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  • Slides, Code, and Photos from SPTechCon San Francisco 2011

    - by Brian Jackett
    Note: Updated 2/12/11 with links to both presentation materials.     This past week I presented two sessions at SPTechCon San Francisco 2011.  The first session was “The Expanding Developer Toolbox for SharePoint 2010” which .  Thanks to all of my attendees for this session.  They had so many great questions that we ran out of time before covering all of the planned material.  Especially for them I’ve provided the slides and code samples to walk through them on their own.     The second session was “Real World Deployment of SharePoint 2007 Solutions”.  In talking with attendees before the session many were looking for 2007 content.  At the conference SharePoint 2010 was represented much more heavily than 2007, so I was glad to fill a need in the community. Slides and Code   Click here for “The Expanding Developer Toolbox for SharePoint 2010” materials   Click here for “Real World Deployment of SharePoint 2007 Solutions” materials Photos Pictures on FaceBook   Click here Pictures on Windows Live (higher res)     SPTechCon San Fran Feb 2011 VIEW SLIDE SHOW DOWNLOAD ALL Side Trips     Aside from the conference itself I also got to take a few side trips during the nights.  A special thanks to Dux Raymond Sy (Twitter) for organizing a Mongolian Hot Pot dinner on Monday (see pictures) and Michael Noel (Twitter) for organizing a Korean bbq dinner on Tuesday (again see pictures).  These were both new experiences for me and I thoroughly enjoyed the time with friends and trying something new.  Another thanks to Mark Miller (Twitter) for giving a personal tour around various sites of San Fran to myself and a few others.  It was great hearing the backstory of different neighborhoods and buildings from someone who had lived in the area for years.  Overall a great addition to the conference itself. Conclusion     This is the 3rd SPTechCon I’ve attended and the conference is getting better with each iteration.  The fine folks at BZ Media should be proud of the effort they’ve put in.  The next SPTechCon will be in Boston in June.  As of right now I won’t be attending that one but I highly recommend anyone to go if you have the chance.         -Frog Out

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  • Hype and LINQ

    - by Tony Davis
    "Tired of querying in antiquated SQL?" I blinked in astonishment when I saw this headline on the LinqPad site. Warming to its theme, the site suggests that what we need is to "kiss goodbye to SSMS", and instead use LINQ, a modern query language! Elsewhere, there is an article entitled "Why LINQ beats SQL". The designers of LINQ, along with many DBAs, would, I'm sure, cringe with embarrassment at the suggestion that LINQ and SQL are, in any sense, competitive ways of doing the same thing. In fact what LINQ really is, at last, is an efficient, declarative language for C# and VB programmers to access or manipulate data in objects, local data stores, ORMs, web services, data repositories, and, yes, even relational databases. The fact is that LINQ is essentially declarative programming in a .NET language, and so in many ways encourages developers into a "SQL-like" mindset, even though they are not directly writing SQL. In place of imperative logic and loops, it uses various expressions, operators and declarative logic to build up an "expression tree" describing only what data is required, not the operations to be performed to get it. This expression tree is then parsed by the language compiler, and the result, when used against a relational database, is a SQL string that, while perhaps not always perfect, is often correctly parameterized and certainly no less "optimal" than what is achieved when a developer applies blunt, imperative logic to the SQL language. From a developer standpoint, it is a mistake to consider LINQ simply as a substitute means of querying SQL Server. The strength of LINQ is that that can be used to access any data source, for which a LINQ provider exists. Microsoft supplies built-in providers to access not just SQL Server, but also XML documents, .NET objects, ADO.NET datasets, and Entity Framework elements. LINQ-to-Objects is particularly interesting in that it allows a declarative means to access and manipulate arrays, collections and so on. Furthermore, as Michael Sorens points out in his excellent article on LINQ, there a whole host of third-party LINQ providers, that offers a simple way to get at data in Excel, Google, Flickr and much more, without having to learn a new interface or language. Of course, the need to be generic enough to deal with a range of data sources, from something as mundane as a text file to as esoteric as a relational database, means that LINQ is a compromise and so has inherent limitations. However, it is a powerful and beautifully compact language and one that, at least in its "query syntax" guise, is accessible to developers and DBAs alike. Perhaps there is still hope that LINQ can fulfill Phil Factor's lobster-induced fantasy of a language that will allow us to "treat all data objects, whether Word files, Excel files, XML, relational databases, text files, HTML files, registry files, LDAPs, Outlook and so on, in the same logical way, as linked databases, and extract the metadata, create the entities and relationships in the same way, and use the same SQL syntax to interrogate, create, read, write and update them." Cheers, Tony.

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  • What Would a CyberWar Do To Your Business?

    - by [email protected]
    In mid-February the Bipartisan Policy Center in the United States hosted Cyber ShockWave, a simulation of how the country might respond to a catastrophic cyber event. An attack takes place, they can't isolate where it came from or who did it, simulated press reports and market impacts...and the participants in the exercise have to brief the President and advise him/her on what to do. Last week, Former Department of Homeland Security Secretary Michael Chertoff who participated in the exercise summarized his findings in Federal Computer Weekly. The article, given FCW's readership and the topic is obviously focused on the public sector and US Federal policies. However, it touches on some broader issues that impact the private sector as well--which are applicable to any government and country/region-- such as: · How would the US (or any) government collaborate to identify and defeat such an attack? Chertoff calls this out as a current gap. How do the public and private sector collaborate today? How would the massive and disparate collection of agencies and companies act together in a crunch? · What would the impact on industries and global economies be? Chertoff, and a companion article in Government Computer News, only touch briefly on the subject--focusing on the impact on capital markets. "There's no question this has a disastrous impact on the economy," said Stephen Friedman, former director of the National Economic Council under President George W. Bush who played the role of treasury secretary. "You have financial markets shut down at this point, ordinary transactions are dramatically depleted, there's no question that this has a major impact on consumer confidence." That Got Me Thinking · How would it impact Oracle's customers? I know they have business continuity plans--is this one of their scenarios? What if it's not? How would it impact manufacturing lines, ATM networks, customer call centers... · How would it impact me and the companies I rely on? The supermarket down the street, my Internet Service Provider, the service station where I bought gas last night. I sure don't have any answers, and neither do Chertoff or the participants in the exercise. "I have to tell you that ... we are operating in a bit of unchartered territory." said Jamie Gorelick, a former deputy attorney general who played the role of attorney general in the exercise. But it is a good thing that governments and businesses are considering this scenario and doing what they can to prevent it from happening.

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  • Launch 2010 Technical Readiness Unofficial Q&amp;A.

    - by mbcrump
    I had an email from one of my readers about the 2010 Technical Readiness Series. Please read below: Hi Michael, I noticed you blogged a while back that you were going to attend MS 2010 Launch event. I’m going to the session in Seattle on May 27, is it worth it to attend? Also, I’m wondering if they give any free software away like VS2010 Pro? Any decent vendors? Looking forward to hearing back from you. I decided this information would probably benefit several instead of just responding back to the reader. In case you are not aware, MS has a 2010 launch event showing VS2010, Office 2010, SharePoint 2010 and SQL Server 2008R2.  You can sign up for an event here: https://microsoft.crgevents.com/Register2010/Content/Event_Selection.aspx I’ve answered the questions asked below. Q: Is it worth going? A: It is if you have had little or no exposure to the latest 2010 products. Most people are familiar with VS2010, but have not seen SharePoint 2010 Office 2010 or Windows Phone 7. It is designed to get you up to speed very quickly. If you have watched most of the MIX videos and keep up with .NET in general, you will benefit more by having the ability to ask questions.    Q: Did you get any free software? A: No, only demos including: VS2010/Office 2010 – They give you a link to the url where you can download the trial version. Windows 7 Enterprise – You get a DVD with the trial version loaded. Q: Do they give away any cool swag? A: Just a Microsoft T-Shirt (XL). Q: What about the vendor selection? A: At the event that I went to, most vendors were pushing SharePoint products. There wasn’t a lot of variety in the selection. Most vendors were giving away the typical pens, buttons and stickers and trial software. If you have any other questions, feel free to contact me. I will answer and add to this un-official FAQ.

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  • ArchBeat Facebook Friday: Top 10 Posts - August 15-21, 2014

    - by Bob Rhubart-Oracle
    As hot as molten rock? Not quite. But among the 5,313 fans of the OTN ArchBeat Facebook Page these Top 10 items were the hottest over the past seven days, August 15-21, 2014. Oracle BPM 12c Gateways (Part 1 of 5): Exclusive Gateway | Antonis Antoniou Oracle ACE Associate Antonis Antoniou begins a five-part series with a look at In the gateway control flow components in Oracle BPM and how they can be used to process flow. Slicing the EDG: Different SOA Domain Configurations | Antony Reynolda Antony Reynolds introduces three different configurations for a SOA environment and identifies some of the advantages for each. How to introduce DevOps into a moribund corporate culture | ZDNet Confused about DevOPs? This post from ZDNet's Joe McKendrick -- which includes insight from Phil Whelan -- just might clear some of the fog. Oracle Identity Manager Role Management With API | Mustafa Kaya Mustafa Kaya shares some examples of role management using the Oracle Identity Management API. Podcast: Redefining Information Management Architecture Oracle Enterprise Architect Andrew Bond joins Oracle ACE Directors Mark Rittman and Stewart Bryson for a conversation about their collaboration on a new Oracle Information Management Reference Architecture. WebCenter Sites Demo Integration with Endeca Guided Search | Micheal Sullivan A-Team solution architect Michael Sullivan shares the details on a demo that illustrates the viability of integrating WebCenter Sites with Oracle Endeca. Wearables in the world of enterprise applications? Yep. Oh yeah, wearables are a THING. Here's a look at how the Oracle Applications User Experience team has been researching wearables for inclusion in your future enterprise applications. Getting Started With The Coherence Memcached Adaptor | David Felcey Let David Felcey show you how to configure the Coherence Memcached Adaptor, and take advantage of his simple PHP example that demonstrates how Memecached clients can connect to a Coherence cluster. OTN Architect Community Newsletter - August Edition A month's worth of hot stuff, all in one spot. Featuring articles on Java, Coherence, WebLogic, Mobile and much more. 8,853 Conversations About Oracle WebLogic Do you have a question about WebLogic? Do you have an answer to a question about WebLogic? You need to be here.

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  • Please Stop Voting Against a Candidate

    - by Brian Lanham
    DISCLAIMER:  This is not a post about “Romney” or “Obama”.  This is not a post for whom I am voting.  This is simply a post to address an issue that I cannot ignore any longer.  This two-party system that we have allowed to establish a foothold is killing this country.    More than 2 Options I was recently asked, “If you had to choose Romney or Obama who would you pick?”  I replied “Non sequiter.  The founders of this nation ensured that I never have to pick from only two candidates.”  But somehow that is the way this country’s citizens think.  I told someone last week that there are around 20 candidates for president and she was genuinely surprised.  (There are actually 25 candidates.)  She had no idea there were that many and, even though she knew there are more, she didn’t know any names beyond Romney and Obama.  Well, I am going to try and educate people like her on other options. Vote for a Candidate, not against another Candidate So this post is the first in a series with a little bit of information about each candidate for president.  I implore you…I beg you, please do your civic duty and conduct a little bit of investigation and research on your own to find the right candidate for you.  Hey, if your candidate is Romney or Obama, that’s fine.  As long as it’s an educated decision.  But please…stop voting against a candidate.  Start voting for a candidate. A List of CandidatesAs I mentioned, I am going to write a little something about each candidate and I’m going to go by alphabetical order by PARTY, then by CANDIDATE LAST NAME so as to not show any bias. P.S. – If you want to know the candidate I selected I am happy to tell you.  But that’s not what this series is about.PARTYCANDIDATEAmerica's Party   Tom HoeflingAmerican Third Position PartyMerlin MillerAmericans Elect PartyNo candidates met the requirement to enter into the online caucus.Constitution PartyVirgil GoodeDemocratic Party   Barack ObamaGrassroots Party   Jim CarlsonGreen Party   Jill SteinIndependent American Party   Will ChristensenJustice PartyRocky AndersonLibertarian Party   Gary JohnsonObjectivist PartyTom StevensPeace and Freedom Party   Roseanne BarrReform PartyAndre BarnettRepublican PartyMitt RomneySocialism and Liberation PartyPeta LindsaySocialist Equality PartyJerry WhiteSocialist Party USAStewart AlexanderSocialist Workers PartyJames HarrisIndependent Candidates Jeff BossRichard DuncanJerry Litzel Dean Morstad Jill Reed Randall TerrySheila Tittle Michael Vargo

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  • links for 2011-01-12

    - by Bob Rhubart
    WebCenter Spaces 11g PS2 Template Customization (Javier Ductor's Blog) "Recently, we have been involved in a WebCenter Spaces customization project. A customer sent us a prototype website in HTML, and we had to transform Spaces to set the same look and feel as in the prototype..." Javier Ductor (tags: oracle otn webcenter enteprise2.0) Matt Carter: Risky Business "Incorporating risk detection and mitigation capabilities into apps is becoming all the rage. There are plenty of real-life examples of cases where prevention of cyber-security threats and fraudsters might have kept governments and companies out of the news, and with more money in their accounts." (tags: oracle otn security middleware) John Brunswick: 5 Surprisingly Good Benefits of Corporate Blogs "Some may still propose that not all corporations are going to be able to provide the five benefits above and are more focused around shameless self promotion of products and services.  If that is the case, that corporation is most likely not producing something of high value." - John Brunswick (tags: oracle otn enterprise2.0 blogging) InfoQ: IT And Architecture: Inside-Out Perspectives The software industry is in disarray, costs are escalating, and quality is diminishing. Promises of newer technologies and processes and methodologies in IT are still far from materializing on any significant scale. Bruce Laidlaw and Michael Poulin - each with more than 30 years of experience compared notes on the past and present of IT and provide insights on what IT needs to make progress. (tags: ping.fm) SOA & Middleware: Canceling a running composite instance - example Useful tips from Niall Commiskey. (tags: soa middleware oracle) BPEL 11.1.1.2 Certified for Prebuilt E-Business Suite 12.1.3 SOA Integrations (Oracle E-Business Suite Technology) "A new certification was released simultaneously with the E-Business Suite 12.1.3 Maintenance Pack late last year: the use of BPEL 11g Version 11.1.1.2 with E-Business Suite 12.1.3." -- Steven Chan (tags: oracle bpel) Marc Kelderman: OSB: Deploy Service Level Agreement (SLA), aka Alert Rule "The big issue with these SLAs is the deployment. If you have dozens of services, with multiple operations, and you have a lot of environments it takes a while to create them...[But] I have a nice workaround." - Mark Kelderman  (tags: oracle otn soa osb sla) @myfear: Java EE 7 - what's coming up for 2012? First hints. "Even if the actual Java EE 6 version is still not too widespread, we already have seen the first signs of the next EE 7 version written to the sky." -- Markus "myfear" Eisele (tags: oracle otn oracleace java)

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  • Some Problems Can't Be Outsourced

    - by mikef
    More and more companies are becoming attracted to the idea of Infrastructure as a Service (or IaaS). It would seem that you can outsource the provisioning and management of your services, encompassing everything from Email, through to your servers, workstations and software, all the way down to your LAN and internet services. This type of outsourcing can be a very attractive option for companies who have tight budgets who are short of technical skills or don't have the means to provide long-term IT support. Essentially, they can outsource your services at low short-term costs that are knowable and controllable, are quickly and easily scalable, and generate a minimum of hassle for your internal staff. If you want to get a sophisticated IT infrastructure set up in a hurry without the usual high buy-in costs, or the task of finding and hiring the right specialists. It would seem the way to go, particularly when their salesmen are hypnotizing you with oleaginous phrases such as "we are closely aligned with our client organization's core business requirements, providing agile services". It sounds too good to be true, and so it is. Whereas the costs will have initially been calculated on the annual renewal fees and service fees for ongoing support, there are other charges too which aren't so obvious. It can end up costing far more than the conventional solution once you take into account the extra costs, the fees for customization and upgrades. The Total Cost of Ownership (TCO) only becomes apparent when it is too late to extract the company easily from the arrangement. After a few years, these annual fees can add up to more than the initial cost of implementing a traditional in-house system. Worse than that is that you can then lose your power to determine your priorities: When you become reliant on this company, with its own schedule of priorities, to implement every change, however simple, you have effectively lost control of your technical infrastructure. This will make senior management very nervous. There is definitely a requirement for this sort of service. If you urgently need an exceptionally high class of service or more expertise than you currently possess, then outsourcing is probably for you. You and your IT colleagues will always have something to do, be it user assistance, smoothing out integrations with an external provider, or working on something entirely new. Heck, if you outsource to IBM, the SysAdmins can go along for the ride and polish their expertise. What you need to figure out is how much your time is worth, because time is ultimately all that outsourcing will buy you and your organization. Now you just need to convince your nervous CEO. Cheers, Michael

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  • Oracle Could Lead In Cloud Business Apps Within Year

    - by Richard Lefebvre
    Below is the reprint from an article, writen by By Pete Barlas, Investor's Business Daily, published on Investorscom: Oracle (ORCL) is all but destined to become the largest seller of cloud business-software applications, analysts say, and perhaps within a year. What that means in the long run is much debated, though, as analysts aren't sure whether pricing competition might cut into profit or what other issues might develop in the fast-emerging cloud software field. But the database leader, which is either No. 1 or 2 to SAP (SAP) in business apps overall, simply has the size and scope to overtake current cloud business-app leader, Salesforce.com (CRM), analysts say. Oracle rolled out its first full suite of cloud applications on June 6. Cloud computing lets companies store data and apps on the Internet "cloud" and access it quickly and easily. The applications run the gamut of customer relationship management software to social networking sites for employees, partners and customers. For longtime software giants like Oracle, the cloud is a big switch. They get the great bulk of revenue from companies and other enterprises buying or licensing software that the customers keep on their own computer systems. Vendors also get annual maintenance fees. Analysts estimate Oracle is taking in a mere $1 billion or so a year from cloud-based software sales and services now. But while that's just a sliver of the company's $37 billion in sales last year, it's already about a third of the total sales for Salesforce, which is expected to end this year with some $3 billion in revenue. Operates In 145 Countries Oracle operates in more than 145 countries vs. about 70 for Salesforce. And Oracle has far more apps than Salesforce. Revenue doesn't equate to profit, but it's inevitable that huge Oracle will become the largest seller of cloud applications, says Trip Chowdhry, an analyst for Global Equities Research. "What Oracle has is global presence," he said. "They have two things driving the revenue: breadth of the offering and breadth of the distribution. You put those applications in those sales reps' hands and you get deployments not in just one country but several countries." At the June 6 event, Oracle CEO Larry Ellison emphasized that his company could and would beat Salesforce.com in head-to-head battles for customers. Oracle makes software to help companies manage such tasks as customer relationships, recruiting, supply chains, projects, finances and more. That range gives it an edge over all rivals, says Michael Fauscette, an analyst for research firm IDC.

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  • Powerful Lessons in Data from the Presidential Election

    - by Christina McKeon
    Now that we’ve had a few days to recover from the U.S. presidential election, it’s a good time to take a step back from politics and look for the customer experience lessons that we can take away. The most powerful lesson is that when you know more about your base, you will have an advantage over your competition. That advantage will translate into you winning and your competition losing. Michael Scherer of TIME was given access to Obama’s data analysts two days before the election. His account is documented in Inside the Secret World of the Data Crunchers Who Helped Obama Win. What we learned from Scherer’s inside view is how well Obama’s team did in getting the right data, analyzing it, and acting on it. This data team recognized how critical it was to break down data silos within the campaign. As Scherer noted, they created “a single system that merged information from pollsters, fundraisers, field workers, consumer databases, and social-media and mobile contacts with the main Democratic voter files in the swing states.” The Obama analysis was so meticulous that they knew which celebrity and which type of celebrity event would help them maximize campaign contributions. With a single system, their data models became more precise. They determined which messages were more successful with specific demographic groups and that who made the calls mattered. Data analysis also led to many other changes in Obama’s campaign including a new ad buying strategy, using social media and applications to tap into supporters’ friends, and using new social news sites. While we did not have that same inside view into Romney’s campaign, much of the post-mortem coverage indicates that Romney’s team did not have the right analysis. As Peter Hamby of CNN wrote in Analysis: Why Romney Lost, “Romney officials had modeled an electorate that looked something like a mix of 2004 and 2008….” That historical data did not account for the changing demographics in the U.S. Does your organization approach data like the Obama or Romney team? Do you really know your base? How well can you predict what is going to happen in your business? If you haven’t already put together a strategy and plan to know more, this week’s civics lesson is a powerful reason to do it sooner rather than later. Your competitors are probably thinking the same thing that you are!

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  • ArchBeat Link-o-Rama for 10-24-2012

    - by Bob Rhubart
    Play Oracle Vanquisher Here's a little respite from whatever it is you normally spend your time on. Oracle Vanquisher is an online diversion that makes a game of data center optimization. According to the description: "Armed with a cool Oracle vacuum pack suit and a strategic IT roadmap, you will thwart threats and optimize your data center to increase your company’s stock price and boost your company's position." Mainly you avoid electric shock and killer birds. The current high score belongs to someone identified as "TEN." My score? Never mind. Book: DevOps for Developers | The Java Source The subject of DevOps has come up in a couple of recent OTN ArchBeat Podcasts, so it's somewhat serendipitous that Tori Weildt's recent blog post offers an overview of Java Champion Michael Hutterman's new book, DevOps for Developers, now available from Apress. Bring Your Own Device (BYOD) : Context is everything… | The ORACLE-BASE Blog BOYD is a factor in the evolution of IT, but in what context? "The real IT work in companies is still being done on PCs," says Oracle ACE Director Tim Hall. "Yes, you can use a cloud service on your phone, but look around the office and you will see those cloud services are actually being used by people on PCs." Oracle in the Cloud: Oracle EBusiness Suite sizing | Tom Laszewski Cloud expert Tom Laszewski shares several technical resources that will be helpful for sizing of Oracle EBusiness Suite. Setting Up, Configuring, and Using an Oracle WebLogic Server Cluster Author and expert Yuli Vasiliev shows you how take advantage of multiple Oracle WebLogic Server instances grouped into a cluster to maximize scalability and availability. Webcast: Reduce Costs with Oracle's Database Storage Management Watch this! Join Oracle experts Kevin Jernigan and Margaret Hamburger for an interactive webcast in which you'll learn how Oracle's Database Storage Management can reduce storage costs and management complexity while improving query performance to meet service-level agreements and compliance requirements. Event Date: Tuesday, November 6, 2012 Event Time: 10 a.m. PT/1 p.m. ET Thought for the Day "Most software today is very much like an Egyptian pyramid with millions of bricks piled on top of each other, with no structural integrity, but just done by brute force and thousands of slaves." — Alan Kay Source: softwarequotes.com

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  • SMTP POP3 & PST. Acronyms from Hades.

    - by mikef
    A busy SysAdmin will occasionally have reason to curse SMTP. It is, certainly, one of the strangest events in the history of IT that such a deeply flawed system, designed originally purely for campus use, should have reached its current dominant position. The explanation was that it was the first open-standard email system, so SMTP/POP3 became the internet standard. We are, in consequence, dogged with a system with security weaknesses so extreme that messages are sent in plain text and you have no real assurance as to who the message came from anyway (SMTP-AUTH hasn't really caught on). Even without the security issues, the use of SMTP in an office environment provides a management nightmare to all commercial users responsible for complying with all regulations that control the conduct of business: such as tracking, retaining, and recording company documents. SMTP mail developed from various Unix-based systems designed for campus use that took the mail analogy so literally that mail messages were actually delivered to the users, using a 'store and forward' mechanism. This meant that, from the start, the end user had to store, manage and delete messages. This is a problem that has passed through all the releases of MS Outlook: It has to be able to manage mail locally in the dreaded PST file. As a stand-alone system, Outlook is flawed by its neglect of any means of automatic backup. Previous Outlook PST files actually blew up without warning when they reached the 2 Gig limit and became corrupted and inaccessible, leading to a thriving industry of 3rd party tools to clear up the mess. Microsoft Exchange is, of course, a server-based system. Emails are less likely to be lost in such a system if it is properly run. However, there is nothing to stop users from using local PSTs as well. There is the additional temptation to load emails into mobile devices, or USB keys for off-line working. The result is that the System Administrator is faced by a complex hybrid system where backups have to be taken from Servers, and PCs scattered around the network, where duplication of emails causes storage issues, and document retention policies become impossible to manage. If one adds to that the complexity of mobile phone email readers and mail synchronization, the problem is daunting. It is hardly surprising that the mood darkens when SysAdmins meet and discuss PST Hell. If you were promoted to the task of tormenting the souls of the damned in Hades, what aspects of the management of Outlook would you find most useful for your task? I'd love to hear from you. Cheers, Michael

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  • MSSQL 2000 installation error: Setup failed to configure the server. Refer to the server error logs.

    - by kaneuniversal
    I'm trying to install MSSQL 2000 on a virtual Windows 2003 instance. However, every time I run the install program, it fails to start the service. This is the error log: 21:46:50 C:\Program Files\Microsoft SQL Server\80\Tools\Binn\cnfgsvr.exe -F "C:\WINDOWS\sqlstp.log" -I MSSQLSERVER -V 1 -M 0 -Q "SQL_Latin1_General_CP1_CI_AS" -H 131408 -U sa -P ############################################################################### Starting Service ... SQL_Latin1_General_CP1_CI_AS -m -Q -T4022 -T3659 Connecting to Server ... driver={sql server};server=xxxxxxxxxx;UID=sa;PWD=;database=master [Microsoft][ODBC SQL Server Driver]Timeout expired driver={sql server};server=xxxxxxxxxx;UID=sa;PWD=;database=master [Microsoft][ODBC SQL Server Driver]Timeout expired driver={sql server};server=xxxxxxxxxx;UID=sa;PWD=;database=master [Microsoft][ODBC SQL Server Driver]Timeout expired SQL Server configuration failed. ############################################################################### 21:49:34 Process Exit Code: (-1) 22:19:04 Setup failed to configure the server. Refer to the server error logs and C:\WINDOWS\sqlstp.log for more information. 22:19:04 Action CleanUpInstall: 22:19:04 C:\DOCUME~1\ADMINI~1\LOCALS~1\Temp\1\SqlSetup\Bin\scm.exe -Silent 1 -Action 4 -Service SQLSERVERAGENT 22:19:05 Process Exit Code: (1060) The specified service does not exist as an installed service. 22:19:05 C:\DOCUME~1\ADMINI~1\LOCALS~1\Temp\1\SqlSetup\Bin\scm.exe -Silent 1 -Action 4 -Service MSSQLSERVER 22:19:05 Process Exit Code: (0) 22:19:05 StatsGenerate returned: 2 22:19:05 StatsGenerate (0x0,0x1,0xf00000,0x200,1033,303,0x0,0x1,0,0,0 22:19:05 StatsGenerate -1,Administrator) 22:19:05 Installation Failed. Has anyone had this problem? Any ideas about how to fix it? Thanks very much, Michael

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  • Mustek 1200 CP driver SFC4.SYS bluescreens with BAD_POOL_HEADER

    - by Slink84
    I have Windows XP SP2. Recently it started bluescreening right after starting up with 'BAD_POOL_HEADER', 0x00000019 error caused by SFC4.SYS driver. After googling for a while I've found out that this is my Mustek's 1200 CP scanner driver. Booting in safe mode and uninstalling it solved the problem... And created another one: now I can't use my scanner. The weird thing is, that it has been working for a while on this PC without any problems. It all started suddenly, and I can't remember installing anything that might have affected it. Reverting to several earlier system restore points didn't help. I've tried re-installing it from the Mustek website, just in case if my copy got corrupted or infected by a virus, but it did not help - it still bluescreens. Also, I've installed Avast and scanned my PC - there were no viruses found. If anyone had such a problem before or has an idea what might have caused it, please help. ED: @Michael Todd: ...try installing on another PC... I've installed it on my friends PC. He has the same OS version, with the latest updates just like mine (he wasn't too happy, even after I've assured him that it is easy to fix by uninstalling that driver :] ). It worked fine - no bluescreens or whatsoever. So I think I've narrowed it down to either BIOS settings, or some wicked driver conflict. Next thing I'm going to try is to re-install XP, or install windows 7. I'm not too happy with a prospect of mucking about with BIOS settings...

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  • K8NDRE motherboard in server fails to complete BIOS load with error 0078

    - by John
    K8NDRE motherboard with 4 sata drives, was running fine. Drives had raid-0 and raid-1 partitions, using mdadm. The onboard raid is disabled. Upon reformatting the drives, setting a new partition structure and new raid partitions, the bios fails to finish loading, with 0078 in the bottom right corner. Tried using completely new set of drives, and bios worked fine. Able to boot from a usb, format the drives, partition them, start raid, and then installed os. Reboot and received the same error from the bios, 0078. Works fine if I unplug the sata drives. Any thoughts? Physical inspection reveals no damage cables, connectors, or capacitors. Server was running happily for over a year, and this is the first problem it has had. Per Michael Hampton's answer: The drives, unjumpered and supporting sata III worked fine originally, and worked fine for formatting and having new partitions and raid installed on them. I did try jumpering one, with no change. If I put a brand new unformatted drive in, the motherboard recognizes it and I can proceed with formatting and installing. When I reboot, I get the 0078. I have 4 sata cables-the board supports 4 drives, so I tried each and no change. I am close to calling the motherboard done.

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  • GPG - why am I encrypting with subkey instead of primary key?

    - by khedron
    When encrypting a file to send to a collaborator, I see this message: gpg: using subkey XXXX instead of primary key YYYY Why would that be? I've noticed that when they send me an encrypted file, it also appears to be encrypted towards my subkey instead of my primary key. For me, this doesn't appear to be a problem; gpg (1.4.x, macosx) just handles it & moves on. But for them, with their automated tool setup, this seems to be an issue, and they've requested that I be sure to use their primary key. I've tried to do some reading, and I have the Michael Lucas's "GPG & PGP" book on order, but I'm not seeing why there's this distinction. I have read that the key used for signing and the key used for encryption would be different, but I assumed that was about public vs private keys at first. In case it was a trust/validation issue, I went through the process of comparing fingerprints and verifying, yes, I trust this key. While I was doing that, I noticed the primary & subkeys had different "usage" notes: primary: usage: SCA subkey: usage: E "E" seems likely to mean "Encryption". But, I haven't been able to find any documentation on this. Moreover, my collaborator has been using these tools & techniques for some years now, so why would this only be a problem for me?

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  • solution for an offline server

    - by dashmug
    I'm trying to setup a development server at work that will ideally be able to test drive a couple of projects in PHP, Rails, or Django (not always running at the same time). I develop the apps locally on a Mac and then I'll put the projects up on this server for testing with my actual users (non-techies) before deploying to a production server. My problem is that we have a very poor internet connection (almost negligible) at work and doing the usual apt-get/yum/ports (make, clean, install) processes for setting up servers always get their packages from online repositories somewhere. I know I could probably download the source and then compile them myself but that's going to be too much of a hassle for me. I'm thinking about two solutions: Plan A: Run a server VM on my Mac and then use this VM as the source repository for the offline server. I've read about Ubuntu's apt-proxy and it seems to be good enough though I haven't tried it yet. I'm not sure if this is possible but can I simply do apt-get install nginx --downloadonly so that the package and its dependencies will be downloaded into my VM and my server can use the VM as the source repo for apt-get? Plan B: Run a server VM on my Mac (which I can setup/update easily when I'm home) and then clone the VM to the offline development server. Maybe I should simply make the server a VM host so I can simply copy the VM over. I think this is okay for the first-time setup but subsequent updates will take too long (cloning the VM image). If I was working on Windows, I imagine it'd be easier because most services have an installer file that I can download and then run at the server. If you could suggest another way, it would be much appreciated. Update: From Michael Hampton's answer, I found a possible solution which is apt-cacher. I also found this page on Ubuntu's website. I wonder if there is a better tool than this one.

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  • Handling inheritance with overriding efficiently

    - by Fyodor Soikin
    I have the following two data structures. First, a list of properties applied to object triples: Object1 Object2 Object3 Property Value O1 O2 O3 P1 "abc" O1 O2 O3 P2 "xyz" O1 O3 O4 P1 "123" O2 O4 O5 P1 "098" Second, an inheritance tree: O1 O2 O4 O3 O5 Or viewed as a relation: Object Parent O2 O1 O4 O2 O3 O1 O5 O3 O1 null The semantics of this being that O2 inherits properties from O1; O4 - from O2 and O1; O3 - from O1; and O5 - from O3 and O1, in that order of precedence. NOTE 1: I have an efficient way to select all children or all parents of a given object. This is currently implemented with left and right indexes, but hierarchyid could also work. This does not seem important right now. NOTE 2: I have tiggers in place that make sure that the "Object" column always contains all possible objects, even when they do not really have to be there (i.e. have no parent or children defined). This makes it possible to use inner joins rather than severely less effiecient outer joins. The objective is: Given a pair of (Property, Value), return all object triples that have that property with that value either defined explicitly or inherited from a parent. NOTE 1: An object triple (X,Y,Z) is considered a "parent" of triple (A,B,C) when it is true that either X = A or X is a parent of A, and the same is true for (Y,B) and (Z,C). NOTE 2: A property defined on a closer parent "overrides" the same property defined on a more distant parent. NOTE 3: When (A,B,C) has two parents - (X1,Y1,Z1) and (X2,Y2,Z2), then (X1,Y1,Z1) is considered a "closer" parent when: (a) X2 is a parent of X1, or (b) X2 = X1 and Y2 is a parent of Y1, or (c) X2 = X1 and Y2 = Y1 and Z2 is a parent of Z1 In other words, the "closeness" in ancestry for triples is defined based on the first components of the triples first, then on the second components, then on the third components. This rule establishes an unambigous partial order for triples in terms of ancestry. For example, given the pair of (P1, "abc"), the result set of triples will be: O1, O2, O3 -- Defined explicitly O1, O2, O5 -- Because O5 inherits from O3 O1, O4, O3 -- Because O4 inherits from O2 O1, O4, O5 -- Because O4 inherits from O2 and O5 inherits from O3 O2, O2, O3 -- Because O2 inherits from O1 O2, O2, O5 -- Because O2 inherits from O1 and O5 inherits from O3 O2, O4, O3 -- Because O2 inherits from O1 and O4 inherits from O2 O3, O2, O3 -- Because O3 inherits from O1 O3, O2, O5 -- Because O3 inherits from O1 and O5 inherits from O3 O3, O4, O3 -- Because O3 inherits from O1 and O4 inherits from O2 O3, O4, O5 -- Because O3 inherits from O1 and O4 inherits from O2 and O5 inherits from O3 O4, O2, O3 -- Because O4 inherits from O1 O4, O2, O5 -- Because O4 inherits from O1 and O5 inherits from O3 O4, O4, O3 -- Because O4 inherits from O1 and O4 inherits from O2 O5, O2, O3 -- Because O5 inherits from O1 O5, O2, O5 -- Because O5 inherits from O1 and O5 inherits from O3 O5, O4, O3 -- Because O5 inherits from O1 and O4 inherits from O2 O5, O4, O5 -- Because O5 inherits from O1 and O4 inherits from O2 and O5 inherits from O3 Note that the triple (O2, O4, O5) is absent from this list. This is because property P1 is defined explicitly for the triple (O2, O4, O5) and this prevents that triple from inheriting that property from (O1, O2, O3). Also note that the triple (O4, O4, O5) is also absent. This is because that triple inherits its value of P1="098" from (O2, O4, O5), because it is a closer parent than (O1, O2, O3). The straightforward way to do it is the following. First, for every triple that a property is defined on, select all possible child triples: select Children1.Id as O1, Children2.Id as O2, Children3.Id as O3, tp.Property, tp.Value from TriplesAndProperties tp -- Select corresponding objects of the triple inner join Objects as Objects1 on Objects1.Id = tp.O1 inner join Objects as Objects2 on Objects2.Id = tp.O2 inner join Objects as Objects3 on Objects3.Id = tp.O3 -- Then add all possible children of all those objects inner join Objects as Children1 on Objects1.Id [isparentof] Children1.Id inner join Objects as Children2 on Objects2.Id [isparentof] Children2.Id inner join Objects as Children3 on Objects3.Id [isparentof] Children3.Id But this is not the whole story: if some triple inherits the same property from several parents, this query will yield conflicting results. Therefore, second step is to select just one of those conflicting results: select * from ( select Children1.Id as O1, Children2.Id as O2, Children3.Id as O3, tp.Property, tp.Value, row_number() over( partition by Children1.Id, Children2.Id, Children3.Id, tp.Property order by Objects1.[depthInTheTree] descending, Objects2.[depthInTheTree] descending, Objects3.[depthInTheTree] descending ) as InheritancePriority from ... (see above) ) where InheritancePriority = 1 The window function row_number() over( ... ) does the following: for every unique combination of objects triple and property, it sorts all values by the ancestral distance from the triple to the parents that the value is inherited from, and then I only select the very first of the resulting list of values. A similar effect can be achieved with a GROUP BY and ORDER BY statements, but I just find the window function semantically cleaner (the execution plans they yield are identical). The point is, I need to select the closest of contributing ancestors, and for that I need to group and then sort within the group. And finally, now I can simply filter the result set by Property and Value. This scheme works. Very reliably and predictably. It has proven to be very powerful for the business task it implements. The only trouble is, it is awfuly slow. One might point out the join of seven tables might be slowing things down, but that is actually not the bottleneck. According to the actual execution plan I'm getting from the SQL Management Studio (as well as SQL Profiler), the bottleneck is the sorting. The problem is, in order to satisfy my window function, the server has to sort by Children1.Id, Children2.Id, Children3.Id, tp.Property, Parents1.[depthInTheTree] descending, Parents2.[depthInTheTree] descending, Parents3.[depthInTheTree] descending, and there can be no indexes it can use, because the values come from a cross join of several tables. EDIT: Per Michael Buen's suggestion (thank you, Michael), I have posted the whole puzzle to sqlfiddle here. One can see in the execution plan that the Sort operation accounts for 32% of the whole query, and that is going to grow with the number of total rows, because all the other operations use indexes. Usually in such cases I would use an indexed view, but not in this case, because indexed views cannot contain self-joins, of which there are six. The only way that I can think of so far is to create six copies of the Objects table and then use them for the joins, thus enabling an indexed view. Did the time come that I shall be reduced to that kind of hacks? The despair sets in.

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  • Design by Contract with Microsoft .Net Code Contract

    - by Fredrik N
    I have done some talks on different events and summits about Defensive Programming and Design by Contract, last time was at Cornerstone’s Developer Summit 2010. Next time will be at SweNug (Sweden .Net User Group). I decided to write a blog post about of some stuffs I was talking about. Users are a terrible thing! Protect your self from them ”Human users have a gift for doing the worst possible thing at the worst possible time.” – Michael T. Nygard, Release It! The kind of users Michael T. Nygard are talking about is the users of a system. We also have users that uses our code, the users I’m going to focus on is the users of our code. Me and you and another developers. “Any fool can write code that a computer can understand. Good programmers write code that humans can understand.” – Martin Fowler Good programmers also writes code that humans know how to use, good programmers also make sure software behave in a predictable manner despise inputs or user actions. Design by Contract   Design by Contract (DbC) is a way for us to make a contract between us (the code writer) and the users of our code. It’s about “If you give me this, I promise to give you this”. It’s not about business validations, that is something completely different that should be part of the domain model. DbC is to make sure the users of our code uses it in a correct way, and that we can rely on the contract and write code in a way where we know that the users will follow the contract. It will make it much easier for us to write code with a contract specified. Something like the following code is something we may see often: public void DoSomething(Object value) { value.DoIKnowThatICanDoThis(); } .csharpcode, .csharpcode pre { font-size: small; color: black; font-family: consolas, "Courier New", courier, monospace; background-color: #ffffff; /*white-space: pre;*/ } .csharpcode pre { margin: 0em; } .csharpcode .rem { color: #008000; } .csharpcode .kwrd { color: #0000ff; } .csharpcode .str { color: #006080; } .csharpcode .op { color: #0000c0; } .csharpcode .preproc { color: #cc6633; } .csharpcode .asp { background-color: #ffff00; } .csharpcode .html { color: #800000; } .csharpcode .attr { color: #ff0000; } .csharpcode .alt { background-color: #f4f4f4; width: 100%; margin: 0em; } .csharpcode .lnum { color: #606060; } Where “value” can be uses directly or passed to other methods and later be used. What some of us can easily forget here is that the “value” can be “null”. We will probably not passing a null value, but someone else that uses our code maybe will do it. I think most of you (including me) have passed “null” into a method because you don’t know if the argument need to be specified to a valid value etc. I bet most of you also have got the “Null reference exception”. Sometimes this “Null reference exception” can be hard and take time to fix, because we need to search among our code to see where the “null” value was passed in etc. Wouldn’t it be much better if we can as early as possible specify that the value can’t not be null, so the users of our code also know it when the users starts to use our code, and before run time execution of the code? This is where DbC comes into the picture. We can use DbC to specify what we need, and by doing so we can rely on the contract when we write our code. So the code above can actually use the DoIKnowThatICanDoThis() method on the value object without being worried that the “value” can be null. The contract between the users of the code and us writing the code, says that the “value” can’t be null.   Pre- and Postconditions   When working with DbC we are specifying pre- and postconditions.  Precondition is a condition that should be met before a query or command is executed. An example of a precondition is: “The Value argument of the method can’t be null”, and we make sure the “value” isn’t null before the method is called. Postcondition is a condition that should be met when a command or query is completed, a postcondition will make sure the result is correct. An example of a postconditon is “The method will return a list with at least 1 item”. Commands an Quires When using DbC, we need to know what a Command and a Query is, because some principles that can be good to follow are based on commands and queries. A Command is something that will not return anything, like the SQL’s CREATE, UPDATE and DELETE. There are two kinds of Commands when using DbC, the Creation commands (for example a Constructor), and Others. Others can for example be a Command to add a value to a list, remove or update a value etc. //Creation commands public Stack(int size) //Other commands public void Push(object value); public void Remove(); .csharpcode, .csharpcode pre { font-size: small; color: black; font-family: consolas, "Courier New", courier, monospace; background-color: #ffffff; /*white-space: pre;*/ } .csharpcode pre { margin: 0em; } .csharpcode .rem { color: #008000; } .csharpcode .kwrd { color: #0000ff; } .csharpcode .str { color: #006080; } .csharpcode .op { color: #0000c0; } .csharpcode .preproc { color: #cc6633; } .csharpcode .asp { background-color: #ffff00; } .csharpcode .html { color: #800000; } .csharpcode .attr { color: #ff0000; } .csharpcode .alt { background-color: #f4f4f4; width: 100%; margin: 0em; } .csharpcode .lnum { color: #606060; }   A Query, is something that will return something, for example an Attribute, Property or a Function, like the SQL’s SELECT.   There are two kinds of Queries, the Basic Queries  (Quires that aren’t based on another queries), and the Derived Queries, queries that is based on another queries. Here is an example of queries of a Stack: //Basic Queries public int Count; public object this[int index] { get; } //Derived Queries //Is related to Count Query public bool IsEmpty() { return Count == 0; } .csharpcode, .csharpcode pre { font-size: small; color: black; font-family: consolas, "Courier New", courier, monospace; background-color: #ffffff; /*white-space: pre;*/ } .csharpcode pre { margin: 0em; } .csharpcode .rem { color: #008000; } .csharpcode .kwrd { color: #0000ff; } .csharpcode .str { color: #006080; } .csharpcode .op { color: #0000c0; } .csharpcode .preproc { color: #cc6633; } .csharpcode .asp { background-color: #ffff00; } .csharpcode .html { color: #800000; } .csharpcode .attr { color: #ff0000; } .csharpcode .alt { background-color: #f4f4f4; width: 100%; margin: 0em; } .csharpcode .lnum { color: #606060; } To understand about some principles that are good to follow when using DbC, we need to know about the Commands and different Queries. The 6 Principles When working with DbC, it’s advisable to follow some principles to make it easier to define and use contracts. The following DbC principles are: Separate commands and queries. Separate basic queries from derived queries. For each derived query, write a postcondition that specifies what result will be returned, in terms of one or more basic queries. For each command, write a postcondition that specifies the value of every basic query. For every query and command, decide on a suitable precondition. Write invariants to define unchanging properties of objects. Before I will write about each of them I want you to now that I’m going to use .Net 4.0 Code Contract. I will in the rest of the post uses a simple Stack (Yes I know, .Net already have a Stack class) to give you the basic understanding about using DbC. A Stack is a data structure where the first item in, will be the first item out. Here is a basic implementation of a Stack where not contract is specified yet: public class Stack { private object[] _array; //Basic Queries public uint Count; public object this[uint index] { get { return _array[index]; } set { _array[index] = value; } } //Derived Queries //Is related to Count Query public bool IsEmpty() { return Count == 0; } //Is related to Count and this[] Query public object Top() { return this[Count]; } //Creation commands public Stack(uint size) { Count = 0; _array = new object[size]; } //Other commands public void Push(object value) { this[++Count] = value; } public void Remove() { this[Count] = null; Count--; } } .csharpcode, .csharpcode pre { font-size: small; color: black; font-family: consolas, "Courier New", courier, monospace; background-color: #ffffff; /*white-space: pre;*/ } .csharpcode pre { margin: 0em; } .csharpcode .rem { color: #008000; } .csharpcode .kwrd { color: #0000ff; } .csharpcode .str { color: #006080; } .csharpcode .op { color: #0000c0; } .csharpcode .preproc { color: #cc6633; } .csharpcode .asp { background-color: #ffff00; } .csharpcode .html { color: #800000; } .csharpcode .attr { color: #ff0000; } .csharpcode .alt { background-color: #f4f4f4; width: 100%; margin: 0em; } .csharpcode .lnum { color: #606060; }   Note: The Stack is implemented in a way to demonstrate the use of Code Contract in a simple way, the implementation may not look like how you would implement it, so don’t think this is the perfect Stack implementation, only used for demonstration.   Before I will go deeper into the principles I will simply mention how we can use the .Net Code Contract. I mention before about pre- and postcondition, is about “Require” something and to “Ensure” something. When using Code Contract, we will use a static class called “Contract” and is located in he “System.Diagnostics.Contracts” namespace. The contract must be specified at the top or our member statement block. To specify a precondition with Code Contract we uses the Contract.Requires method, and to specify a postcondition, we uses the Contract.Ensure method. Here is an example where both a pre- and postcondition are used: public object Top() { Contract.Requires(Count > 0, "Stack is empty"); Contract.Ensures(Contract.Result<object>() == this[Count]); return this[Count]; } .csharpcode, .csharpcode pre { font-size: small; color: black; font-family: consolas, "Courier New", courier, monospace; background-color: #ffffff; /*white-space: pre;*/ } .csharpcode pre { margin: 0em; } .csharpcode .rem { color: #008000; } .csharpcode .kwrd { color: #0000ff; } .csharpcode .str { color: #006080; } .csharpcode .op { color: #0000c0; } .csharpcode .preproc { color: #cc6633; } .csharpcode .asp { background-color: #ffff00; } .csharpcode .html { color: #800000; } .csharpcode .attr { color: #ff0000; } .csharpcode .alt { background-color: #f4f4f4; width: 100%; margin: 0em; } .csharpcode .lnum { color: #606060; }   The contract above requires that the Count is greater than 0, if not we can’t get the item at the Top of a Stack. We also Ensures that the results (By using the Contract.Result method, we can specify a postcondition that will check if the value returned from a method is correct) of the Top query is equal to this[Count].   1. Separate Commands and Queries   When working with DbC, it’s important to separate Command and Quires. A method should either be a command that performs an Action, or returning information to the caller, not both. By asking a question the answer shouldn’t be changed. The following is an example of a Command and a Query of a Stack: public void Push(object value) public object Top() .csharpcode, .csharpcode pre { font-size: small; color: black; font-family: consolas, "Courier New", courier, monospace; background-color: #ffffff; /*white-space: pre;*/ } .csharpcode pre { margin: 0em; } .csharpcode .rem { color: #008000; } .csharpcode .kwrd { color: #0000ff; } .csharpcode .str { color: #006080; } .csharpcode .op { color: #0000c0; } .csharpcode .preproc { color: #cc6633; } .csharpcode .asp { background-color: #ffff00; } .csharpcode .html { color: #800000; } .csharpcode .attr { color: #ff0000; } .csharpcode .alt { background-color: #f4f4f4; width: 100%; margin: 0em; } .csharpcode .lnum { color: #606060; }   The Push is a command and will not return anything, just add a value to the Stack, the Top is a query to get the item at the top of the stack.   2. Separate basic queries from derived queries There are two different kinds of queries,  the basic queries that doesn’t rely on another queries, and derived queries that uses a basic query. The “Separate basic queries from derived queries” principle is about about that derived queries can be specified in terms of basic queries. So this principles is more about recognizing that a query is a derived query or a basic query. It will then make is much easier to follow the other principles. The following code shows a basic query and a derived query: //Basic Queries public uint Count; //Derived Queries //Is related to Count Query public bool IsEmpty() { return Count == 0; } .csharpcode, .csharpcode pre { font-size: small; color: black; font-family: consolas, "Courier New", courier, monospace; background-color: #ffffff; /*white-space: pre;*/ } .csharpcode pre { margin: 0em; } .csharpcode .rem { color: #008000; } .csharpcode .kwrd { color: #0000ff; } .csharpcode .str { color: #006080; } .csharpcode .op { color: #0000c0; } .csharpcode .preproc { color: #cc6633; } .csharpcode .asp { background-color: #ffff00; } .csharpcode .html { color: #800000; } .csharpcode .attr { color: #ff0000; } .csharpcode .alt { background-color: #f4f4f4; width: 100%; margin: 0em; } .csharpcode .lnum { color: #606060; }   We can see that IsEmpty will use the Count query, and that makes the IsEmpty a Derived query.   3. For each derived query, write a postcondition that specifies what result will be returned, in terms of one or more basic queries.   When the derived query is recognize we can follow the 3ed principle. For each derived query, we can create a postcondition that specifies what result our derived query will return in terms of one or more basic queries. Remember that DbC is about contracts between the users of the code and us writing the code. So we can’t use demand that the users will pass in a valid value, we must also ensure that we will give the users what the users wants, when the user is following our contract. The IsEmpty query of the Stack will use a Count query and that will make the IsEmpty a Derived query, so we should now write a postcondition that specified what results will be returned, in terms of using a basic query and in this case the Count query, //Basic Queries public uint Count; //Derived Queries public bool IsEmpty() { Contract.Ensures(Contract.Result<bool>() == (Count == 0)); return Count == 0; } The Contract.Ensures is used to create a postcondition. The above code will make sure that the results of the IsEmpty (by using the Contract.Result to get the result of the IsEmpty method) is correct, that will say that the IsEmpty will be either true or false based on Count is equal to 0 or not. The postcondition are using a basic query, so the IsEmpty is now following the 3ed principle. We also have another Derived Query, the Top query, it will also need a postcondition and it uses all basic queries. The Result of the Top method must be the same value as the this[] query returns. //Basic Queries public uint Count; public object this[uint index] { get { return _array[index]; } set { _array[index] = value; } } //Derived Queries //Is related to Count and this[] Query public object Top() { Contract.Ensures(Contract.Result<object>() == this[Count]); return this[Count]; } .csharpcode, .csharpcode pre { font-size: small; color: black; font-family: consolas, "Courier New", courier, monospace; background-color: #ffffff; /*white-space: pre;*/ } .csharpcode pre { margin: 0em; } .csharpcode .rem { color: #008000; } .csharpcode .kwrd { color: #0000ff; } .csharpcode .str { color: #006080; } .csharpcode .op { color: #0000c0; } .csharpcode .preproc { color: #cc6633; } .csharpcode .asp { background-color: #ffff00; } .csharpcode .html { color: #800000; } .csharpcode .attr { color: #ff0000; } .csharpcode .alt { background-color: #f4f4f4; width: 100%; margin: 0em; } .csharpcode .lnum { color: #606060; }   4. For each command, write a postcondition that specifies the value of every basic query.   For each command we will create a postconditon that specifies the value of basic queries. If we look at the Stack implementation we will have three Commands, one Creation command, the Constructor, and two others commands, Push and Remove. Those commands need a postcondition and they should include basic query to follow the 4th principle. //Creation commands public Stack(uint size) { Contract.Ensures(Count == 0); Count = 0; _array = new object[size]; } //Other commands public void Push(object value) { Contract.Ensures(Count == Contract.OldValue<uint>(Count) + 1); Contract.Ensures(this[Count] == value); this[++Count] = value; } public void Remove() { Contract.Ensures(Count == Contract.OldValue<uint>(Count) - 1); this[Count] = null; Count--; } .csharpcode, .csharpcode pre { font-size: small; color: black; font-family: consolas, "Courier New", courier, monospace; background-color: #ffffff; /*white-space: pre;*/ } .csharpcode pre { margin: 0em; } .csharpcode .rem { color: #008000; } .csharpcode .kwrd { color: #0000ff; } .csharpcode .str { color: #006080; } .csharpcode .op { color: #0000c0; } .csharpcode .preproc { color: #cc6633; } .csharpcode .asp { background-color: #ffff00; } .csharpcode .html { color: #800000; } .csharpcode .attr { color: #ff0000; } .csharpcode .alt { background-color: #f4f4f4; width: 100%; margin: 0em; } .csharpcode .lnum { color: #606060; }   As you can see the Create command will Ensures that Count will be 0 when the Stack is created, when a Stack is created there shouldn’t be any items in the stack. The Push command will take a value and put it into the Stack, when an item is pushed into the Stack, the Count need to be increased to know the number of items added to the Stack, and we must also make sure the item is really added to the Stack. The postconditon of the Push method will make sure the that old value of the Count (by using the Contract.OldValue we can get the value a Query has before the method is called)  plus 1 will be equal to the Count query, this is the way we can ensure that the Push will increase the Count with one. We also make sure the this[] query will now contain the item we pushed into the Stack. The Remove method must make sure the Count is decreased by one when the top item is removed from the Stack. The Commands is now following the 4th principle, where each command now have a postcondition that used the value of basic queries. Note: The principle says every basic Query, the Remove only used one Query the Count, it’s because this command can’t use the this[] query because an item is removed, so the only way to make sure an item is removed is to just use the Count query, so the Remove will still follow the principle.   5. For every query and command, decide on a suitable precondition.   We have now focused only on postcondition, now time for some preconditons. The 5th principle is about deciding a suitable preconditon for every query and command. If we starts to look at one of our basic queries (will not go through all Queries and commands here, just some of them) the this[] query, we can’t pass an index that is lower then 1 (.Net arrays and list are zero based, but not the stack in this blog post ;)) and the index can’t be lesser than the number of items in the stack. So here we will need a preconditon. public object this[uint index] { get { Contract.Requires(index >= 1); Contract.Requires(index <= Count); return _array[index]; } } .csharpcode, .csharpcode pre { font-size: small; color: black; font-family: consolas, "Courier New", courier, monospace; background-color: #ffffff; /*white-space: pre;*/ } .csharpcode pre { margin: 0em; } .csharpcode .rem { color: #008000; } .csharpcode .kwrd { color: #0000ff; } .csharpcode .str { color: #006080; } .csharpcode .op { color: #0000c0; } .csharpcode .preproc { color: #cc6633; } .csharpcode .asp { background-color: #ffff00; } .csharpcode .html { color: #800000; } .csharpcode .attr { color: #ff0000; } .csharpcode .alt { background-color: #f4f4f4; width: 100%; margin: 0em; } .csharpcode .lnum { color: #606060; } Think about the Contract as an documentation about how to use the code in a correct way, so if the contract could be specified elsewhere (not part of the method body), we could simply write “return _array[index]” and there is no need to check if index is greater or lesser than Count, because that is specified in a “contract”. The implementation of Code Contract, requires that the contract is specified in the code. As a developer I would rather have this contract elsewhere (Like Spec#) or implemented in a way Eiffel uses it as part of the language. Now when we have looked at one Query, we can also look at one command, the Remove command (You can see the whole implementation of the Stack at the end of this blog post, where precondition is added to more queries and commands then what I’m going to show in this section). We can only Remove an item if the Count is greater than 0. So we can write a precondition that will require that Count must be greater than 0. public void Remove() { Contract.Requires(Count > 0); Contract.Ensures(Count == Contract.OldValue<uint>(Count) - 1); this[Count] = null; Count--; } .csharpcode, .csharpcode pre { font-size: small; color: black; font-family: consolas, "Courier New", courier, monospace; background-color: #ffffff; /*white-space: pre;*/ } .csharpcode pre { margin: 0em; } .csharpcode .rem { color: #008000; } .csharpcode .kwrd { color: #0000ff; } .csharpcode .str { color: #006080; } .csharpcode .op { color: #0000c0; } .csharpcode .preproc { color: #cc6633; } .csharpcode .asp { background-color: #ffff00; } .csharpcode .html { color: #800000; } .csharpcode .attr { color: #ff0000; } .csharpcode .alt { background-color: #f4f4f4; width: 100%; margin: 0em; } .csharpcode .lnum { color: #606060; }   6. Write invariants to define unchanging properties of objects.   The last principle is about making sure the object are feeling great! This is done by using invariants. When using Code Contract we can specify invariants by adding a method with the attribute ContractInvariantMethod, the method must be private or public and can only contains calls to Contract.Invariant. To make sure the Stack feels great, the Stack must have 0 or more items, the Count can’t never be a negative value to make sure each command and queries can be used of the Stack. Here is our invariant for the Stack object: [ContractInvariantMethod] private void ObjectInvariant() { Contract.Invariant(Count >= 0); } .csharpcode, .csharpcode pre { font-size: small; color: black; font-family: consolas, "Courier New", courier, monospace; background-color: #ffffff; /*white-space: pre;*/ } .csharpcode pre { margin: 0em; } .csharpcode .rem { color: #008000; } .csharpcode .kwrd { color: #0000ff; } .csharpcode .str { color: #006080; } .csharpcode .op { color: #0000c0; } .csharpcode .preproc { color: #cc6633; } .csharpcode .asp { background-color: #ffff00; } .csharpcode .html { color: #800000; } .csharpcode .attr { color: #ff0000; } .csharpcode .alt { background-color: #f4f4f4; width: 100%; margin: 0em; } .csharpcode .lnum { color: #606060; }   Note: The ObjectInvariant method will be called every time after a Query or Commands is called. Here is the full example using Code Contract:   public class Stack { private object[] _array; //Basic Queries public uint Count; public object this[uint index] { get { Contract.Requires(index >= 1); Contract.Requires(index <= Count); return _array[index]; } set { Contract.Requires(index >= 1); Contract.Requires(index <= Count); _array[index] = value; } } //Derived Queries //Is related to Count Query public bool IsEmpty() { Contract.Ensures(Contract.Result<bool>() == (Count == 0)); return Count == 0; } //Is related to Count and this[] Query public object Top() { Contract.Requires(Count > 0, "Stack is empty"); Contract.Ensures(Contract.Result<object>() == this[Count]); return this[Count]; } //Creation commands public Stack(uint size) { Contract.Requires(size > 0); Contract.Ensures(Count == 0); Count = 0; _array = new object[size]; } //Other commands public void Push(object value) { Contract.Requires(value != null); Contract.Ensures(Count == Contract.OldValue<uint>(Count) + 1); Contract.Ensures(this[Count] == value); this[++Count] = value; } public void Remove() { Contract.Requires(Count > 0); Contract.Ensures(Count == Contract.OldValue<uint>(Count) - 1); this[Count] = null; Count--; } [ContractInvariantMethod] private void ObjectInvariant() { Contract.Invariant(Count >= 0); } } .csharpcode, .csharpcode pre { font-size: small; color: black; font-family: consolas, "Courier New", courier, monospace; background-color: #ffffff; /*white-space: pre;*/ } .csharpcode pre { margin: 0em; } .csharpcode .rem { color: #008000; } .csharpcode .kwrd { color: #0000ff; } .csharpcode .str { color: #006080; } .csharpcode .op { color: #0000c0; } .csharpcode .preproc { color: #cc6633; } .csharpcode .asp { background-color: #ffff00; } .csharpcode .html { color: #800000; } .csharpcode .attr { color: #ff0000; } .csharpcode .alt { background-color: #f4f4f4; width: 100%; margin: 0em; } .csharpcode .lnum { color: #606060; } Summary By using Design By Contract we can make sure the users are using our code in a correct way, and we must also make sure the users will get the expected results when they uses our code. This can be done by specifying contracts. To make it easy to use Design By Contract, some principles may be good to follow like the separation of commands an queries. With .Net 4.0 we can use the Code Contract feature to specify contracts.

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  • “Being Agile” Means No Documentation, Right?

    - by jesschadwick
    Ask most software professionals what Agile is and they’ll probably start talking about flexibility and delivering what the customer wants.  Some may even mention the word “iterations”.  But inevitably, they’ll say at some point that it means less or even no documentation.  After all, doesn’t creating, updating, and circulating painstakingly comprehensive documentation that everyone and their mother have officially signed off on go against the very core of Agile?  Of course it does!  But really, they’re missing the point! Read The Agile Manifesto. (No, seriously - read it now. It’s short. I’ll wait.)  It’s essentially a list of values.  More specifically, it’s a right-side/left-side weighted list of values:  “Value this over that”. Many people seem to get the impression that this is really a “good vs. bad” list and that those values on the right side are evil and should essentially be tossed on the floor.  This leads to the conclusion that in order to be Agile we must throw away our fancy expensive tools, document as little as possible, and scoff at the idea of a project plan.  This conclusion is quite convenient because it essentially means “less work, more productivity!” (particularly in regards to the documentation and project planning).  I couldn’t disagree with this conclusion more. My interpretation of the Manifesto targets “over” as the operative word.  It’s not just a list of right vs. wrong or good vs. bad.  It’s a list of priorities.  In other words, none of the concepts on the list should be removed from your development lifecycle – they are all important… just not equally important.  This is not a unique interpretation, in fact it says so right at the end of the manifesto! So, the next time your team sits down to tackle that big new project, don’t make the first order of business to outlaw all meetings, documentation, and project plans.  Instead, collaborate with both your team and the business members involved (you do have business members sitting in the room, directly involved in the project planning, right?) and determine the bare minimum that will allow all of you to work and communicate in the best way possible.  This often means that you can pick and choose which parts of the Agile methodologies and process work for your particular project and end up with an amalgamation of Waterfall, Agile, XP, SCRUM and whatever other methodologies the members of your team have been exposed to (my favorite is “SCRUMerfall”). The biggest implication of this is that there is no one way to implement Agile.  There is no checklist with which you can tick off boxes and confidently conclude that, “Yep, we’re Agile™!”  In fact, depending on your business and the members of your team, moving to Agile full-bore may actually be ill-advised.  Such a drastic change just ends up taking everyone out of their comfort zone which they inevitably fall back into by the end of the project.  This often results in frustration to the point that Agile is abandoned altogether because “we just need to ship something!”  Needless to say, this is far more devastating to a project. Instead, I offer this approach: keep it simple and take it slow.  If your business members or customers are only involved at the beginning phases and nowhere to be seen until the project is delivered, invite them to your daily meetings; encourage them to keep up to speed on what’s going on on a daily basis and provide feedback.  If your current process is heavy on the documentation, try to reduce it as opposed to eliminating it outright.  If you need a “TPS Change Request” signed in triplicate with a 5-day “cooling off period” before a change is implemented, try a simple bug tracking system!  Tighten the feedback loop! Finally, at the end of every “iteration” (whatever that means to you, as long as it’s relatively frequent), take as much time as you can spare (even if it’s an hour or so) and perform some kind of retrospective.  Learn from your mistakes.  Figure out what’s working for you and what’s not, then fix it.  Before you know it you’ve got a handful of iterations and/or projects under your belt and you sit down with your team to realize that, “Hey, this is working - we’re pretty Agile!”  After all, Agile is a Zen journey.  It’s a destination that you aim for, not force, and even if you never reach true “enlightenment” that doesn’t mean your team can’t be exponentially better off from merely taking the journey.

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  • Social Network Updates: While You Were Busy Marketing 2

    - by Mike Stiles
    Since social moves at the speed of data, it’s already time for another update, as we did back in April, on the changes the various social networks have made or gone through while you were busy marketing. Facebook There’s a lot of talk Facebook’s developing a mobile product to act like Flipboard and surface news, from both users and media outlets. The biggest news was Facebook/Instagram’s introduction of 15-second videos, enhanced with with filters, to take some of Vine’s candy. You can also delete parts of videos and rerecord them, and there’s image stabilization. Facebook’s ad revenue is coming along just fine, thank you very much. 35% quarter-to-quarter growth in Q2. And it looks like new formats like Mobile App Install Ads and Unpublished Page Posts are adding to the mix. If you don’t already, you’ll soon see a little camera in comment boxes letting you insert photos right into the comments you make. The drive toward “more visual” continues. The other big news is Facebook’s adoption of our Twitter friend, the hashtag. Adding # sets apart the post topic so it can be easily found or discovered. It’s also being added to Google Plus, Tumblr, and Pinterest. Twitter Want to send someone a promoted tweet when they’re in range of your store? That could be happening by the end of this year. Some users have been seeing automatic in-stream previews of images on Twitter.com. Right now it’s images in your own tweets, but we can assume all tweets are next. Get your followers organized! Twitter raised the limit on the number of lists you can create from 20 to 1,000. They also raised the number of accounts you can have in a list from 500 to 5,000. Twitter started notifying you when someone favorites a tweet you’re mentioned in or re-tweets a tweet you re-tweeted. Anyway, it’s the first time Twitter’s notified you about indirect interactions like that. Who’s afraid of Instagram? A study shows 6-second Vine videos are being posted to Twitter at the rate of 9/second, up from 5/second 2 months ago. Vine has over 13 million users and branded Vines are 4x more likely to be shared than video ads. Google Plus Now featuring a 3-column redesigned stream, and images that take up a whole column. And photo filters Auto Highlight and Auto Awesome work to turn your photos into a real show. Google Hangouts is the workhorse for all Google messaging now, it’s not just an online chat with 9 people anymore. Google Plus Dashboard improves the connection between your company’s Google Plus business page and your Google Plus Local. Updates go out across all Google properties and you can do your managing from the dashboard. With Google Plus’ authorship system, you can build “Author Rank” based on what you write and put on the web. If your stuff is +1’ed and shared a lot, you’re the real deal and there are search result benefits. LinkedIn "Who's Viewed Your Updates" shows you what you’ve shared recently, who saw it and what they did about it in real-time. “Influencers” is, well, influential. Traffic to all LI news products has gone up 8x since it was introduced. LinkedIn is quickly figuring out how to get users to stick around awhile. You and your brand can post images and documents in status updates now. In fact, that whole “document posting” thing is making some analysts wonder if LinkedIn will drift on over to the Dropboxes and YouSendIts of the world. C’mon, admit it. Your favorite part of LinkedIn is being able to see who’s viewed your profile. Now you’ve got even more info and can see what/who you have in common. Premium users get even deeper insights about how people are finding them. If you’re a big fan of security, you’ll love that LinkedIn started offering two-factor authentication (2FA). It’s optional, but step 2 is a one-time code texted to your registered mobile. Pinterest A study showed pins have a looong shelf life compared to other social net posts. “Clicks kept coming for 30 days and beyond.” Most pins are timeless, and the infinite scroll causes people to see older pins. Is it a keeper? Pinterest jumped 82% to 54 million users in the past year. It’s valued at $2.5 billion and is one of the biggest sources of referral traffic there is. That said, CEO Ben Silbermann adds, "Right now, we don't make money." A new search feature stops you from having to endlessly scroll through your own pins looking for that waterfall picture you posted. Simply select “just my pins” in the search bar. New "Rich Pins" lets brands add info like price and availability to pins that can be updated daily via a data feed from your merchant site. Not so fast, you have to apply to Pinterest for it first. Like other social nets, Pinterest does not allow sexual content, nudity, or even partial nudity. However…some art contains nudity, and Pinterest wants to allow art. What constitutes “art” will be judged by…what we have to assume are Pinterest employees who love their job. @mikestilesPhoto: stock.xchng, Tim Marmon

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  • My History with Agile

    - by Robert May
    I’m going to write my history with Agile here.  That way, in future posts, I can refer back to it, instead of typing it out in the post that contains information you may actually want to read.  Note that I’m actually a pretty senior developer, and do lots of technical interviews.  I’m an Agile fan because of the difference it makes in peoples lives and the improvement in quality it brings, and I’ll sacrifice my technological advance to help teams. Management History I started management pretty early in my career, starting with the first job that I ever had.  I actually do NOT have a CS or similar degree.  I have a Bachelor’s of Business Administration with an emphasis in Computer Information Systems. My first management gigs were around call center work and were very schedule oriented.  I didn’t understand the true value of teams, and I’m ashamed to admit, I actually installed a fingerprint scanner as a time clock in this job.  I shudder to think of the impact that I had on the team spirit.  I didn’t even trust them enough to fill out their time cards correctly.  How sad. I was managing nearly 100 people in this position, with the help of a great set of subordinates. I did try to come up with reward programs for the team, but again, didn’t understand the concept of team, so instead of letting the team determine how the rewards should work, I mandated from on high, which isn’t a good thing. I was told that I wasn’t the type that would be a good manager by people whom I respected a lot.  They said it because I was a computer geek, since they don’t understand good management either, but in retrospect, they were right about me then.  I was too green. After my first job, I went on to other jobs and with the exception of one job, I’ve managed people at them all.  The rest of the management story is important for understanding agile, so I’ll save it for my next post. Technical History I’ve been in software development for many, many years.  I technically started programming on a commodore 64 in basic.  I didn’t know that I was programming, but I was sure having fun.  That was followed by batch files, Gorilla hacking (I always had to win), WordPerfect Macro programming and other things that taught me the basics. My first “real” job was with a telephone company, and that’s where I made my first database application in DataEase, wrote my first VBA app and started using real programming tools, like turbo pascal, vb3-vb5, and semi-real tools like RPG and VisualRPG.  I wrote my first web page in 1994, and built my first data driven web page in 1995 using perlDB.  You really can do anything with Perl.  At this time, I also started a Linux based internet service provider that is still in operation today.  One of the people I worked with is now a Microsoft employee building and designing frameworks you probably know well.  Smart guy.  I also built my first ASP applications connecting to Sql Server 6.5, setup Exchange 5.5 for the company, and many other system administration stuff.  I’m a programmer by choice, mostly because I don’t really like PC support. From there, I went on to a large state agency.  I got to see and maintain true waterfall projects.  5 years of maintaining the 200 VB COM+ (MTS, actually) dlls that were used to calculate a single number is a long time.  That was all Microsoft DNS technologies.  SQL Server and VB6 were the tools of choice, although .net started to be a factor near the end of employment.  I did some heavy XML work at this job and even wrote an XSD parser and validator in VB6 that was a shim until MSXML 3.0 came out.  Prior to 3.0, XSD’s weren’t supported, and I didn’t want to write DTDs. Ironically, jobs after this were more generic.  I pretty much settled in on the .net framework and revisions of it.  Lots of WPF, some silverlight, lots of ASP.NET, some SQL Azure, lots of SQL Server, some Oracle, but I don’t think that I was as passionate about development and technologies.  I was more into the management of development.  I like people. Technorati Tags: Agile,history

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  • Red Gate does Byte Night 2012

    - by red(at)work
    On the 5th of October 2012, a team of nine plucky Red Gaters braved the howling wind and the driving rain to sleep outside. No tents or mattresses were allowed – all we took for protection were sleeping bags, groundsheets, plastic sacks and Colin’s enormous fishing umbrella (a godsend in umbrella-y disguise). Why would we do such a thing? For Byte Night, an annual tech sector sleepout in support of Action for Children, who tackle the causes as well as the consequences of youth homelessness. Byte Night encourages technology professionals to do for one night a year what thousands of young people have to do every night – sleep rough.  We signed up for Byte Night in the warm, heady midst of the British summer, thinking it couldn’t possibly be all that bad. Even on the night itself – before the rain began to fall, sat in the comfort and warmth of a company canteen, drinking wine and eating chill and preparing to win the pub quiz – we were excited and optimistic about the night that lay ahead of us. All of that changed as soon as we stepped out into one of the worst rainstorms of the year. Brian, the team’s birthday boy, describes it best: Picture the scene: it’s 3 am on a Friday. I’m lying outside, fully clothed in a sleeping bag, wearing a raincoat, trussed up inside a large plastic pocket, on a ground sheet beneath a giant umbrella, wedged so tightly between two of my colleagues that I can’t move my arms. I’m wide awake, staring up at the grey sky beyond the edge of the umbrella; a limp, flickering white glow hints at a moon somewhere behind the drifting clouds. I haven’t slept since we first moved outside at 11 pm. Outside. Did I mention we were outside? I’m hung over. I need the loo. But there is no way on earth that I’m getting out of this sleeping bag. It’s cold. It’s raining. Not just raining, but chucking it down. It’s been doing this non-stop since 10pm. The rain sounds like a hyperactive drummer on the fishing umbrella, and the noise is loud and relentless. Puddles of water are forming all over the groundsheet, and, despite being ensconced inside the plastic pouch, I am wet. The fishing umbrella is protecting me from the worst of the driving rain, but not all of me is under it, and five hours of rain is no match for it. Everything is wet. My left side has become horribly damp. My trainers, which I placed next to my sleeping bag, are now completely soaked through. Mmm. That’ll be fun in the morning. My head is next to Colin’s head on one side, and a multi-pack of McCoy’s cheddar and onion crisps on the other. Don’t ask about the tub of hummus. That’s somewhere down by my ankles, abandoned to the night. Jess, who is lying next to me, rolls over onto her side. A mini waterfall cascades from her rain-pouch onto my face. Bah. I continue to stare into the heavens, willing the dawn to hurry up. Something lands on my face. It’s a mosquito. Great. Midnight, when this still seemed like fun – when we opened some champagne and my colleagues presented me with a caterpillar birthday cake, when everyone was drunk and jolly and full of stoic resolve – feels like a long time ago. Did I mention that today is my birthday? The remains of the caterpillar cake endure the same fate as the hummus, left out in the rain like a metaphor for sadness. It’s getting colder. I can see my breath. Silence has descended on the group, apart from the rustle of plastic. And the rain, obviously. Someone snores, and I envy whoever it is the sweet escape of sleep. I try to wriggle a bit further down inside my sleeping bag, but it doesn’t want to be wriggled into. Only 3 hours till dawn. 180 minutes. I begin to count them off, one at a time.  All nine of us got to go home in the morning, but thousands of children across the UK don’t have that luxury. If you’d like to sponsor the Red Gate Byte Night team, our JustGiving page can be found here.   Chris, before the outside bit actually happened. More photos from Byte Night Cambridge 2012 can be found here.

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  • Agile Development Requires Agile Support

    - by Matt Watson
    Agile developmentAgile development has become the standard methodology for application development. The days of long term planning with giant Gantt waterfall charts and detailed requirements is fading away. For years the product planning process frustrated product owners and businesses because no matter the plan, nothing ever went to plan. Agile development throws the detailed planning out the window and instead focuses on giving developers some basic requirements and pointing them in the right direction. Constant collaboration via quick iterations with the end users, product owners, and the development team helps ensure the project is done correctly.  The various agile development methodologies have helped greatly with creating products faster, but not without causing new problems. Complicated application deployments now occur weekly or monthly. Most of the products are web-based and deployed as a software service model. System performance and availability of these apps becomes mission critical. This is all much different from the old process of mailing new releases of client-server apps on CD once per quarter or year.The steady stream of new products and product enhancements puts a lot of pressure on IT operations to keep up with the software deployments and adding infrastructure capacity. The problem is most operations teams still move slowly thanks to change orders, documentation, procedures, testing and other processes. Operations can slow the process down and push back on the development team in some organizations. The DevOps movement is trying to solve some of these problems by integrating the development and operations teams more together. Rapid change introduces new problemsThe rapid product change ultimately creates some application problems along the way. Higher rates of change increase the likelihood of new application defects. Delivering applications as a software service also means that scalability of applications is critical. Development teams struggle to keep up with application defects and scalability concerns in their applications. Fixing application problems is a never ending job for agile development teams. Fixing problems before your customers do and fixing them quickly is critical. Most companies really struggle with this due to the divide between the development and operations groups. Fixing application problems typically requires querying databases, looking at log files, reviewing config files, reviewing error logs and other similar tasks. It becomes difficult to work on new features when your lead developers are working on defects from the last product version. Developers need more visibilityThe problem is most developers are not given access to see server and application information in the production environments. The operations team doesn’t trust giving all the developers the keys to the kingdom to log in to production and poke around the servers. The challenge is either give them no access, or potentially too much access. Those with access can still waste time figuring out the location of the application and how to connect to it over VPN. In addition, reproducing problems in test environments takes too much time and isn't always possible. System administrators spend a lot of time helping developers track down server information. Most companies give key developers access to all of the production resources so they can help resolve application defects. The problem is only those key people have access and they become a bottleneck. They end up spending 25-50% of their time on a daily basis trying to solve application issues because they are the only ones with access. These key employees’ time is best spent on strategic new projects, not addressing application defects. This job should fall to entry level developers, provided they have access to all the information they need to troubleshoot the problems.The solution to agile application support is giving all the developers limited access to the production environment and all the server information they need to see. Some companies create their own solutions internally to collect log files, centralize errors or other things to address the problem. Some developers even have access to server monitoring or other tools. But they key is giving them access to everything they need so they can see the full picture and giving access to the whole team. Giving access to everyone scales up the application support team and creates collaboration around providing improved application support.Stackify enables agile application supportStackify has created a solution that can give all developers a secure and read only view of the entire production server environment without console or remote desktop access.They provide a web application that provides real time visibility to the important information that developers need to see. An application centric view enables them to see all of their apps across multiple datacenters and environments. They don’t need to know where the application is deployed, just the name of the application to find it and dig in to see more. All your developers can see server health, application health, log files, config files, windows event viewer, deployment history, application notes, and much more. They can receive email and text alerts when problems arise and even safely query your production databases.Stackify enables companies that do agile development to scale up their application support team by getting more team members involved. The lead developers can spend more time on new projects. Application issues can be fixed quicker than ever. Operations can spend less time helping developers collect server information. Agile application support starts with Stackify. Visit Stackify.com to learn more.

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  • Using Definition of Done to Drive Agile Maturity

    - by Dylan Smith
    I’ve been an Agile Coach at a lot of different clients over the years, and I want to share an approach I use to help them adopt and mature over time. It’s important to realize that “Agile” is not a black/white yes/no thing. Teams can be varying degrees of agile. I think of this as their agile maturity level. When I coach teams I want them to start out being a little agile, and get more agile as they mature. The approach I teach them is to use the definition of done as a technique to continuously improve their agile maturity over time. We’re probably all familiar with the concept of “Done Done” that represents what *actually* being done a feature means. Not just when a developer says he’s done right after he writes that last line of code that makes the feature kind-of work. Done Done means the coding is done, it’s been tested, installers and deployment packages have been created, user manuals have been updated, architecture docs have been updated, etc. To enable teams to internalize the concept of “Done Done”, they usually get together and come up with their Definition of Done (DoD) that defines all the activities that need to be completed before a feature is considered Done Done. The Done Done technique typically is applied only to features (aka User Stories). What I do is extend this to apply to several concepts such as User Stories, Sprints, Releases (and sometimes Check-Ins). During project kick-off I’ll usually sit down with the team and go through an exercise of creating DoD’s for each of these concepts (Stories/Sprints/Releases). We’ll usually start by just brainstorming a bunch of activities that could end up in these various DoD’s. Here’s some examples: Code Reviews StyleCop FxCop User Manuals Updated Architecture Docs Updated Tested by QA Tested by UAT Installers Created Support Knowledge Base Updated Deployment Instructions (for Ops) written Automated Unit Tests Run Automated Integration Tests Run Then we start by arranging these activities into the place they occur today (e.g. Do you do UAT testing only once per release? every sprint? every feature?). If the team was previously Waterfall most of these activities probably end up in the Release DoD. An extremely mature agile team would probably have most of these activities in the DoD for the User Stories (because an extremely mature agile team will probably do continuous deployment and release every story). So what we need to do as a team, is work to move these activities from their current home (Release DoD) down into the Sprint DoD and eventually into the User Story DoD (and maybe into the lower-level Check-In DoD if we decide to use that). We don’t have to move them all down to User Story immediately, but as a team we figure out what we think we’re capable of moving down to the Sprint cycle, and Story cycle immediately, and that becomes our starting DoD’s. Over time the team makes an effort to continue moving activities down from Release->Sprint->Story as they become more agile and more mature. I try to encourage them to envision a world in which they deploy to production as each User Story is completed. They would need to be updating User Manuals, creating installers, doing UAT testing (typical Release cycle activities) on every single User Story. They may never actually reach that point, but they should envision that, and strive to keep driving the activities down closer to the User Story cycle s they mature. This is a great technique to give a team an easy-to-follow roadmap to mature their agile practices over time. Sure there’s other aspects to maturity outside of this, but it’s a great technique, that’s easy to visualize, to drive agility into the team. Just keep moving those activities (aka “gates”) down the board from Release->Sprint->Story. I’ll try to give an example of what a recent client of mine had for their DoD’s (this is from memory, so probably not 100% accurate): Release Create/Update deployment Instructions For Ops Instructional Videos Updated Run manual regression test suite UAT Testing In this case that meant deploying to an environment shared across the enterprise that mirrored production and asking other business groups to test their own apps to ensure we didn’t break anything outside our system Sprint Deploy to UAT Environment But not necessarily actually request UAT testing occur User Guides updated Sprint Features Video Created In this case we decided to create a video each sprint showing off the progress (video version of Sprint Demo) User Story Manual Test scripts developed and run Tested by BA Deployed in shared QA environment Using automated deployment process Peer Code Review Code Check-In Compiled (warning-free) Passes StyleCop Passes FxCop Create installer packages Run Automated Tests Run Automated Integration Tests PS – One of my clients had a great question when we went through this activity. They said that if a Sprint is by definition done when the end-date rolls around (time-boxed), isn’t a DoD on a sprint meaningless – it’s done on the end-date regardless of whether those other activities are complete or not? My answer is that while that statement is true – the sprint is done regardless when the end date rolls around – if the DoD activities haven’t been completed I would consider the Sprint a failure (similar to not completing what was committed/planned – failure may be too strong a word but you get the idea). In the Retrospective that will become an agenda item to discuss and understand why we weren’t able to complete the activities we agreed would need to be completed each Sprint.

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