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  • The Role of High Availability Computing on Business Continuity -- Part 1 of 2

    For organizations that can't afford, sustain or justify downtime -- developing, implementing and testing a high-availability computing strategy is essential. Unplanned downtime affects company reputation, stock price and competitive strategy. It can even delay IT innovation projects necessary for delivering new services to customers. LLearn how Oracle's approach to high availability computing is fundamentally different from the traditional model. Hear Oracle Thought Leader Balaji Bashyam (Vice President, Global Database Support) discuss high availability strategy, best practices, and the effects of availability on business, in a question and answer interview format. This podcast is presented in two parts and is intended for an audience of decision makers and influencers. Part 1 of 2

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  • "A good programmer can be as 10+ times more productive as a mediocre one"

    - by m3th0dman
    I had read an interview with a great programmer (it is not in English) and in it he said that "a great programmer can be as 100 times as good as a mediocre one" giving reason for why good programmers are very well paid and why programming companies give many facilities for their employees. The idea was that there is a very large demand for good programmers, because of the above reason and that's why companies pay very much to bring them. Do you agree with this statement? Do you know any objective facts that could support it? Edit: The question has nothing to do with experience; if you talk about one great programmer with 1 year experience then s/he should be 10 times more productive than a mediocre programmer with 1 year experience. I agree that from certain experience years onwards, things start to dissipate but that's not the purpose of the question.

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  • Design a Distributed System

    - by Bonton255
    I am preparing for an interview on Distributed Systems. I have gone through a lot of text and understand the basics of the area. However, I need some examples of discussions on designing a distributed system given a scenario. For example, if I were to design a distributed system to calculate if a number N is primary or not, what will the be design of the system, what will be the impact of network latency, CPU performance, node failure, addition of nodes, time synchronization etc. If you guys could present your in-depth thoughts on this example, or point me to some similar discussion, that would be really helpful.

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  • Au tour d'Opera de s'en prendre au Flash en l'accusant d'être une technologie fermée et trop gourman

    Mise à jour du 07/05/10 Au tour d'Opera de s'en prendre au Flash En l'accusant d'être une technologie fermée et trop gourmande en ressources C'est un peu comme si Steve Jobs avait enfilé un masque de norvégien pour répondre à une interview. Pour Phillip Grønvold, analyste chez l'éditeur du navigateur Opera, Flash est une technologie fermée. Flash consomme trop de ressources. Flash c'est le passé et le présent du Web. Pas son futur (contrairement au HTML 5). « Aujourd'hui, les contenus webs sont dépendants du Flash. [?] Nous essayons de procurer la meilleure expérience du Net à nos utilisateurs, donc on a besoin du Flash [?] ...

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  • Looking for "New" Java Developers for Java Magazine!

    - by oracletechnet
    Want to be "almost famous"? For the March/April 2012 issue of Java Magazine, we need interview candidates for a cover story tentatively entitled "The New Java Developers". For each candidate selected, we will publish a short bio/profile and photo. What's the catch? You must be between 18 and 25 years of age and, naturally, passionate about Java technology! Here are some other prerequisites: - Willingness to be interviewed and photographed for worldwide publication- English-language proficiency- Students or professionals are OK Extra points for: - Women. We want to bring more women into IT!- Residents of countries with fast-growing developer populations If you are a candidate or know of a candidate, please drop an email with your CV to javamag_us AT oracle.com. This could be your big break in the biz!

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  • Latest EMEA Partner Success Stories (21st November)

    - by swalker
    Be Recognised Through Partner Success Stories You can showcase your capabilities in Oracle products and industries through partner success stories that are published on Oracle.com, and benefit from the traffic on our portal. To participate, you are required to complete a form and inform us of a successfully implemented project. If your story is selected, we will contact you for an interview. Click here to access the form and submit your success story. The latest customer success snapshots with partners being uploaded on to Oracle.com are: Robur S.p.A. Telenor LinkPlus A.S. Urals Power Engineering Company Bochemie Group Mediaset S.p.A Landbrokes Coeclerici S.p.A. IDS GmbH -Analysis and Reporting Services Teatre Nacional de Catalunya LinkPlus A.S. Scottish Water LH Dienstbekleidungs GmbH Champion Europe SpA  Metropolitan Housing Partnership McKesson Robur Learn more about our partner and customer successes by browsing the many EMEA Success Stories across all industries here.

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  • Caption Competition 4: Fist Full of Captions

    - by Simple-Talk Editorial Team
    Once again we ask: What’s going on here? The best caption wins a $50 Amazon voucher. Computer-y answers for preference, but don’t let a lack of electronics stop you from dazzling us with your bon mots. Some examples to set you on your merry way: “You know what it’s like. Someone turns up to an interview in a long coat, they seem fine, but when they start the job it turns out it was a bunch of penguins.” “When I said we needed cold callers, this wasn’t really what I meant.” “Linux developers seek inspiration for new Logo” “Residents of Antarctica hold press conference to protest about Global Warming.”  You can do better. Make us laugh, win fabulous prizes. Answers in the comments, please.

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  • Samsung envisage de commercialiser sa première tablette Windows 8 la seconde moitié de 2012

    Samsung envisage de commercialiser sa première tablette Windows 8 la seconde moitié de 2012 Samsung rejoint la liste des constructeurs qui envisagent de commercialiser des dispositifs sous le système d'exploitation Windows 8. Le responsable des ventes et marketings du constructeur a déclaré lors d'une interview à Séoul que la firme va lancer sa première tablette tactile sous Windows 8 la seconde moitié de 2012. Samsung s'est réservé de faire tout commentaire sur la probable date de disponibilité du dispositif qui sera basé sur la gamme Series 7 du constructeur, qui fonctionne actuellement sous Windows 7. La société proposera par ailleurs une mise à jour de Windows 8 pour le...

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  • Premultiplying matrices with Perspective destroys them

    - by Shadows In Rain
    If I apply world_to_camera, perspective and camera_to_screen to my mesh, everything is okay. But if I premultiply given matrices (i.e. transform = world_to_camera * perpective * camera_to_screen) before applying, then it seems like only perspective has effect. If it is important... My 3d framework was written from scratch (test project for job interview). But it works flawlessly, or at least I think so. So, question. This is expected behaviour, or my implementation is wrong?

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  • "A good programmer can be as 10+ times more productive than a mediocre one"

    - by m3th0dman
    I had read an interview with a great programmer (it is not in English) and in it he said that "a great programmer can be as 100 times as good as a mediocre one" giving reason for why good programmers are very well paid and why programming companies give many facilities for their employees. The idea was that there is a very large demand for good programmers, because of the above reason and that's why companies pay very much to bring them. Do you agree with this statement? Do you know any objective facts that could support it? Edit: The question has nothing to do with experience; if you talk about one great programmer with 1 year experience then s/he should be 10 times more productive than a mediocre programmer with 1 year experience. I agree that from certain experience years onwards, things start to dissipate but that's not the purpose of the question.

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  • The Role of High Availability Computing on Business Continuity -- Part 2 of 2

    For organizations that can't afford, sustain or justify downtime -- developing, implementing and testing a high-availability computing strategy is essential. Unplanned downtime affects company reputation, stock price and competitive strategy. It can even delay IT innovation projects necessary for delivering new services to customers. Learn how Oracle's approach to high availability computing is fundamentally different from the traditional model. Hear Oracle Thought Leader Balaji Bashyam (Vice President, Global Database Support) discuss high availability strategy, best practices, and the effects of availability on business, in a question and answer interview format. This podcast is presented in two parts and is intended for an audience of decision makers and influencers.

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  • Driven2Distraction &ndash; New South African Developer Podcast

    - by MarkPearl
    For those out there that are interested… I am now one of the hosts of the Driven2Distraction podcast. Being a fan of podcasts like .Net Rocks and Hanselminutes for years now, I have always wanted to be involved in the recording of a podcast and now that time has finally come. What makes the Driven2Distraction podcast different from all the others out there is its uniquely South African flair. It’s focus is towards Software Development in the Southern Africa – and has a mix of “what happening locally” episodes as well as proper “interview style” episodes of local developers and visitors from overseas. If you are interested you can follow the show on twitter on @d2dpodcast or visit the site

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  • Try/Catch or test parameters

    - by Ondra Morský
    I was recently on a job interview and I was given a task to write simple method in C# to calculate when the trains meet. The code was simple mathematical equation. What I did was that I checked all the parameters on the beginning of the method to make sure, that the code will not fail. My question is: Is it better to check the parameters, or use try/catch? Here are my thoughts: Try/catch is shorter Try/catch will work always even if you forget about some condition Catch is slow in .NET Testing parameters is probably cleaner code (Exceptions should be exceptional) Testing parameters gives you more control over return values I would prefer testing parameters in methods longer than +/- 10 lines, but what do you think about using try/catch in simple methods just like this – i.e. return (a*b)/(c+d); There are many similar questions on stackexchnage, but I am interested in this particular scenario.

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  • Microsoft Office 2010 General Availability

    So, I was at TechEd 2010 talking a lot about Office 2010 solutions development last week and love was in the airmostly because I gave out hundreds of t-shirts with our www.iheartmacros.com URL on them. I would say to people coming to our kiosk, This shirt loves you and hand them a shirt. But, I digress. I did an interview for Channel 9 thats getting lots of view. In it I discuss whats new for solution building with Office 2010 and SharePoint 2010. I really like the way this video was produced. Check...Did you know that DotNetSlackers also publishes .net articles written by top known .net Authors? We already have over 80 articles in several categories including Silverlight. Take a look: here.

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  • Should i expect real world questions from interviewing agency ? [closed]

    - by KPO
    I started coding almost a year ago. By "coding" I mean HTML(5), CSS(3), and only few times I implemented some AJAX and JavaScript. I am interviewing for a position that expects me to know HTML, CSS, JS, JQuery, and AJAX. I feel confident in HTML5/CSS3 subject area and somewhat ok with javascript. Will agency expect from me to write some code during the interview? I do have a live website as an example which contains snapshots of past projects which were sent to them. I am little nervous, so any tips or recommendations are welcome.

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  • Distributed cache and improvement

    - by philipl
    Have this question from interview: Web Service function given x static HashMap map (singleton created) if (!map.containsKey(x)) { perform some function to retrieve result y map.put(x, y); } return y; The interviewer asked general question such as what is wrong with this distributed cache implementation. Then asked how to improve on it, due to distributed servers will have different cached key pairs in the map. There are simple mistakes to be pointed out about synchronization and key object, but what really startled me was that this guy thinks that moving to database implementation solves the problem that different servers will have different map content, i.e., the situation when value x is not on server A but on server B, therefore redundant data has to be retrieved in server A. Does his thinking make any sense? (As I understand this is the basic cons for distributed cache against database model, seems he does not understand it at all) What is the typical solution for the cache growth issue (weak reference?) and sync issue (do not know which server has the key already cached - use load balancing)? Thanks

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  • 1 year to learn as much as possile - How would you plan this time?

    - by user1189880
    I have been messing around with web development and programming in general for a couple of years now, working in web development agencies and the like. I have now decided that I want to move to more general programming and do this permanently and as a career and have set myself a goal of 1 year to learn as much as I can before I go out and find a 'proper' job as a programmer. Do any programmers out there have any opinions on how this time should be split and what the most important things to focus on will be over the year. The languages I will be focusing my learning on are: c, php, python and go - all of which i have varying degrees of familiarity with. The ultimate goal here is to gain as good as foundation as possible and to be of a good enough level to interview successfully for a decent company.

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  • Samsung envisage de commercialiser sa première tablette Windows 8 dès la seconde moitié de 2012

    Samsung envisage de commercialiser sa première tablette Windows 8 la seconde moitié de 2012 Samsung rejoint la liste des constructeurs qui envisagent de commercialiser des dispositifs sous le système d'exploitation Windows 8. Le responsable des ventes et marketings du constructeur a déclaré lors d'une interview à Séoul que la firme va lancer sa première tablette tactile sous Windows 8 la seconde moitié de 2012. Samsung s'est réservé de faire tout commentaire sur la probable date de disponibilité du dispositif qui sera basé sur la gamme Series 7 du constructeur, qui fonctionne actuellement sous Windows 7. La société proposera par ailleurs une mise à jour de Windows 8 pour le...

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  • How to get some experience in a new programming language? [closed]

    - by BeCool
    I have commercial experience in one programming language but I want to make a switch to another programming language (C#/.NET). I am in full-time employment so whenever I get free time I read relevant books or use online resources available. My questions are - How do I develop experience in the new language of interest (without leaving current job)? The best way I find to learn is to develop a project - How do you / Where can you find new test projects which you can refer to in the interview (these don't have to be real projects but perhaps I can take the code with me in a usb stick as proof). Do you have any tips/advice for me regarding best way to switch career? My lanugauge of choice is C# - so c# related answers will be appreciated.

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  • Deals Well With Ambiguity

    A while ago I was talking with my manager at the time about traits that we value in a Program Manager. He related an anecdote about an interview he gave where it became clear that the candidate did not deal well with ambiguity. This is an important trait for nearly every job, but especially for PMs as projects can often change on a dime and its important understand how to make progress amidst ambiguity and eventually drive towards resolving ambiguity. Lately, Ive been asking myself the question,...Did you know that DotNetSlackers also publishes .net articles written by top known .net Authors? We already have over 80 articles in several categories including Silverlight. Take a look: here.

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  • Where actually did they spend money? [on hold]

    - by WannabeProgrammer
    I am a total beginner in the field of game development. Every time I saw or read an interview session with any indie developer they mention about the amount of money they spend on developing a game. I want to know where exactly did they spend the money ? Just imagine that you are making a game for mobile devices from scratch , where and all will you be spending your money to make one ? Is it possible to make games for mobile devices without spending any ? If yes , then it makes more sense for a indie game developer who is talented but comes from a very weak financial background. Thank you.

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  • 3 threads printing numbers of different range

    - by user875036
    This question was asked in an Electronic Arts interview: There are 3 threads. The first thread prints the numbers 1 to 10. The second thread prints the numbers 11 to 20. The third thread prints the numbers from from 21 to 30. Now, all three threads are running. The numbers are printed in an irregular order like 1, 11, 2, 21, 12 etc. If I want numbers to be printed in sorted order like 1, 2, 3, 4..., what should I do with these threads?

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  • How does having assets saved on a secondary domain(s) reduce the load time of the website?

    - by AAA
    I went for an interview yesterday where I was asked this question: "How does having assets (images/videos) stored on a secondary domain (assets.example.com) reduce the load time of example.com?" To that I answered that by having the code "call" those assets from a secondary website it reduces the traffic that is coming to the main domain and therefore only applying bandwidth to the main domain vs having to also serve bandwidth to request assets. Is that correct? Also, If i am correct, would you say it makes sense to start new websites with this in mind or do you prefer having it done after large traffic rates are achieved?

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  • SQL Monitor’s data repository: Alerts

    - by Chris Lambrou
    In my previous post, I introduced the SQL Monitor data repository, and described how the monitored objects are stored in a hierarchy in the data schema, in a series of tables with a _Keys suffix. In this post I had planned to describe how the actual data for the monitored objects is stored in corresponding tables with _StableSamples and _UnstableSamples suffixes. However, I’m going to postpone that until my next post, as I’ve had a request from a SQL Monitor user to explain how alerts are stored. In the SQL Monitor data repository, alerts are stored in tables belonging to the alert schema, which contains the following five tables: alert.Alert alert.Alert_Cleared alert.Alert_Comment alert.Alert_Severity alert.Alert_Type In this post, I’m only going to cover the alert.Alert and alert.Alert_Type tables. I may cover the other three tables in a later post. The most important table in this schema is alert.Alert, as each row in this table corresponds to a single alert. So let’s have a look at it. SELECT TOP 100 AlertId, AlertType, TargetObject, [Read], SubType FROM alert.Alert ORDER BY AlertId DESC;  AlertIdAlertTypeTargetObjectReadSubType 165550397:Cluster,1,4:Name,s29:srp-mr03.testnet.red-gate.com,9:SqlServer,1,4:Name,s0:,10 265549387:Cluster,1,4:Name,s29:srp-mr03.testnet.red-gate.com,7:Machine,1,4:Name,s0:,10 365548187:Cluster,1,4:Name,s7:granger,9:SqlServer,1,4:Name,s0:,8:Database,1,4:Name,s15:FavouriteThings,00 465547157:Cluster,1,4:Name,s7:granger,9:SqlServer,1,4:Name,s0:,8:Database,1,4:Name,s15:FavouriteThings,00 565546147:Cluster,1,4:Name,s7:granger,9:SqlServer,1,4:Name,s0:,8:Database,1,4:Name,s15:FavouriteThings,00 665545187:Cluster,1,4:Name,s7:granger,9:SqlServer,1,4:Name,s0:,8:Database,1,4:Name,s14:SqlMonitorData,00 765544157:Cluster,1,4:Name,s7:granger,9:SqlServer,1,4:Name,s0:,8:Database,1,4:Name,s14:SqlMonitorData,00 865543147:Cluster,1,4:Name,s7:granger,9:SqlServer,1,4:Name,s0:,8:Database,1,4:Name,s14:SqlMonitorData,00 965542187:Cluster,1,4:Name,s7:granger,9:SqlServer,1,4:Name,s0:,8:Database,1,4:Name,s4:msdb,00 1065541147:Cluster,1,4:Name,s7:granger,9:SqlServer,1,4:Name,s0:,8:Database,1,4:Name,s4:msdb,00 11…     So what are we seeing here, then? Well, AlertId is an auto-incrementing identity column, so ORDER BY AlertId DESC ensures that we see the most recent alerts first. AlertType indicates the type of each alert, such as Job failed (6), Backup overdue (14) or Long-running query (12). The TargetObject column indicates which monitored object the alert is associated with. The Read column acts as a flag to indicate whether or not the alert has been read. And finally the SubType column is used in the case of a Custom metric (40) alert, to indicate which custom metric the alert pertains to. Okay, now lets look at some of those columns in more detail. The AlertType column is an easy one to start with, and it brings use nicely to the next table, data.Alert_Type. Let’s have a look at what’s in this table: SELECT AlertType, Event, Monitoring, Name, Description FROM alert.Alert_Type ORDER BY AlertType;  AlertTypeEventMonitoringNameDescription 1100Processor utilizationProcessor utilization (CPU) on a host machine stays above a threshold percentage for longer than a specified duration 2210SQL Server error log entryAn error is written to the SQL Server error log with a severity level above a specified value. 3310Cluster failoverThe active cluster node fails, causing the SQL Server instance to switch nodes. 4410DeadlockSQL deadlock occurs. 5500Processor under-utilizationProcessor utilization (CPU) on a host machine remains below a threshold percentage for longer than a specified duration 6610Job failedA job does not complete successfully (the job returns an error code). 7700Machine unreachableHost machine (Windows server) cannot be contacted on the network. 8800SQL Server instance unreachableThe SQL Server instance is not running or cannot be contacted on the network. 9900Disk spaceDisk space used on a logical disk drive is above a defined threshold for longer than a specified duration. 101000Physical memoryPhysical memory (RAM) used on the host machine stays above a threshold percentage for longer than a specified duration. 111100Blocked processSQL process is blocked for longer than a specified duration. 121200Long-running queryA SQL query runs for longer than a specified duration. 131400Backup overdueNo full backup exists, or the last full backup is older than a specified time. 141500Log backup overdueNo log backup exists, or the last log backup is older than a specified time. 151600Database unavailableDatabase changes from Online to any other state. 161700Page verificationTorn Page Detection or Page Checksum is not enabled for a database. 171800Integrity check overdueNo entry for an integrity check (DBCC DBINFO returns no date for dbi_dbccLastKnownGood field), or the last check is older than a specified time. 181900Fragmented indexesFragmentation level of one or more indexes is above a threshold percentage. 192400Job duration unusualThe duration of a SQL job duration deviates from its baseline duration by more than a threshold percentage. 202501Clock skewSystem clock time on the Base Monitor computer differs from the system clock time on a monitored SQL Server host machine by a specified number of seconds. 212700SQL Server Agent Service statusThe SQL Server Agent Service status matches the status specified. 222800SQL Server Reporting Service statusThe SQL Server Reporting Service status matches the status specified. 232900SQL Server Full Text Search Service statusThe SQL Server Full Text Search Service status matches the status specified. 243000SQL Server Analysis Service statusThe SQL Server Analysis Service status matches the status specified. 253100SQL Server Integration Service statusThe SQL Server Integration Service status matches the status specified. 263300SQL Server Browser Service statusThe SQL Server Browser Service status matches the status specified. 273400SQL Server VSS Writer Service statusThe SQL Server VSS Writer status matches the status specified. 283501Deadlock trace flag disabledThe monitored SQL Server’s trace flag cannot be enabled. 293600Monitoring stopped (host machine credentials)SQL Monitor cannot contact the host machine because authentication failed. 303700Monitoring stopped (SQL Server credentials)SQL Monitor cannot contact the SQL Server instance because authentication failed. 313800Monitoring error (host machine data collection)SQL Monitor cannot collect data from the host machine. 323900Monitoring error (SQL Server data collection)SQL Monitor cannot collect data from the SQL Server instance. 334000Custom metricThe custom metric value has passed an alert threshold. 344100Custom metric collection errorSQL Monitor cannot collect custom metric data from the target object. Basically, alert.Alert_Type is just a big reference table containing information about the 34 different alert types supported by SQL Monitor (note that the largest id is 41, not 34 – some alert types have been retired since SQL Monitor was first developed). The Name and Description columns are self evident, and I’m going to skip over the Event and Monitoring columns as they’re not very interesting. The AlertId column is the primary key, and is referenced by AlertId in the alert.Alert table. As such, we can rewrite our earlier query to join these two tables, in order to provide a more readable view of the alerts: SELECT TOP 100 AlertId, Name, TargetObject, [Read], SubType FROM alert.Alert a JOIN alert.Alert_Type at ON a.AlertType = at.AlertType ORDER BY AlertId DESC;  AlertIdNameTargetObjectReadSubType 165550Monitoring error (SQL Server data collection)7:Cluster,1,4:Name,s29:srp-mr03.testnet.red-gate.com,9:SqlServer,1,4:Name,s0:,00 265549Monitoring error (host machine data collection)7:Cluster,1,4:Name,s29:srp-mr03.testnet.red-gate.com,7:Machine,1,4:Name,s0:,00 365548Integrity check overdue7:Cluster,1,4:Name,s7:granger,9:SqlServer,1,4:Name,s0:,8:Database,1,4:Name,s15:FavouriteThings,00 465547Log backup overdue7:Cluster,1,4:Name,s7:granger,9:SqlServer,1,4:Name,s0:,8:Database,1,4:Name,s15:FavouriteThings,00 565546Backup overdue7:Cluster,1,4:Name,s7:granger,9:SqlServer,1,4:Name,s0:,8:Database,1,4:Name,s15:FavouriteThings,00 665545Integrity check overdue7:Cluster,1,4:Name,s7:granger,9:SqlServer,1,4:Name,s0:,8:Database,1,4:Name,s14:SqlMonitorData,00 765544Log backup overdue7:Cluster,1,4:Name,s7:granger,9:SqlServer,1,4:Name,s0:,8:Database,1,4:Name,s14:SqlMonitorData,00 865543Backup overdue7:Cluster,1,4:Name,s7:granger,9:SqlServer,1,4:Name,s0:,8:Database,1,4:Name,s14:SqlMonitorData,00 965542Integrity check overdue7:Cluster,1,4:Name,s7:granger,9:SqlServer,1,4:Name,s0:,8:Database,1,4:Name,s4:msdb,00 1065541Backup overdue7:Cluster,1,4:Name,s7:granger,9:SqlServer,1,4:Name,s0:,8:Database,1,4:Name,s4:msdb,00 Okay, the next column to discuss in the alert.Alert table is TargetObject. Oh boy, this one’s a bit tricky! The TargetObject of an alert is a serialized string representation of the position in the monitored object hierarchy of the object to which the alert pertains. The serialization format is somewhat convenient for parsing in the C# source code of SQL Monitor, and has some helpful characteristics, but it’s probably very awkward to manipulate in T-SQL. I could document the serialization format here, but it would be very dry reading, so perhaps it’s best to consider an example from the table above. Have a look at the alert with an AlertID of 65543. It’s a Backup overdue alert for the SqlMonitorData database running on the default instance of granger, my laptop. Each different alert type is associated with a specific type of monitored object in the object hierarchy (I described the hierarchy in my previous post). The Backup overdue alert is associated with databases, whose position in the object hierarchy is root → Cluster → SqlServer → Database. The TargetObject value identifies the target object by specifying the key properties at each level in the hierarchy, thus: Cluster: Name = "granger" SqlServer: Name = "" (an empty string, denoting the default instance) Database: Name = "SqlMonitorData" Well, look at the actual TargetObject value for this alert: "7:Cluster,1,4:Name,s7:granger,9:SqlServer,1,4:Name,s0:,8:Database,1,4:Name,s14:SqlMonitorData,". It is indeed composed of three parts, one for each level in the hierarchy: Cluster: "7:Cluster,1,4:Name,s7:granger," SqlServer: "9:SqlServer,1,4:Name,s0:," Database: "8:Database,1,4:Name,s14:SqlMonitorData," Each part is handled in exactly the same way, so let’s concentrate on the first part, "7:Cluster,1,4:Name,s7:granger,". It comprises the following: "7:Cluster," – This identifies the level in the hierarchy. "1," – This indicates how many different key properties there are to uniquely identify a cluster (we saw in my last post that each cluster is identified by a single property, its Name). "4:Name,s14:SqlMonitorData," – This represents the Name property, and its corresponding value, SqlMonitorData. It’s split up like this: "4:Name," – Indicates the name of the key property. "s" – Indicates the type of the key property, in this case, it’s a string. "14:SqlMonitorData," – Indicates the value of the property. At this point, you might be wondering about the format of some of these strings. Why is the string "Cluster" stored as "7:Cluster,"? Well an encoding scheme is used, which consists of the following: "7" – This is the length of the string "Cluster" ":" – This is a delimiter between the length of the string and the actual string’s contents. "Cluster" – This is the string itself. 7 characters. "," – This is a final terminating character that indicates the end of the encoded string. You can see that "4:Name,", "8:Database," and "14:SqlMonitorData," also conform to the same encoding scheme. In the example above, the "s" character is used to indicate that the value of the Name property is a string. If you explore the TargetObject property of alerts in your own SQL Monitor data repository, you might find other characters used for other non-string key property values. The different value types you might possibly encounter are as follows: "I" – Denotes a bigint value. For example, "I65432,". "g" – Denotes a GUID value. For example, "g32116732-63ae-4ab5-bd34-7dfdfb084c18,". "d" – Denotes a datetime value. For example, "d634815384796832438,". The value is stored as a bigint, rather than a native SQL datetime value. I’ll describe how datetime values are handled in the SQL Monitor data repostory in a future post. I suggest you have a look at the alerts in your own SQL Monitor data repository for further examples, so you can see how the TargetObject values are composed for each of the different types of alert. Let me give one further example, though, that represents a Custom metric alert, as this will help in describing the final column of interest in the alert.Alert table, SubType. Let me show you the alert I’m interested in: SELECT AlertId, a.AlertType, Name, TargetObject, [Read], SubType FROM alert.Alert a JOIN alert.Alert_Type at ON a.AlertType = at.AlertType WHERE AlertId = 65769;  AlertIdAlertTypeNameTargetObjectReadSubType 16576940Custom metric7:Cluster,1,4:Name,s7:granger,9:SqlServer,1,4:Name,s0:,8:Database,1,4:Name,s6:master,12:CustomMetric,1,8:MetricId,I2,02 An AlertType value of 40 corresponds to the Custom metric alert type. The Name taken from the alert.Alert_Type table is simply Custom metric, but this doesn’t tell us anything about the specific custom metric that this alert pertains to. That’s where the SubType value comes in. For custom metric alerts, this provides us with the Id of the specific custom alert definition that can be found in the settings.CustomAlertDefinitions table. I don’t really want to delve into custom alert definitions yet (maybe in a later post), but an extra join in the previous query shows us that this alert pertains to the CPU pressure (avg runnable task count) custom metric alert. SELECT AlertId, a.AlertType, at.Name, cad.Name AS CustomAlertName, TargetObject, [Read], SubType FROM alert.Alert a JOIN alert.Alert_Type at ON a.AlertType = at.AlertType JOIN settings.CustomAlertDefinitions cad ON a.SubType = cad.Id WHERE AlertId = 65769;  AlertIdAlertTypeNameCustomAlertNameTargetObjectReadSubType 16576940Custom metricCPU pressure (avg runnable task count)7:Cluster,1,4:Name,s7:granger,9:SqlServer,1,4:Name,s0:,8:Database,1,4:Name,s6:master,12:CustomMetric,1,8:MetricId,I2,02 The TargetObject value in this case breaks down like this: "7:Cluster,1,4:Name,s7:granger," – Cluster named "granger". "9:SqlServer,1,4:Name,s0:," – SqlServer named "" (the default instance). "8:Database,1,4:Name,s6:master," – Database named "master". "12:CustomMetric,1,8:MetricId,I2," – Custom metric with an Id of 2. Note that the hierarchy for a custom metric is slightly different compared to the earlier Backup overdue alert. It’s root → Cluster → SqlServer → Database → CustomMetric. Also notice that, unlike Cluster, SqlServer and Database, the key property for CustomMetric is called MetricId (not Name), and the value is a bigint (not a string). Finally, delving into the custom metric tables is beyond the scope of this post, but for the sake of avoiding any future confusion, I’d like to point out that whilst the SubType references a custom alert definition, the MetricID value embedded in the TargetObject value references a custom metric definition. Although in this case both the custom metric definition and custom alert definition share the same Id value of 2, this is not generally the case. Okay, that’s enough for now, not least because as I’m typing this, it’s almost 2am, I have to go to work tomorrow, and my alarm is set for 6am – eek! In my next post, I’ll either cover the remaining three tables in the alert schema, or I’ll delve into the way SQL Monitor stores its monitoring data, as I’d originally planned to cover in this post.

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  • Is Social Media The Vital Skill You Aren’t Tracking?

    - by HCM-Oracle
    By Mark Bennett - Originally featured in Talent Management Excellence The ever-increasing presence of the workforce on social media presents opportunities as well as risks for organizations. While on the one hand, we read about social media embarrassments happening to organizations, on the other we see that social media activities by workers and candidates can enhance a company’s brand and provide insight into what individuals are, or can become, influencers in the social media sphere. HR can play a key role in helping organizations make the most value out of the activities and presence of workers and candidates, while at the same time also helping to manage the risks that come with the permanence and viral nature of social media. What is Missing from Understanding Our Workforce? “If only HP knew what HP knows, we would be three-times more productive.”  Lew Platt, Former Chairman, President, CEO, Hewlett-Packard  What Lew Platt recognized was that organizations only have a partial understanding of what their workforce is capable of. This lack of understanding impacts the company in several negative ways: 1. A particular skill that the company needs to access in one part of the organization might exist somewhere else, but there is no record that the skill exists, so the need is unfulfilled. 2. As market conditions change rapidly, the company needs to know strategic options, but some options are missed entirely because the company doesn’t know that sufficient capability already exists to enable those options. 3. Employees may miss out on opportunities to demonstrate how their hidden skills could create new value to the company. Why don’t companies have that more complete picture of their workforce capabilities – that is, not know what they know? One very good explanation is that companies put most of their efforts into rating their workforce according to the jobs and roles they are filling today. This is the essence of two important talent management processes: recruiting and performance appraisals.  In recruiting, a set of requirements is put together for a job, either explicitly or indirectly through a job description. During the recruiting process, much of the attention is paid towards whether the candidate has the qualifications, the skills, the experience and the cultural fit to be successful in the role. This makes a lot of sense.  In the performance appraisal process, an employee is measured on how well they performed the functions of their role and in an effort to help the employee do even better next time, they are also measured on proficiency in the competencies that are deemed to be key in doing that job. Again, the logic is impeccable.  But in both these cases, two adages come to mind: 1. What gets measured is what gets managed. 2. You only see what you are looking for. In other words, the fact that the current roles the workforce are performing are the basis for measuring which capabilities the workforce has, makes them the only capabilities to be measured. What was initially meant to be a positive, i.e. identify what is needed to perform well and measure it, in order that it can be managed, comes with the unintended negative consequence of overshadowing the other capabilities the workforce has. This also comes with an employee engagement price, for the measurements and management of workforce capabilities is to typically focus on where the workforce comes up short. Again, it makes sense to do this, since improving a capability that appears to result in improved performance benefits, both the individual through improved performance ratings and the company through improved productivity. But this is based on the assumption that the capabilities identified and their required proficiencies are the only attributes of the individual that matter. Anything else the individual brings that results in high performance, while resulting in a desired performance outcome, often goes unrecognized or underappreciated at best. As social media begins to occupy a more important part in current and future roles in organizations, businesses must incorporate social media savvy and innovation into job descriptions and expectations. These new measures could provide insight into how well someone can use social media tools to influence communities and decision makers; keep abreast of trends in fast-moving industries; present a positive brand image for the organization around thought leadership, customer focus, social responsibility; and coordinate and collaborate with partners. These measures should demonstrate the “social capital” the individual has invested in and developed over time. Without this dimension, “short cut” methods may generate a narrow set of positive metrics that do not have real, long-lasting benefits to the organization. How Workforce Reputation Management Helps HR Harness Social Media With hundreds of petabytes of social media data flowing across Facebook, LinkedIn and Twitter, businesses are tapping technology solutions to effectively leverage social for HR. Workforce reputation management technology helps organizations discover, mobilize and retain talent by providing insight into the social reputation and influence of the workforce while also helping organizations monitor employee social media policy compliance and mitigate social media risk.  There are three major ways that workforce reputation management technology can play a strategic role to support HR: 1. Improve Awareness and Decisions on Talent Many organizations measure the skills and competencies that they know they need today, but are unaware of what other skills and competencies their workforce has that could be essential tomorrow. How about whether your workforce has the reputation and influence to make their skills and competencies more effective? Many organizations don’t have insight into the social media “reach” their workforce has, which is becoming more critical to business performance. These features help organizations, managers, and employees improve many talent processes and decision making, including the following: Hiring and Assignments. People and teams with higher reputations are considered more valuable and effective workers. Someone with high reputation who refers a candidate also can have high credibility as a source for hires.   Training and Development. Reputation trend analysis can impact program decisions regarding training offerings by showing how reputation and influence across the workforce changes in concert with training. Worker reputation impacts development plans and goal choices by helping the individual see which development efforts result in improved reputation and influence.   Finding Hidden Talent. Managers can discover hidden talent and skills amongst employees based on a combination of social profile information and social media reputation. Employees can improve their personal brand and accelerate their career development.  2. Talent Search and Discovery The right technology helps organizations find information on people that might otherwise be hidden. By leveraging access to candidate and worker social profiles as well as their social relationships, workforce reputation management provides companies with a more complete picture of what their knowledge, skills, and attributes are and what they can in turn access. This more complete information helps to find the right talent both outside the organization as well as the right, perhaps previously hidden talent, within the organization to fill roles and staff projects, particularly those roles and projects that are required in reaction to fast-changing opportunities and circumstances. 3. Reputation Brings Credibility Workforce reputation management technology provides a clearer picture of how candidates and workers are viewed by their peers and communities across a wide range of social reputation and influence metrics. This information is less subject to individual bias and can impact critical decision-making. Knowing the individual’s reputation and influence enables the organization to predict how well their capabilities and behaviors will have a positive effect on desired business outcomes. Many roles that have the highest impact on overall business performance are dependent on the individual’s influence and reputation. In addition, reputation and influence measures offer a very tangible source of feedback for workers, providing them with insight that helps them develop themselves and their careers and see the effectiveness of those efforts by tracking changes over time in their reputation and influence. The following are some examples of the different reputation and influence measures of the workforce that Workforce Reputation Management could gather and analyze: Generosity – How often the user reposts other’s posts. Influence – How often the user’s material is reposted by others.  Engagement – The ratio of recent posts with references (e.g. links to other posts) to the total number of posts.  Activity – How frequently the user posts. (e.g. number per day)  Impact – The size of the users’ social networks, which indicates their ability to reach unique followers, friends, or users.   Clout – The number of references and citations of the user’s material in others’ posts.  The Vital Ingredient of Workforce Reputation Management: Employee Participation “Nothing about me, without me.” Valerie Billingham, “Through the Patient’s Eyes”, Salzburg Seminar Session 356, 1998 Since data resides primarily in social media, a question arises: what manner is used to collect that data? While much of social media activity is publicly accessible (as many who wished otherwise have learned to their chagrin), the social norms of social media have developed to put some restrictions on what is acceptable behavior and by whom. Disregarding these norms risks a repercussion firestorm. One of the more recognized norms is that while individuals can follow and engage with other individual’s public social activity (e.g. Twitter updates) fairly freely, the more an organization does this unprompted and without getting permission from the individual beforehand, the more likely the organization risks a totally opposite outcome from the one desired. Instead, the organization must look for permission from the individual, which can be met with resistance. That resistance comes from not knowing how the information will be used, how it will be shared with others, and not receiving enough benefit in return for granting permission. As the quote above about patient concerns and rights succinctly states, no one likes not feeling in control of the information about themselves, or the uncertainty about where it will be used. This is well understood in consumer social media (i.e. permission-based marketing) and is applicable to workforce reputation management. However, asking permission leaves open the very real possibility that no one, or so few, will grant permission, resulting in a small set of data with little usefulness for the company. Connecting Individual Motivation to Organization Needs So what is it that makes an individual decide to grant an organization access to the data it wants? It is when the individual’s own motivations are in alignment with the organization’s objectives. In the case of workforce reputation management, when the individual is motivated by a desire for increased visibility and career growth opportunities to advertise their skills and level of influence and reputation, they are aligned with the organizations’ objectives; to fill resource needs or strategically build better awareness of what skills are present in the workforce, as well as levels of influence and reputation. Individuals can see the benefit of granting access permission to the company through multiple means. One is through simple social awareness; they begin to discover that peers who are getting more career opportunities are those who are signed up for workforce reputation management. Another is where companies take the message directly to the individual; we think you would benefit from signing up with our workforce reputation management solution. Another, more strategic approach is to make reputation management part of a larger Career Development effort by the company; providing a wide set of tools to help the workforce find ways to plan and take action to achieve their career aspirations in the organization. An effective mechanism, that facilitates connecting the visibility and career growth motivations of the workforce with the larger context of the organization’s business objectives, is to use game mechanics to help individuals transform their career goals into concrete, actionable steps, such as signing up for reputation management. This works in favor of companies looking to use workforce reputation because the workforce is more apt to see how it fits into achieving their overall career goals, as well as seeing how other participation brings additional benefits.  Once an individual has signed up with reputation management, not only have they made themselves more visible within the organization and increased their career growth opportunities, they have also enabled a tool that they can use to better understand how their actions and behaviors impact their influence and reputation. Since they will be able to see their reputation and influence measurements change over time, they will gain better insight into how reputation and influence impacts their effectiveness in a role, as well as how their behaviors and skill levels in turn affect their influence and reputation. This insight can trigger much more directed, and effective, efforts by the individual to improve their ability to perform at a higher level and become more productive. The increased sense of autonomy the individual experiences, in linking the insight they gain to the actions and behavior changes they make, greatly enhances their engagement with their role as well as their career prospects within the company. Workforce reputation management takes the wide range of disparate data about the workforce being produced across various social media platforms and transforms it into accessible, relevant, and actionable information that helps the organization achieve its desired business objectives. Social media holds untapped insights about your talent, brand and business, and workforce reputation management can help unlock them. Imagine - if you could find the hidden secrets of your businesses, how much more productive and efficient would your organization be? Mark Bennett is a Director of Product Strategy at Oracle. Mark focuses on setting the strategic vision and direction for tools that help organizations understand, shape, and leverage the capabilities of their workforce to achieve business objectives, as well as help individuals work effectively to achieve their goals and navigate their own growth. His combination of a deep technical background in software design and development, coupled with a broad knowledge of business challenges and thinking in today’s globalized, rapidly changing, technology accelerated economy, has enabled him to identify and incorporate key innovations that are central to Oracle Fusion’s unique value proposition. Mark has over the course of his career been in charge of the design, development, and strategy of Talent Management products and the design and development of cutting edge software that is better equipped to handle the increasingly complex demands of users while also remaining easy to use. Follow him @mpbennett

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