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  • ORDERBY "human" alphabetical order using SQL string manipulation

    - by supertrue
    I have a table of posts with titles that are in "human" alphabetical order but not in computer alphabetical order. These are in two flavors, numerical and alphabetical: Numerical: Figure 1.9, Figure 1.10, Figure 1.11... Alphabetical: Figure 1A ... Figure 1Z ... Figure 1AA If I orderby title, the result is that 1.10-1.19 come between 1.1 and 1.2, and 1AA-1AZ come between 1A and 1B. But this is not what I want; I want "human" alphabetical order, in which 1.10 comes after 1.9 and 1AA comes after 1Z. I am wondering if there's still a way in SQL to get the order that I want using string manipulation (or something else I haven't thought of). I am not an expert in SQL, so I don't know if this is possible, but if there were a way to do conditional replacement, then it seems I could impose the order I want by doing this: delete the period (which can be done with replace, right?) if the remaining figure number is more than three characters, add a 0 (zero) after the first character. This would seem to give me the outcome I want: 1.9 would become 109, which comes before 110; 1Z would become 10Z, which comes before 1AA. But can it be done in SQL? If so, what would the syntax be? Note that I don't want to modify the data itself—just to output the results of the query in the order described. This is in the context of a Wordpress installation, but I think the question is more suitably an SQL question because various things (such as pagination) depend on the ordering happening at the MySQL query stage, rather than in PHP.

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  • LaTeX Document eror: too many }'s

    - by Kyle
    Hello, I have a latex document, which works fine but when ever I try to add in an image with a figure caption it gives me an error saying there are to many }'s. \begin{figure}[h!] \caption{A picture of a gull.} \includegraphics[width=0.5\textwidth]{uml-usecase/overview.png} \end{figure} As far as I can see its right, can anyone figure out where I am going wrong? Thanks

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  • How can I show figures separately in matplotlib?

    - by Federico Ramponi
    Say that I have two figures in matplotlib, with one plot per figure: import matplotlib.pyplot as plt f1 = plt.figure() plt.plot(range(0,10)) f2 = plt.figure() plt.plot(range(10,20)) Then I show both in one shot plt.show() Is there a way to show them separately, i.e. to show just f1? Or better: how can I manage the figures separately like in the following 'wishful' code (that doesn't work): f1 = plt.figure() f1.plot(range(0,10)) f1.show()

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  • Transformation of Product Management in Telecommunications for Rapid Launch of Next Generation Products

    - by raul.goycoolea
    @font-face { font-family: "Arial"; }@font-face { font-family: "Courier New"; }@font-face { font-family: "Wingdings"; }@font-face { font-family: "Cambria"; }p.MsoNormal, li.MsoNormal, div.MsoNormal { margin: 0cm 0cm 0.0001pt; font-size: 12pt; font-family: "Times New Roman"; }a:link, span.MsoHyperlink { color: blue; text-decoration: underline; }a:visited, span.MsoHyperlinkFollowed { color: purple; text-decoration: underline; }p.MsoListParagraph, li.MsoListParagraph, div.MsoListParagraph { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoListParagraphCxSpFirst, li.MsoListParagraphCxSpFirst, div.MsoListParagraphCxSpFirst { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoListParagraphCxSpMiddle, li.MsoListParagraphCxSpMiddle, div.MsoListParagraphCxSpMiddle { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoListParagraphCxSpLast, li.MsoListParagraphCxSpLast, div.MsoListParagraphCxSpLast { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }div.Section1 { page: Section1; }ol { margin-bottom: 0cm; }ul { margin-bottom: 0cm; } The Telecom industry continues to evolve through disruptive products, uncertain markets, shorter product lifecycles and convergence of technologies. Today’s market has moved from network centric to consumer centric and focuses primarily on the customer experience. It has resulted in several product management challenges such as an increased complexity and volume of offerings, creating product variants, accelerating time-to-market, ability to provide multiple product views for varied stakeholders, leveraging OSS intelligence to BSS layer, product co-creation and increasing audit and security concerns for service providers. The document discusses how enterprise product management enabled by PLM-based product catalogue solutions helps to launch next generation products rapidly in the context of the Telecommunication Industry.   1.0.       Introduction   Figure 1: Business Scenario   Modern business demands the launch of complex products in a very short timeframe and effecting changes in the price plan faster without IT intervention. One of the key transformation initiatives companies are focusing on is in the area of product management transformation and operational efficiency improvement. As part of these initiatives, companies are investing in best- in-class COTs-based Product Management solutions developed on industry-wide standards.   The new COTs packages are planned to integrate with existing or new B/OSS systems to provide a strategic end-to-end agile solution for reduced time-to-market and order journey time. In addition, system rationalization is being undertaken to phase out legacy systems and migrate to strategic systems.   2.0.       An Overview of Product Management in Telecom   Product data in telecom is multi- dimensional and difficult to manage. It increased significantly due to the complexity of the product, product offerings on the converged network, increased volume of offerings, bundled offering structures and ever increasing regulatory requirements.   In addition, the shrinking product lifecycle in telecom makes it difficult to manage the dynamic product data. Mergers and acquisitions coupled with organic growth pose major challenges in product portfolio management. It is a roadblock in the journey towards becoming an agile organization.       Figure 2: Complexity in Product Management   Network Technology’ is the new dimension in telecom product management where the same products are realized through different networks i.e., Soiled network to Converged network. Consequently, the product solution is different.     Figure 3: Current Scenario - Pain Points in Product Management   The major business implications arising out of the current scenario are slow time-to-market and an inefficient process that affects innovation.   3.0. Transformation of Next Generation Product Management   Companies must focus on their Product Management Transformation Journey in the areas of:   ·       Management of single truth of product information across the organization/geographies which is currently managed in heterogeneous systems   ·       Management of the Intellectual Property (IP) on the product concept and partnership in the design of discrete components to integrate into the system   ·       Leveraging structured and unstructured product data within the extended enterprise to extract consumer insights and drive innovation   ·       Management of effective operational separation to comply with regulatory bodies   ·       Reuse of existing designs and add relevant features such as value-added services to enable effective product bundling     Figure 4: Next generation needs   PLM-based Enterprise Product Catalogue solutions efficiently address the above requirements and act as an enabler towards product management transformation and rapid product launch.   4.0. PLM-based Enterprise Product Management     Figure 5: PLM-based Enterprise Product Mastering   Enterprise Product Management (EPM) enables the business to manage complex product attributes of data in complex environments. Product Mastering helps create a 'single view' of the product by creating a business-driven, IT-supported environment where a global 'single truth record' is created, managed and reused.   4.1 The Business Case for Telco PLM-based solutions for Enterprise Product Management   ·       Telco PLM-based Product Mastering solutions provide a centralized authoring environment for product definition and control of all product data and rules   ·       PLM packages are designed to support multiple perspectives of product data (ordering perspective, billing perspective, provisioning perspective)   ·       Maintains relationships/links between different elements of the entire product definition   ·       Telco PLM packages are specialized in next generation lifecycle management requirements of products such as revision and state management, test and release management, role management and impact analysis)   ·       Takes into consideration all aspects of OSS product requirements compared to CRM product catalogue solutions where the product data managed is mostly order oriented and transactional     ·       New breed of Telco PLM packages are designed with 'open' standards such as SID and eTOM. They are interoperable, support integration frameworks such as subscription and notification.   ·       Telco PLM packages have developed good collaboration frameworks to integrate suppliers and partners into the product development value chain   4.2 Various Architectures/Approaches for Product Mastering using Telco PLM systems   4. 2.a Single Central Product Management (Mastering) Approach   Figure 6: Single Central Product Management (Master) Approach       This approach is implemented across verticals such as aerospace and automotive. It focuses on a physically centralized product master to which other sources are dependent on. The product definition data (Product bundles, service bundles, price plans, offers and discounts, product configuration rules and market campaigns) is created and maintained physically in a centralized environment. In addition, the product definition/authoring environment is centralized. The existing legacy product definition data available in CRM product catalogue, billing catalogue and the legacy product catalogue is migrated to the centralized PLM-based Enterprise Product Management solution.   Architectural changes must be made in the existing business landscape of applications to create and revise data because the applications have to refer to the central repository for approvals and validation of product configurations. It is achieved by modifying how the applications write data or how the applications can be adapted to use the rules to be managed and published.   Complete product configuration validation will be done in enterprise / central product catalogue and final configuration will be sent to the B/OSS system through the SOA compliant product distribution architecture. The approach/architecture enables greater control in terms of product data management and product data governance.   4.2.b Federated Product Management (Mastering) Architecture     Figure 7: Federated Product Management (Mastering) Architecture   In the federated product mastering approach, the basic unique product definition data (product id, description product hierarchy, basic price plans and simple product design rules) will be centrally created and will be maintained. And, the advanced product definition (Product bundling, promotions, offers & discount plans) will be created in respective down stream OSS systems. The advanced product definition (Product bundling, promotions, offers and discount plans) will be created in respective downstream OSS systems.   For example, basic product definitions such as attributes, product hierarchy and basic price plans will be created and maintained in Enterprise/Central product reference catalogue and distributed to downstream OSS systems. Respective downstream OSS systems build product bundles, promotions, advanced price plans over the basic product definition and master the advanced product definition. Central reference database accesses the respective other source product master data and assembles a point-in-time consolidated view of the product. The approach is typically adapted in some merger and acquisition scenarios where there is a low probability of a central physical authority managing the data. In addition, the migration effort in this case is minimal and there are no big architectural changes to the organization application landscape. However, this approach will not result in better product data management and data governance.   5.0 Customer Scenario – Before EPC deployment   A leading global telecommunications service provider wanted to launch a quad play and triple play service offering in the shortest possible lead time. The service provider was offering Broadband and VoIP services to customers. The company wanted to reuse a majority of the Broadband services and price plans and bundle them with new wireless and IPTV services for quad play and triple play. The challenges in launching the new service offerings were:       Figure 8: Triple Play Plan   ·       Broadband product data was stored in multiple product catalogues (CRM catalogue, Billing catalogue, spread sheets)   ·       Product managers spent a lot of time performing tasks involving duplication or re-keying of data. Manual effort caused errors, cost and time over-runs.   ·       No effective product and price data governance mechanism. Price change issues arising from the lack of data consistency across systems resulted in leakage of customer value and revenue.   ·       Product data had re-usability issues and was not in a structured format. It resulted in uncontrolled product portfolio creation and product management issues.   ·       Lack of enterprise product model resulted into product distribution challenges and thus delays in product launch.   ·       Designers are constrained by existing legacy product management solutions to model product/service requirements and product configuration rules such as upgrading, downgrading and cross selling.    5.1 Customer Scenario - After EPC deployment     Figure 9: SOA-based end-to-end EPC Solution   The company deployed PLM-based Enterprise Product Catalogue solutions to launch quad play service after evaluating various product catalogues. The broadband product offering, service and price data were migrated to the new system, and the product and price plan hierarchy for new offerings were created using the entities defined in the Enterprise Product Model. Supplier product catalogue data such as routers and set up boxes were loaded onto the new solution through SOA-based web service. Price plans and configuration rules were built in the new system. The validated final product configurations were extracted from the product catalogue in a SID format and were distributed to the downstream B/OSS systems through exposed SOA-based web services. The transformations required for the B/OSS system were handled using the transformation layer as part of the solution.   6.0 How PLM enabled Product Management Transformation         Figure 10: Product Management Transformation     PLM-based Product Catalogue Solution helped the customer reduce the product launch cycle time by 30% and enable transformation of Product Management for next generation services.   7.0 Conclusion   On the one hand, the telecom industry is undergoing changes due to disruptions, uncertain product markets and increased complexity of products. On the other hand, the ARPU is decreasing year-on-year. Communications Service Providers are embarking on convergence, bundled service offerings, flexibility to cross-sell and up-sell, introduce new value-added services, leverage Web 2.0 concepts and network capabilities. Consequently, large scale IT transformation initiatives to improve their ARPU supporting network and business transformations are a business imperative. Product Management has become a focus area. Companies are investing in best-in- class COTS solutions to reduce time-to-market, ensure rapid service delivery and improve operational efficiency. An efficient PLM-based enterprise product mastering solution plays a key role in achieving zero touch automation and rapid product launch.   References:   1.     Preston G.Smith, Donald G.Reineristsem, Van Nostrand Reinhold “Developing Products in Half the time”.   2.     John G. Innes, "Achieving Successful Product Change", Pitman Publishing.   3.     D T Pham and R M Setchi (16th Jan, 2001) "Authoring environment for documentation development" University of Wales Cardiff, U.K., Proceedings on Institution of Mechanical Engineers, Vol. 215, Part B.   4.     Oracle Product Hub for Communications:   http://www.oracle.com/us/products/applications/master-data-management/product-hub-082059.html  

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  • Big Data Matters with ODI12c

    - by Madhu Nair
    contributed by Mike Eisterer On October 17th, 2013, Oracle announced the release of Oracle Data Integrator 12c (ODI12c).  This release signifies improvements to Oracle’s Data Integration portfolio of solutions, particularly Big Data integration. Why Big Data = Big Business Organizations are gaining greater insights and actionability through increased storage, processing and analytical benefits offered by Big Data solutions.  New technologies and frameworks like HDFS, NoSQL, Hive and MapReduce support these benefits now. As further data is collected, analytical requirements increase and the complexity of managing transformations and aggregations of data compounds and organizations are in need for scalable Data Integration solutions. ODI12c provides enterprise solutions for the movement, translation and transformation of information and data heterogeneously and in Big Data Environments through: The ability for existing ODI and SQL developers to leverage new Big Data technologies. A metadata focused approach for cataloging, defining and reusing Big Data technologies, mappings and process executions. Integration between many heterogeneous environments and technologies such as HDFS and Hive. Generation of Hive Query Language. Working with Big Data using Knowledge Modules  ODI12c provides developers with the ability to define sources and targets and visually develop mappings to effect the movement and transformation of data.  As the mappings are created, ODI12c leverages a rich library of prebuilt integrations, known as Knowledge Modules (KMs).  These KMs are contextual to the technologies and platforms to be integrated.  Steps and actions needed to manage the data integration are pre-built and configured within the KMs.  The Oracle Data Integrator Application Adapter for Hadoop provides a series of KMs, specifically designed to integrate with Big Data Technologies.  The Big Data KMs include: Check Knowledge Module Reverse Engineer Knowledge Module Hive Transform Knowledge Module Hive Control Append Knowledge Module File to Hive (LOAD DATA) Knowledge Module File-Hive to Oracle (OLH-OSCH) Knowledge Module  Nothing to beat an Example: To demonstrate the use of the KMs which are part of the ODI Application Adapter for Hadoop, a mapping may be defined to move data between files and Hive targets.  The mapping is defined by dragging the source and target into the mapping, performing the attribute (column) mapping (see Figure 1) and then selecting the KM which will govern the process.  In this mapping example, movie data is being moved from an HDFS source into a Hive table.  Some of the attributes, such as “CUSTID to custid”, have been mapped over. Figure 1  Defining the Mapping Before the proper KM can be assigned to define the technology for the mapping, it needs to be added to the ODI project.  The Big Data KMs have been made available to the project through the KM import process.   Generally, this is done prior to defining the mapping. Figure 2  Importing the Big Data Knowledge Modules Following the import, the KMs are available in the Designer Navigator. v\:* {behavior:url(#default#VML);} o\:* {behavior:url(#default#VML);} w\:* {behavior:url(#default#VML);} .shape {behavior:url(#default#VML);} Normal 0 false false false EN-US ZH-TW X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:10.0pt; font-family:"Calibri","sans-serif"; mso-bidi-font-family:"Times New Roman";} Figure 3  The Project View in Designer, Showing Installed IKMs Once the KM is imported, it may be assigned to the mapping target.  This is done by selecting the Physical View of the mapping and examining the Properties of the Target.  In this case MOVIAPP_LOG_STAGE is the target of our mapping. Figure 4  Physical View of the Mapping and Assigning the Big Data Knowledge Module to the Target Alternative KMs may have been selected as well, providing flexibility and abstracting the logical mapping from the physical implementation.  Our mapping may be applied to other technologies as well. The mapping is now complete and is ready to run.  We will see more in a future blog about running a mapping to load Hive. To complete the quick ODI for Big Data Overview, let us take a closer look at what the IKM File to Hive is doing for us.  ODI provides differentiated capabilities by defining the process and steps which normally would have to be manually developed, tested and implemented into the KM.  As shown in figure 5, the KM is preparing the Hive session, managing the Hive tables, performing the initial load from HDFS and then performing the insert into Hive.  HDFS and Hive options are selected graphically, as shown in the properties in Figure 4. Figure 5  Process and Steps Managed by the KM What’s Next Big Data being the shape shifting business challenge it is is fast evolving into the deciding factor between market leaders and others. Now that an introduction to ODI and Big Data has been provided, look for additional blogs coming soon using the Knowledge Modules which make up the Oracle Data Integrator Application Adapter for Hadoop: Importing Big Data Metadata into ODI, Testing Data Stores and Loading Hive Targets Generating Transformations using Hive Query language Loading Oracle from Hadoop Sources For more information now, please visit the Oracle Data Integrator Application Adapter for Hadoop web site, http://www.oracle.com/us/products/middleware/data-integration/hadoop/overview/index.html Do not forget to tune in to the ODI12c Executive Launch webcast on the 12th to hear more about ODI12c and GG12c. Normal 0 false false false EN-US ZH-TW X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:10.0pt; font-family:"Calibri","sans-serif"; mso-bidi-font-family:"Times New Roman";}

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  • Positioning an image inside an ImageView width max height and max width set

    - by andern
    I have an ImageView with max height and max width both set to 100. The figure below is clearly not a square, but you can use your imagination ;) Figure 1: +----------------------------------------------+ ¦ ImageView +--------------+ ¦ ¦ ¦ ¦ ¦ ¦ ¦ Actual image ¦ ¦ ¦ ¦ ¦ ¦ ¦ ¦ ¦ ¦ ¦ ¦ ¦ ¦ ¦ +--------------+ ¦ +----------------------------------------------+ Anyway, If I try to set a BitMap to the ImageView that does not have a ratio of 1:1, the image is positioned like pictured in Figure 1. What I want is for the picture to be placed to the left inside the ImageView like pictured in Figure 2 below. Figure 2: +----------------------------------------------+ ¦--------------+ ¦ ¦ ¦ ¦ ¦ Actual image ¦ ¦ ¦ ¦ ¦ ¦ ¦ ¦ ¦ ¦ ¦ ¦--------------+ ¦ +----------------------------------------------+ You can see my ImageView in XML below. maxHeight, maxWidth and adjustViewBounds are set during runtime. <ImageView android:id="@+id/someImage" android:layout_alignParentLeft="true" android:layout_below="@+id/textName" android:layout_height="wrap_content" android:layout_width="wrap_content" android:paddingRight="4dp" /> This is in a RelativeLayout if it makes any difference.

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  • Positioning an image inside an ImageView with max height and max width set

    - by andern
    I have an ImageView with max height and max width both set to 100. The figure below is clearly not a square, but you can use your imagination ;) Figure 1: +----------------------------------------------+ ¦ ImageView +--------------+ ¦ ¦ ¦ ¦ ¦ ¦ ¦ Actual image ¦ ¦ ¦ ¦ ¦ ¦ ¦ ¦ ¦ ¦ ¦ ¦ ¦ ¦ ¦ +--------------+ ¦ +----------------------------------------------+ Anyway, If I try to set a BitMap to the ImageView that does not have a ratio of 1:1, the image is positioned like pictured in Figure 1. What I want is for the picture to be placed to the left inside the ImageView like pictured in Figure 2 below. Figure 2: +----------------------------------------------+ ¦--------------+ ¦ ¦ ¦ ¦ ¦ Actual image ¦ ¦ ¦ ¦ ¦ ¦ ¦ ¦ ¦ ¦ ¦ ¦--------------+ ¦ +----------------------------------------------+ You can see my ImageView in XML below. maxHeight, maxWidth and adjustViewBounds are set during runtime. <ImageView android:id="@+id/someImage" android:layout_alignParentLeft="true" android:layout_below="@+id/textName" android:layout_height="wrap_content" android:layout_width="wrap_content" android:paddingRight="4dp" /> This is in a RelativeLayout if it makes any difference.

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  • Who broke the build?

    - by Martin Hinshelwood
    I recently sent round a list of broken builds at SSW and asked for them to be fixed or deleted if they are not being used. My colleague Peter came back with a couple of questions which I love as it tells me that at least one person reads my email I think first we need to answer a couple of other questions related to builds in general.   Why do we want the build to pass? Any developer can pick up a project and build it Standards can be enforced Constant quality is maintained Problems in code are identified early What could a failed build signify? Developers have not built and tested their code properly before checking in. Something added depends on a local resource that is not under version control or does not exist on the target computer. Developers are not writing tests to cover common problems. There are not enough tests to cover problems. Now we know why, lets answer Peters questions: Where is this list? (can we see it somehow) You can normally only see the builds listed for each project. But, you have a little application called “Build Notifications” on your computer. It is installed when you install Visual Studio 2010. Figure: Staring the build notification application on Windows 7. Once you have it open (it may disappear into your system tray) you should click “Options” and select all the projects you are involved in. This application only lists projects that have builds, so don’t worry if it is not listed. This just means you are about to setup a build, right? I just selected ALL projects that have builds. Figure: All builds are listed here In addition to seeing the list you will also get toast notification of build failure’s. How can we get more info on what broke the build? (who is interesting too, to point the finger but more important is what) The only thing worse than breaking the build, is continuing to develop on a broken build! Figure: I have highlighted the users who either are bad for braking the build, or very bad for not fixing it. To find out what is wrong with a build you need to open the build definition. You can open a web version by double clicking the build in the image above, or you can open it from “Team Explorer”. Just connect to your project and open out the “Builds” tree. Then Open the build by double clicking on it. Figure: Opening a build is easy, but double click it and then open a build run from the list. Figure: Good example, the build and tests have passed Figure: Bad example, there are 133 errors preventing POK from being built on the build server. For identifying failures see: Solution: Getting Silverlight to build on Team Build 2010 RC Solution: Testing Web Services with MSTest on Team Build Finding the problem on a partially succeeded build So, Peter asked about blame, let’s have a look and see: Figure: The build has been broken for so long I have no idea when it was broken, but everyone on this list is to blame (I am there too) The rest of the history is lost in the sands of time, there is no way to tell when the build was originally broken, or by whom, or even if it ever worked in the first place. Build should be protected by the team that uses them and the only way to do that is to have them own them. It is fine for me to go in and setup a build, but the ownership for a build should always reside with the person who broke it last. Conclusion This is an example of a pointless build. Lets be honest, if you have a system like TFS in place and builds are constantly left broken, or not added to projects then your developers don’t yet understand the value. I have found that adding a Gated Check-in helps instil that understanding of value. If you prevent them from checking in without passing that basic quality gate of “your code builds on another computer” then it makes them look more closely at why they can’t check-in. I have had builds fail because one developer had a “d” drive, but the build server did not. That is what they are there to catch.   If you want to know what builds to create and why I wrote a post on “Do you know the minimum builds to create on any branch?”   Technorati Tags: TFS2010,Gated Check-in,Builds,Build Failure,Broken Build

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  • Project of Projects with team Foundation Server 2010

    - by Martin Hinshelwood
    It is pretty much accepted that you should use Areas instead of having many small Team Projects when you are using Team Foundation Server 2010. I have implemented this scenario many times and this is the current iteration of layout and considerations. If like me you work with many customers you will find that you get into a grove for how to set these things up to make them as easily understandable for everyone, while giving the best functionality. The trick is in making it as intuitive as possible for both you and the developers that need to work with it. There are five main places where you need to have the Product or Project name in prominence of any other value. Area Iteration Source Code Work Item Queries Build Once you decide how you are doing this in each of these places you need to keep to it religiously. Evan if you have one source code file to keep, make sure it is in the right place. This makes your developers and others working with the format familiar with where everything should go, as well as building up mussel memory. This prevents the neat system degenerating into a nasty mess. Areas Areas are traditionally used to separate out parts of your product / project so that you can see how much effort has gone into each. Figure: The top level areas are for reporting and work item separation There are massive advantages of using this method. You can: move work from one project to another rename a project / product It is far more likely that a project or product gets renamed than a department. Tip: If you have many projects, over 100, you should consider categorising them here, but make sure that the actual project name always sits at the same level so you know which is which. Figure: Always keep things that are the same at the same level Note: You may use these categories only at the Area/Iteration level to make it easier to select on drop down lists. You may not want to use them everywhere. On the other hand, for consistency it would be better to. Iterations Iterations are usually used to some sort of time based consideration. Here I am splitting into Iterations with periodic releases. Figure: Each product needs to be able to have its own cadence The ability to have each project run at its own pace and to enable them to have their own release schedule is often of paramount importance and you don’t want to fix your 100+ projects to all be released on the same date. Source Code Having a good structure for your source even if you are not branching or having multiple products under the same structure is always a good idea. Figure: Separate out your products source You need to think about both your branches as well as the structure of your source. All your code should be under “Source” and everything you need to build your solution including Build Scripts and 3rd party tools should be under your “Main” (branch) folder. This should them be branched by “Quality”, “Release” or both to get the most out of your branching structure. The important thing is to make sure you branch (or be able to branch) everything you need to build, test and deploy your application to an environment. That environment may be development, test or even production, but I can’t stress the importance of having everything your need. Note: You usually will not be able to install custom software on your build server. Store any *.dll’s or *.exe’s that you need under the “Tools\Tool1” folder. Note: Consult the Branching Guidance for Team Foundation Server 2010 for more on branching Figure: Adding category may be a necessary evil Even if you have to have a couple of categories called “Default”, it is better than not knowing the difference between a folder, Product and Branch. Work Item Queries Queries are used to load lists of Work Items out of TFS so you can see what work you have. This means that you want to also separate queries out by Product / project to make it easier to Figure: Again you have the same first level structure Having Folders also in Work Item Tracking we do the same thing. We put all the queries under a folder named for the Product / Project and change each query to have “AreaPath=[TeamProject]\[ProductX]” in the query instead of the standard “Project=@Project”. Tip: Don’t have a folder with new queries for each iteration. Instead have a single “Current” folder that has queries that point to the current iteration. Just change the queries as you move from one iteration to another. Tip: You can ctrl+drag the “Product1” folder to create your “Product2” folder. Builds You may have many builds both for individual products but also for different quality's. This can be further complicated by having some builds that action “Gated Check-In” and others that are specifically for “Release”, “Test” or another purpose. Figure: There are no folders, yet, for the builds so you need a good naming convention Its a pity that there are no folders under builds, some way to categorise would be nice. In lue of that at the moment you can use a functional naming convention that at least allows you to find what you want. Conclusion It is really easy to both achieve and to stick to this format if you take the time to do it. Unless you have 1000+ builds or 100+ Products you are unlikely run into any issues. Even then there are things you can do to mitigate the issues and I have describes some of them above. Let me know if you can think of any other things to make this easier.

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  • Collaborative Whiteboard using WebSocket in GlassFish 4 - Text/JSON and Binary/ArrayBuffer Data Transfer (TOTD #189)

    - by arungupta
    This blog has published a few blogs on using JSR 356 Reference Implementation (Tyrus) as its integrated in GlassFish 4 promoted builds. TOTD #183: Getting Started with WebSocket in GlassFish TOTD #184: Logging WebSocket Frames using Chrome Developer Tools, Net-internals and Wireshark TOTD #185: Processing Text and Binary (Blob, ArrayBuffer, ArrayBufferView) Payload in WebSocket TOTD #186: Custom Text and Binary Payloads using WebSocket One of the typical usecase for WebSocket is online collaborative games. This Tip Of The Day (TOTD) explains a sample that can be used to build such games easily. The application is a collaborative whiteboard where different shapes can be drawn in multiple colors. The shapes drawn on one browser are automatically drawn on all other peer browsers that are connected to the same endpoint. The shape, color, and coordinates of the image are transfered using a JSON structure. A browser may opt-out of sharing the figures. Alternatively any browser can send a snapshot of their existing whiteboard to all other browsers. Take a look at this video to understand how the application work and the underlying code. The complete sample code can be downloaded here. The code behind the application is also explained below. The web page (index.jsp) has a HTML5 Canvas as shown: <canvas id="myCanvas" width="150" height="150" style="border:1px solid #000000;"></canvas> And some radio buttons to choose the color and shape. By default, the shape, color, and coordinates of any figure drawn on the canvas are put in a JSON structure and sent as a message to the WebSocket endpoint. The JSON structure looks like: { "shape": "square", "color": "#FF0000", "coords": { "x": 31.59999942779541, "y": 49.91999053955078 }} The endpoint definition looks like: @WebSocketEndpoint(value = "websocket",encoders = {FigureDecoderEncoder.class},decoders = {FigureDecoderEncoder.class})public class Whiteboard { As you can see, the endpoint has decoder and encoder registered that decodes JSON to a Figure (a POJO class) and vice versa respectively. The decode method looks like: public Figure decode(String string) throws DecodeException { try { JSONObject jsonObject = new JSONObject(string); return new Figure(jsonObject); } catch (JSONException ex) { throw new DecodeException("Error parsing JSON", ex.getMessage(), ex.fillInStackTrace()); }} And the encode method looks like: public String encode(Figure figure) throws EncodeException { return figure.getJson().toString();} FigureDecoderEncoder implements both decoder and encoder functionality but thats purely for convenience. But the recommended design pattern is to keep them in separate classes. In certain cases, you may even need only one of them. On the client-side, the Canvas is initialized as: var canvas = document.getElementById("myCanvas");var context = canvas.getContext("2d");canvas.addEventListener("click", defineImage, false); The defineImage method constructs the JSON structure as shown above and sends it to the endpoint using websocket.send(). An instant snapshot of the canvas is sent using binary transfer with WebSocket. The WebSocket is initialized as: var wsUri = "ws://localhost:8080/whiteboard/websocket";var websocket = new WebSocket(wsUri);websocket.binaryType = "arraybuffer"; The important part is to set the binaryType property of WebSocket to arraybuffer. This ensures that any binary transfers using WebSocket are done using ArrayBuffer as the default type seem to be blob. The actual binary data transfer is done using the following: var image = context.getImageData(0, 0, canvas.width, canvas.height);var buffer = new ArrayBuffer(image.data.length);var bytes = new Uint8Array(buffer);for (var i=0; i<bytes.length; i++) { bytes[i] = image.data[i];}websocket.send(bytes); This comprehensive sample shows the following features of JSR 356 API: Annotation-driven endpoints Send/receive text and binary payload in WebSocket Encoders/decoders for custom text payload In addition, it also shows how images can be captured and drawn using HTML5 Canvas in a JSP. How could this be turned in to an online game ? Imagine drawing a Tic-tac-toe board on the canvas with two players playing and others watching. Then you can build access rights and controls within the application itself. Instead of sending a snapshot of the canvas on demand, a new peer joining the game could be automatically transferred the current state as well. Do you want to build this game ? I built a similar game a few years ago. Do somebody want to rewrite the game using WebSocket APIs ? :-) Many thanks to Jitu and Akshay for helping through the WebSocket internals! Here are some references for you: JSR 356: Java API for WebSocket - Specification (Early Draft) and Implementation (already integrated in GlassFish 4 promoted builds) Subsequent blogs will discuss the following topics (not necessary in that order) ... Error handling Interface-driven WebSocket endpoint Java client API Client and Server configuration Security Subprotocols Extensions Other topics from the API

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  • Error Handling Examples(C#)

    “The purpose of reviewing the Error Handling code is to assure that the application fails safely under all possible error conditions, expected and unexpected. No sensitive information is presented to the user when an error occurs.” (OWASP, 2011) No Error Handling The absence of error handling is still a form of error handling. Based on the code in Figure 1, if an error occurred and was not handled within either the ReadXml or BuildRequest methods the error would bubble up to the Search method. Since this method does not handle any acceptations the error will then bubble up the stack trace. If this continues and the error is not handled within the application then the environment in which the application is running will notify the user running the application that an error occurred based on what type of application. Figure 1: No Error Handling public DataSet Search(string searchTerm, int resultCount) { DataSet dt = new DataSet(); dt.ReadXml(BuildRequest(searchTerm, resultCount)); return dt; } Generic Error Handling One simple way to add error handling is to catch all errors by default. If you examine the code in Figure 2, you will see a try-catch block. On April 6th 2010 Louis Lazaris clearly describes a Try Catch statement by defining both the Try and Catch aspects of the statement. “The try portion is where you would put any code that might throw an error. In other words, all significant code should go in the try section. The catch section will also hold code, but that section is not vital to the running of the application. So, if you removed the try-catch statement altogether, the section of code inside the try part would still be the same, but all the code inside the catch would be removed.” (Lazaris, 2010) He also states that all errors that occur in the try section cause it to stops the execution of the try section and redirects all execution to the catch section. The catch section receives an object containing information about the error that occurred so that they system can gracefully handle the error properly. When errors occur they commonly log them in some form. This form could be an email, database entry, web service call, log file, or just an error massage displayed to the user.  Depending on the error sometimes applications can recover, while others force an application to close. Figure 2: Generic Error Handling public DataSet Search(string searchTerm, int resultCount) { DataSet dt = new DataSet(); try { dt.ReadXml(BuildRequest(searchTerm, resultCount)); } catch (Exception ex) { // Handle all Exceptions } return dt; } Error Specific Error Handling Like the Generic Error Handling, Error Specific error handling allows for the catching of specific known errors that may occur. For example wrapping a try catch statement around a soap web service call would allow the application to handle any error that was generated by the soap web service. Now, if the systems wanted to send a message to the web service provider every time a soap error occurred but did not want to notify them if any other type of error occurred like a network time out issue. This would be varying tedious to accomplish using the General Error Handling methodology. This brings us to the use case for using the Error Specific error handling methodology.  The Error Specific Error handling methodology allows for the TryCatch statement to catch various types of errors depending on the type of error that occurred. In Figure 3, the code attempts to handle DataException differently compared to how it potentially handles all other errors. This allows for specific error handling for each type of known error, and still allows for error handling of any unknown error that my occur during the execution of the TryCatch statement. Figure 5: Error Specific Error Handling public DataSet Search(string searchTerm, int resultCount) { DataSet dt = new DataSet(); try { dt.ReadXml(BuildRequest(searchTerm, resultCount)); } catch (TimeoutException ex) { // Handle Timeout TimeoutException Only } catch (Exception) { // Handle all Exceptions } return dt; }

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  • How to use DI and DI containers

    - by Pinetree
    I am building a small PHP mvc framework (yes, yet another one), mostly for learning purposes, and I am trying to do it the right way, so I'd like to use a DI container, but I am not asking which one to use but rather how to use one. Without going into too much detail, the mvc is divided into modules which have controllers which render views for actions. This is how a request is processed: a Main object instantiates a Request object, and a Router, and injects the Request into the Router to figure out which module was called. then it instantiates the Module object and sends the Request to that the Module creates a ModuleRouter and sends the Request to figure out the controller and action it then creates the Controller and the ViewRenderer, and injects the ViewRenderer into the Controller (so that the controller can send data to the view) the ViewRenderer needs to know which module, controller and action were called to figure out the path to the view scripts, so the Module has to figure out this and inject it to the ViewRenderer the Module then calls the action method on the controller and calls the render method on the ViewRenderer For now, I do not have any DI container set up, but what I do have are a bunch of initX() methods that create the required component if it is not already there. For instance, the Module has the initViewRenderer() method. These init methods get called right before that component is needed, not before, and if the component was already set it will not initialize it. This allows for the components to be switched, but it does not require manually setting them if they are not there. Now, I'd like to do this by implementing a DI container, but still keep the manual configuration to a bare minimum, so if the directory structure and naming convention is followed, everything should work, without even touching the config. If I use the DI container, do I then inject it into everything (the container would inject itself when creating a component), so that other components can use it? When do I register components with the DI? Can a component register other components with the DI during run-time? Do I create a 'common' config and use that? How do I then figure out on the fly which components I need and how they need to be set up? If Main uses Router which uses Request, Main then needs to use the container to get Module (or does the module need to be found and set beforehand? How?) Module uses Router but needs to figure out the settings for the ViewRenderer and the Controller on the fly, not in advance, so my DI container can't be setting those on the Module before the module figures out the controller and action... What if the controller needs some other service? Do I inject the container into every controller? If I start doing that, I might just inject it into everything... Basically I am looking for the best practices when dealing with stuff like this. I know what DI is and what DI containers do, but I am looking for guidance to using them in real life, and not some isolated examples on the net. Sorry for the lengthy post and many thanks in advance.

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  • LaTeX hyperref link goes to wrong page

    - by ecto
    I am trying to create a reference to a float that doesn't use a caption. If I include \label{foo} within the float and reference it using \pageref{foo}, the correct page number is displayed in my pdf document but the hyperlink created by the hyperref package links to a different page (the first page of the section). If I include a caption before the label in the float, the hyperref link goes to the correct page. Is there a way to get the hyperref link to work correctly without including a caption in the float? Or else is there a way to suppress the display of a caption so I can include one without it being shown? Below is a minimal example. If I process it using pdflatex, I get three pages. The "figure" is shown on the second page, and the third page says "See figure on page 2." But the hyperlink on the '2' says "Go to page 1", and if I click it it takes me to page 1. If I put an empty \caption{} before the \label{foo}, then the hyperlink works correctly, but I don't want to show a caption for my float. \documentclass[11pt]{memoir} \usepackage{hyperref} \begin{document} some text \clearpage \begin{figure} a figure \label{foo} \end{figure} more text \clearpage See figure on page \pageref{foo}. \end{document}

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  • Picture rendered from above and below using an Orthographic camera do not match

    - by Roy T.
    I'm using an orthographic camera to render slices of a model (in order to voxelize it). I render each slice both from above and below in order to determine what is inside each slice. I am using an orthographic camera The model I render is a simple 'T' shape constructed from two cubes. The cubes have the same dimensions and have the same Y (height) coordinate. See figure 1 for a render of it in Blender. I render this model once directly from above and once directly from below. My expectation was that I would get exactly the same image (except for mirroring over the y-axis). However when I render using a very low resolution render target (25x25) the position (in pixels) of the 'T' is different when rendered from above as opposed to rendered from below. See figure 2 and 3. The pink blocks are not part of the original rendering but I've added them so you can easily count/see the differences. Figure 2: the T rendered from above Figure 3: the T rendered from below This is probably due to what I've read about pixel and texel coordinates which might be biased to the top-left as seen from the camera. Since I'm using the same 'up' vector for both of my camera's my bias only shows on the x-axis. I've tried to change the position of the camera and it's look-at by, what I thought, should be half a pixel. I've tried both shifting a single camera and shifting both cameras and while I see some effect I am not able to get a pixel-by-pixel perfect copy from both camera's. Here I initialize the camera and compute, what I believe to be, half pixel. boundsDimX and boundsDimZ is a slightly enlarged bounding box around the model which I also use as the width and height of the view volume of the orthographic camera. Matrix projection = Matrix.CreateOrthographic(boundsDimX, boundsDimZ, 0.5f, sliceHeight + 0.5f); Vector3 halfPixel = new Vector3(boundsDimX / (float)renderTarget.Width, 0, boundsDimY / (float)renderTarget.Height) * 0.5f; This is the code where I set the camera position and camera look ats // Position camera if (downwards) { float cameraHeight = bounds.Max.Y + 0.501f - (sliceHeight * i); Vector3 cameraPosition = new Vector3 ( boundsCentre.X, // possibly adjust by half a pixel? cameraHeight, boundsCentre.Z ); camera.Position = cameraPosition; camera.LookAt = new Vector3(cameraPosition.X, cameraHeight - 1.0f, cameraPosition.Z); } else { float cameraHeight = bounds.Max.Y - 0.501f - (sliceHeight * i); Vector3 cameraPosition = new Vector3 ( boundsCentre.X, cameraHeight, boundsCentre.Z ); camera.Position = cameraPosition; camera.LookAt = new Vector3(cameraPosition.X, cameraHeight + 1.0f, cameraPosition.Z); } Main Question Now you've seen all the problems and code you can guess it. My main question is. How do I align both camera's so that they each render exactly the same image (mirrored along the Y axis)? Figure 1 the original model rendered in blender

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  • Problems in Table of Contents formatting

    - by ChrisW
    Two questions about captions in Word (they are related, hence the same post): Using Word 2010 (and its inbuilt equation editor) I've got figure captions which contain equations (well, actually, they represent chemical equations, such as nitrate, for which the correct representation is NO3- where the 3 is subscript and the - is superscript, but in the same column). However, when I generate a figure list, the equation displays as NO3- (with no subscript or superscript) - Word knows it's an equation though (the Equation Tools design ribbon/tab is displayed when I click on the NO3-). I've tried changing it from Professional to Linear and similar other obvious options, but still can't get it to display correctly. File to show this problem in action: http://dl.dropbox.com/u/101867759/EqtnTest.docx - note how the (chemical) equation for nitrate is rendered correctly in the 'caption' on Page 2, but not in the ToC on page 1. I have another caption where the whole figure is included in my list of figures. When I double click on the caption in my text, the caption is highlighted (as expected), but so is the figure (this doesn't happen with any of my other figures) so I assume that the figure has been 'linked' in some way to the text - how do I remove this link?

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  • MVVM for Dummies

    - by Martin Hinshelwood
    I think that I have found one of the best articles on MVVM that I have ever read: http://jmorrill.hjtcentral.com/Home/tabid/428/EntryId/432/MVVM-for-Tarded-Folks-Like-Me-or-MVVM-and-What-it-Means-to-Me.aspx This article sums up what is in MVVM and what is outside of MVVM. Note, when I and most other people say MVVM, they really mean MVVM, Commanding, Dependency Injection + any other Patterns you need to create your application. In WPF a lot of use is made of the Decorator and Behaviour pattern as well. The goal of all of this is to have pure separation of concerns. This is what every code behind file of every Control / Window / Page  should look like if you are engineering your WPF and Silverlight correctly: C# – Ideal public partial class IdealView : UserControl { public IdealView() { InitializeComponent(); } } Figure: This is the ideal code behind for a Control / Window / Page when using MVVM. C# – Compromise, but works public partial class IdealView : UserControl { public IdealView() { InitializeComponent(); this.DataContext = new IdealViewModel(); } } Figure: This is a compromise, but the best you can do without Dependency Injection VB.NET – Ideal Partial Public Class ServerExplorerConnectView End Class Figure: This is the ideal code behind for a Control / Window / Page when using MVVM. VB.NET – Compromise, but works Partial Public Class ServerExplorerConnectView Private Sub ServerExplorerConnectView_Loaded(ByVal sender As Object, ByVal e As System.Windows.RoutedEventArgs) Handles Me.Loaded Me.DataContext = New ServerExplorerConnectViewModel End Sub End Class Figure: This is a compromise, but the best you can do without Dependency Injection Technorati Tags: MVVM,.NET,WPF,Silverlight

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  • 'Content' is NOT 'Text' in XAML

    - by psheriff
    One of the key concepts in XAML is that the Content property of a XAML control like a Button or ComboBoxItem does not have to contain just textual data. In fact, Content can be almost any other XAML that you want. To illustrate here is a simple example of how to spruce up your Button controls in Silverlight. Here is some very simple XAML that consists of two Button controls within a StackPanel on a Silverlight User Control. <StackPanel>  <Button Name="btnHome"          HorizontalAlignment="Left"          Content="Home" />  <Button Name="btnLog"          HorizontalAlignment="Left"          Content="Logs" /></StackPanel> The XAML listed above will produce a Silverlight control within a Browser that looks like Figure 1.   Figure 1: Normal button controls are quite boring. With just a little bit of refactoring to move the button attributes into Styles, we can make the buttons look a little better. I am a big believer in Styles, so I typically create a Resources section within my user control where I can factor out the common attribute settings for a particular set of controls. Here is a Resources section that I added to my Silverlight user control. <UserControl.Resources>  <Style TargetType="Button"         x:Key="NormalButton">    <Setter Property="HorizontalAlignment"            Value="Left" />    <Setter Property="MinWidth"            Value="50" />    <Setter Property="Margin"            Value="10" />  </Style></UserControl.Resources> Now back in the XAML within the Grid control I update the Button controls to use the Style attribute and have each button use the Static Resource called NormalButton. <StackPanel>  <Button Name="btnHome"          Style="{StaticResource NormalButton}"          Content="Home" />  <Button Name="btnLog"          Style="{StaticResource NormalButton}"          Content="Logs" /></StackPanel> With the additional attributes set in the Resources section on the Button, the above XAML will now display the two buttons as shown in Figure 2. Figure 2: Use Resources to Make Buttons More Consistent Now let’s re-design these buttons even more. Instead of using words for each button, let’s replace the Content property to use a picture. As they say… a picture is worth a thousand words, so let’s take advantage of that. Modify each of the Button controls and eliminate the Content attribute and instead, insert an <Image> control with the <Button> and the </Button> tags. Add a ToolTip to still display the words you had before in the Content and you will now have better looking buttons, as shown in Figure 3.   Figure 3: Using pictures instead of words can be an effective method of communication The XAML to produce Figure 3 is shown in the following listing: <StackPanel>  <Button Name="btnHome"          ToolTipService.ToolTip="Home"          Style="{StaticResource NormalButton}">    <Image Style="{StaticResource NormalImage}"            Source="Images/Home.jpg" />  </Button>  <Button Name="btnLog"          ToolTipService.ToolTip="Logs"          Style="{StaticResource NormalButton}">    <Image Style="{StaticResource NormalImage}"            Source="Images/Log.jpg" />  </Button></StackPanel> You will also need to add the following XAML to the User Control’s Resources section. <Style TargetType="Image"        x:Key="NormalImage">  <Setter Property="Width"          Value="50" /></Style> Add Multiple Controls to Content Now, since the Content can be whatever we want, you could also modify the Content of each button to be a StackPanel control. Then you can have an image and text within the button. <StackPanel>  <Button Name="btnHome"          ToolTipService.ToolTip="Home"          Style="{StaticResource NormalButton}">    <StackPanel>      <Image Style="{StaticResource NormalImage}"              Source="Images/Home.jpg" />      <TextBlock Text="Home"                  Style="{StaticResource NormalTextBlock}" />    </StackPanel>  </Button>  <Button Name="btnLog"          ToolTipService.ToolTip="Logs"          Style="{StaticResource NormalButton}">    <StackPanel>      <Image Style="{StaticResource NormalImage}"              Source="Images/Log.jpg" />      <TextBlock Text="Logs"                  Style="{StaticResource NormalTextBlock}" />    </StackPanel>  </Button></StackPanel> You will need to add one more resource for the TextBlock control too. <Style TargetType="TextBlock"        x:Key="NormalTextBlock">  <Setter Property="HorizontalAlignment"          Value="Center" /></Style> All of the above will now produce the following:   Figure 4: Add multiple controls to the content to make your buttons even more interesting. Summary While this is a simple example, you can see how XAML Content has great flexibility. You could add a MediaElement control as the content of a Button and play a video within the Button. Not that you would necessarily do this, but it does work. What is nice about adding different content within the Button control is you still get the Click event and other attributes of a button, but it does necessarily look like a normal button. Good Luck with your Coding,Paul Sheriff ** SPECIAL OFFER FOR MY BLOG READERS **Visit http://www.pdsa.com/Event/Blog for a free video on Silverlight entitled "Silverlight XAML for the Complete Novice - Part 1."

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  • Upgrading Visual Studio 2010

    - by Martin Hinshelwood
    I have been running Visual Studio 2010 as my main development studio on my development computer since the RC was released. I need to upgrade that to the RTM, but first I need to remove it. Microsoft have done a lot of work to make this easy, and it works. Its as easy as uninstalling from the control panel. I have had may previous versions of Visual Studio 2010 on this same computer with no need to rebuild to remove all the bits. Figure: Run the uninstall from the control panel to remove Visual Studio 2010 RC Figure: The uninstall removes everything for you.  Figure: A green tick means the everything went OK. If you get a red cross, try installing the RTM anyway and it should warn you with what was not uninstalled properly and you can remove it manually.   Once you have VS2010 RC uninstalled installing should be a breeze. The install for 2010 is much faster than 2008. Which could take all day, and then some on slower computers. This takes around 20 minutes even on my small laptop. I always do a full install as although I have to do c# I sometimes get to use a proper programming language VB.NET. Seriously, there is nothing worse than trying to open a project and the other developer has used something you don't have. Its not their fault. Its yours! Save yourself the angst and install Fully, its only 5.9GB. Figure: I always select all of the options.   Now go forth and develop! Preferably in VB.NET…   Technorati Tags: Visual Studio,VS2010,VS 2010

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  • Do you know the minimum builds to create on any branch?

    - by Martin Hinshelwood
    You should always have three builds on your team project. These should be setup and tested using an empty solution before you write any code at all. Figure: Three builds named in the format [TeamProject].[AreaPath]_[Branch].[Gate|CI|Nightly] for every branch.   These builds should use the same XAML build workflow; however you may set them up to run a different set of tests depending on the time it takes to run a full build. Gate – Only needs to run the smallest set of tests, but should run most if not all of the Unit Test. This is run before developers are allowed to check-in CI – This should run all Unit Tests and all of the automated UI tests. It is run after a developer check-in. Nightly – The Nightly build should run all of the Unit Tests, all of the Automated UI tests and all of the Load and Performance tests. The nightly build is time consuming and will run but once a night. Packaging of your Product for testing the next day may be done at this stage as well. Figure: You can control what tests are run and what data is collected while they are running. Note: We do not run all the tests every time because of the time consuming nature of running some tests, but ALL tests should be run overnight. Note: If you had a really large project with thousands of tests including long running Load tests you may need to add a Weekly build to the mix.     Figure: Bad example, you can’t tell what these builds do if they are in a larger list   Figure: Good example, you know exactly what project, branch and type of build these are for.   Technorati Tags: SSW,SSW Rules,VS2010,VS ALM,Team Build 2010,Team Build

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  • Finding the problem on a partially succeeded build

    - by Martin Hinshelwood
    Now that I have the Build failing because of a genuine bug and not just because of a test framework failure, lets see if we can trace through to finding why the first test in our new application failed. Lets look at the build and see if we can see why there is a red cross on it. First, lets open that build list. On Team Explorer Expand your Team Project Collection | Team Project and then Builds. Double click the offending build. Figure: Opening the Build list is a key way to see what the current state of your software is.   Figure: A test is failing, but we can now view the Test Results to find the problem      Figure: You can quite clearly see that the test has failed with “The device is not ready”. To me the “The Device is not ready” smacks of a System.IO exception, but it passed on my local computer, so why not on the build server? Its a FaultException so it is most likely coming from the Service and not the client, so lets take a look at the client method that the test is calling: bool IProfileService.SaveDefaultProjectFile(string strComputerName) { ProjectFile file = new ProjectFile() { ProjectFileName = strComputerName + "_" + System.DateTime.Now.ToString("yyyyMMddhhmmsss") + ".xml", ConnectionString = "persist security info=False; pooling=False; data source=(local); application name=SSW.SQLDeploy.vshost.exe; integrated security=SSPI; initial catalog=SSWSQLDeployNorthwindSample", DateCreated = System.DateTime.Now, DateUpdated = System.DateTime.Now, FolderPath = @"C:\Program Files\SSW SQL Deploy\SampleData\", IsComplete=false, Version = "1.3", NewDatabase = true, TimeOut = 5, TurnOnMSDE = false, Mode="AutomaticMode" }; string strFolderPath = "D:\\"; //LocalSettings.ProjectFileBasePath; string strFileName = strFolderPath + file.ProjectFileName; try { using (FileStream fs = new FileStream(strFileName, FileMode.Create)) { DataContractSerializer serializer = new DataContractSerializer(typeof(ProjectFile)); using (XmlDictionaryWriter writer = XmlDictionaryWriter.CreateTextWriter(fs)) { serializer.WriteObject(writer, file); } } } catch (Exception ex) { //TODO: Log the exception throw ex; return false; } return true; } Figure: You can see on lines 9 and 18 that there are calls being made to specific folders and disks. What is wrong with this code? What assumptions mistakes could the developer have made to make this look OK: That every install would be to “C:\Program Files\SSW SQL Deploy” That every computer would have a “D:\\” That checking in code at 6pm because the had to go home was a good idea. lets solve each of these problems: We are in a web service… lets store data within the web root. So we can call “Server.MapPath(“~/App_Data/SSW SQL Deploy\SampleData”) instead. Never reference an explicit path. If you need some storage for your application use IsolatedStorage. Shelve your code instead. What else could have been done? Code review before check-in – The developer should have shelved their code and asked another dev to look at it. Use Defensive programming – Make sure that any code that has the possibility of failing has checks. Any more options? Let me know and I will add them. What do we do? The correct things to do is to add a Bug to the backlog, but as this is probably going to be fixed in sprint, I will add it directly to the sprint backlog. Right click on the failing test Select “Create Work Item | Bug” Figure: Create an associated bug to add to the backlog. Set the values for the Bug making sure that it goes into the right sprint and Area. Make your steps to reproduce as explicit as possible, but “See test” is valid under these circumstances.   Figure: Add it to the correct Area and set the Iteration to the Area name or the Sprint if you think it will be fixed in Sprint and make sure you bring it up at the next Scrum Meeting. Note: make sure you leave the “Assigned To” field blank as in Scrum team members sign up for work, you do not give it to them. The developer who broke the test will most likely either sign up for the bug, or say that they are stuck and need help. Note: Visual Studio has taken care of associating the failing test with the Bug. Save… Technorati Tags: WCF,MSTest,MSBuild,Team Build 2010,Team Test 2010,Team Build,Team Test

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  • How display path ball will bounce?

    - by boolean
    I'm trying to figure out a way to show the path a ball will travel, so that the player can line up a shot before they fire the ball. I can't think of a way to calculate this path in advance and show it to the player, especially if it involves collision detection. At first I thought I would run the game at a super high speed for one update, plot the path with some dotted lines where the ball bounced, and then in the next frame hide the 'tracer' ball. This seems to have two issues - Calculating collision detection without actually updating the frames and collision detection getting less reliable at high speeds. If they were straight lines I think I could figure this out in a while loop, but trying to take into account the speed of the ball, the curve of the path, the reflecting from other objects..it all seems a bit much. I'm not looking for any code and this isn't a platform specific question, more just help trying to figure out conceptually how this would work. Can this be done? Are there techniques to achieve this?

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  • Figuring our complex REST queries for SharePoint

    - by Sahil Malik
    SharePoint 2010 Training: more information A little while ago, I showed the REST query for a relatively complex query. Some readers have emailed me about how to figure out further queries, and especially for complex insert/delete/update scenarios. Well it is quite easy to figure out almost any query for SharePoint REST API. Okay, this is not just about SharePoint – you can apply what you read here for any REST API interface supported by Microsoft, like WCF data services. But, sometimes when you have many columns, or complex update operations, or are working with weird providers, it is tough to figure out the specific HTTP request you need to craft, error free, using REST. Well fear not, there is hope. As an example, what I did is, I created a SharePoint site at http://sp2010.winsmarts.internal/sampledata with 3 lists in it - 1. Artists (with one Column, Title) Read full article ....

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  • Are there any resources for motion-planning puzzle design?

    - by Salano Software
    Some background: I'm poking at a set of puzzles along the lines of Rush Hour/Sokoban/etc; for want of a better description, call them 'motion planning' puzzles - the player has to figure out the correct sequence of moves to achieve a particular configuration. (It's the sort of puzzle that's generically PSPACE-complete if that actually helps anyone's mental image). While I have a few straightforward 'building blocks' that I can use for puzzle crafting and I have a few basic examples put together, I'm trying to figure out how to avoid too much sameness over a large swath of these kinds of puzzles, and I'm also trying to figure out how to make puzzles that have more of a feel of logical solution than trial-and-error. Does anyone know of good resources out there for designing instances of this sort of puzzle once the core puzzle rules are in place? Most of what I've found on puzzle design only covers creating the puzzle rules, not building interesting puzzles out of a set of rules.

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  • Enterprise Process Maps: A Process Picture worth a Million Words

    - by raul.goycoolea
    p { margin-bottom: 0.08in; }h1 { margin-top: 0.33in; margin-bottom: 0in; color: rgb(54, 95, 145); page-break-inside: avoid; }h1.western { font-family: "Cambria",serif; font-size: 14pt; }h1.cjk { font-family: "DejaVu Sans"; font-size: 14pt; }h1.ctl { font-size: 14pt; } Getting Started with Business Transformations A well-known proverb states that "A picture is worth a thousand words." In relation to Business Process Management (BPM), a credible analyst might have a few questions. What if the picture was taken from some particular angle, like directly overhead? What if it was taken from only an inch away or a mile away? What if the photographer did not focus the camera correctly? Does the value of the picture depend on who is looking at it? Enterprise Process Maps are analogous in this sense of relative value. Every BPM project (holistic BPM kick-off, enterprise system implementation, Service-oriented Architecture, business process transformation, corporate performance management, etc.) should be begin with a clear understanding of the business environment, from the biggest picture representations down to the lowest level required or desired for the particular project type, scope and objectives. The Enterprise Process Map serves as an entry point for the process architecture and is defined: the single highest level of process mapping for an organization. It is constructed and evaluated during the Strategy Phase of the Business Process Management Lifecycle. (see Figure 1) Fig. 1: Business Process Management Lifecycle Many organizations view such maps as visual abstractions, constructed for the single purpose of process categorization. This, in turn, results in a lesser focus on the inherent intricacies of the Enterprise Process view, which are explored in the course of this paper. With the main focus of a large scale process documentation effort usually underlying an ERP or other system implementation, it is common for the work to be driven by the desire to "get to the details," and to the type of modeling that will derive near-term tangible results. For instance, a project in American Pharmaceutical Company X is driven by the Director of IT. With 120+ systems in place, and a lack of standardized processes across the United States, he and the VP of IT have decided to embark on a long-term ERP implementation. At the forethought of both are questions, such as: How does my application architecture map to the business? What are each application's functionalities, and where do the business processes utilize them? Where can we retire legacy systems? Well-developed BPM methodologies prescribe numerous model types to capture such information and allow for thorough analysis in these areas. Process to application maps, Event Driven Process Chains, etc. provide this level of detail and facilitate the completion of such project-specific questions. These models and such analysis are appropriately carried out at a relatively low level of process detail. (see figure 2) Fig. 2: The Level Concept, Generic Process HierarchySome of the questions remaining are ones of documentation longevity, the continuation of BPM practice in the organization, process governance and ownership, process transparency and clarity in business process objectives and strategy. The Level Concept in Brief Figure 2 shows a generic, four-level process hierarchy depicting the breakdown of a "Process Area" into progressively more detailed process classifications. The number of levels and the names of these levels are flexible, and can be fit to the standards of the organization's chosen terminology or any other chosen reference model that makes logical sense for both short and long term process description. It is at Level 1 (in this case the Process Area level), that the Enterprise Process Map is created. This map and its contained objects become the foundation for a top-down approach to subsequent mapping, object relationship development, and analysis of the organization's processes and its supporting infrastructure. Additionally, this picture serves as a communication device, at an executive level, describing the design of the business in its service to a customer. It seems, then, imperative that the process development effort, and this map, start off on the right foot. Figuring out just what that right foot is, however, is critical and trend-setting in an evolving organization. Key Considerations Enterprise Process Maps are usually not as living and breathing as other process maps. Just as it would be an extremely difficult task to change the foundation of the Sears Tower or a city plan for the entire city of Chicago, the Enterprise Process view of an organization usually remains unchanged once developed (unless, of course, an organization is at a stage where it is capable of true, high-level process innovation). Regardless, the Enterprise Process map is a key first step, and one that must be taken in a precise way. What makes this groundwork solid depends on not only the materials used to construct it (process areas), but also the layout plan and knowledge base of what will be built (the entire process architecture). It seems reasonable that care and consideration are required to create this critical high level map... but what are the important factors? Does the process modeler need to worry about how many process areas there are? About who is looking at it? Should he only use the color pink because it's his boss' favorite color? Interestingly, and perhaps surprisingly, these are all valid considerations that may just require a bit of structure. Below are Three Key Factors to consider when building an Enterprise Process Map: Company Strategic Focus Process Categorization: Customer is Core End-to-end versus Functional Processes Company Strategic Focus As mentioned above, the Enterprise Process Map is created during the Strategy Phase of the Business Process Management Lifecycle. From Oracle Business Process Management methodology for business transformation, it is apparent that business processes exist for the purpose of achieving the strategic objectives of an organization. In a prescribed, top-down approach to process development, it must be ensured that each process fulfills its objectives, and in an aggregated manner, drives fulfillment of the strategic objectives of the company, whether for particular business segments or in a broader sense. This is a crucial point, as the strategic messages of the company must therefore resound in its process maps, in particular one that spans the processes of the complete business: the Enterprise Process Map. One simple example from Company X is shown below (see figure 3). Fig. 3: Company X Enterprise Process Map In reviewing Company X's Enterprise Process Map, one can immediately begin to understand the general strategic mindset of the organization. It shows that Company X is focused on its customers, defining 10 of its process areas belonging to customer-focused categories. Additionally, the organization views these end-customer-oriented process areas as part of customer-fulfilling value chains, while support process areas do not provide as much contiguous value. However, by including both support and strategic process categorizations, it becomes apparent that all processes are considered vital to the success of the customer-oriented focus processes. Below is an example from Company Y (see figure 4). Fig. 4: Company Y Enterprise Process Map Company Y, although also a customer-oriented company, sends a differently focused message with its depiction of the Enterprise Process Map. Along the top of the map is the company's product tree, overarching the process areas, which when executed deliver the products themselves. This indicates one strategic objective of excellence in product quality. Additionally, the view represents a less linear value chain, with strong overlaps of the various process areas. Marketing and quality management are seen as a key support processes, as they span the process lifecycle. Often, companies may incorporate graphics, logos and symbols representing customers and suppliers, and other objects to truly send the strategic message to the business. Other times, Enterprise Process Maps may show high level of responsibility to organizational units, or the application types that support the process areas. It is possible that hundreds of formats and focuses can be applied to an Enterprise Process Map. What is of vital importance, however, is which formats and focuses are chosen to truly represent the direction of the company, and serve as a driver for focusing the business on the strategic objectives set forth in that right. Process Categorization: Customer is Core In the previous two examples, processes were grouped using differing categories and techniques. Company X showed one support and three customer process categorizations using encompassing chevron objects; Customer Y achieved a less distinct categorization using a gradual color scheme. Either way, and in general, modeling of the process areas becomes even more valuable and easily understood within the context of business categorization, be it strategic or otherwise. But how one categorizes their processes is typically more complex than simply choosing object shapes and colors. Previously, it was stated that the ideal is a prescribed top-down approach to developing processes, to make certain linkages all the way back up to corporate strategy. But what about external influences? What forces push and pull corporate strategy? Industry maturity, product lifecycle, market profitability, competition, etc. can all drive the critical success factors of a particular business segment, or the company as a whole, in addition to previous corporate strategy. This may seem to be turning into a discussion of theory, but that is far from the case. In fact, in years of recent study and evolution of the way businesses operate, cross-industry and across the globe, one invariable has surfaced with such strength to make it undeniable in the game plan of any strategy fit for survival. That constant is the customer. Many of a company's critical success factors, in any business segment, relate to the customer: customer retention, satisfaction, loyalty, etc. Businesses serve customers, and so do a business's processes, mapped or unmapped. The most effective way to categorize processes is in a manner that visualizes convergence to what is core for a company. It is the value chain, beginning with the customer in mind, and ending with the fulfillment of that customer, that becomes the core or the centerpiece of the Enterprise Process Map. (See figure 5) Fig. 5: Company Z Enterprise Process Map Company Z has what may be viewed as several different perspectives or "cuts" baked into their Enterprise Process Map. It has divided its processes into three main categories (top, middle, and bottom) of Management Processes, the Core Value Chain and Supporting Processes. The Core category begins with Corporate Marketing (which contains the activities of beginning to engage customers) and ends with Customer Service Management. Within the value chain, this company has divided into the focus areas of their two primary business lines, Foods and Beverages. Does this mean that areas, such as Strategy, Information Management or Project Management are not as important as those in the Core category? No! In some cases, though, depending on the organization's understanding of high-level BPM concepts, use of category names, such as "Core," "Management" or "Support," can be a touchy subject. What is important to understand, is that no matter the nomenclature chosen, the Core processes are those that drive directly to customer value, Support processes are those which make the Core processes possible to execute, and Management Processes are those which steer and influence the Core. Some common terms for these three basic categorizations are Core, Customer Fulfillment, Customer Relationship Management, Governing, Controlling, Enabling, Support, etc. End-to-end versus Functional Processes Every high and low level of process: function, task, activity, process/work step (whatever an organization calls it), should add value to the flow of business in an organization. Suppose that within the process "Deliver package," there is a documented task titled "Stop for ice cream." It doesn't take a process expert to deduce the room for improvement. Though stopping for ice cream may create gain for the one person performing it, it likely benefits neither the organization nor, more importantly, the customer. In most cases, "Stop for ice cream" wouldn't make it past the first pass of To-Be process development. What would make the cut, however, would be a flow of tasks that, each having their own value add, build up to greater and greater levels of process objective. In this case, those tasks would combine to achieve a status of "package delivered." Figure 3 shows a simple example: Just as the package can only be delivered (outcome of the process) without first being retrieved, loaded, and the travel destination reached (outcomes of the process steps), some higher level of process "Play Practical Joke" (e.g., main process or process area) cannot be completed until a package is delivered. It seems that isolated or functionally separated processes, such as "Deliver Package" (shown in Figure 6), are necessary, but are always part of a bigger value chain. Each of these individual processes must be analyzed within the context of that value chain in order to ensure successful end-to-end process performance. For example, this company's "Create Joke Package" process could be operating flawlessly and efficiently, but if a joke is never developed, it cannot be created, so the end-to-end process breaks. Fig. 6: End to End Process Construction That being recognized, it is clear that processes must be viewed as end-to-end, customer-to-customer, and in the context of company strategy. But as can also be seen from the previous example, these vital end-to-end processes cannot be built without the functionally oriented building blocks. Without one, the other cannot be had, or at least not in a complete and organized fashion. As it turns out, but not discussed in depth here, the process modeling effort, BPM organizational development, and comprehensive coverage cannot be fully realized without a semi-functional, process-oriented approach. Then, an Enterprise Process Map should be concerned with both views, the building blocks, and access points to the business-critical end-to-end processes, which they construct. Without the functional building blocks, all streams of work needed for any business transformation would be lost mess of process disorganization. End-to-end views are essential for utilization in optimization in context, understanding customer impacts, base-lining all project phases and aligning objectives. Including both views on an Enterprise Process Map allows management to understand the functional orientation of the company's processes, while still providing access to end-to-end processes, which are most valuable to them. (See figures 7 and 8). Fig. 7: Simplified Enterprise Process Map with end-to-end Access Point The above examples show two unique ways to achieve a successful Enterprise Process Map. The first example is a simple map that shows a high level set of process areas and a separate section with the end-to-end processes of concern for the organization. This particular map is filtered to show just one vital end-to-end process for a project-specific focus. Fig. 8: Detailed Enterprise Process Map showing connected Functional Processes The second example shows a more complex arrangement and categorization of functional processes (the names of each process area has been removed). The end-to-end perspective is achieved at this level through the connections (interfaces at lower levels) between these functional process areas. An important point to note is that the organization of these two views of the Enterprise Process Map is dependent, in large part, on the orientation of its audience, and the complexity of the landscape at the highest level. If both are not apparent, the Enterprise Process Map is missing an opportunity to serve as a holistic, high-level view. Conclusion In the world of BPM, and specifically regarding Enterprise Process Maps, a picture can be worth as many words as the thought and effort that is put into it. Enterprise Process Maps alone cannot change an organization, but they serve more purposes than initially meet the eye, and therefore must be designed in a way that enables a BPM mindset, business process understanding and business transformation efforts. Every Enterprise Process Map will and should be different when looking across organizations. Its design will be driven by company strategy, a level of customer focus, and functional versus end-to-end orientations. This high-level description of the considerations of the Enterprise Process Maps is not a prescriptive "how to" guide. However, a company attempting to create one may not have the practical BPM experience to truly explore its options or impacts to the coming work of business process transformation. The biggest takeaway is that process modeling, at all levels, is a science and an art, and art is open to interpretation. It is critical that the modeler of the highest level of process mapping be a cognoscente of the message he is delivering and the factors at hand. Without sufficient focus on the design of the Enterprise Process Map, an entire BPM effort may suffer. For additional information please check: Oracle Business Process Management.

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  • Countdown of Top 10 Reasons to Never Ever Use a Pie Chart

    - by Tony Wolfram
      Pie charts are evil. They represent much of what is wrong with the poor design of many websites and software applications. They're also innefective, misleading, and innacurate. Using a pie chart as your graph of choice to visually display important statistics and information demonstrates either a lack of knowledge, laziness, or poor design skills. Figure 1: A floating, tilted, 3D pie chart with shadow trying (poorly)to show usage statistics within a graphics application.   Of course, pie charts in and of themselves are not evil. This blog is really about designers making poor decisions for all the wrong reasons. In order for a pie chart to appear on a web page, somebody chose it over the other alternatives, and probably thought they were doing the right thing. They weren't. Using a pie chart is almost always a bad design decision. Figure 2: Pie Chart from an Oracle Reports User Guide   A pie chart does not do the job of effectively displaying information in an elegant visual form.  Being circular, they use up too much space while not allowing their labels to line up. Bar charts, line charts, and tables do a much better job. Expert designers, statisticians, and business analysts have documented their many failings, and strongly urge software and report designers not to use them. It's obvious to them that the pie chart has too many inherent defects to ever be used effectively. Figure 3: Demonstration of how comparing data between multiple pie charts is difficult.   Yet pie charts are still used frequently in today's software applications, financial reports, and websites, often on the opening page as a symbol of how the data inside is represented. In an attempt to get a flashy colorful graphic to break up boring text, designers will often settle for a pie chart that looks like pac man, a colored spinning wheel, or a 3D floating alien space ship.     Figure 4: Best use of a pie chart I've found yet.   Why is the pie chart so popular? Through its constant use and iconic representation as the classic chart, the idea persists that it must be a good choice, since everyone else is still using it. Like a virus or an urban legend, no amount of vaccine or debunking will slow down the use of pie charts, which seem to be resistant to logic and common sense. Even the new iPad from Apple showcases the pie chart as one of its options.     Figure 5: Screen shot of new iPad showcasing pie charts. Regardless of the futility in trying to rid the planet of this often used poor design choice, I now present to you my top 10 reasons why you should never, ever user a pie chart again.    Number 10 - Pie Charts Just Don't Work When Comparing Data Number 9 - You Have A Better Option: The Sorted Horizontal Bar Chart Number 8 - The Pie Chart is Always Round Number 7 - Some Genius Will Make It 3D Number 6 - Legends and Labels are Hard to Align and Read Number 5 - Nobody Has Ever Made a Critical Decision Using a Pie Chart Number 4 - It Doesn't Scale Well to More Than 2 Items Number 3 - A Pie Chart Causes Distortions and Errors Number 2 - Everyone Else Uses Them: Debunking the "Urban Legend" of Pie Charts Number 1 - Pie Charts Make You Look Stupid and Lazy  

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