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  • Staying concentrated during small pauses [migrated]

    - by 9000
    My workflow includes some steps that make me wait for 0.5 to 2 minutes to complete: long remote git operations, creating / rebooting an instance in the cloud, etc. It's safe to assume that these operations cannot be made any faster. The resulting delays are the biggest flow-breakers for me. These are too long to just sit and stare at the progress indicators, but too short to take a walk and grab a coffee. Temptation to check some websites is big, and it's often a road to 20-30 minutes of procrastination + the time to get into the flow again. What are your coping strategies?

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  • How to avoid the GameManager god object?

    - by lorancou
    I just read an answer to a question about structuring game code. It made me wonder about the ubiquitous GameManager class, and how it often becomes an issue in a production environment. Let me describe this. First, there's prototyping. Nobody cares about writing great code, we just try to get something running to see if the gameplay adds up. Then there's a greenlight, and in an effort to clean things up, somebody writes a GameManager. Probably to hold a bunch of GameStates, maybe to store a few GameObjects, nothing big, really. A cute, little, manager. In the peaceful realm of pre-production, the game is shaping up nicely. Coders have proper nights of sleep and plenty of ideas to architecture the thing with Great Design Patterns. Then production starts and soon, of course, there is crunch time. Balanced diet is long gone, the bug tracker is cracking with issues, people are stressed and the game has to be released yesterday. At that point, usually, the GameManager is a real big mess (to stay polite). The reason for that is simple. After all, when writing a game, well... all the source code is actually here to manage the game. It's easy to just add this little extra feature or bugfix in the GameManager, where everything else is already stored anyway. When time becomes an issue, no way to write a separate class, or to split this giant manager into sub-managers. Of course this is a classical anti-pattern: the god object. It's a bad thing, a pain to merge, a pain to maintain, a pain to understand, a pain to transform. What would you suggest to prevent this from happening?

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  • How can I effectively use a netbook and a desktop computer together for programming?

    - by Mana
    Currently, in my workspace, I have a netbook sitting off to the side gathering dust while I write code on my desktop. As a result, the only use my netbook gets coding-wise is when I'm writing up a quick Python script to model a given problem or concept in class; I never use it at home for coding, or for anything at all, as it is all possible and faster on my (much more powerful) desktop. I feel like this is wrong and that I should be making better use of my netbook. What effective uses have you found for a netbook and a desktop together when programming (or for software development in general)? What are the merits of this practice?

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  • Are you satisfied with your programming? [closed]

    - by Richart Bremer
    If you are a programmer, are you satisfied with it? I really love to code. I code all kinds of things. I used to play computer games but they are not that interesting compared to developing a new search algorithm or similar. But sometimes I look into the future and see myself being 80 years old, sitting in front of a computer and everything I will have written will be rewritten because the programming languages do not exist anymore. I look back on my life and think "that's it?". Everything I wrote in the past is virtual and ultimately gone. I tried other things but coding is the only thing that does it for me. And at the same time I think I am wasting my life. What about you? Disclaimer: I presume this is the best forum for this question. If you don't agree suggest better place to migrate the question. If you can't, don't close it. Thank you.

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  • Executive Edge: It's the end of work as we know it

    - by Naresh Persaud
    If you are at Oracle Open World, it has been an exciting couple of days from Larry's keynote to the events at the Executive Edge. The CSO Summit was included as a program within the Executive Edge this year. The day started with a great presentation from Joel Brenner, author of "America The Vulnerable", as he discussed the impact of state sponsored espionage on businesses. The opportunity for every business is to turn security into a business advantage. As we enter an in-hospitable security climate, every business has to adapt to the security climate change.  Amit Jasuja's presentation focused on how customers can secure the new digital experience. As every sector of the economy transforms to adapt to changing global economic pressures, every business has to adapt. For IT organizations, the biggest transformation will involve cloud, mobile and social. Organizations that can get security right in the "new work order" will have an advantage. It is truly the end of work as we know it.  The "new work order" means working anytime and anywhere. The office is anywhere we want it to be because work is not a place it is an activity. Below is a copy of Amit Jasuja's presentation. Csooow12 amit-jasuja-securing-new-experience6 from OracleIDM

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  • 12.04 disabling wireless via dbus does not work

    - by FlabbergastedPickle
    I am using a proprietary rt3652sta driver for my wireless card. It appears as a ra0 device on the 64-bit Ubuntu 12.04. According to the online documentation the following used to work definitely up to 10.04. dbus-send --system --type=method_call --dest=org.freedesktop.NetworkManager /org/freedesktop/NetworkManager org.freedesktop.DBus.Properties.Set string:org.freedesktop.NetworkManager string:WirelessEnabled variant:boolean:false This however has no effect on the aforesaid wireless card in 12.04. Also, rfkill does not work as it does not even list the wireless button (again, likely due to the wireless driver being proprietary): rfkill list It only lists the hci0 (bluetooth) one and one can block/unblock it accordingly but this has no effect on the wifi. ifup/down also does not work (AFAICT)... And this leaves me with disabling wireless through the network manager applet. However, trying to do so via dbus appears not to work and yet I would like to automate it via a script. Any ideas how I could find out the proper dbus structure for the call? Is this even possible in Ubuntu 12.04?

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  • Why OpenDialog.py don't work on Jotty application

    - by venerable13
    I'm a Python beginner, I installed quickly, I wrote a "quickly tutorial" in terminal and I did all the steps before at: "However, the application is not complete. There are a few things left for you to do:" All the next steps aren't finished yet because when I use open dialog and select one of the files saved, the content of the file isn't showed on "textview1", Why? Only is deleted the content written. Before if was used without dialog works great. SaveDialog.py work great. -def on_mnu_new_activate(self, widget, data=None) don't work neither. -If I use the bold lines by the others don't work. ###def open_file(self, widget, data=None): def on_mnu_open_activate(self, widget, data=None): ###def save_file(self, widget, data=None): def on_mnu_save_activate(self, widget, data=None): To view the code, go to the link above, unrar the archive, install "quickly" if you don't have it yet, place inside on jotty directory, then put "quickly run", "quickly edit", "quickly design", depending what do you want to do. Code - problematic code with OpenDialog implemented. Code-part1 - works OK, but without OpenDialog. I need principally that OpenDialog function work great.

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  • How to work as a team of two

    - by Ezi
    I work in a team of 2 developers, my partner is the founder of the company, in the beginning he did everything on his own. He hired me about 3 years ago to help him get things done quicker and satisfy our customer needs. Often I get small project to do all by my own, as long as it works great (and it usually does...) he doesn't care much on what I did or how I did it. But if the customer calls him up asking why something doesn't work as expected and I'm not around to forward the call to me, he could get very angry on why he doesn't have an idea on how that program works. I don't keep anything as a secret, if he asks me on something how I did it I'm happy to explain as long as he's willing to listen (which isn't long), but I don't know why I need to say it in first place, in developing software everything is written down clearly. Most of the time I work on projects he wrote and I don't need to ask him anything (it happens maybe once a month that I ask him how something works, just because I don't have the time to look it up). I've read a lot on that great site about small teams that usually means 7-12 people. I couldn't find how 2 people work as a team; we don't have project managers, reviewers or testers. I feel that the fact he don't have time to review the code on his own is not my problem, so the question here is am I doing something rung? I need to walk over to him and give him a lecture on what I did even he doesn't ask me?

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  • Source-control 'wet-work'?

    - by Phil Factor
    When a design or creative work is flawed beyond remedy, it is often best to destroy it and start again. The other day, I lost the code to a long and intricate SQL batch I was working on. I’d thought it was impossible, but it happened. With all the technology around that is designed to prevent this occurring, this sort of accident has become a rare event.  If it weren’t for a deranged laptop, and my distraction, the code wouldn’t have been lost this time.  As always, I sighed, had a soothing cup of tea, and typed it all in again.  The new code I hastily tapped in  was much better: I’d held in my head the essence of how the code should work rather than the details: I now knew for certain  the start point, the end, and how it should be achieved. Instantly the detritus of half-baked thoughts fell away and I was able to write logical code that performed better.  Because I could work so quickly, I was able to hold the details of all the columns and variables in my head, and the dynamics of the flow of data. It was, in fact, easier and quicker to start from scratch rather than tidy up and refactor the existing code with its inevitable fumbling and half-baked ideas. What a shame that technology is now so good that developers rarely experience the cleansing shock of losing one’s code and having to rewrite it from scratch.  If you’ve never accidentally lost  your code, then it is worth doing it deliberately once for the experience. Creative people have, until Technology mistakenly prevented it, torn up their drafts or sketches, threw them in the bin, and started again from scratch.  Leonardo’s obsessive reworking of the Mona Lisa was renowned because it was so unusual:  Most artists have been utterly ruthless in destroying work that didn’t quite make it. Authors are particularly keen on writing afresh, and the results are generally positive. Lawrence of Arabia actually lost the entire 250,000 word manuscript of ‘The Seven Pillars of Wisdom’ by accidentally leaving it on a train at Reading station, before rewriting a much better version.  Now, any writer or artist is seduced by technology into altering or refining their work rather than casting it dramatically in the bin or setting a light to it on a bonfire, and rewriting it from the blank page.  It is easy to pick away at a flawed work, but the real creative process is far more brutal. Once, many years ago whilst running a software house that supplied commercial software to local businesses, I’d been supervising an accounting system for a farming cooperative. No packaged system met their needs, and it was all hand-cut code.  For us, it represented a breakthrough as it was for a government organisation, and success would guarantee more contracts. As you’ve probably guessed, the code got mangled in a disk crash just a week before the deadline for delivery, and the many backups all proved to be entirely corrupted by a faulty tape drive.  There were some fragments left on individual machines, but they were all of different versions.  The developers were in despair.  Strangely, I managed to re-write the bulk of a three-month project in a manic and caffeine-soaked weekend.  Sure, that elegant universally-applicable input-form routine was‘nt quite so elegant, but it didn’t really need to be as we knew what forms it needed to support.  Yes, the code lacked architectural elegance and reusability. By dawn on Monday, the application passed its integration tests. The developers rose to the occasion after I’d collapsed, and tidied up what I’d done, though they were reproachful that some of the style and elegance had gone out of the application. By the delivery date, we were able to install it. It was a smaller, faster application than the beta they’d seen and the user-interface had a new, rather Spartan, appearance that we swore was done to conform to the latest in user-interface guidelines. (we switched to Helvetica font to look more ‘Bauhaus’ ). The client was so delighted that he forgave the new bugs that had crept in. I still have the disk that crashed, up in the attic. In IT, we have had mixed experiences from complete re-writes. Lotus 123 never really recovered from a complete rewrite from assembler into C, Borland made the mistake with Arago and Quattro Pro  and Netscape’s complete rewrite of their Navigator 4 browser was a white-knuckle ride. In all cases, the decision to rewrite was a result of extreme circumstances where no other course of action seemed possible.   The rewrite didn’t come out of the blue. I prefer to remember the rewrite of Minix by young Linus Torvalds, or the rewrite of Bitkeeper by a slightly older Linus.  The rewrite of CP/M didn’t do too badly either, did it? Come to think of it, the guy who decided to rewrite the windowing system of the Xerox Star never regretted the decision. I’ll agree that one should often resist calls for a rewrite. One of the worst habits of the more inexperienced programmer is to denigrate whatever code he or she inherits, and then call loudly for a complete rewrite. They are buoyed up by the mistaken belief that they can do better. This, however, is a different psychological phenomenon, more related to the idea of some motorcyclists that they are operating on infinite lives, or the occasional squaddies that if they charge the machine-guns determinedly enough all will be well. Grim experience brings out the humility in any experienced programmer.  I’m referring to quite different circumstances here. Where a team knows the requirements perfectly, are of one mind on methodology and coding standards, and they already have a solution, then what is wrong with considering  a complete rewrite? Rewrites are so painful in the early stages, until that point where one realises the payoff, that even I quail at the thought. One needs a natural disaster to push one over the edge. The trouble is that source-control systems, and disaster recovery systems, are just too good nowadays.   If I were to lose this draft of this very blog post, I know I’d rewrite it much better. However, if you read this, you’ll know I didn’t have the nerve to delete it and start again.  There was a time that one prayed that unreliable hardware would deliver you from an unmaintainable mess of a codebase, but now technology has made us almost entirely immune to such a merciful act of God. An old friend of mine with long experience in the software industry has long had the idea of the ‘source-control wet-work’,  where one hires a malicious hacker in some wild eastern country to hack into one’s own  source control system to destroy all trace of the source to an application. Alas, backup systems are just too good to make this any more than a pipedream. Somehow, it would be difficult to promote the idea. As an alternative, could one construct a source control system that, on doing all the code-quality metrics, would systematically destroy all trace of source code that failed the quality test? Alas, I can’t see many managers buying into the idea. In reading the full story of the near-loss of Toy Story 2, it set me thinking. It turned out that the lucky restoration of the code wasn’t the happy ending one first imagined it to be, because they eventually came to the conclusion that the plot was fundamentally flawed and it all had to be rewritten anyway.  Was this an early  case of the ‘source-control wet-job’?’ It is very hard nowadays to do a rapid U-turn in a development project because we are far too prone to cling to our existing source-code.

    Read the article

  • Source-control 'wet-work'?

    - by Phil Factor
    When a design or creative work is flawed beyond remedy, it is often best to destroy it and start again. The other day, I lost the code to a long and intricate SQL batch I was working on. I’d thought it was impossible, but it happened. With all the technology around that is designed to prevent this occurring, this sort of accident has become a rare event.  If it weren’t for a deranged laptop, and my distraction, the code wouldn’t have been lost this time.  As always, I sighed, had a soothing cup of tea, and typed it all in again.  The new code I hastily tapped in  was much better: I’d held in my head the essence of how the code should work rather than the details: I now knew for certain  the start point, the end, and how it should be achieved. Instantly the detritus of half-baked thoughts fell away and I was able to write logical code that performed better.  Because I could work so quickly, I was able to hold the details of all the columns and variables in my head, and the dynamics of the flow of data. It was, in fact, easier and quicker to start from scratch rather than tidy up and refactor the existing code with its inevitable fumbling and half-baked ideas. What a shame that technology is now so good that developers rarely experience the cleansing shock of losing one’s code and having to rewrite it from scratch.  If you’ve never accidentally lost  your code, then it is worth doing it deliberately once for the experience. Creative people have, until Technology mistakenly prevented it, torn up their drafts or sketches, threw them in the bin, and started again from scratch.  Leonardo’s obsessive reworking of the Mona Lisa was renowned because it was so unusual:  Most artists have been utterly ruthless in destroying work that didn’t quite make it. Authors are particularly keen on writing afresh, and the results are generally positive. Lawrence of Arabia actually lost the entire 250,000 word manuscript of ‘The Seven Pillars of Wisdom’ by accidentally leaving it on a train at Reading station, before rewriting a much better version.  Now, any writer or artist is seduced by technology into altering or refining their work rather than casting it dramatically in the bin or setting a light to it on a bonfire, and rewriting it from the blank page.  It is easy to pick away at a flawed work, but the real creative process is far more brutal. Once, many years ago whilst running a software house that supplied commercial software to local businesses, I’d been supervising an accounting system for a farming cooperative. No packaged system met their needs, and it was all hand-cut code.  For us, it represented a breakthrough as it was for a government organisation, and success would guarantee more contracts. As you’ve probably guessed, the code got mangled in a disk crash just a week before the deadline for delivery, and the many backups all proved to be entirely corrupted by a faulty tape drive.  There were some fragments left on individual machines, but they were all of different versions.  The developers were in despair.  Strangely, I managed to re-write the bulk of a three-month project in a manic and caffeine-soaked weekend.  Sure, that elegant universally-applicable input-form routine was‘nt quite so elegant, but it didn’t really need to be as we knew what forms it needed to support.  Yes, the code lacked architectural elegance and reusability. By dawn on Monday, the application passed its integration tests. The developers rose to the occasion after I’d collapsed, and tidied up what I’d done, though they were reproachful that some of the style and elegance had gone out of the application. By the delivery date, we were able to install it. It was a smaller, faster application than the beta they’d seen and the user-interface had a new, rather Spartan, appearance that we swore was done to conform to the latest in user-interface guidelines. (we switched to Helvetica font to look more ‘Bauhaus’ ). The client was so delighted that he forgave the new bugs that had crept in. I still have the disk that crashed, up in the attic. In IT, we have had mixed experiences from complete re-writes. Lotus 123 never really recovered from a complete rewrite from assembler into C, Borland made the mistake with Arago and Quattro Pro  and Netscape’s complete rewrite of their Navigator 4 browser was a white-knuckle ride. In all cases, the decision to rewrite was a result of extreme circumstances where no other course of action seemed possible.   The rewrite didn’t come out of the blue. I prefer to remember the rewrite of Minix by young Linus Torvalds, or the rewrite of Bitkeeper by a slightly older Linus.  The rewrite of CP/M didn’t do too badly either, did it? Come to think of it, the guy who decided to rewrite the windowing system of the Xerox Star never regretted the decision. I’ll agree that one should often resist calls for a rewrite. One of the worst habits of the more inexperienced programmer is to denigrate whatever code he or she inherits, and then call loudly for a complete rewrite. They are buoyed up by the mistaken belief that they can do better. This, however, is a different psychological phenomenon, more related to the idea of some motorcyclists that they are operating on infinite lives, or the occasional squaddies that if they charge the machine-guns determinedly enough all will be well. Grim experience brings out the humility in any experienced programmer.  I’m referring to quite different circumstances here. Where a team knows the requirements perfectly, are of one mind on methodology and coding standards, and they already have a solution, then what is wrong with considering  a complete rewrite? Rewrites are so painful in the early stages, until that point where one realises the payoff, that even I quail at the thought. One needs a natural disaster to push one over the edge. The trouble is that source-control systems, and disaster recovery systems, are just too good nowadays.   If I were to lose this draft of this very blog post, I know I’d rewrite it much better. However, if you read this, you’ll know I didn’t have the nerve to delete it and start again.  There was a time that one prayed that unreliable hardware would deliver you from an unmaintainable mess of a codebase, but now technology has made us almost entirely immune to such a merciful act of God. An old friend of mine with long experience in the software industry has long had the idea of the ‘source-control wet-work’,  where one hires a malicious hacker in some wild eastern country to hack into one’s own  source control system to destroy all trace of the source to an application. Alas, backup systems are just too good to make this any more than a pipedream. Somehow, it would be difficult to promote the idea. As an alternative, could one construct a source control system that, on doing all the code-quality metrics, would systematically destroy all trace of source code that failed the quality test? Alas, I can’t see many managers buying into the idea. In reading the full story of the near-loss of Toy Story 2, it set me thinking. It turned out that the lucky restoration of the code wasn’t the happy ending one first imagined it to be, because they eventually came to the conclusion that the plot was fundamentally flawed and it all had to be rewritten anyway.  Was this an early  case of the ‘source-control wet-job’?’ It is very hard nowadays to do a rapid U-turn in a development project because we are far too prone to cling to our existing source-code.

    Read the article

  • OAGi Architecture Council OAGIS Ten Work Group Completes first round review of Concepts for OAGIS Te

    - by michael.rowell
    Today the OAGi Architecture Council OAGIS Ten Work group completed the first level review of concepts for existing content for OAGIS Ten. This is one of the first milestones for OAGIS Ten. In doing this the concepts of key objects (the Nouns) have been identified along with the key context for their use. While OAGIS Ten remains a work-in-process the work group shows progress. Going forward the other councils will provide additional input to these and there own concepts and the contexts for each. Additionally, sub groups will focus on concepts for given domains. Stay tuned for future progress. If anyone is interested in joining the effort. OAGi membership is open to anyone, please see the OAGi Web site.

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  • Scrum: How to work on one story at a time

    - by Juergen
    I was nominated as scrum master in a new formed scrum team. We have already done some sprints. In the beginning I tried to make my team to work on one story at a time. But it didn't work. My team had difficulties to distribute the tasks in a way that they can work simultaneously on one story. Maybe we are doing something wrong? For example: we have a story to create a new dialog. We create the following tasks: Create Model classes Read model data from database Connect model classes with view Implement dialog handling Save data on close Test Documentation Solution Description Can theses tasks be done by more than one person at a time? The tasks - more or less - build upon each other. Or do we design the tasks in a wrong way?

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  • MTP Won't Work With Newer Ubuntu

    - by spacesword
    I have a Philips GoGear Vibe 4 GB, set to MTP mode, as it's always been. This works fine with older versions of Ubuntu and works fine with Windows, but doesn't work with newer versions of Ubuntu. The version history is like this: 12.04 - works 12.10 - works 13.04 - doesn't work 14.04 - doesn't work Windows 7 - works When you plug the MP3 player in Ubuntu the file manager opens the root of the device, which contains the folder "internal storage". When you click on "internal storage" to open it, the file manager just hangs. And if you try to unmount the MP3 player, that process hangs too, until you just unplug it. In Windows when you click on internal storage, it opens and shows all the files it contains. And in the earlier versions of Ubuntu it just worked. Any ideas? Thanks.

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  • Balancing full time work and personal coding projects.

    - by pllee
    I am nearing the end of developing the major pieces of my website that I have been working on in my spare time for the last 3 months. My goal is to get it released by the end of next month and hopefully start making some money on it. Unfortunately the next step will be to write a lot of specific data handling and ui code that I can see becoming very tedious and boring. When I was first started the project I was able to find time for working on it easily, it was interesting and writing the back-end was new. Once I got to the start of writing stuff that I know and do at work (ui), it seemed harder and harder to make myself work on the project, sometimes the last thing I want to do when I get home from work is code again. Anyone in the same situation? Any tips on how to find time and effort for side projects without burning out? Any tips on staying on the right track?

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  • jpegexiforient does not seem to work in 12.04

    - by Pointy
    In Ubuntu 12.04, the jpegexiforient command doesn't seem to work. I've got a .jpg file for which exif clearly shows (correct) EXIF orientation information, but running jpegexiforient on the file returns nothing. I don't particularly care about that command, but it makes exifautotran not work. I could (and might) rewrite that script to use exif instead, but I'm just wondering if there's something dumb I'm just doing wrong. I found this somewhat old bug report but its suggestion of running exif to update the setting didn't make any difference. Does jpegexiforient work for anybody?

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  • 525 m nvidia grapic card is not work in Linux

    - by mayank khandelwal
    i have dell dell inspiron 15r and company give the windows 7 64 bit os. i have 1GB 525m nvidia graphic card which work in windows very well but when i install the ubuntu 10.10 then graphic card is not work. ubuntu 10.10 give that message that i have nvidia graphic card which not active you want to active. when i say ok then its download driver from the net and then install it when restart computer then graphic terminal is not working other terminal is work well. i have not idea why that happen plz help me ?

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  • Custom trackpad mapping doesn't work for all applications

    - by picheto
    I found out I could invert my trackpad scrolling, so as to work more like the OS X "natural scrolling", which I liked better. To do that, I run the following command on startup: xinput set-button-map 11 1 2 3 5 4 7 6 Where 11 is the touchpad id (found with xinput list and xinput test 11). This inverts the vertical and horizontal two-finger scrolling, and works fine in Terminal, Chrome, Document Viewer, etc. However, it doesn't work in Nautilus and some applications such as the Update Manager, as they keep the usual mapping. I'm running Ubuntu 12.04 x64 Why does this mapping work for some applications but not for others? I know there is software I can download to do the same, but this method seemed "cleaner". Thanks

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  • hotkeys do not work sometimes in ubuntu 12.04

    - by stepank
    I use Ubuntu 12.04 with Unity 2D and I've stumbled upon this issue: sometimes shortcut keys stop working in some windows. For instance, I have these windows opened usually: Google Chrome, Terminal, Skype, Pidgin. Sometimes everything is OK and shortcuts work no matter what window I hit them from, however, hotkeys hit from Skype (more often) or Pidgin (less often) do not work, but they still work from Terminal or Google Chrome. Moreover, not all hotkeys are affected, the problem holds only for locking the computer (Ctrl + Alt + L) and other custom shortcuts like executing some command or launching a program (I used zenity --entry with [Super | Ctrl] + [some letter: K, N, etc] for testing). Does anyone have a clue what is causing the problem and how to fix it?

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  • Touchpad doesn't work after logging in

    - by Vamsi Emani
    The touchpad of my laptop fails to work soon after I login to Ubuntu. I;ve gone through several threads in forums regarding the same and have tried out : gconftool -set boolean ... command I;ve even tried to reboot the system in recovery mode, also I;ve unchecked the System - Preferences - enable touchpad while key type and restarted. None of the above methods which did work for few seem to work for me. Please help me. How can I fix the touchpad issue in Ubuntu 11.10 without a reinstall? I am using 64 bit Oneiric, on Dell Inspiron

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  • It’s official – Red Gate is a great place to work!

    - by red@work
    At a glittering award ceremony last week, we found out that we’re officially the 14th best small company to work for in the whole of the UK! This is no mean feat, considering that about 1,000 companies enter the Sunday Times Top 100 best companies awards each year. Most of these are in the small companies category too. It's the fourth year in a row for us to be in the Top 100 list and we're tickled pink because the results are based on employee opinion. We’re particularly proud to be the best small company in Cambridge (in the whole of East Anglia, in fact) and the best small software development company in the entire UK. So how does it all work? Well, 90% of us took the time to answer over 70 questions on categories such as management, benefits, wellbeing, leadership, giving something back and what we think of Red Gate as a whole. It makes you think about every part of day to day working life and how you feel about it. Do you slightly or strongly agree or disagree that your manager motivates your to do your best every day, or that you have confidence in Red Gate's leaders, or that you’re not spending too much time working? It's great to see that we had one of the best scores in the country for the question "Do you think your company takes advantage of you?" We got particularly high scores for management, wellbeing and for giving something back too. A few of us got dressed up and headed to London for the awards; very excited about where we’d place but slightly nervous about having to get up on stage. There was a last minute hic up with a bow tie but the Managing Editor of the Sunday Times kindly stepped in to offer his assistance just before we had our official photo taken. We were nominated for two Special Recognition Awards. Despite not bringing them home this year, we're very proud to be nominated as there are only three nominations in each category. First we were up for the Training and Development award. Best Companies loved that we get together at lunchtimes to teach each other photography, cookery and French, as well as our book clubs and techie talks. And of course they liked our opportunities to go on training courses and to jet off to international conferences. Our other nomination was for the Wellbeing award. Best Companies loved our free food (and let’s face it, so do we). Porridge or bacon sandwiches for breakfast, a three course hot dinner, and free fruit and cereals all day long. If all that has an affect on the waistline then there are plenty of sporty activities for us all to get involved in, such as yoga, running or squash. Or if that’s not your thing then a relaxing massage helps us all to unwind every few months or so. The awards were hosted by news presenter Kate Silverton. She gave us a special mention during the ceremony for having great customer engagement as well as employee engagement, after we told her about Rodney Landrum (a Friend of Red Gate) tattooing our logo on his arm. We showed off our customised dinner jacket (thanks to Dom from Usability) with a flashing Red Gate logo on the back and she seemed suitability impressed. Back in the office the next day, we popped open the champagne and raised a glass to our success. Neil, our joint CEO, talked about how pleased he was with the award because it's based on the opinions of the people that count – us. You can read more about the Sunday Times awards here. By the way, we're still growing and are still hiring. If you’d like to keep up with our latest vacancies then why not follow us on Twitter at twitter.com/redgatecareers. Right now we're busy hiring in development, test, sales, product management, web development, and project management. Here's a link to our current job opportunities page – we'd love to hear from great people who are looking for a great place to work! After all, we're only great because of the people who work here. Post by: Alice Chapman

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  • You Are Hiring But Do Candidate&rsquo;s Want to Work For You

    - by david.talamelli
    So here you are – it has happened, you are now interviewing for that position that you have either applied for or maybe were called about. Whether you are an “active” candidate looking for a job or a “passive” candidate who was contacted about the opportunity, it doesn’t matter now. Regardless of the circumstances of how you got to the interview stage, how you and your new potential manager connect with each other at interview will play a part in whether you are successful in landing that job. The best manager/employee relationships I think tend to be the ones where both the manager and employee have a common goal that they are both working towards and they work together in unison to achieve these goals. Candidates – when you are interviewing for a role, remember that an interview is a two way process. An interview shouldn’t be just a case of a company interviewing you to see if you are a good fit for a certain role. Don’t forget in an interview process it is equally important that you take the opportunity to similarly interview the company to see if that role/company are the right place for you to move to as the next step in your career. I think an interview should not only be a chance for a Hiring Manager to get to better know a candidate and asses his capability and cultural fit for a team/company but it should also be a chance for the candidate to similarly assess a company or manager about whether they are someone that they want to work with. Managers – I know Recruiters have been talking about the “war for talent” since before many of you were managers, but there is no denying it – it exists. You are not only competing with other companies for talented individuals but you are also competing with the existing companies that those talented individuals are working at. Companies are not going to let the people they have identified as superstars resign without a fight (this is the classic Counter Offer scenario which may be another blog post in itself). So how do we get these great people – their current employer will do all they can to keep them, everyone else wants them – does this mean all hope is lost? No, absolutely not. The same reasons that have always existed on why candidates are interested in other opportunities is still there: it could be that someone is looking for career advancement, or they want the chance to work with new technology or maybe you have an opportunity that is exactly what that person is looking to do. As a Hiring Manager don’t just conduct your interviews in question/answer mode. You should talk to that individual to work out what it is they are looking for and you can then relate how your role addresses that. It is potentially going to be the two of you working together so you two are the ones who have to be most comfortable with each other. Don’t oversell the role – set realistic expectations of what that candidate can expect working in your team – give them the good, the bad and the ugly so they can make an informed decision. Manager’s think back to when you last were looking for a job and put yourself in the candidate’s shoes. When you were looking for a job, what was it that you wanted to know about Oracle, or what was it that you wanted more information about. There are some great Business Leaders that work here at Oracle – if you are one of them it is likely that you already are doing all these things anyway. The good news for you is that you are also likely raising yourself head and shoulders above what many interviewers do – that in itself gives you a competitive advantage in this ‘war for talent’ but as a great Business Leader you already know that

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  • Do Great Work

    - by user12601034
    Have you ever attended an online conference and actually had a desire to attend all of it?? Yesterday I attended the first day of the Great Work MBA program, sponsored by Box of Crayons and hosted by Michael Bungay Stanier. The topic of the day was “Grounding Yourself,” and the day featured five speakers on five different topics. I have to admit that I started the first session with kind of a “blech” feeling that I didn’t really want to participate, but for some reason I did. So I listened to the first session, and I was hooked. I ended up listening to all of the sessions for the day, and I had some great take-aways from the sessions – my highlights included: The opposite of bravery isn’t fear, it’s settling. In essence, you need to be brave in order to accomplish anything. If you’re settling, you’re not being brave, and your accomplishments will likely be lackluster. Bravery requires confidence and permission. You need to work at being brave by taking small wins, build them up and then take slightly larger risks. Additionally, you need to “claim your own crown.” Nobody in the business world is going to give you permission to be a guru in X – you need to give yourself permission to become a guru in X and then do it. Fall in love with obstacles. Everyone is going to face some form of failure. One way to deal with this is to fall in love with solving the puzzle of obstacles. You don’t have to hit it if you can go around it. Understanding purpose brings out the best in people and the best people. As a leader, drawing in people who are passionate and highly motivated about their work creates velocity for your organization. Being clear about purpose is the first step in doing this. You must own your own story. Everything about you creates a “unique you” that is distinct from everyone else. As you take ownership of this, it becomes part of your strength. It’s not a strength if you’re running away from it. Focus on what’s right. Be aware of your tendency to interpret a situation a certain way and differentiate between helpful and unhelpful interpretations. Three questions for how to think differently: 1) Why? 2) Who says so? 3) What would happen if? These three questions can help you build alternative perspectives and options that can increase resiliency. Even though this first day was focused on “Grounding Yourself,” I see plenty of application in the corporate environment for both individuals and leaders of teams. To apply these highlights to my work environment, I would do the following: Understand the purpose – of my company, of my team and of my role on the team. If I know the purpose, I know what I need to bring to the table to make me, my team and my company successful. Declare your goals…your BEHAGS (big, hairy, audacious goals).Have the confidence to declare what you and/or your team is going to accomplish.Sure, you might have to re-state those goals down the line, but you can learn from that as well. Get creative about achieving your goals.Break down your obstacles by asking yourself what is going to stop you from achieving your goals and then, for each obstacles, ask those three questions:Why?Who says so? What would happen if? Focus on what’s right.I had a manager who asked us to write status reports every week.“Status” consisted of 1) What did I accomplish; 2) What will I accomplish next week; 3) How can my manager help me.The focus on our status report was always “what’s right”(“what’s wrong” was always a conversation at the point in time it was needed). I’m normally a skeptic of online webcasts/conferences, and I normally expect to take away maybe one or two ideas. I’m really glad, however, that I took the time to listen to all of the sessions yesterday, and I hope that my take-aways inspire you to think about how you might do great work also. --

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  • Incentivizing Work with Development Teams

    - by MarkPearl
    Recently I saw someone on twitter asking about incentives and if anyone had past experience with incentivizing work. I promised to respond with some of the experiences I have had in the past so here goes... **Disclaimer** - these are my experiences with incentives, generally in software development - in some other industries this may not be applicable – this is also my thinking at this point in time, with more experience my opinion may change. Incentivize at the level that you want people to group at If you are wanting to promote a team mentality, incentivize teams. If you want to promote an individual mentality, incentivize individuals. There is nothing worse than mixing this up. Some organizations put a lot of effort in establishing teams and team mentalities but reward individuals. This has a counter effect on the resources they have put towards establishing a team mentality. In the software projects that I work with we want promote cross functional teams that collaborate. Personally, if I was on a team and knew that there was an opportunity to work on a critical component of the system, and that by doing so I would get a bigger bonus, then I would be hesitant to include other people in solving that problem. Thus, I would hinder the teams efforts in being cross functional and reduce collaboration levels. Does that mean everyone in the team should get an even share of an incentive? In most situations I would say yes - even though this may feel counter-intuitive. I have heard arguments put forward that if “person x contributed more than person Y then they should be rewarded more” – This may sound controversial but I would rather treat people how would you like them to perform, not where they currently are at. To add to this approach, if someone is free loading, you bet your bottom dollar that the team is going to make this a lot more transparent if they feel that individual is going to be rewarded at the same level that everyone else is. Bad incentives promote destructive work If you are going to incentivize people, pick you incentives very carefully. I had an experience once with a sales person who was told they would get a bonus provided that they met an ordering target with a particular supplier. What did this person do? They sold everything at cost for the next month or so. They reached the goal, but the company didn't gain anything from it. It was a bad incentive. Expect the same with development teams, if you incentivize zero bug levels, you will get zero code committed to the solution. If you incentivize lines of code, you will get many many lines of bad code. Is there such a thing as a good incentives? Monetary wise, I am not sure there is. I would much rather encourage organizations to pay their people what they are worth upfront. I would also advise against paying money to teams as an incentive or even a bonus or reward for reaching a milestone. Rather have a breakaway for the team that promotes team building as a reward if they reach a milestone than pay them more money. I would also advise against making the incentive the reason for them to reach the milestone. If this becomes the norm it promotes people to begin to only do their job if there is an incentive at the end of the line. This is not a behaviour one wants to encourage. If the team or individual is in the right mind-set, they should not work any harder than they are right now with normal pay.

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  • How to be Agile when new work keeps affecting completed work?

    - by jdln
    The project I'm working on is to re-skin an existing website. The functionally will stay the same, its just the styles that are changing. The HTML is not changing, I'm only modifying the CSS files. The site is pretty complex. There are dozens of pages. Users can be logged in and have a number of different roles. Depending on their role the content of the page and what pages they are allowed to see varys. We're using GIT and Github. I'm trying to write CSS that works as components. So when the same form elements, headings, etc appear on multiple pages they are already styled and are consistent. Most of time this is working well. Sadly the format and class names in the HTML are at times messy and unpredictable. When I fix something on one page it can break another. The job is also harder as no one knows exactly all the variations that are possible due to the user roles. As such I'm continuously finding new variations as I go along. I'm making headway by putting a lot of comments in my CSS. If I need to remove a CSS rule Ill comment it out so I can still see it with the chrome dev tools, and ill put a comment in the CSS saying why I removed it and for what page this was done. This means that if on another page I'm about to add add the rule to fix a different problem, there is more of a chance I will see how this would break the first page. This allows me to either find a different solution that will work for both pages, or I can make the override page specific. This has been working quite well for me. If I had complete free reign and the only deadline was to finish the project by the end then this method would be fine. However my manager is trying to mitigate risk by breaking the work into areas to be completed per sprint. This is counter to how I have been approaching things as something like my typography styles will affect all other pages on the site. The other issue is that the different stakeholders want to sign off each section as I go along. However once I've finished a section it may change if I change CSS that affects it and also affects a new section I'm working on. I've asked that the stakeholders have a quick unofficial sign off in stages (eg per sprint), and have the final official sign off at the end of the project, but this is being met with resistance. I do understand why it would be higher risk to do this, but the only way to guarantee that a signed off section will not change is to make ALL future changes page specific. In addition to this I'm being told that all work that I push to the Git repo should be ready to go live, and as such should not contain any code comments. This is risky for me as I wont know until I've finished the site if I will ever benefit from these comments or not. Has anyone else been in a similar situation and managed to find a compromise that worked for my development approach and also the desires of management and stakeholders to have a more Agile approach? A more Agile workflow works great when you can break the work into components and know that once something is done it wont be affected by future work. However the nature of this project makes this hard to achieve.

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  • Dell Vostro 3560 bluetooth doesn't work

    - by Shein
    I installed the wireless driver using this instruction How do I install BCM43142 wireless drivers for Dell Vostro 3460/3560 and I have WiFi working. No problems here. But unfortunately the bluetooth doesn't work. The ubuntu bar shows the bluetooth sign and I can turn the bluetooth on/off but I can't discover any devices. And I can't find my laptop when I turn visibility On. So, obviously bluetooth doesn't work. I couldn't find the reports that blutooth can actually work with this adapter in Ubuntu. So, my question is: Is there anyone with BCM43142 adapter that have bluetooth working? Thank You in advance. PS. Ubuntu 12.10 x64 Update: After some fiddling around with different drivers from different sources I managed to get bluetooth working. Not flawlessly but at least I can pair a device. Bluetooth started working after installation of this package bt-bcm43142-onereic_0.0+20111116somerville2_amd64.deb Originally I found this package on the disk with Ubuntu which came with the Laptop. What this package does, it installs a firmware loader and a firmware itself. This firmware needs to get bluetooth working. Still bluetooth sometimes doesn't work even with this package. But manual loading the firmware helps. brcm_patchram_plus_usb --patchram /lib/firmware/BCM43142A0_001.001.011.0028.0036.hcd hci0 Also I found it strange that this package writes all different ids into /sys/bus/usb/drivers/btusb/new_id because only one from the list matches my device ID bcm43142.conf: install btusb /sbin/modprobe --ignore-install btusb && echo '0a5c 21d3' > /sys/bus/usb/drivers/btusb/new_id && echo '0a5c 21d7' > /sys/bus/usb/drivers/btusb/new_id && echo '0a5c 21e1' > /sys/bus/usb/drivers/btusb/new_id && echo '0a5c 21e3' > /sys/bus/usb/drivers/btusb/new_id && hciconfig hci0 up && /usr/bin/brcm_patchram_plus_usb --patchram /lib/firmware/BCM43142A0_001.001.011.0028.0036.hcd hci0 & My lsusb: ... Bus 002 Device 003: ID 0a5c:21d7 Broadcom Corp. In conclusion: bluetooth works not nearly as good as in windows :( once I even got a complete crash of the system because of the btusb module. Luckily WiFi works perfectly :)

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