spend just one hour with him, you will surely be more enthusiastic with regards to Microsoft Technology. And, I was lucky enough that I was able to spend about a total of 9 days with him in Kathmandu, working along with him in the Tech Community. TechMela Nepal Pinal at TechMela, Nepal TechMela is considered as one of the biggest events in Nepal, having been organized by Microsoft MDP Nepal. This event was attended by around 500 students and hundreds of Tech professionals. The event was handled very professionally and at very large scale. Every minor detail was properly planned and obviously thought out well. There were around 50+ volunteers from MS MDP who were monitoring this event systematically to make sure the event would run as smooth as planned. Attendees in Geek T-Shirts During this event, I was delighted to meet David Lim of Microsoft Singapore. He is very passionate in working for Microsoft Technology, as well as building deep relations with the Community. I was fortunate to spend my entire afternoon with him during the sight-seeing trip. We discussed various MS technologies and their community’s adoption as well as the way how each of us can be a part of the community activity. He also delivered excellent keynotes at the event. I must say that this is one of the most enjoyable keynotes I have ever attended. It was interesting and interactive, and I must say that I had the 70s feelings with all the fonts and graphics. I still remember him saying, “Yeah, I was a student and I know you.” Allen Tuladhar, David Lim, Pinal Dave and Guests After the keynote, everybody cheered when Allen came on stage to talk about the event and to introduce the agenda for the next two days. I must say that Allen is one of the most well-known people in Nepal. I was impressed with his popularity, and to prove this, when he got on the stage he had to wait for a long full minute before he was able to greet “Welcome” while the attendees were clapping and cheering. Technology Panelist at Techmela Kathmandu, Nepal This event was blessed with the top-of-the-top officials of various IT industries, Nepal ministries and the US Embassy. All the prominent personalities were present for panel discussion on the stage. The talk was done on various subjects. Also, the energy level which was set by Allen really echoed in the audience as they asked certain questions on different global as well local IT-related questions. The panel discussion really was discussion instead of usual monologue of one person. Pinal Dave presending at TechMela Kathmandu, Nepal This was a two-day event and my session was on either of the day. I had a great participation from the audience on both days. The place where the event was organized had a capacity of around 500+ audience. Both of my sessions were heavily attended and volunteers did a fabulous job helping the attendees find empty seats or arrange some additional seats. I was overwhelmed with the interaction I have received in the large hall. Attendees were not so shy to express their thoughts, so both the sessions were followed up by top notch one-on-one conversations for a couple of hours. Pinal Dave presending at TechMela Kathmandu, Nepal Pinal Dave presending at TechMela Kathmandu, Nepal Pinal Dave presending at TechMela Kathmandu, Nepal There are many questions that I have received during the event, and many of them can be interesting for all of us here so I will write detailed blog posts on these subjects. I also tried to participate in the gaming activities held at the event, but I felt I was kind of lost even if I was only playing for the very first minutes. This made me realize that I am really getting old for video games. Allen presending at TechMela Kathmandu, Nepal Allen’s session on Digital Photography was very impressive as he demonstrated so many features of the Windows Live Product that at one point I felt he is MVP for Windows Live. In fact, he demonstrated how all the Microsoft products work together to give users an excellent desktop experience; no wonder he is an MVP for Windows Desktop Experience. Pinal Dave presending at TechMela Kathmandu, Nepal Any event has two common dilemmas – food and logistics. However, this event had excellent food and state-of-the-art organization. I was very glad that this two-day event turned out to be one of the most successful events in Nepal. I also noticed that almost all attendees rate their experience as beyond expectation and truly exceptional. Pinal Dave and Allen Bailochan Tuladhar If you ever get invited by Allen in any of his event, I strongly suggest that you drop all your plans and scheduled stuff, and accept his invitation. For sure, the event will be a very memorable one and would be your once-in-a-lifetime experience. Reference: Pinal Dave (http://blog.SQLAuthority.com) Filed under: MVP, Pinal Dave, SQL, SQL Authority, SQL Query, SQL Server, SQL Tips and Tricks, SQLAuthority Author Visit, SQLAuthority News, T SQL, Technology

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