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  • Quick guide to Oracle IRM 11g: Classification design

    - by Simon Thorpe
    Quick guide to Oracle IRM 11g indexThis is the final article in the quick guide to Oracle IRM. If you've followed everything prior you will now have a fully functional and tested Information Rights Management service. It doesn't matter if you've been following the 10g or 11g guide as this next article is common to both. ContentsWhy this is the most important part... Understanding the classification and standard rights model Identifying business use cases Creating an effective IRM classification modelOne single classification across the entire businessA context for each and every possible granular use caseWhat makes a good context? Deciding on the use of roles in the context Reviewing the features and security for context roles Summary Why this is the most important part...Now the real work begins, installing and getting an IRM system running is as simple as following instructions. However to actually have an IRM technology easily protecting your most sensitive information without interfering with your users existing daily work flows and be able to scale IRM across the entire business, requires thought into how confidential documents are created, used and distributed. This article is going to give you the information you need to ask the business the right questions so that you can deploy your IRM service successfully. The IRM team here at Oracle have over 10 years of experience in helping customers and it is important you understand the following to be successful in securing access to your most confidential information. Whatever you are trying to secure, be it mergers and acquisitions information, engineering intellectual property, health care documentation or financial reports. No matter what type of user is going to access the information, be they employees, contractors or customers, there are common goals you are always trying to achieve.Securing the content at the earliest point possible and do it automatically. Removing the dependency on the user to decide to secure the content reduces the risk of mistakes significantly and therefore results a more secure deployment. K.I.S.S. (Keep It Simple Stupid) Reduce complexity in the rights/classification model. Oracle IRM lets you make changes to access to documents even after they are secured which allows you to start with a simple model and then introduce complexity once you've understood how the technology is going to be used in the business. After an initial learning period you can review your implementation and start to make informed decisions based on user feedback and administration experience. Clearly communicate to the user, when appropriate, any changes to their existing work practice. You must make every effort to make the transition to sealed content as simple as possible. For external users you must help them understand why you are securing the documents and inform them the value of the technology to both your business and them. Before getting into the detail, I must pay homage to Martin White, Vice President of client services in SealedMedia, the company Oracle acquired and who created Oracle IRM. In the SealedMedia years Martin was involved with every single customer and was key to the design of certain aspects of the IRM technology, specifically the context model we will be discussing here. Listening carefully to customers and understanding the flexibility of the IRM technology, Martin taught me all the skills of helping customers build scalable, effective and simple to use IRM deployments. No matter how well the engineering department designed the software, badly designed and poorly executed projects can result in difficult to use and manage, and ultimately insecure solutions. The advice and information that follows was born with Martin and he's still delivering IRM consulting with customers and can be found at www.thinkers.co.uk. It is from Martin and others that Oracle not only has the most advanced, scalable and usable document security solution on the market, but Oracle and their partners have the most experience in delivering successful document security solutions. Understanding the classification and standard rights model The goal of any successful IRM deployment is to balance the increase in security the technology brings without over complicating the way people use secured content and avoid a significant increase in administration and maintenance. With Oracle it is possible to automate the protection of content, deploy the desktop software transparently and use authentication methods such that users can open newly secured content initially unaware the document is any different to an insecure one. That is until of course they attempt to do something for which they don't have any rights, such as copy and paste to an insecure application or try and print. Central to achieving this objective is creating a classification model that is simple to understand and use but also provides the right level of complexity to meet the business needs. In Oracle IRM the term used for each classification is a "context". A context defines the relationship between.A group of related documents The people that use the documents The roles that these people perform The rights that these people need to perform their role The context is the key to the success of Oracle IRM. It provides the separation of the role and rights of a user from the content itself. Documents are sealed to contexts but none of the rights, user or group information is stored within the content itself. Sealing only places information about the location of the IRM server that sealed it, the context applied to the document and a few other pieces of metadata that pertain only to the document. This important separation of rights from content means that millions of documents can be secured against a single classification and a user needs only one right assigned to be able to access all documents. If you have followed all the previous articles in this guide, you will be ready to start defining contexts to which your sensitive information will be protected. But before you even start with IRM, you need to understand how your own business uses and creates sensitive documents and emails. Identifying business use cases Oracle is able to support multiple classification systems, but usually there is one single initial need for the technology which drives a deployment. This need might be to protect sensitive mergers and acquisitions information, engineering intellectual property, financial documents. For this and every subsequent use case you must understand how users create and work with documents, to who they are distributed and how the recipients should interact with them. A successful IRM deployment should start with one well identified use case (we go through some examples towards the end of this article) and then after letting this use case play out in the business, you learn how your users work with content, how well your communication to the business worked and if the classification system you deployed delivered the right balance. It is at this point you can start rolling the technology out further. Creating an effective IRM classification model Once you have selected the initial use case you will address with IRM, you need to design a classification model that defines the access to secured documents within the use case. In Oracle IRM there is an inbuilt classification system called the "context" model. In Oracle IRM 11g it is possible to extend the server to support any rights classification model, but the majority of users who are not using an application integration (such as Oracle IRM within Oracle Beehive) are likely to be starting out with the built in context model. Before looking at creating a classification system with IRM, it is worth reviewing some recognized standards and methods for creating and implementing security policy. A very useful set of documents are the ISO 17799 guidelines and the SANS security policy templates. First task is to create a context against which documents are to be secured. A context consists of a group of related documents (all top secret engineering research), a list of roles (contributors and readers) which define how users can access documents and a list of users (research engineers) who have been given a role allowing them to interact with sealed content. Before even creating the first context it is wise to decide on a philosophy which will dictate the level of granularity, the question is, where do you start? At a department level? By project? By technology? First consider the two ends of the spectrum... One single classification across the entire business Imagine that instead of having separate contexts, one for engineering intellectual property, one for your financial data, one for human resources personally identifiable information, you create one context for all documents across the entire business. Whilst you may have immediate objections, there are some significant benefits in thinking about considering this. Document security classification decisions are simple. You only have one context to chose from! User provisioning is simple, just make sure everyone has a role in the only context in the business. Administration is very low, if you assign rights to groups from the business user repository you probably never have to touch IRM administration again. There are however some obvious downsides to this model.All users in have access to all IRM secured content. So potentially a sales person could access sensitive mergers and acquisition documents, if they can get their hands on a copy that is. You cannot delegate control of different documents to different parts of the business, this may not satisfy your regulatory requirements for the separation and delegation of duties. Changing a users role affects every single document ever secured. Even though it is very unlikely a business would ever use one single context to secure all their sensitive information, thinking about this scenario raises one very important point. Just having one single context and securing all confidential documents to it, whilst incurring some of the problems detailed above, has one huge value. Once secured, IRM protected content can ONLY be accessed by authorized users. Just think of all the sensitive documents in your business today, imagine if you could ensure that only everyone you trust could open them. Even if an employee lost a laptop or someone accidentally sent an email to the wrong recipient, only the right people could open that file. A context for each and every possible granular use case Now let's think about the total opposite of a single context design. What if you created a context for each and every single defined business need and created multiple contexts within this for each level of granularity? Let's take a use case where we need to protect engineering intellectual property. Imagine we have 6 different engineering groups, and in each we have a research department, a design department and manufacturing. The company information security policy defines 3 levels of information sensitivity... restricted, confidential and top secret. Then let's say that each group and department needs to define access to information from both internal and external users. Finally add into the mix that they want to review the rights model for each context every financial quarter. This would result in a huge amount of contexts. For example, lets just look at the resulting contexts for one engineering group. Q1FY2010 Restricted Internal - Engineering Group 1 - Research Q1FY2010 Restricted Internal - Engineering Group 1 - Design Q1FY2010 Restricted Internal - Engineering Group 1 - Manufacturing Q1FY2010 Restricted External- Engineering Group 1 - Research Q1FY2010 Restricted External - Engineering Group 1 - Design Q1FY2010 Restricted External - Engineering Group 1 - Manufacturing Q1FY2010 Confidential Internal - Engineering Group 1 - Research Q1FY2010 Confidential Internal - Engineering Group 1 - Design Q1FY2010 Confidential Internal - Engineering Group 1 - Manufacturing Q1FY2010 Confidential External - Engineering Group 1 - Research Q1FY2010 Confidential External - Engineering Group 1 - Design Q1FY2010 Confidential External - Engineering Group 1 - Manufacturing Q1FY2010 Top Secret Internal - Engineering Group 1 - Research Q1FY2010 Top Secret Internal - Engineering Group 1 - Design Q1FY2010 Top Secret Internal - Engineering Group 1 - Manufacturing Q1FY2010 Top Secret External - Engineering Group 1 - Research Q1FY2010 Top Secret External - Engineering Group 1 - Design Q1FY2010 Top Secret External - Engineering Group 1 - Manufacturing Now multiply the above by 6 for each engineering group, 18 contexts. You are then creating/reviewing another 18 every 3 months. After a year you've got 72 contexts. What would be the advantages of such a complex classification model? You can satisfy very granular rights requirements, for example only an authorized engineering group 1 researcher can create a top secret report for access internally, and his role will be reviewed on a very frequent basis. Your business may have very complex rights requirements and mapping this directly to IRM may be an obvious exercise. The disadvantages of such a classification model are significant...Huge administrative overhead. Someone in the business must manage, review and administrate each of these contexts. If the engineering group had a single administrator, they would have 72 classifications to reside over each year. From an end users perspective life will be very confusing. Imagine if a user has rights in just 6 of these contexts. They may be able to print content from one but not another, be able to edit content in 2 contexts but not the other 4. Such confusion at the end user level causes frustration and resistance to the use of the technology. Increased synchronization complexity. Imagine a user who after 3 years in the company ends up with over 300 rights in many different contexts across the business. This would result in long synchronization times as the client software updates all your offline rights. Hard to understand who can do what with what. Imagine being the VP of engineering and as part of an internal security audit you are asked the question, "What rights to researchers have to our top secret information?". In this complex model the answer is not simple, it would depend on many roles in many contexts. Of course this example is extreme, but it highlights that trying to build many barriers in your business can result in a nightmare of administration and confusion amongst users. In the real world what we need is a balance of the two. We need to seek an optimum number of contexts. Too many contexts are unmanageable and too few contexts does not give fine enough granularity. What makes a good context? Good context design derives mainly from how well you understand your business requirements to secure access to confidential information. Some customers I have worked with can tell me exactly the documents they wish to secure and know exactly who should be opening them. However there are some customers who know only of the government regulation that requires them to control access to certain types of information, they don't actually know where the documents are, how they are created or understand exactly who should have access. Therefore you need to know how to ask the business the right questions that lead to information which help you define a context. First ask these questions about a set of documentsWhat is the topic? Who are legitimate contributors on this topic? Who are the authorized readership? If the answer to any one of these is significantly different, then it probably merits a separate context. Remember that sealed documents are inherently secure and as such they cannot leak to your competitors, therefore it is better sealed to a broad context than not sealed at all. Simplicity is key here. Always revert to the first extreme example of a single classification, then work towards essential complexity. If there is any doubt, always prefer fewer contexts. Remember, Oracle IRM allows you to change your mind later on. You can implement a design now and continue to change and refine as you learn how the technology is used. It is easy to go from a simple model to a more complex one, it is much harder to take a complex model that is already embedded in the work practice of users and try to simplify it. It is also wise to take a single use case and address this first with the business. Don't try and tackle many different problems from the outset. Do one, learn from the process, refine it and then take what you have learned into the next use case, refine and continue. Once you have a good grasp of the technology and understand how your business will use it, you can then start rolling out the technology wider across the business. Deciding on the use of roles in the context Once you have decided on that first initial use case and a context to create let's look at the details you need to decide upon. For each context, identify; Administrative rolesBusiness owner, the person who makes decisions about who may or may not see content in this context. This is often the person who wanted to use IRM and drove the business purchase. They are the usually the person with the most at risk when sensitive information is lost. Point of contact, the person who will handle requests for access to content. Sometimes the same as the business owner, sometimes a trusted secretary or administrator. Context administrator, the person who will enact the decisions of the Business Owner. Sometimes the point of contact, sometimes a trusted IT person. Document related rolesContributors, the people who create and edit documents in this context. Reviewers, the people who are involved in reviewing documents but are not trusted to secure information to this classification. This role is not always necessary. (See later discussion on Published-work and Work-in-Progress) Readers, the people who read documents from this context. Some people may have several of the roles above, which is fine. What you are trying to do is understand and define how the business interacts with your sensitive information. These roles obviously map directly to roles available in Oracle IRM. Reviewing the features and security for context roles At this point we have decided on a classification of information, understand what roles people in the business will play when administrating this classification and how they will interact with content. The final piece of the puzzle in getting the information for our first context is to look at the permissions people will have to sealed documents. First think why are you protecting the documents in the first place? It is to prevent the loss of leaking of information to the wrong people. To control the information, making sure that people only access the latest versions of documents. You are not using Oracle IRM to prevent unauthorized people from doing legitimate work. This is an important point, with IRM you can erect many barriers to prevent access to content yet too many restrictions and authorized users will often find ways to circumvent using the technology and end up distributing unprotected originals. Because IRM is a security technology, it is easy to get carried away restricting different groups. However I would highly recommend starting with a simple solution with few restrictions. Ensure that everyone who reasonably needs to read documents can do so from the outset. Remember that with Oracle IRM you can change rights to content whenever you wish and tighten security. Always return to the fact that the greatest value IRM brings is that ONLY authorized users can access secured content, remember that simple "one context for the entire business" model. At the start of the deployment you really need to aim for user acceptance and therefore a simple model is more likely to succeed. As time passes and users understand how IRM works you can start to introduce more restrictions and complexity. Another key aspect to focus on is handling exceptions. If you decide on a context model where engineering can only access engineering information, and sales can only access sales data. Act quickly when a sales manager needs legitimate access to a set of engineering documents. Having a quick and effective process for permitting other people with legitimate needs to obtain appropriate access will be rewarded with acceptance from the user community. These use cases can often be satisfied by integrating IRM with a good Identity & Access Management technology which simplifies the process of assigning users the correct business roles. The big print issue... Printing is often an issue of contention, users love to print but the business wants to ensure sensitive information remains in the controlled digital world. There are many cases of physical document loss causing a business pain, it is often overlooked that IRM can help with this issue by limiting the ability to generate physical copies of digital content. However it can be hard to maintain a balance between security and usability when it comes to printing. Consider the following points when deciding about whether to give print rights. Oracle IRM sealed documents can contain watermarks that expose information about the user, time and location of access and the classification of the document. This information would reside in the printed copy making it easier to trace who printed it. Printed documents are slower to distribute in comparison to their digital counterparts, so time sensitive information in printed format may present a lower risk. Print activity is audited, therefore you can monitor and react to users abusing print rights. Summary In summary it is important to think carefully about the way you create your context model. As you ask the business these questions you may get a variety of different requirements. There may be special projects that require a context just for sensitive information created during the lifetime of the project. There may be a department that requires all information in the group is secured and you might have a few senior executives who wish to use IRM to exchange a small number of highly sensitive documents with a very small number of people. Oracle IRM, with its very flexible context classification system, can support all of these use cases. The trick is to introducing the complexity to deliver them at the right level. In another article i'm working on I will go through some examples of how Oracle IRM might map to existing business use cases. But for now, this article covers all the important questions you need to get your IRM service deployed and successfully protecting your most sensitive information.

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  • Cutting Paper through Visualization and Collaboration

    - by [email protected]
    It's hard not to hear about "Going Green" these days. Many are working to be more environmentally conscious in their personal lives, and this has extended to the corporate world as well. I know I'm always looking for new ways. Environmental responsibility is important at Oracle too, and we have an entire section of our website dedicated to our solutions around the Eco-Enterprise. You can check it out here: http://www.oracle.com/green/index.html Perhaps the biggest and most obvious challenge in the world of business is the fact that we use so much paper. There are many good reasons why we print today too. For example: Printing off a document, spreadsheet, or CAD design that will be reviewed and marked up while on a plane Having a printout of a facility when a field engineer performs on-site maintenance During a multi-party design review where a number of people will review a drawing in a meeting room, scribbling onto a large scale drawing print to provide their collaborative comments These are just a few potential use cases, and they're valid ones. However, there's a way in which you can turn these paper processes into digital ones. AutoVue allows you to view, mark-up, and collaborate on all the data you would print. Indeed, this is the core of what AutoVue does. So if we take the examples above, we could address each as follows: Allow you to view the document, spreadsheet, or CAD drawing in AutoVue on your laptop. Even if you originally had this data vaulted in some time of system of record (like an ECM solution) and view your data from there, AutoVue allows you to "Work Offline" and take the documents you need to review on your laptop. From there, the many annotation tools in AutoVue will give you what you need to comment upon the documents that you are reviewing. The challenge with the mobile workforce is always access to information. People who perform maintenance and repair operations often are in locations with little to no Internet connectivity. However, technology is coming to these people in the form of laptops, tablet PCs, and other portable devices too. AutoVue can address situations with limited bandwidth through our streaming technology for viewing, meaning that the most up to date information can be pulled up from the central server - without the need for large data transfer. When there is no connectivity at all, the "Work Offline" option will handle this. For a design review session, the Real-Time Collaboration capabilities of AutoVue will let all the participants view the same document in a synchronized view, allowing each person to be able to mark-up the document at the same time. Since this is done in a web-based manner, not only is it not necessary to print the document, but you benefit by reducing the travel needed for these sessions. Not only are trees spared, but jet fuel as well. There are many steps involved with "Going Green", but each step is a necessary one. What we do today will directly influence our future generations, and we're looking to help.

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  • Tic Tac Toe Winner in Javascript and html [closed]

    - by Yehuda G
    I am writing a tic tac toe game using html, css, and JavaScript. I have my JavaScript in an external .js file being referenced into the .html file. Within the .js file, I have a function called playerMove, which allows the player to make his/her move and switches between player 'x' and 'o'. What I am trying to do is determine the winner. Here is what I have: each square, when onclick(this), references playerMove(piece). After each move is made, I want to run an if statement to check for the winner, but am unsure if the parameters would include a reference to 'piece' or a,b, and c. Any suggestions would be greatly appreciated. Javascript: var turn = 0; a = document.getElementById("topLeftSquare").innerHTML; b = document.getElementById("topMiddleSquare").innerHTML; c = document.getElementById("topRightSquare").innerHTML; function playerMove(piece) { var win; if(piece.innerHTML != 'X' && piece.innerHTML != 'O'){ if(turn % 2 == 0){ document.getElementById('playerDisplay').innerHTML= "X Plays " + printEquation(1); piece.innerHTML = 'X'; window.setInterval("X", 10000) piece.style.color = "red"; if(piece.innerHTML == 'X') window.alert("X WINS!"); } else { document.getElementById('playerDisplay').innerHTML= "O Plays " + printEquation(1); piece.innerHTML = 'O'; piece.style.color = "brown"; } turn+=1; } html: <div id="board"> <div class="topLeftSquare" onclick="playerMove(this)"> </div> <div class="topMiddleSquare" onclick="playerMove(this)"> </div> <div class="topRightSquare" onclick="playerMove(this)"> </div> <div class="middleLeftSquare" onclick="playerMove(this)"> </div> <div class="middleSquare" onclick="playerMove(this)"> </div> <div class="middleRightSquare" onclick="playerMove(this)"> </div> <div class="bottomLeftSquare" onclick="playerMove(this)"> </div> <div class="bottomMiddleSquare" onclick="playerMove(this)"> </div> <div class="bottomRightSquare" onclick="playerMove(this)"> </div> </div>

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  • Oracle BPM: Adding an attachment during the Human Task Initialization

    - by kyap
    Recently I had the requirement from a customer to instantiate a Human Task, which can accept a payload containing a binary attribute (base64) representing an actual document. According to the same requirement, this attribute should be shown as a hyperlink in the Worklist UI to the assignee(s), from which the assignees can download the document on the local machine for review. Multiple options have been leverage, but most required heavy customization.  In order to leverage as much as possible Oracle BPM out-of-the box functionalities, I decided to add this document as a readonly attachment. We can easily achieve this operation within Worklist Application, but it is a bit more challenging when we want to attach the document during the Human Task initialization.  After some investigations (on BPM 11g PS4FP and PS5), here's the way to go: 1. Create an asynchronous BPM process, and use this xsd to create 2 Business Objects FullPayload and PartialPayload : 2. Create 2 process variables 'vFullPayload' and 'vPartialPayload' using this Business Objects created above 3. Implement the Start Event with the initial Data Association, with an input argument using 'FullPayload' Business Object type 4. Drag in an User Task into the process. Implement the User Task as usual by using 'vPartialPayload' type as the input type and assign the task to your favorite tester (mine is jcooper) 5. Here's the main course - Start the Data Association and map the payload into 'execData' as follow: FROM TO  vFullPayload.attachment.mimetype  execData.attachment[1].mimeType  vFullPayload.attachment.filename  execData.attachment[1].name  bpmn:getDataObject('vFullPayload')/ns:attachment/ns:content  execData.attachment[1].content  'BPM'  execData.attachment[1].attachmentScope false()  execData.attachment[1].doesBelongToParent 'weblogic'  execData.attachment[1].updateBy  xp20:current-dateTime()  execData.attachment[1].updateDate (Note: Check the <Humantask>WorkflowTask.xsd file in your project xsd folder to discover the different options for attachmentScope & storageType) 6. Your process is completed. Just build a standard ADF UI and deploy the process/UI onto your BPM Server for the testing. Here's an example, with a base64 encoded pdf file: application-pdf.txt 7. Finally, go to the BPM Worklist application to check the result ! Please note that Oracle BPM, by default, limits the attachment document size to 2Mb. If you are planning to have bigger attachments in your process, it is recommended to store your documents in a Content Management server (such as Oracle UCM) and pass the reference instead. It is possible to configure Oracle BPM to store attachment directly into Oracle UCM too, and I believe we can use the storageType, ucmMetadataItem attributes for this purpose.... I will confirm once I have access onto an Oracle UCM for the testing :)

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  • SharePoint 2010 Hosting :: How to Enable Office Web Apps on SharePoint 2010

    - by mbridge
    Office Web App is the online version of Microsoft Office 2010 which is very helpful if you are going to use SharePoint 2010 in your organization as it allows you to do basic editing of word document without installing the Office Suite in the client machine. Prerequisites : - Microsoft Server 2008 R2 - Microsoft SharePoint Server 2010 or Microsoft SharePoint Foundation 2010 - Microsoft Office Web Apps. If you have installed all the above products, just follow this steps: 1. Go to Central Administration > Click on Manage Service Application. 2. All the menus are not displayed in ribbon Menu format which was first introduced in Office 2007. Click on New > Word Viewing Services ( You can choose PowerPoint or Excel also, steps are same ). This will open a pop window. Adding Services for Office Web Apps 3. Give a Proper Name which can have your companies or project name. 4. Under Application Pool select : SharePoint Web Services Default. 5. Next keep the check box checked which says : Add this service application’s proxy to the farm’s default proxy list. Click Ok Adding Word Viewer as Service Application Office Web Apps as Services in Sharepoint 2010 6. This will install all the Office Web App services required. You can see the name as you gave in the above step. How to Activate Office Web Apps in Site Collection? 1. Go to the site for which you want to activate this feature. 2. Click on Site Action > Site Settings > Site Collection Administrator > Site Collection Features 3. Activate Office Web Apps. Activate Office Web Apps Feature in Site Collection How to make sure Office Web Apps is working for your site collection? 1. Locate any office document you have and click on the smart menu which appears when you hover your mouse on it. Dont double-click as this will launch the document in Office Client if its installed. This feature can be changed. 2. If you see View or Edit in Browser as menu item, your Office Web Apps is configured correctly. View Edit Office Document in Browser Editing Office Document in Browser Another post related SharePoint 2010: 1. How to Configure SharePoint Foundation 2010 for SharePoint Workspace 2010 2. Integrating SharePoint 2010 and SQL 2008 R2

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  • How to Enable JavaScript file API in IE8 [closed]

    - by saeed
    i have developed a web application in asp.net , there is a page in this project which user should choose a file in picture format (jpeg,jpg,bmp,...) and i want to preview image in the page but i don't want to post file to server i want to handle it in client i have done it with java scripts functions via file API but it only works in IE9 but most of costumers use IE8 the reason is that IE8 doesn't support file API is there any way to make IE8 upgrade or some patches in code behind i mean that check if the browser is IE and not support file API call a function which upgrades IE8 to IE9 automatically. i don't want to ask user to do it in message i want to do it programmatic !! even if it is possible install a special patch that is required for file API because customers thought it is a bug in my application and their computer knowledge is low what am i supposed to do with this? i also use Async File Upload Ajax Control But it post the file to server any way with ajax solution and http handler but java scripts do it all in client browser!!! following script checks the browser supports API or not <script> if (window.File && window.FileReader && window.FileList && window.Blob) document.write("<b>File API supported.</b>"); else document.write('<i>File API not supported by this browser.</i>'); </script> following scripts do the read and Load Image function readfile(e1) { var filename = e1.target.files[0]; var fr = new FileReader(); fr.onload = readerHandler; fr.readAsText(filename); } HTML code: <input type="file" id="getimage"> <fieldset><legend>Your image here</legend> <div id="imgstore"></div> </fieldset> JavaScript code: <script> function imageHandler(e2) { var store = document.getElementById('imgstore'); store.innerHTML='<img src="' + e2.target.result +'">'; } function loadimage(e1) { var filename = e1.target.files[0]; var fr = new FileReader(); fr.onload = imageHandler; fr.readAsDataURL(filename); } window.onload=function() { var x = document.getElementById("filebrowsed"); x.addEventListener('change', readfile, false); var y = document.getElementById("getimage"); y.addEventListener('change', loadimage, false); } </script>

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  • WebCenter Customer Spotlight: SICE

    - by me
    Author: Peter Reiser - Social Business Evangelist, Oracle WebCenter  Solution SummarySociedad Ibérica de Construcciones Eléctricas, S.A. (SICE) is a Spanish company specializes in engineering and technology integration for intelligent transport systems and environmental control systems. They had a large quantity of engineering and environmental planning documents  which they wanted to manage, classify and integrate with their existing enterprise resource planning (ERP) system. SICE adapted  Oracle WebCenter Content to classify and manage more than 30 different types, defined a security plan to ensure the integrity and recovery of various document types and integrated the document management solution with SICE’s third-party enterprise resource planning (ERP) system. SICE  accelerated time to market for all projects, minimized time required to identify and recover documents  and achieved greater efficiency in all operations. Company Overview Created in 1921, Sociedad Ibérica de Construcciones Eléctricas, S.A. (SICE) currently specializes in engineering and technology integration for intelligent transport systems and environmental control systems. It has more than 2,500 employees, with operations in Spain and various locations in Latin America, the United States, Africa, and Australia. Business Challenges They had a large quantity of engineering and environmental planning documents generated in research and projects which they wanted to manage, classify and integrate with their existing enterprise resource planning (ERP) system. Solution Deployed SICE worked with the Oracle Partner ABAST Solutions to evaluate and choose the best document management system, ultimately selecting Oracle WebCenter Content over other options including  Documentum, SharePoint, OpenText, and Alfresco.They adapted Oracle WebCenter Content to classify and manage more than 30 different types, defined a security plan to ensure the integrity and recovery of various document types and integrated the document management solution  with SICE’s third-party enterprise resource planning (ERP) system to accelerate incorporation with the documentation system and ensure integrity ERP system data. Business Results SICE  accelerated time to market for all projects by releasing reports and information that support and validate engineering projects, stored all documents in a single repository with organizationwide accessibility, minimizing time required to identify and recover documents needed for reports to initiate and execute engineering and building projects. Overall they achieved greater efficiency in all operations, including technical and impact report development and construction documentation management. “The correct and efficient management of information is vital to our environmental management activity. Oracle WebCenter Content  serves as a basis for knowledge management practices, with the objective of adding greater value to everything that we do.” Manuel Delgado, IT Project Engineering, Sociedad Ibérica de Construcciones Eléctricas, S.A Additional Information SICE Customer Snapshot Oracle WebCenter Content

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  • Desparately Need Help: After a mishap, a folder shows 0 files in it

    - by bobby
    I'm hoping some of you guys may be able to shed some light on this scenario: I had a odt document on which I was working from one of many files in a folder among many on an internal hard-drive. Some kind of glitch occured and the document crashed (this could have been some kind of power charge whilst another hard drive was being unmounted). As I looked into the folders surrounding the folder in which my odt document was stored, they start to show 0 files in them. I immediately switched off the PC and then re-started. Upon the re-start, the folders would show the 1,000s of files I've stored in them and then within 5 minutes, as I started to back them up, freeze, cut-off the process of transfer. When I tried to open anything on the internal hard-drive, be it an avi film, an mp3, a cbr or a word doc, they all showed blank or would work. Some folders had vastly less files showing. Eventually, things calmed down. I closed the PC, checked that the connections were in firmly, gave it a vacuum and restarted the PC. All the files eventually showed up and I started to back them up (which I'd brought a hard drive for anyway but been distracted and not done). All folders show except the one which contained the document I was working on at the time of the trouble. Strangely, it was one that should itself full on several occasions on restarts. It shows zero files now. Properties shows zero files and zero space taken by it. Yet when I drop a file into this folder by pasting it in, it disappears too. Opening the folder, there is nothing there. But if I paste that document again, the PC asks would I like to replace the existing file with the same name (that I can't see), when I click yes, the file appears. When I exit, the folder shows the 0 files in the folder. Going back into the folder, it has disappeared again. I'm hoping that someone can help give me tips to recover the files in the folder, it would be greatly, greatly appreciated. All other films, music, comics, documents show and are fine!

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  • Get Proactive With AutoVue Support!

    - by GrahamOracle
    v\:* {behavior:url(#default#VML);} o\:* {behavior:url(#default#VML);} w\:* {behavior:url(#default#VML);} .shape {behavior:url(#default#VML);} I’m pleased to announce the AutoVue “Get Proactive” page within the My Oracle Support portal. This new dynamic document links to valuable resources for AutoVue users, administrators, and integrators – Not only to remain up-to-date on Support and technical topics, but also to enhance your knowledge in planning for upgrade and maintenance activities for your AutoVue products. To access the AutoVue Get Proactive page, log into the MOS portal, search for note number 432.1 in the search field at the top-right, and once in the document select “Agile and AutoVue” from the dropdown (as shown in the following screenshot): The Get Proactive page is a working document, and we plan to include new resources as they become available. Therefore make sure to bookmark the document, and if you have any suggestions please post them using the ‘Add Comment’ feature within the document, or through the AutoVue Community. Normal 0 false false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0cm 5.4pt 0cm 5.4pt; mso-para-margin-top:0cm; mso-para-margin-right:0cm; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0cm; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;}

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  • Why does Sharepoint 2010 Web Reference work, but Service Reference does not

    - by Darien Ford
    Sharepoint is setup to use NTLM authentication. When I reference http://myserver/Sites/Ops/_vti_bin/Lists.asmx?WSDL as a Web Reference, I can call the methods and get valid responses. When I reference the same url as a Service Reference, the server throws an exception when calling methods. My account is admin on the Sharepoint Farm. This is the app.config for the service reference (mostly auto generated): <?xml version="1.0" encoding="utf-8" ?> <configuration> <configSections> </configSections> <system.serviceModel> <bindings> <basicHttpBinding> <binding name="ListsSoap" closeTimeout="00:01:00" openTimeout="00:01:00" receiveTimeout="00:10:00" sendTimeout="00:01:00" allowCookies="false" bypassProxyOnLocal="false" hostNameComparisonMode="StrongWildcard" maxBufferSize="65536" maxBufferPoolSize="524288" maxReceivedMessageSize="65536" messageEncoding="Text" textEncoding="utf-8" transferMode="Buffered" useDefaultWebProxy="true"> <readerQuotas maxDepth="32" maxStringContentLength="8192" maxArrayLength="16384" maxBytesPerRead="4096" maxNameTableCharCount="16384" /> <security mode="TransportCredentialOnly"> <transport clientCredentialType="Ntlm" /> </security> </binding> </basicHttpBinding> </bindings> <client> <endpoint address="http://myserver/Sites/Ops/_vti_bin/Lists.asmx" binding="basicHttpBinding" bindingConfiguration="ListsSoap" contract="SharepointLists.ListsSoap" name="ListsSoap" /> </client> </system.serviceModel> </configuration> Saddly, the only information the exception provides is this: "Exception of type 'Microsoft.SharePoint.SoapServer.SoapServerException' was thrown." No other details. The code that I'm using is: public ListClass() { _Client = new SharepointLists.ListsSoapClient(); } public System.Xml.Linq.XElement GetTaskList() { return _Client.GetList("Tasks"); } Any thoughts? I would like to use the Service Reference rather than the Web Reference. UPDATE: I tried Rob's suggestion and got this error: HTTP GET Error URI: http://myserver/Sites/Ops/_vti_bin/Lists.asmx The document at the url http://myserver/Sites/Ops/_vti_bin/Lists.asmx was not recognized as a known document type. The error message from each known type may help you fix the problem: - Report from 'http://myserver/Sites/Ops/_vti_bin/Lists.asmx' is 'The document format is not recognized (the content type is 'text/html; charset=utf-8').'. - Report from 'DISCO Document' is 'There was an error downloading 'http://myserver/_vti_bin/Lists.asmx?disco'.'. - The request failed with HTTP status 404: Not Found. - Report from 'WSDL Document' is 'The document format is not recognized (the con tent type is 'text/html; charset=utf-8').'. - Report from 'XML Schema' is 'The document format is not recognized (the conten t type is 'text/html; charset=utf-8').'.

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  • How to check if a checkbox in a checkbox array is checked with jquery

    - by eddy
    Hello everyone. I have a html table with a column of text boxes (mileage), all of them are disabled when the page loads, and I need that when user clicks on a check box, the text box for that column should be enabled and become a required field, and then if the user unchecks the checkbox, the textbox on that row must be disabled and the required class removed. I already have the function to enable and disable the text boxes (column mileage) when the user clicks on the corresponding checkbox, but it is written in javascript.However, for some reason it only works in IE). Here is the html code <tbody> <c:forEach items="${list}" var="item"> <tr> <td align="center"> <input type="checkbox" name="selectItems" value="<c:out value="${item.numberPlate}"/>" onchange="enableTextField(this)" /> </td> <td align="left"><c:out value="${item.numberPlate}"/></td> <td align="left"><c:out value="${item.driver.fullName}"/></td> <td align="left"><input type="text" name="mileage_<c:out value="${item.numberPlate}"/>" value="" disabled="true"/></td> </tr> </c:forEach> </tbody> And the javascript code: function enableTextField(r) { var node = r.parentNode; while( node && node.tagName !== 'TR' ) { node = node.parentNode; } var i=node.rowIndex; if(document.form1.selectItems[i-1].checked) { document.getElementById('mileage_' + document.form1.selectItems[i-1].value).disabled=false; } else { document.getElementById('mileage_' + document.form1.selectItems[i-1].value).value=""; document.getElementById('mileage_' + document.form1.selectItems[i-1].value).disabled=true; } } Now, I know that in order to add or remove dynamically validation rules I have to use: addClass('required'); o removeClass('required') ,but I don't know how to detect whether a check box is selected or not, and based on that ,enable or disable the text box for that row. I really hope you can help me out with this.

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  • YASR - Yet another search and replace question

    - by petronius31
    Environment: asp.net c# openxml Ok, so I've been reading a ton of snippets and trying to recreate the wheel, but I'm hoping that somone can help me get to my desination faster. I have multiple documents that I need to merge together... check... I'm able to do that with openxml sdk. Birds are singing, sun is shining so far. Now that I have the document the way I want it, I need to search and replace text and/or content controls. I've tried using my own text - {replace this} but when I look at the xml (rename docx to zip and view the file), the { is nowhere near the text. So I either need to know how to protect that within the doucment so they don't diverge or I need to find another way to search and replace. I'm able to search/replace if it is an xml file, but then I'm back to not being able to combine the doucments easily. Code below... and as I mentioned... document merge works fine... just need to replace stuff. protected void exeProcessTheDoc(object sender, EventArgs e) { string doc1 = Server.MapPath("~/Templates/doc1.docx"); string doc2 = Server.MapPath("~/Templates/doc2.docx"); string final_doc = Server.MapPath("~/Templates/extFinal.docx"); File.Delete(final_doc); File.Copy(doc1, final_doc); using (WordprocessingDocument myDoc = WordprocessingDocument.Open(final_doc, true)) { string altChunkId = "AltChunkId2"; MainDocumentPart mainPart = myDoc.MainDocumentPart; AlternativeFormatImportPart chunk = mainPart.AddAlternativeFormatImportPart( AlternativeFormatImportPartType.WordprocessingML, altChunkId); using (FileStream fileStream = File.Open(doc2, FileMode.Open)) chunk.FeedData(fileStream); AltChunk altChunk = new AltChunk(); altChunk.Id = altChunkId; mainPart.Document.Body.InsertAfter(altChunk, mainPart.Document.Body.Elements<Paragraph>().Last()); mainPart.Document.Save(); } exeSearchReplace(final_doc); } protected void exeSearchReplace(string document) { using (WordprocessingDocument wordDoc = WordprocessingDocument.Open(document, true)) { string docText = null; using (StreamReader sr = new StreamReader(wordDoc.MainDocumentPart. GetStream())) { docText = sr.ReadToEnd(); } Regex regexText = new Regex("acvtClientName"); docText = regexText.Replace(docText, "Hi Everyone!"); using (StreamWriter sw = new StreamWriter(wordDoc.MainDocumentPart.GetStream(FileMode.Create))) { sw.Write(docText); } } } } }

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  • Lazy loading Javascript, object not created from IE8 cache

    - by doum-ti-di-li-doom
    Unfortunately the bug does not happen outside of my application! Scenario index.php <?php header('Expires: Mon, 26 Jul 1997 05:00:00 GMT'); header('Last-Modified: '.gmdate('D, d M Y H:i:s').'GMT'); header('Cache-Control: no-cache, must-revalidate'); header('Pragma: no-cache'); ?> <!DOCTYPE html PUBLIC "-//W3C//DTD XHTML 1.0 Transitional//EN" "http://www.w3.org/TR/xhtml1/DTD/xhtml1-transitional.dtd"> <html xmlns="http://www.w3.org/1999/xhtml" lang="en"> <head> <meta http-equiv="content-type" content="text/html; charset=UTF-8" /> <title>Lazy loader</title> </head> <body> ... <script type="text/javascript" src="internal.js"></script> ... </body> </html> internal.js myApp = { timerHitIt: false, hitIt: function () { if (arguments.callee.done) { return; } arguments.callee.done = true; if (myApp.timerHitIt) { clearInterval(myApp.timerHitIt); } var elt = document.createElement("script"); elt.async = true; elt.type = "text/javascript"; elt.src = "external.js"; elt.onload = elt.onreadystatechange = function () { alert(typeof(something)); } document.body.appendChild(elt); } } if (document.addEventListener) { document.addEventListener("DOMContentLoaded", myApp.hitIt, false); } /*@cc_on @*/ /*@if (@_win32) document.write("<script id=__ie_onload defer src="+((location.protocol == "https:") ? "//:" : "javascript:void(0)")+"><\/script>"); document.getElementById("__ie_onload").onreadystatechange = function () { if (this.readyState == "complete") { myApp.hitIt(); } }; /*@end @*/ if (/WebKit/i.test(navigator.userAgent)) { timerHitIt = setInterval(function () { if (/loaded|complete/.test(document.readyState)) { myApp.hitIt(); } }, 10); } window.onload = myApp.hitIt; external.js something = {}; alert(true); Valid results are undefined - true - object (± new request) true - object (± cached javascript) But sometimes, when hitting F5, I get true - undefined Does anyone have a clue why alert(true) is executed but something is not set?

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  • Javascript HTML and Script injection issue in IE

    - by MartinHN
    Hi I have a javascript variable containing escaped HTML. There can be script tags inside the HTML, like this: var valueToInsert = "%3Cscript%20type%3D%22text/javascript%22%3Ealert%28%27test%27%29%3B%3C/script%3E%0A%3Cscript%20type%3D%22text/javascript%22%20src%3D%22http%3A//devserver/testinclude.js%22%3E%3C/script%3E%0A%3Cimg%20src%3D%22http%3A//www.footballpictures.net/data/media/131/manchester_united_logo.jpg%22%20/%3E" I want to append this to the DOM, and get all the javascript fired as expected. Right now I'm using this approach: var div = document.createElement("div"); div.innerHTML = unescape(valueToInsert); document.body.appendChild(div); In IE, at the time i set div.innerHTML - all script tags are removed. If I use jQuery to and do this: $(document.body).append(valueToInsert) It all works fine. Bad thing is, that I cannot use jQuery as this code will be added to sites I'm not in control of using some "already-implemented" script includes. Does someone have a trick? If jQuery can do it, it must be possible? I had another issue in Opera. I changed the injection script to be this: (still doesn't work in IE) var div = document.createElement("div"); div.innerHTML = unescape(valueToInsert); var a = new Array(); for (var i = 0; i < div.childNodes.length; i++) a.push(div.childNodes[i]); for (var i = 0; i < a.length; i++) { if (a[i].nodeName == "SCRIPT" && a[i].getAttribute("src") != null && a[i].getAttribute("src") != "" && typeof (a[i].getAttribute("src")) != "undefined") { var scriptTag = document.createElement("script"); scriptTag.src = a[i].getAttribute("src"); scriptTag.type = "text/javascript"; document.body.appendChild(scriptTag); } else if (a[i].nodeName == "SCRIPT") { eval(a[i].innerHTML); } else { document.body.appendChild(a[i]); } }

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  • IE8 isn't resizing tbody or thead when a column is hidden in a table with table-layout:fixed

    - by tom
    IE 8 is doing something very strange when I hide a column in a table with table-layout:fixed. The column is hidden, the table element stays the same width, but the tbody and thead elements are not resized to fill the remaining width. It works in IE7 mode (and FF, Chrome, etc. of course). Has anyone seen this before or know of a workaround? Here is my test page - toggle the first column and use the dev console to check out the table, tbody and thead width: <!DOCTYPE html PUBLIC "-//W3C//DTD XHTML 1.0 Transitional//EN" "http://www.w3.org/TR/xhtml1/DTD/xhtml1-transitional.dtd"> <html> <head> <title>bug</title> <style type="text/css"> table { table-layout:fixed; width:100%; border-collapse:collapse; } td, th { border:1px solid #000; } </style> </head> <body> <table> <thead> <tr> <th id="target1">1</th> <th>2</th> <th>3</th> <th>4</th> </tr> </thead> <tbody> <tr> <td id="target2">1</td> <td>2</td> <td>3</td> <td>4</td> </tr> </tbody> </table> <a href="#" id="toggle">toggle first column</a> <script type="text/javascript"> function toggleFirstColumn() { if (document.getElementById('target1').style.display=='' || document.getElementById('target1').style.display=='table-cell') { document.getElementById('target1').style.display='none'; document.getElementById('target2').style.display='none'; } else { document.getElementById('target1').style.display='table-cell'; document.getElementById('target2').style.display='table-cell'; } } document.getElementById('toggle').onclick = function(){ toggleFirstColumn(); return false; }; </script> </body> </html>

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  • Set a specific stylesheet based on session variable in javascript

    - by user2371301
    I have an option for a user to select his/her own theme while logged into the system and this theme is set in a MYSQL Database and called each time the user logs in, this is called by: <?php $_SESSION['SESS_THEME_NAME']; ?> Now, I had this working in a PHP file but I need it to work in Javascript instead unfortunately. And I need some help. I looked at the code using the developers tools on Google Chrome and looks like the above code is not resolving within the javascript file. Which makes sense because you can't access session variables within a javascript file (as I found by searching Google.) The code is basically supposed to set the specific stylesheet based on the value extracted from the MYSQL database. So if the database says Default the script needs to tell the webpage to use the default.css file. And so on and so forth. My attempt at writing this is as follows: var themName="<?php $_SESSION['SESS_THEME_NAME']; ?>"; if (themeName == "Default") { document.write("<link re='stylesheet' type='text/css' href='css/mws-theme.css'>"); }; if (themeName == "Army") { document.write("<link rel='stylesheet' type='text/css' href='css/mws-theme-army.css'>"); }; if (themeName == "Rocky Mountains") { document.write("<link rel='stylesheet' type='text/css' href='css/mws-theme-rocky.css'>"); }; if (themeName == "Chinese Temple") { document.write("<link rel='stylesheet' type='text/css' href='css/mws-theme-chinese.css'>"); }; if (themeName == "Boutique") { document.write("<link rel='stylesheet' type='text/css' href='css/mws-theme-boutique.css'>"); }; if (themeName == "Toxic") { document.write("<link rel='stylesheet' type='text/css' href='css/mws-theme-toxic.css'>"); }; if (themeName == "Aquamarine") { document.write("<link rel='stylesheet' type='text/css' href='css/mws-theme-aquamarine.css'>"); }; Any help once so ever would be awesome and much much appreciated! I am reaching a deadline :/

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  • .live event doesnt work till second click

    - by ChampionChris
    I have 2 list on a page that are linked. When I drag a li element from list 1 to list 2 the live events on list 1 don't work on the first click only second click. Below is the code that adds the li (obj) to list 2. function AddToDropBox(obj) { $(obj).children(".handle").animate({ width: "20px" }).children("strong").fadeOut(); $(obj).children("span:not(.track,.play,.handle,:has(.btn-edit))").fadeOut('fast'); $(obj).children(".play").css("margin-right", "8px"); $(obj).css({ "opacity": "0.0", "width": "284px" }).animate({ opacity: "1.0" }); if ($(".sidebar-drop-box ul").children(".admin-song").length > 0) { $(".dropTitle").fadeOut("fast"); $(".sidebar-drop-box ul.admin-song-list").css("min-height", "0"); } if (typeof SetLinks == 'function') { SetLinks(); } //CBG Changes adds media ID to hidden field //checks id there is a value in field then adds comma if(document.getElementById("ctl00_cphBody_hfRemoveMedia").value==""||document.getElementById("ctl00_cphBody_hfRemoveMedia").value==null) { document.getElementById("ctl00_cphBody_hfRemoveMedia").value=(obj).attr("mediaid"); } else { var localMediaIDs=document.getElementById("ctl00_cphBody_hfRemoveMedia").value; document.getElementById("ctl00_cphBody_hfRemoveMedia").value=localMediaIDs+", "+(obj).attr("mediaid"); } // alert("hfid: "+document.getElementById("ctl00_cphBody_hfRemoveMedia").value); //END CBG Modifications } this is one of the live() events that dont fire until the second click after the drag. This live() event is in a document.ready function(). // Live for deleting. $(".btn-del").live("click", function(e) { DeleteItem(this); $(this).removeClass("btn-del").addClass("btn-add").parents("li").removeClass("alt").addClass("removed"); var oldTxt = $(this).parents("li").find(".status").text(); $(this).parents("li").find(".status").text("Removed").attr("oldstat", oldTxt); $("#timeHolder input[type=hidden]").val(($("#timeHolder input[type=hidden]").val() * 1) - ($(this).parents("li").find(".time").attr("length") * 1)); CalculateAggregates(); isDirty = false; }); EDIT @dreaton.. Im new to jquery and javascript so thanks for the last tip... Im not sure what you mean about cache the query's. ... the delegete feature is giving me this Microsoft JScript runtime error: Object doesn't support this property or method this is the way I have the code $('#ulPlaylist').delegate('.btn-del', 'click', function (e) { DeleteItem(this); $(this).removeClass("btn-del").addClass("btn-add").parents("li").removeClass("alt").addClass("removed"); var oldTxt = $(this).parents("li").find(".status").text(); $(this).parents("li").find(".status").text("Removed").attr("oldstat", oldTxt); $("#timeHolder input[type=hidden]").val(($("#timeHolder input[type=hidden]").val() * 1) - ($(this).parents("li").find(".time").attr("length") * 1)); CalculateAggregates(); isDirty = false; });

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  • Using JavaScript to parse an XML file

    - by Chris Clouten
    I am new to Stack OverFlow and coding in general. I am trying to take an XML file and render it in the browser using JavaScript. I have looked around at some sample code of how to do this and came up with the following code: <!DOCTYPE html> <html> <body> <script> if (window.XMLHttpRequest) {// code for IE7+, Firefox, Chrome, Opera, Safari xmlhttp=new XMLHttpRequest(); } else {// code for IE6, IE5 xmlhttp=new ActiveXObject("Microsoft.XMLHTTP"); } xmlhttp.open("GET","social.xml",false); xmlhttp.send(); xmlDoc=xmlhttp.responseXML; document.write("<table border='1'>"); var x=xmlDoc.getElementsByTagName("CD"); for (i=0;i<x.length;i++) { document.write("<tr><td>"); document.write(x[i].getElementsByTagName("c_id")[0].childNodes[0].nodeValue); document.write("</td><td>"); document.write(x[i].getElementsByTagName("facebook_id")[0].childNodes[0].nodeValue); document.write("</td></tr>"); } document.write("</table>"); </script> </body> </html> Anyway, when I run this on my local server none of the data that I am trying to display in the table appears. My .html file and .xml file are in the same folder, so I believe I have the correct file pathway. I could just be making a rookie mistake here, but I can't for the life of me figure out why a table listing the c_id and facebook_id values is not being created. I looked around for answers and haven't been able to find any. Any help would be greatly appreciated. Thanks!

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  • C#: Label contains no text

    - by Vinzcent
    Hey I would like to get the text out of a label. But the label text is set with Javascript. On the page I can see that there is text in the label, but when I debug it shows this: "". So how do I get the text out of a label that is set with Javascript, at least that is what I think is the problem. My code: <asp:TextBox ID="txtCount" runat="server" Width="50px" Font-Names="Georgia, Arial, sans-Serif" ForeColor="#444444"></asp:TextBox> <ajaxToolkit:NumericUpDownExtender ID="NumericUpDownExtender1" runat="server" Minimum="1" TargetButtonDownID="btnDown" TargetButtonUpID="btnUp" TargetControlID="txtCount" Width="20" /> <asp:ImageButton ID="btnUp" runat="server" AlternateText="up" ImageUrl="Images/arrowUp.png" OnClientClick="setAmountUp()" ImageAlign="Top" CausesValidation="False" /> <asp:ImageButton ID="btnDown" runat="server" AlternateText="down" ImageUrl="Images/arrowDown.png" OnClientClick="setAmountDown()" ImageAlign="Bottom" CausesValidation="False" /> <asp:Label ID="lblKorting" runat="server" /> <asp:Label ID="lblAmount" runat="server" /> <asp:Button ID="btnBestel" runat="server" CssClass="btn" Text="Bestel" OnClick="btnBestel_Click1" /> JS function setAmountUp() { var aantal = document.getElementById('<%=txtCount.ClientID%>').value-0; aantal+=1; calculateAmount(aantal); } function setAmountDown() { var aantal = document.getElementById('<%=txtCount.ClientID%>').value-0; if(aantal > 1) aantal -=1; calculateAmount(aantal); } function calculateAmount(aantal) { var prijs = document.getElementById('<%=lblPriceBestel.ClientID%>').innerHTML -0; var totaal = 0; if(aantal < 2) { totaal = prijs * aantal; document.getElementById('<%=lblKorting.ClientID%>').innerHTML = ""; } else if(aantal >= 2 && aantal < 5) { totaal = (prijs * aantal)*0.95; document.getElementById('<%=lblKorting.ClientID%>').innerHTML = "-5%"; } else if(aantal >= 5) { totaal = (prijs * aantal)*0.90; document.getElementById('<%=lblKorting.ClientID%>').innerHTML = "-10%"; } document.getElementById('<%=lblAmount.ClientID%>').innerHTML = totaal; } C# private OrderBO bestelling; protected void btnBestel_Click1(object sender, EventArgs e) { bestelling = new OrderBO(); bestelling.Amount = Convert.ToInt32(lblAmount.Text); //<--- THIS IS "" in the debugger, but on the page 10 }

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  • body onload cache not clearing

    - by Mad Cow
    I'm using an image swapping function generated by Dreamweaver to allow an image to change when moused over. The images are small. I have a problem because the images are getting stored in cache and without clearing it out I cant get the new images to show. It works on some browsers, but unfortunately not on all... I've read about putting "a random query" into the javascript to force the page to reload, but I dont know where to put it (the code was generated for me by dreamweaver). A subset of my code is : <script type="text/javascript"> function MM_preloadImages() { //v3.0 var d=document; if(d.images){ if(!d.MM_p) d.MM_p=new Array(); var i,j=d.MM_p.length,a=MM_preloadImages.arguments; for(i=0; i<a.length; i++) if (a[i].indexOf("#")!=0){ d.MM_p[j]=new Image; d.MM_p[j++].src=a[i];}} } function MM_swapImgRestore() { //v3.0 var i,x,a=document.MM_sr; for(i=0;a&&i<a.length&&(x=a[i])&&x.oSrc;i++) x.src=x.oSrc; } function MM_findObj(n, d) { //v4.01 var p,i,x; if(!d) d=document; if((p=n.indexOf("?"))>0&&parent.frames.length) { d=parent.frames[n.substring(p+1)].document; n=n.substring(0,p);} if(!(x=d[n])&&d.all) x=d.all[n]; for (i=0;!x&&i<d.forms.length;i++) x=d.forms[i][n]; for(i=0;!x&&d.layers&&i<d.layers.length;i++) x=MM_findObj(n,d.layers[i].document); if(!x && d.getElementById) x=d.getElementById(n); return x; } function MM_swapImage() { //v3.0 var i,j=0,x,a=MM_swapImage.arguments; document.MM_sr=new Array; for(i=0;i<(a.length-2);i+=3) if ((x=MM_findObj(a[i]))!=null){document.MM_sr[j++]=x; if(!x.oSrc) x.oSrc=x.src; x.src=a[i+2];} } </script> </head> <body onload="MM_preloadImages('../images/navigation/social-about-us-over.jpg','../images/navigation/social-about-us.jpg','../images/navigation/social-activities-over.jpg','../images/navigation/social-ourservices-over.jpg','../images/navigation/social-howwework-over.jpg','../images/navigation/social-fundraising-over.jpg','../images/navigation/social-howtohelp-over.jpg','../images/navigation/social-contactus-over.jpg')"> My website is http://www.clockhouse.org.uk/ I'm sure there is a better way i could have written this, but if anyone can help me fix this code I'd be very grateful Many thanks

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  • Partitioned Repository for WebCenter Content using Oracle Database 11g

    - by Adao Junior
    One of the biggest challenges for content management solutions is related to the storage management due the high volumes of the unstoppable growing of information. Even if you have storage appliances and a lot of terabytes, thinks like backup, compression, deduplication, storage relocation, encryption, availability could be a nightmare. One standard option that you have with the Oracle WebCenter Content is to store data to the database. And the Oracle Database allows you leverage features like compression, deduplication, encryption and seamless backup. But with a huge volume, the challenge is passed to the DBA to keep the WebCenter Content Database up and running. One solution is the use of DB partitions for your content repository, but what are the implications of this? Can I fit this with my business requirements? Well, yes. It’s up to you how you will manage that, you just need a good plan. During you “storage brainstorm plan” take in your mind what you need, such as storage petabytes of documents? You need everything on-line? There’s a way to logically separate the “good content” from the “legacy content”? The first thing that comes to my mind is to use the creation date of the document, but you need to remember that this document could receive a lot of revisions and maybe you can consider the revision creation date. Your plan can have also complex rules like per Document Type or per a custom metadata like department or an hybrid per date, per DocType and an specific virtual folder. Extrapolation the use, you can have your repository distributed in different servers, different disks, different disk types (Such as ssds, sas, sata, tape,…), separated accordingly your business requirements, separating the “hot” content from the legacy and easily matching your compliance requirements. If you think to use by revision, the simple way is to consider the dId, that is the sequential unique id for every content created using the WebCenter Content or the dLastModified that is the date field of the FileStorage table that contains the date of inclusion of the content to the DB Table using SecureFiles. Using the scenario of partitioned repository using an hierarchical separation by date, we will transform the FileStorage table in an partitioned table using  “Partition by Range” of the dLastModified column (You can use the dId or a join with other tables for other metadata such as dDocType, Security, etc…). The test scenario bellow covers: Previous existent data on the JDBC Storage to be migrated to the new partitioned JDBC Storage Partition by Date Automatically generation of new partitions based on a pre-defined interval (Available only with Oracle Database 11g+) Deduplication and Compression for legacy data Oracle WebCenter Content 11g PS5 (Could present some customizations that do not affect the test scenario) For the test case you need some data stored using JDBC Storage to be the “legacy” data. If you do not have done before, just create an Storage rule pointed to the JDBC Storage: Enable the metadata StorageRule in the UI and upload some documents using this rule. For this test case you can run using the schema owner or an dba user. We will use the schema owner TESTS_OCS. I can’t forgot to tell that this is just a test and you should do a proper backup of your environment. When you use the schema owner, you need some privileges, using the dba user grant the privileges needed: REM Grant privileges required for online redefinition. GRANT EXECUTE ON DBMS_REDEFINITION TO TESTS_OCS; GRANT ALTER ANY TABLE TO TESTS_OCS; GRANT DROP ANY TABLE TO TESTS_OCS; GRANT LOCK ANY TABLE TO TESTS_OCS; GRANT CREATE ANY TABLE TO TESTS_OCS; GRANT SELECT ANY TABLE TO TESTS_OCS; REM Privileges required to perform cloning of dependent objects. GRANT CREATE ANY TRIGGER TO TESTS_OCS; GRANT CREATE ANY INDEX TO TESTS_OCS; In our test scenario we will separate the content as Legacy, Day1, Day2, Day3 and Future. This last one will partitioned automatically using 3 tablespaces in a round robin mode. In a real scenario the partition rule could be per month, per year or any rule that you choose. Table spaces for the test scenario: CREATE TABLESPACE TESTS_OCS_PART_LEGACY DATAFILE 'tests_ocs_part_legacy.dat' SIZE 500K AUTOEXTEND ON NEXT 500K MAXSIZE UNLIMITED; CREATE TABLESPACE TESTS_OCS_PART_DAY1 DATAFILE 'tests_ocs_part_day1.dat' SIZE 500K AUTOEXTEND ON NEXT 500K MAXSIZE UNLIMITED; CREATE TABLESPACE TESTS_OCS_PART_DAY2 DATAFILE 'tests_ocs_part_day2.dat' SIZE 500K AUTOEXTEND ON NEXT 500K MAXSIZE UNLIMITED; CREATE TABLESPACE TESTS_OCS_PART_DAY3 DATAFILE 'tests_ocs_part_day3.dat' SIZE 500K AUTOEXTEND ON NEXT 500K MAXSIZE UNLIMITED; CREATE TABLESPACE TESTS_OCS_PART_ROUND_ROBIN_A 'tests_ocs_part_round_robin_a.dat' DATAFILE SIZE 500K AUTOEXTEND ON NEXT 500K MAXSIZE UNLIMITED; CREATE TABLESPACE TESTS_OCS_PART_ROUND_ROBIN_B 'tests_ocs_part_round_robin_b.dat' DATAFILE SIZE 500K AUTOEXTEND ON NEXT 500K MAXSIZE UNLIMITED; CREATE TABLESPACE TESTS_OCS_PART_ROUND_ROBIN_C 'tests_ocs_part_round_robin_c.dat' DATAFILE SIZE 500K AUTOEXTEND ON NEXT 500K MAXSIZE UNLIMITED; Before start, gather optimizer statistics on the actual FileStorage table: EXEC DBMS_STATS.GATHER_TABLE_STATS(USER, 'FileStorage', cascade => TRUE); Now check if is possible execute the redefinition process: EXEC DBMS_REDEFINITION.CAN_REDEF_TABLE('TESTS_OCS', 'FileStorage',DBMS_REDEFINITION.CONS_USE_PK); If no errors messages, you are good to go. Create a Partitioned Interim FileStorage table. You need to create a new table with the partition information to act as an interim table: CREATE TABLE FILESTORAGE_Part ( DID NUMBER(*,0) NOT NULL ENABLE, DRENDITIONID VARCHAR2(30 CHAR) NOT NULL ENABLE, DLASTMODIFIED TIMESTAMP (6), DFILESIZE NUMBER(*,0), DISDELETED VARCHAR2(1 CHAR), BFILEDATA BLOB ) LOB (BFILEDATA) STORE AS SECUREFILE ( ENABLE STORAGE IN ROW NOCACHE LOGGING KEEP_DUPLICATES NOCOMPRESS ) PARTITION BY RANGE (DLASTMODIFIED) INTERVAL (NUMTODSINTERVAL(1,'DAY')) STORE IN (TESTS_OCS_PART_ROUND_ROBIN_A, TESTS_OCS_PART_ROUND_ROBIN_B, TESTS_OCS_PART_ROUND_ROBIN_C) ( PARTITION FILESTORAGE_PART_LEGACY VALUES LESS THAN (TO_DATE('05-APR-2012 12.00.00 AM', 'DD-MON-YYYY HH.MI.SS AM')) TABLESPACE TESTS_OCS_PART_LEGACY LOB (BFILEDATA) STORE AS SECUREFILE ( TABLESPACE TESTS_OCS_PART_LEGACY RETENTION NONE DEDUPLICATE COMPRESS HIGH ), PARTITION FILESTORAGE_PART_DAY1 VALUES LESS THAN (TO_DATE('06-APR-2012 07.25.00 PM', 'DD-MON-YYYY HH.MI.SS AM')) TABLESPACE TESTS_OCS_PART_DAY1 LOB (BFILEDATA) STORE AS SECUREFILE ( TABLESPACE TESTS_OCS_PART_DAY1 RETENTION AUTO KEEP_DUPLICATES COMPRESS ), PARTITION FILESTORAGE_PART_DAY2 VALUES LESS THAN (TO_DATE('06-APR-2012 07.55.00 PM', 'DD-MON-YYYY HH.MI.SS AM')) TABLESPACE TESTS_OCS_PART_DAY2 LOB (BFILEDATA) STORE AS SECUREFILE ( TABLESPACE TESTS_OCS_PART_DAY2 RETENTION AUTO KEEP_DUPLICATES NOCOMPRESS ), PARTITION FILESTORAGE_PART_DAY3 VALUES LESS THAN (TO_DATE('06-APR-2012 07.58.00 PM', 'DD-MON-YYYY HH.MI.SS AM')) TABLESPACE TESTS_OCS_PART_DAY3 LOB (BFILEDATA) STORE AS SECUREFILE ( TABLESPACE TESTS_OCS_PART_DAY3 RETENTION AUTO KEEP_DUPLICATES NOCOMPRESS ) ); After the creation you should see your partitions defined. Note that only the fixed range partitions have been created, none of the interval partition have been created. Start the redefinition process: BEGIN DBMS_REDEFINITION.START_REDEF_TABLE( uname => 'TESTS_OCS' ,orig_table => 'FileStorage' ,int_table => 'FileStorage_PART' ,col_mapping => NULL ,options_flag => DBMS_REDEFINITION.CONS_USE_PK ); END; This operation can take some time to complete, depending how many contents that you have and on the size of the table. Using the DBA user you can check the progress with this command: SELECT * FROM v$sesstat WHERE sid = 1; Copy dependent objects: DECLARE redefinition_errors PLS_INTEGER := 0; BEGIN DBMS_REDEFINITION.COPY_TABLE_DEPENDENTS( uname => 'TESTS_OCS' ,orig_table => 'FileStorage' ,int_table => 'FileStorage_PART' ,copy_indexes => DBMS_REDEFINITION.CONS_ORIG_PARAMS ,copy_triggers => TRUE ,copy_constraints => TRUE ,copy_privileges => TRUE ,ignore_errors => TRUE ,num_errors => redefinition_errors ,copy_statistics => FALSE ,copy_mvlog => FALSE ); IF (redefinition_errors > 0) THEN DBMS_OUTPUT.PUT_LINE('>>> FileStorage to FileStorage_PART temp copy Errors: ' || TO_CHAR(redefinition_errors)); END IF; END; With the DBA user, verify that there's no errors: SELECT object_name, base_table_name, ddl_txt FROM DBA_REDEFINITION_ERRORS; *Note that will show 2 lines related to the constrains, this is expected. Synchronize the interim table FileStorage_PART: BEGIN DBMS_REDEFINITION.SYNC_INTERIM_TABLE( uname => 'TESTS_OCS', orig_table => 'FileStorage', int_table => 'FileStorage_PART'); END; Gather statistics on the new table: EXEC DBMS_STATS.GATHER_TABLE_STATS(USER, 'FileStorage_PART', cascade => TRUE); Complete the redefinition: BEGIN DBMS_REDEFINITION.FINISH_REDEF_TABLE( uname => 'TESTS_OCS', orig_table => 'FileStorage', int_table => 'FileStorage_PART'); END; During the execution the FileStorage table is locked in exclusive mode until finish the operation. After the last command the FileStorage table is partitioned. If you have contents out of the range partition, you should see the new partitions created automatically, not generating an error if you “forgot” to create all the future ranges. You will see something like: You now can drop the FileStorage_PART table: border-bottom-width: 1px; border-bottom-style: solid; text-align: left; border-left-color: silver; border-left-width: 1px; border-left-style: solid; padding-bottom: 4px; line-height: 12pt; background-color: #f4f4f4; margin-top: 20px; margin-right: 0px; margin-bottom: 10px; margin-left: 0px; padding-left: 4px; width: 97.5%; padding-right: 4px; font-family: 'Courier New', Courier, monospace; direction: ltr; max-height: 200px; font-size: 8pt; overflow-x: auto; overflow-y: auto; border-top-color: silver; border-top-width: 1px; border-top-style: solid; cursor: text; border-right-color: silver; border-right-width: 1px; border-right-style: solid; padding-top: 4px; " id="codeSnippetWrapper"> DROP TABLE FileStorage_PART PURGE; To check the FileStorage table is valid and is partitioned, use the command: SELECT num_rows,partitioned FROM user_tables WHERE table_name = 'FILESTORAGE'; You can list the contents of the FileStorage table in a specific partition, per example: SELECT * FROM FileStorage PARTITION (FILESTORAGE_PART_LEGACY) Some useful commands that you can use to check the partitions, note that you need to run using a DBA user: SELECT * FROM DBA_TAB_PARTITIONS WHERE table_name = 'FILESTORAGE';   SELECT * FROM DBA_TABLESPACES WHERE tablespace_name like 'TESTS_OCS%'; After the redefinition process complete you have a new FileStorage table storing all content that has the Storage rule pointed to the JDBC Storage and partitioned using the rule set during the creation of the temporary interim FileStorage_PART table. At this point you can test the WebCenter Content downloading the documents (Original and Renditions). Note that the content could be already in the cache area, take a look in the weblayout directory to see if a file with the same id is there, then click on the web rendition of your test file and see if have created the file and you can open, this means that is all working. The redefinition process can be repeated many times, this allow you test what the better layout, over and over again. Now some interesting maintenance actions related to the partitions: Make an tablespace read only. No issues viewing, the WebCenter Content do not alter the revisions When try to delete an content that is part of an read only tablespace, an error will occurs and the document will not be deleted The only way to prevent errors today is creating an custom component that checks the partitions and if you have an document in an “Read Only” repository, execute the deletion process of the metadata and mark the document to be deleted on the next db maintenance, like a new redefinition. Take an tablespace off-line for archiving purposes or any other reason. When you try open an document that is included in this tablespace will receive an error that was unable to retrieve the content, but the others online tablespaces are not affected. Same behavior when deleting documents. Again, an custom component is the solution. If you have an document “out of range”, the component can show an message that the repository for that document is offline. This can be extended to a option to the user to request to put online again. Moving some legacy content to an offline repository (table) using the Exchange option to move the content from one partition to a empty nonpartitioned table like FileStorage_LEGACY. Note that this option will remove the registers from the FileStorage and will not be able to open the stored content. You always need to keep in mind the indexes and constrains. An redefinition separating the original content (vault) from the renditions and separate by date ate the same time. This could be an option for DAM environments that want to have an special place for the renditions and put the original files in a storage with less performance. The process will be the same, you just need to change the script of the interim table to use composite partitioning. Will be something like: CREATE TABLE FILESTORAGE_RenditionPart ( DID NUMBER(*,0) NOT NULL ENABLE, DRENDITIONID VARCHAR2(30 CHAR) NOT NULL ENABLE, DLASTMODIFIED TIMESTAMP (6), DFILESIZE NUMBER(*,0), DISDELETED VARCHAR2(1 CHAR), BFILEDATA BLOB ) LOB (BFILEDATA) STORE AS SECUREFILE ( ENABLE STORAGE IN ROW NOCACHE LOGGING KEEP_DUPLICATES NOCOMPRESS ) PARTITION BY LIST (DRENDITIONID) SUBPARTITION BY RANGE (DLASTMODIFIED) ( PARTITION Vault VALUES ('primaryFile') ( SUBPARTITION FILESTORAGE_VAULT_LEGACY VALUES LESS THAN (TO_DATE('05-APR-2012 12.00.00 AM', 'DD-MON-YYYY HH.MI.SS AM')) LOB (BFILEDATA) STORE AS SECUREFILE , SUBPARTITION FILESTORAGE_VAULT_DAY1 VALUES LESS THAN (TO_DATE('06-APR-2012 07.25.00 PM', 'DD-MON-YYYY HH.MI.SS AM')) LOB (BFILEDATA) STORE AS SECUREFILE , SUBPARTITION FILESTORAGE_VAULT_DAY2 VALUES LESS THAN (TO_DATE('06-APR-2012 07.55.00 PM', 'DD-MON-YYYY HH.MI.SS AM')) LOB (BFILEDATA) STORE AS SECUREFILE , SUBPARTITION FILESTORAGE_VAULT_DAY3 VALUES LESS THAN (TO_DATE('06-APR-2012 07.58.00 PM', 'DD-MON-YYYY HH.MI.SS AM')) LOB (BFILEDATA) STORE AS SECUREFILE , SUBPARTITION FILESTORAGE_VAULT_FUTURE VALUES LESS THAN (MAXVALUE) ) ,PARTITION WebLayout VALUES ('webViewableFile') ( SUBPARTITION FILESTORAGE_WEBLAYOUT_LEGACY VALUES LESS THAN (TO_DATE('05-APR-2012 12.00.00 AM', 'DD-MON-YYYY HH.MI.SS AM')) LOB (BFILEDATA) STORE AS SECUREFILE , SUBPARTITION FILESTORAGE_WEBLAYOUT_DAY1 VALUES LESS THAN (TO_DATE('06-APR-2012 07.25.00 PM', 'DD-MON-YYYY HH.MI.SS AM')) LOB (BFILEDATA) STORE AS SECUREFILE , SUBPARTITION FILESTORAGE_WEBLAYOUT_DAY2 VALUES LESS THAN (TO_DATE('06-APR-2012 07.55.00 PM', 'DD-MON-YYYY HH.MI.SS AM')) LOB (BFILEDATA) STORE AS SECUREFILE , SUBPARTITION FILESTORAGE_WEBLAYOUT_DAY3 VALUES LESS THAN (TO_DATE('06-APR-2012 07.58.00 PM', 'DD-MON-YYYY HH.MI.SS AM')) LOB (BFILEDATA) STORE AS SECUREFILE , SUBPARTITION FILESTORAGE_WEBLAYOUT_FUTURE VALUES LESS THAN (MAXVALUE) ) ,PARTITION Special VALUES ('Special') ( SUBPARTITION FILESTORAGE_SPECIAL_LEGACY VALUES LESS THAN (TO_DATE('05-APR-2012 12.00.00 AM', 'DD-MON-YYYY HH.MI.SS AM')) LOB (BFILEDATA) STORE AS SECUREFILE , SUBPARTITION FILESTORAGE_SPECIAL_DAY1 VALUES LESS THAN (TO_DATE('06-APR-2012 07.25.00 PM', 'DD-MON-YYYY HH.MI.SS AM')) LOB (BFILEDATA) STORE AS SECUREFILE , SUBPARTITION FILESTORAGE_SPECIAL_DAY2 VALUES LESS THAN (TO_DATE('06-APR-2012 07.55.00 PM', 'DD-MON-YYYY HH.MI.SS AM')) LOB (BFILEDATA) STORE AS SECUREFILE , SUBPARTITION FILESTORAGE_SPECIAL_DAY3 VALUES LESS THAN (TO_DATE('06-APR-2012 07.58.00 PM', 'DD-MON-YYYY HH.MI.SS AM')) LOB (BFILEDATA) STORE AS SECUREFILE , SUBPARTITION FILESTORAGE_SPECIAL_FUTURE VALUES LESS THAN (MAXVALUE) ) )ENABLE ROW MOVEMENT; The next post related to partitioned repository will come with an sample component to handle the possible exceptions when you need to take off line an tablespace/partition or move to another place. Also, we can include some integration to the Retention Management and Records Management. Another subject related to partitioning is the ability to create an FileStore Provider pointed to a different database, raising the level of the distributed storage vs. performance. Let us know if this is important to you or you have an use case not listed, leave a comment. Cross-posted on the blog.ContentrA.com

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  • Office 2010: It&rsquo;s not just DOC(X) and XLS(X)

    - by andrewbrust
    Office 2010 has released to manufacturing.  The bits have left the (product team’s) building.  Will you upgrade? This version of Office is officially numbered 14, a designation that correlates with the various releases, through the years, of Microsoft Word.  There were six major versions of Word for DOS, during whose release cycles came three 16-bit Windows versions.  Then, starting with Word 95 and counting through Word 2007, there have been six more versions – all for the 32-bit Windows platform.  Skip version 13 to ward off folksy bad luck (and, perhaps, the bugs that could come with it) and that brings us to version 14, which includes implementations for both 32- and 64-bit Windows platforms.  We’ve come a long way baby.  Or have we? As it does every three years or so, debate will now start to rage on over whether we need a “14th” version the PC platform’s standard word processor, or a “13th” version of the spreadsheet.  If you accept the premise of that question, then you may be on a slippery slope toward answering it in the negative.  Thing is, that premise is valid for certain customers and not others. The Microsoft Office product has morphed from one that offered core word processing, spreadsheet, presentation and email functionality to a suite of applications that provides unique, new value-added features, and even whole applications, in the context of those core services.  The core apps thus grow in mission: Excel is a BI tool.  Word is a collaborative editorial system for the production of publications.  PowerPoint is a media production platform for for live presentations and, increasingly, for delivering more effective presentations online.  Outlook is a time and task management system.  Access is a rich client front-end for data-driven self-service SharePoint applications.  OneNote helps you capture ideas, corral random thoughts in a semi-structured way, and then tie them back to other, more rigidly structured, Office documents. Google Docs and other cloud productivity platforms like Zoho don’t really do these things.  And there is a growing chorus of voices who say that they shouldn’t, because those ancillary capabilities are over-engineered, over-produced and “under-necessary.”  They might say Microsoft is layering on superfluous capabilities to avoid admitting that Office’s core capabilities, the ones people really need, have become commoditized. It’s hard to take sides in that argument, because different people, and the different companies that employ them, have different needs.  For my own needs, it all comes down to three basic questions: will the new version of Office save me time, will it make the mundane parts of my job easier, and will it augment my services to customers?  I need my time back.  I need to spend more of it with my family, and more of it focusing on my own core capabilities rather than the administrative tasks around them.  And I also need my customers to be able to get more value out of the services I provide. Help me triage my inbox, help me get proposals done more quickly and make them easier to read.  Let me get my presentations done faster, make them more effective and make it easier for me to reuse materials from other presentations.  And, since I’m in the BI and data business, help me and my customers manage data and analytics more easily, both on the desktop and online. Those are my criteria.  And, with those in mind, Office 2010 is looking like a worthwhile upgrade.  Perhaps it’s not earth-shattering, but it offers a combination of incremental improvements and a few new major capabilities that I think are quite compelling.  I provide a brief roundup of them here.  It’s admittedly arbitrary and not comprehensive, but I think it tells the Office 2010 story effectively. Across the Suite More than any other, this release of Office aims to give collaboration a real workout.  In certain apps, for the first time, documents can be opened simultaneously by multiple users, with colleagues’ changes appearing in near real-time.  Web-browser-based versions of Word, Excel, PowerPoint and OneNote will be available to extend collaboration to contributors who are off the corporate network. The ribbon user interface is now more pervasive (for example, it appears in OneNote and in Outlook’s main window).  It’s also customizable, allowing users to add, easily, buttons and options of their choosing, into new tabs, or into new groups within existing tabs. Microsoft has also taken the File menu (which was the “Office Button” menu in the 2007 release) and made it into a full-screen “Backstage” view where document-wide operations, like saving, printing and online publishing are performed. And because, more and more, heavily formatted content is cut and pasted between documents and applications, Office 2010 makes it easier to manage the retention or jettisoning of that formatting right as the paste operation is performed.  That’s much nicer than stripping it off, or adding it back, afterwards. And, speaking of pasting, a number of Office apps now make it especially easy to insert screenshots within their documents.  I know that’s useful to me, because I often document or critique applications and need to show them in action.  For the vast majority of users, I expect that this feature will be more useful for capturing snapshots of Web pages, but we’ll have to see whether this feature becomes popular.   Excel At first glance, Excel 2010 looks and acts nearly identically to the 2007 version.  But additional glances are necessary.  It’s important to understand that lots of people in the working world use Excel as more of a database, analytics and mathematical modeling tool than merely as a spreadsheet.  And it’s also important to understand that Excel wasn’t designed to handle such workloads past a certain scale.  That all changes with this release. The first reason things change is that Excel has been tuned for performance.  It’s been optimized for multi-threaded operation; previously lengthy processes have been shortened, especially for large data sets; more rows and columns are allowed and, for the first time, Excel (and the rest of Office) is available in a 64-bit version.  For Excel, this means users can take advantage of more than the 2GB of memory that the 32-bit version is limited to. On the analysis side, Excel 2010 adds Sparklines (tiny charts that fit into a single cell and can therefore be presented down an entire column or across a row) and Slicers (a more user-friendly filter mechanism for PivotTables and charts, which visually indicates what the filtered state of a given data member is).  But most important, Excel 2010 supports the new PowerPIvot add-in which brings true self-service BI to Office.  PowerPivot allows users to import data from almost anywhere, model it, and then analyze it.  Rather than forcing users to build “spreadmarts” or use corporate-built data warehouses, PowerPivot models function as true columnar, in-memory OLAP cubes that can accommodate millions of rows of data and deliver fast drill-down performance. And speaking of OLAP, Excel 2010 now supports an important Analysis Services OLAP feature called write-back.  Write-back is especially useful in financial forecasting scenarios for which Excel is the natural home.  Support for write-back is long overdue, but I’m still glad it’s there, because I had almost given up on it.   PowerPoint This version of PowerPoint marks its progression from a presentation tool to a video and photo editing and production tool.  Whether or not it’s successful in this pursuit, and if offering this is even a sensible goal, is another question. Regardless, the new capabilities are kind of interesting.  A greatly enhanced set of slide transitions with 3D effects; in-product photo and video editing; accommodation of embedded videos from services such as YouTube; and the ability to save a presentation as a video each lay testimony to PowerPoint’s transformation into a media tool and away from a pure presentation tool. These capabilities also recognize the importance of the Web as both a source for materials and a channel for disseminating PowerPoint output. Congruent with that is PowerPoint’s new ability to broadcast a slide presentation, using a quickly-generated public URL, without involving the hassle or expense of a Web meeting service like GoToMeeting or Microsoft’s own LiveMeeting.  Slides presented through this broadcast feature retain full color fidelity and transitions and animations are preserved as well.   Outlook Microsoft’s ubiquitous email/calendar/contact/task management tool gains long overdue speed improvements, especially against POP3 email accounts.  Outlook 2010 also supports multiple Exchange accounts, rather than just one; tighter integration with OneNote; and a new Social Connector providing integration with, and presence information from, online social network services like LinkedIn and Facebook (not to mention Windows Live).  A revamped conversation view now includes messages that are part of a given thread regardless of which folder they may be stored in. I don’t know yet how well the Social Connector will work or whether it will keep Outlook relevant to those who live on Facebook and LinkedIn.  But among the other features, there’s very little not to like.   OneNote To me, OneNote is the part of Office that just keeps getting better.  There is one major caveat to this, which I’ll cover in a moment, but let’s first catalog what new stuff OneNote 2010 brings.  The best part of OneNote, is the way each of its versions have managed hierarchy: Notebooks have sections, sections have pages, pages have sub pages, multiple notes can be contained in either, and each note supports infinite levels of indentation.  None of that is new to 2010, but the new version does make creation of pages and subpages easier and also makes simple work out of promoting and demoting pages from sub page to full page status.  And relationships between pages are quite easy to create now: much like a Wiki, simply typing a page’s name in double-square-brackets (“[[…]]”) creates a link to it. OneNote is also great at integrating content outside of its notebooks.  With a new Dock to Desktop feature, OneNote becomes aware of what window is displayed in the rest of the screen and, if it’s an Office document or a Web page, links the notes you’re typing, at the time, to it.  A single click from your notes later on will bring that same document or Web page back on-screen.  Embedding content from Web pages and elsewhere is also easier.  Using OneNote’s Windows Key+S combination to grab part of the screen now allows you to specify the destination of that bitmap instead of automatically creating a new note in the Unfiled Notes area.  Using the Send to OneNote buttons in Internet Explorer and Outlook result in the same choice. Collaboration gets better too.  Real-time multi-author editing is better accommodated and determining author lineage of particular changes is easily carried out. My one pet peeve with OneNote is the difficulty using it when I’m not one a Windows PC.  OneNote’s main competitor, Evernote, while I believe inferior in terms of features, has client versions for PC, Mac, Windows Mobile, Android, iPhone, iPad and Web browsers.  Since I have an Android phone and an iPad, I am practically forced to use it.  However, the OneNote Web app should help here, as should a forthcoming version of OneNote for Windows Phone 7.  In the mean time, it turns out that using OneNote’s Email Page ribbon button lets you move a OneNote page easily into EverNote (since every EverNote account gets a unique email address for adding notes) and that Evernote’s Email function combined with Outlook’s Send to OneNote button (in the Move group of the ribbon’s Home tab) can achieve the reverse.   Access To me, the big change in Access 2007 was its tight integration with SharePoint lists.  Access 2010 and SharePoint 2010 continue this integration with the introduction of SharePoint’s Access Services.  Much as Excel Services provides a SharePoint-hosted experience for viewing (and now editing) Excel spreadsheet, PivotTable and chart content, Access Services allows for SharePoint browser-hosted editing of Access data within the forms that are built in the Access client itself. To me this makes all kinds of sense.  Although it does beg the question of where to draw the line between Access, InfoPath, SharePoint list maintenance and SharePoint 2010’s new Business Connectivity Services.  Each of these tools provide overlapping data entry and data maintenance functionality. But if you do prefer Access, then you’ll like  things like templates and application parts that make it easier to get off the blank page.  These features help you quickly get tables, forms and reports built out.  To make things look nice, Access even gets its own version of Excel’s Conditional Formatting feature, letting you add data bars and data-driven text formatting.   Word As I said at the beginning of this post, upgrades to Office are about much more than enhancing the suite’s flagship word processing application. So are there any enhancements in Word worth mentioning?  I think so.  The most important one has to be the collaboration features.  Essentially, when a user opens a Word document that is in a SharePoint document library (or Windows Live SkyDrive folder), rather than the whole document being locked, Word has the ability to observe more granular locks on the individual paragraphs being edited.  Word also shows you who’s editing what and its Save function morphs into a sync feature that both saves your changes and loads those made by anyone editing the document concurrently. There’s also a new navigation pane that lets you manage sections in your document in much the same way as you manage slides in a PowerPoint deck.  Using the navigation pane, you can reorder sections, insert new ones, or promote and demote sections in the outline hierarchy.  Not earth shattering, but nice.   Other Apps and Summarized Findings What about InfoPath, Publisher, Visio and Project?  I haven’t looked at them yet.  And for this post, I think that’s fine.  While those apps (and, arguably, Access) cater to specific tasks, I think the apps we’ve looked at in this post service the general purpose needs of most users.  And the theme in those 2010 apps is clear: collaboration is key, the Web and productivity are indivisible, and making data and analytics into a self-service amenity is the way to go.  But perhaps most of all, features are still important, as long as they get you through your day faster, rather than adding complexity for its own sake.  I would argue that this is true for just about every product Microsoft makes: users want utility, not complexity.

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  • Agile Development

    - by James Oloo Onyango
    Alot of literature has and is being written about agile developement and its surrounding philosophies. In my quest to find the best way to express the importance of agile methodologies, i have found Robert C. Martin's "A Satire Of Two Companies" to be both the most concise and thorough! Enjoy the read! Rufus Inc Project Kick Off Your name is Bob. The date is January 3, 2001, and your head still aches from the recent millennial revelry. You are sitting in a conference room with several managers and a group of your peers. You are a project team leader. Your boss is there, and he has brought along all of his team leaders. His boss called the meeting. "We have a new project to develop," says your boss's boss. Call him BB. The points in his hair are so long that they scrape the ceiling. Your boss's points are just starting to grow, but he eagerly awaits the day when he can leave Brylcream stains on the acoustic tiles. BB describes the essence of the new market they have identified and the product they want to develop to exploit this market. "We must have this new project up and working by fourth quarter October 1," BB demands. "Nothing is of higher priority, so we are cancelling your current project." The reaction in the room is stunned silence. Months of work are simply going to be thrown away. Slowly, a murmur of objection begins to circulate around the conference table.   His points give off an evil green glow as BB meets the eyes of everyone in the room. One by one, that insidious stare reduces each attendee to quivering lumps of protoplasm. It is clear that he will brook no discussion on this matter. Once silence has been restored, BB says, "We need to begin immediately. How long will it take you to do the analysis?" You raise your hand. Your boss tries to stop you, but his spitwad misses you and you are unaware of his efforts.   "Sir, we can't tell you how long the analysis will take until we have some requirements." "The requirements document won't be ready for 3 or 4 weeks," BB says, his points vibrating with frustration. "So, pretend that you have the requirements in front of you now. How long will you require for analysis?" No one breathes. Everyone looks around to see whether anyone has some idea. "If analysis goes beyond April 1, we have a problem. Can you finish the analysis by then?" Your boss visibly gathers his courage: "We'll find a way, sir!" His points grow 3 mm, and your headache increases by two Tylenol. "Good." BB smiles. "Now, how long will it take to do the design?" "Sir," you say. Your boss visibly pales. He is clearly worried that his 3 mms are at risk. "Without an analysis, it will not be possible to tell you how long design will take." BB's expression shifts beyond austere.   "PRETEND you have the analysis already!" he says, while fixing you with his vacant, beady little eyes. "How long will it take you to do the design?" Two Tylenol are not going to cut it. Your boss, in a desperate attempt to save his new growth, babbles: "Well, sir, with only six months left to complete the project, design had better take no longer than 3 months."   "I'm glad you agree, Smithers!" BB says, beaming. Your boss relaxes. He knows his points are secure. After a while, he starts lightly humming the Brylcream jingle. BB continues, "So, analysis will be complete by April 1, design will be complete by July 1, and that gives you 3 months to implement the project. This meeting is an example of how well our new consensus and empowerment policies are working. Now, get out there and start working. I'll expect to see TQM plans and QIT assignments on my desk by next week. Oh, and don't forget that your crossfunctional team meetings and reports will be needed for next month's quality audit." "Forget the Tylenol," you think to yourself as you return to your cubicle. "I need bourbon."   Visibly excited, your boss comes over to you and says, "Gosh, what a great meeting. I think we're really going to do some world shaking with this project." You nod in agreement, too disgusted to do anything else. "Oh," your boss continues, "I almost forgot." He hands you a 30-page document. "Remember that the SEI is coming to do an evaluation next week. This is the evaluation guide. You need to read through it, memorize it, and then shred it. It tells you how to answer any questions that the SEI auditors ask you. It also tells you what parts of the building you are allowed to take them to and what parts to avoid. We are determined to be a CMM level 3 organization by June!"   You and your peers start working on the analysis of the new project. This is difficult because you have no requirements. But from the 10-minute introduction given by BB on that fateful morning, you have some idea of what the product is supposed to do.   Corporate process demands that you begin by creating a use case document. You and your team begin enumerating use cases and drawing oval and stick diagrams. Philosophical debates break out among the team members. There is disagreement as to whether certain use cases should be connected with <<extends>> or <<includes>> relationships. Competing models are created, but nobody knows how to evaluate them. The debate continues, effectively paralyzing progress.   After a week, somebody finds the iceberg.com Web site, which recommends disposing entirely of <<extends>> and <<includes>> and replacing them with <<precedes>> and <<uses>>. The documents on this Web site, authored by Don Sengroiux, describes a method known as stalwart-analysis, which claims to be a step-by-step method for translating use cases into design diagrams. More competing use case models are created using this new scheme, but again, people can't agree on how to evaluate them. The thrashing continues. More and more, the use case meetings are driven by emotion rather than by reason. If it weren't for the fact that you don't have requirements, you'd be pretty upset by the lack of progress you are making. The requirements document arrives on February 15. And then again on February 20, 25, and every week thereafter. Each new version contradicts the previous one. Clearly, the marketing folks who are writing the requirements, empowered though they might be, are not finding consensus.   At the same time, several new competing use case templates have been proposed by the various team members. Each template presents its own particularly creative way of delaying progress. The debates rage on. On March 1, Prudence Putrigence, the process proctor, succeeds in integrating all the competing use case forms and templates into a single, all-encompassing form. Just the blank form is 15 pages long. She has managed to include every field that appeared on all the competing templates. She also presents a 159- page document describing how to fill out the use case form. All current use cases must be rewritten according to the new standard.   You marvel to yourself that it now requires 15 pages of fill-in-the-blank and essay questions to answer the question: What should the system do when the user presses Return? The corporate process (authored by L. E. Ott, famed author of "Holistic Analysis: A Progressive Dialectic for Software Engineers") insists that you discover all primary use cases, 87 percent of all secondary use cases, and 36.274 percent of all tertiary use cases before you can complete analysis and enter the design phase. You have no idea what a tertiary use case is. So in an attempt to meet this requirement, you try to get your use case document reviewed by the marketing department, which you hope will know what a tertiary use case is.   Unfortunately, the marketing folks are too busy with sales support to talk to you. Indeed, since the project started, you have not been able to get a single meeting with marketing, which has provided a never-ending stream of changing and contradictory requirements documents.   While one team has been spinning endlessly on the use case document, another team has been working out the domain model. Endless variations of UML documents are pouring out of this team. Every week, the model is reworked.   The team members can't decide whether to use <<interfaces>> or <<types>> in the model. A huge disagreement has been raging on the proper syntax and application of OCL. Others on the team just got back from a 5-day class on catabolism, and have been producing incredibly detailed and arcane diagrams that nobody else can fathom.   On March 27, with one week to go before analysis is to be complete, you have produced a sea of documents and diagrams but are no closer to a cogent analysis of the problem than you were on January 3. **** And then, a miracle happens.   **** On Saturday, April 1, you check your e-mail from home. You see a memo from your boss to BB. It states unequivocally that you are done with the analysis! You phone your boss and complain. "How could you have told BB that we were done with the analysis?" "Have you looked at a calendar lately?" he responds. "It's April 1!" The irony of that date does not escape you. "But we have so much more to think about. So much more to analyze! We haven't even decided whether to use <<extends>> or <<precedes>>!" "Where is your evidence that you are not done?" inquires your boss, impatiently. "Whaaa . . . ." But he cuts you off. "Analysis can go on forever; it has to be stopped at some point. And since this is the date it was scheduled to stop, it has been stopped. Now, on Monday, I want you to gather up all existing analysis materials and put them into a public folder. Release that folder to Prudence so that she can log it in the CM system by Monday afternoon. Then get busy and start designing."   As you hang up the phone, you begin to consider the benefits of keeping a bottle of bourbon in your bottom desk drawer. They threw a party to celebrate the on-time completion of the analysis phase. BB gave a colon-stirring speech on empowerment. And your boss, another 3 mm taller, congratulated his team on the incredible show of unity and teamwork. Finally, the CIO takes the stage to tell everyone that the SEI audit went very well and to thank everyone for studying and shredding the evaluation guides that were passed out. Level 3 now seems assured and will be awarded by June. (Scuttlebutt has it that managers at the level of BB and above are to receive significant bonuses once the SEI awards level 3.)   As the weeks flow by, you and your team work on the design of the system. Of course, you find that the analysis that the design is supposedly based on is flawedno, useless; no, worse than useless. But when you tell your boss that you need to go back and work some more on the analysis to shore up its weaker sections, he simply states, "The analysis phase is over. The only allowable activity is design. Now get back to it."   So, you and your team hack the design as best you can, unsure of whether the requirements have been properly analyzed. Of course, it really doesn't matter much, since the requirements document is still thrashing with weekly revisions, and the marketing department still refuses to meet with you.     The design is a nightmare. Your boss recently misread a book named The Finish Line in which the author, Mark DeThomaso, blithely suggested that design documents should be taken down to code-level detail. "If we are going to be working at that level of detail," you ask, "why don't we simply write the code instead?" "Because then you wouldn't be designing, of course. And the only allowable activity in the design phase is design!" "Besides," he continues, "we have just purchased a companywide license for Dandelion! This tool enables 'Round the Horn Engineering!' You are to transfer all design diagrams into this tool. It will automatically generate our code for us! It will also keep the design diagrams in sync with the code!" Your boss hands you a brightly colored shrinkwrapped box containing the Dandelion distribution. You accept it numbly and shuffle off to your cubicle. Twelve hours, eight crashes, one disk reformatting, and eight shots of 151 later, you finally have the tool installed on your server. You consider the week your team will lose while attending Dandelion training. Then you smile and think, "Any week I'm not here is a good week." Design diagram after design diagram is created by your team. Dandelion makes it very difficult to draw these diagrams. There are dozens and dozens of deeply nested dialog boxes with funny text fields and check boxes that must all be filled in correctly. And then there's the problem of moving classes between packages. At first, these diagram are driven from the use cases. But the requirements are changing so often that the use cases rapidly become meaningless. Debates rage about whether VISITOR or DECORATOR design patterns should be used. One developer refuses to use VISITOR in any form, claiming that it's not a properly object-oriented construct. Someone refuses to use multiple inheritance, since it is the spawn of the devil. Review meetings rapidly degenerate into debates about the meaning of object orientation, the definition of analysis versus design, or when to use aggregation versus association. Midway through the design cycle, the marketing folks announce that they have rethought the focus of the system. Their new requirements document is completely restructured. They have eliminated several major feature areas and replaced them with feature areas that they anticipate customer surveys will show to be more appropriate. You tell your boss that these changes mean that you need to reanalyze and redesign much of the system. But he says, "The analysis phase is system. But he says, "The analysis phase is over. The only allowable activity is design. Now get back to it."   You suggest that it might be better to create a simple prototype to show to the marketing folks and even some potential customers. But your boss says, "The analysis phase is over. The only allowable activity is design. Now get back to it." Hack, hack, hack, hack. You try to create some kind of a design document that might reflect the new requirements documents. However, the revolution of the requirements has not caused them to stop thrashing. Indeed, if anything, the wild oscillations of the requirements document have only increased in frequency and amplitude.   You slog your way through them.   On June 15, the Dandelion database gets corrupted. Apparently, the corruption has been progressive. Small errors in the DB accumulated over the months into bigger and bigger errors. Eventually, the CASE tool just stopped working. Of course, the slowly encroaching corruption is present on all the backups. Calls to the Dandelion technical support line go unanswered for several days. Finally, you receive a brief e-mail from Dandelion, informing you that this is a known problem and that the solution is to purchase the new version, which they promise will be ready some time next quarter, and then reenter all the diagrams by hand.   ****   Then, on July 1 another miracle happens! You are done with the design!   Rather than go to your boss and complain, you stock your middle desk drawer with some vodka.   **** They threw a party to celebrate the on-time completion of the design phase and their graduation to CMM level 3. This time, you find BB's speech so stirring that you have to use the restroom before it begins. New banners and plaques are all over your workplace. They show pictures of eagles and mountain climbers, and they talk about teamwork and empowerment. They read better after a few scotches. That reminds you that you need to clear out your file cabinet to make room for the brandy. You and your team begin to code. But you rapidly discover that the design is lacking in some significant areas. Actually, it's lacking any significance at all. You convene a design session in one of the conference rooms to try to work through some of the nastier problems. But your boss catches you at it and disbands the meeting, saying, "The design phase is over. The only allowable activity is coding. Now get back to it."   ****   The code generated by Dandelion is really hideous. It turns out that you and your team were using association and aggregation the wrong way, after all. All the generated code has to be edited to correct these flaws. Editing this code is extremely difficult because it has been instrumented with ugly comment blocks that have special syntax that Dandelion needs in order to keep the diagrams in sync with the code. If you accidentally alter one of these comments, the diagrams will be regenerated incorrectly. It turns out that "Round the Horn Engineering" requires an awful lot of effort. The more you try to keep the code compatible with Dandelion, the more errors Dandelion generates. In the end, you give up and decide to keep the diagrams up to date manually. A second later, you decide that there's no point in keeping the diagrams up to date at all. Besides, who has time?   Your boss hires a consultant to build tools to count the number of lines of code that are being produced. He puts a big thermometer graph on the wall with the number 1,000,000 on the top. Every day, he extends the red line to show how many lines have been added. Three days after the thermometer appears on the wall, your boss stops you in the hall. "That graph isn't growing quickly enough. We need to have a million lines done by October 1." "We aren't even sh-sh-sure that the proshect will require a m-million linezh," you blather. "We have to have a million lines done by October 1," your boss reiterates. His points have grown again, and the Grecian formula he uses on them creates an aura of authority and competence. "Are you sure your comment blocks are big enough?" Then, in a flash of managerial insight, he says, "I have it! I want you to institute a new policy among the engineers. No line of code is to be longer than 20 characters. Any such line must be split into two or more preferably more. All existing code needs to be reworked to this standard. That'll get our line count up!"   You decide not to tell him that this will require two unscheduled work months. You decide not to tell him anything at all. You decide that intravenous injections of pure ethanol are the only solution. You make the appropriate arrangements. Hack, hack, hack, and hack. You and your team madly code away. By August 1, your boss, frowning at the thermometer on the wall, institutes a mandatory 50-hour workweek.   Hack, hack, hack, and hack. By September 1st, the thermometer is at 1.2 million lines and your boss asks you to write a report describing why you exceeded the coding budget by 20 percent. He institutes mandatory Saturdays and demands that the project be brought back down to a million lines. You start a campaign of remerging lines. Hack, hack, hack, and hack. Tempers are flaring; people are quitting; QA is raining trouble reports down on you. Customers are demanding installation and user manuals; salespeople are demanding advance demonstrations for special customers; the requirements document is still thrashing, the marketing folks are complaining that the product isn't anything like they specified, and the liquor store won't accept your credit card anymore. Something has to give.    On September 15, BB calls a meeting. As he enters the room, his points are emitting clouds of steam. When he speaks, the bass overtones of his carefully manicured voice cause the pit of your stomach to roll over. "The QA manager has told me that this project has less than 50 percent of the required features implemented. He has also informed me that the system crashes all the time, yields wrong results, and is hideously slow. He has also complained that he cannot keep up with the continuous train of daily releases, each more buggy than the last!" He stops for a few seconds, visibly trying to compose himself. "The QA manager estimates that, at this rate of development, we won't be able to ship the product until December!" Actually, you think it's more like March, but you don't say anything. "December!" BB roars with such derision that people duck their heads as though he were pointing an assault rifle at them. "December is absolutely out of the question. Team leaders, I want new estimates on my desk in the morning. I am hereby mandating 65-hour work weeks until this project is complete. And it better be complete by November 1."   As he leaves the conference room, he is heard to mutter: "Empowermentbah!" * * * Your boss is bald; his points are mounted on BB's wall. The fluorescent lights reflecting off his pate momentarily dazzle you. "Do you have anything to drink?" he asks. Having just finished your last bottle of Boone's Farm, you pull a bottle of Thunderbird from your bookshelf and pour it into his coffee mug. "What's it going to take to get this project done? " he asks. "We need to freeze the requirements, analyze them, design them, and then implement them," you say callously. "By November 1?" your boss exclaims incredulously. "No way! Just get back to coding the damned thing." He storms out, scratching his vacant head.   A few days later, you find that your boss has been transferred to the corporate research division. Turnover has skyrocketed. Customers, informed at the last minute that their orders cannot be fulfilled on time, have begun to cancel their orders. Marketing is re-evaluating whether this product aligns with the overall goals of the company. Memos fly, heads roll, policies change, and things are, overall, pretty grim. Finally, by March, after far too many sixty-five hour weeks, a very shaky version of the software is ready. In the field, bug-discovery rates are high, and the technical support staff are at their wits' end, trying to cope with the complaints and demands of the irate customers. Nobody is happy.   In April, BB decides to buy his way out of the problem by licensing a product produced by Rupert Industries and redistributing it. The customers are mollified, the marketing folks are smug, and you are laid off.     Rupert Industries: Project Alpha   Your name is Robert. The date is January 3, 2001. The quiet hours spent with your family this holiday have left you refreshed and ready for work. You are sitting in a conference room with your team of professionals. The manager of the division called the meeting. "We have some ideas for a new project," says the division manager. Call him Russ. He is a high-strung British chap with more energy than a fusion reactor. He is ambitious and driven but understands the value of a team. Russ describes the essence of the new market opportunity the company has identified and introduces you to Jane, the marketing manager, who is responsible for defining the products that will address it. Addressing you, Jane says, "We'd like to start defining our first product offering as soon as possible. When can you and your team meet with me?" You reply, "We'll be done with the current iteration of our project this Friday. We can spare a few hours for you between now and then. After that, we'll take a few people from the team and dedicate them to you. We'll begin hiring their replacements and the new people for your team immediately." "Great," says Russ, "but I want you to understand that it is critical that we have something to exhibit at the trade show coming up this July. If we can't be there with something significant, we'll lose the opportunity."   "I understand," you reply. "I don't yet know what it is that you have in mind, but I'm sure we can have something by July. I just can't tell you what that something will be right now. In any case, you and Jane are going to have complete control over what we developers do, so you can rest assured that by July, you'll have the most important things that can be accomplished in that time ready to exhibit."   Russ nods in satisfaction. He knows how this works. Your team has always kept him advised and allowed him to steer their development. He has the utmost confidence that your team will work on the most important things first and will produce a high-quality product.   * * *   "So, Robert," says Jane at their first meeting, "How does your team feel about being split up?" "We'll miss working with each other," you answer, "but some of us were getting pretty tired of that last project and are looking forward to a change. So, what are you people cooking up?" Jane beams. "You know how much trouble our customers currently have . . ." And she spends a half hour or so describing the problem and possible solution. "OK, wait a second" you respond. "I need to be clear about this." And so you and Jane talk about how this system might work. Some of her ideas aren't fully formed. You suggest possible solutions. She likes some of them. You continue discussing.   During the discussion, as each new topic is addressed, Jane writes user story cards. Each card represents something that the new system has to do. The cards accumulate on the table and are spread out in front of you. Both you and Jane point at them, pick them up, and make notes on them as you discuss the stories. The cards are powerful mnemonic devices that you can use to represent complex ideas that are barely formed.   At the end of the meeting, you say, "OK, I've got a general idea of what you want. I'm going to talk to the team about it. I imagine they'll want to run some experiments with various database structures and presentation formats. Next time we meet, it'll be as a group, and we'll start identifying the most important features of the system."   A week later, your nascent team meets with Jane. They spread the existing user story cards out on the table and begin to get into some of the details of the system. The meeting is very dynamic. Jane presents the stories in the order of their importance. There is much discussion about each one. The developers are concerned about keeping the stories small enough to estimate and test. So they continually ask Jane to split one story into several smaller stories. Jane is concerned that each story have a clear business value and priority, so as she splits them, she makes sure that this stays true.   The stories accumulate on the table. Jane writes them, but the developers make notes on them as needed. Nobody tries to capture everything that is said; the cards are not meant to capture everything but are simply reminders of the conversation.   As the developers become more comfortable with the stories, they begin writing estimates on them. These estimates are crude and budgetary, but they give Jane an idea of what the story will cost.   At the end of the meeting, it is clear that many more stories could be discussed. It is also clear that the most important stories have been addressed and that they represent several months worth of work. Jane closes the meeting by taking the cards with her and promising to have a proposal for the first release in the morning.   * * *   The next morning, you reconvene the meeting. Jane chooses five cards and places them on the table. "According to your estimates, these cards represent about one perfect team-week's worth of work. The last iteration of the previous project managed to get one perfect team-week done in 3 real weeks. If we can get these five stories done in 3 weeks, we'll be able to demonstrate them to Russ. That will make him feel very comfortable about our progress." Jane is pushing it. The sheepish look on her face lets you know that she knows it too. You reply, "Jane, this is a new team, working on a new project. It's a bit presumptuous to expect that our velocity will be the same as the previous team's. However, I met with the team yesterday afternoon, and we all agreed that our initial velocity should, in fact, be set to one perfectweek for every 3 real-weeks. So you've lucked out on this one." "Just remember," you continue, "that the story estimates and the story velocity are very tentative at this point. We'll learn more when we plan the iteration and even more when we implement it."   Jane looks over her glasses at you as if to say "Who's the boss around here, anyway?" and then smiles and says, "Yeah, don't worry. I know the drill by now."Jane then puts 15 more cards on the table. She says, "If we can get all these cards done by the end of March, we can turn the system over to our beta test customers. And we'll get good feedback from them."   You reply, "OK, so we've got our first iteration defined, and we have the stories for the next three iterations after that. These four iterations will make our first release."   "So," says Jane, can you really do these five stories in the next 3 weeks?" "I don't know for sure, Jane," you reply. "Let's break them down into tasks and see what we get."   So Jane, you, and your team spend the next several hours taking each of the five stories that Jane chose for the first iteration and breaking them down into small tasks. The developers quickly realize that some of the tasks can be shared between stories and that other tasks have commonalities that can probably be taken advantage of. It is clear that potential designs are popping into the developers' heads. From time to time, they form little discussion knots and scribble UML diagrams on some cards.   Soon, the whiteboard is filled with the tasks that, once completed, will implement the five stories for this iteration. You start the sign-up process by saying, "OK, let's sign up for these tasks." "I'll take the initial database generation." Says Pete. "That's what I did on the last project, and this doesn't look very different. I estimate it at two of my perfect workdays." "OK, well, then, I'll take the login screen," says Joe. "Aw, darn," says Elaine, the junior member of the team, "I've never done a GUI, and kinda wanted to try that one."   "Ah, the impatience of youth," Joe says sagely, with a wink in your direction. "You can assist me with it, young Jedi." To Jane: "I think it'll take me about three of my perfect workdays."   One by one, the developers sign up for tasks and estimate them in terms of their own perfect workdays. Both you and Jane know that it is best to let the developers volunteer for tasks than to assign the tasks to them. You also know full well that you daren't challenge any of the developers' estimates. You know these people, and you trust them. You know that they are going to do the very best they can.   The developers know that they can't sign up for more perfect workdays than they finished in the last iteration they worked on. Once each developer has filled his or her schedule for the iteration, they stop signing up for tasks.   Eventually, all the developers have stopped signing up for tasks. But, of course, tasks are still left on the board.   "I was worried that that might happen," you say, "OK, there's only one thing to do, Jane. We've got too much to do in this iteration. What stories or tasks can we remove?" Jane sighs. She knows that this is the only option. Working overtime at the beginning of a project is insane, and projects where she's tried it have not fared well.   So Jane starts to remove the least-important functionality. "Well, we really don't need the login screen just yet. We can simply start the system in the logged-in state." "Rats!" cries Elaine. "I really wanted to do that." "Patience, grasshopper." says Joe. "Those who wait for the bees to leave the hive will not have lips too swollen to relish the honey." Elaine looks confused. Everyone looks confused. "So . . .," Jane continues, "I think we can also do away with . . ." And so, bit by bit, the list of tasks shrinks. Developers who lose a task sign up for one of the remaining ones.   The negotiation is not painless. Several times, Jane exhibits obvious frustration and impatience. Once, when tensions are especially high, Elaine volunteers, "I'll work extra hard to make up some of the missing time." You are about to correct her when, fortunately, Joe looks her in the eye and says, "When once you proceed down the dark path, forever will it dominate your destiny."   In the end, an iteration acceptable to Jane is reached. It's not what Jane wanted. Indeed, it is significantly less. But it's something the team feels that can be achieved in the next 3 weeks.   And, after all, it still addresses the most important things that Jane wanted in the iteration. "So, Jane," you say when things had quieted down a bit, "when can we expect acceptance tests from you?" Jane sighs. This is the other side of the coin. For every story the development team implements,   Jane must supply a suite of acceptance tests that prove that it works. And the team needs these long before the end of the iteration, since they will certainly point out differences in the way Jane and the developers imagine the system's behaviour.   "I'll get you some example test scripts today," Jane promises. "I'll add to them every day after that. You'll have the entire suite by the middle of the iteration."   * * *   The iteration begins on Monday morning with a flurry of Class, Responsibilities, Collaborators sessions. By midmorning, all the developers have assembled into pairs and are rapidly coding away. "And now, my young apprentice," Joe says to Elaine, "you shall learn the mysteries of test-first design!"   "Wow, that sounds pretty rad," Elaine replies. "How do you do it?" Joe beams. It's clear that he has been anticipating this moment. "OK, what does the code do right now?" "Huh?" replied Elaine, "It doesn't do anything at all; there is no code."   "So, consider our task; can you think of something the code should do?" "Sure," Elaine said with youthful assurance, "First, it should connect to the database." "And thereupon, what must needs be required to connecteth the database?" "You sure talk weird," laughed Elaine. "I think we'd have to get the database object from some registry and call the Connect() method. "Ah, astute young wizard. Thou perceives correctly that we requireth an object within which we can cacheth the database object." "Is 'cacheth' really a word?" "It is when I say it! So, what test can we write that we know the database registry should pass?" Elaine sighs. She knows she'll just have to play along. "We should be able to create a database object and pass it to the registry in a Store() method. And then we should be able to pull it out of the registry with a Get() method and make sure it's the same object." "Oh, well said, my prepubescent sprite!" "Hay!" "So, now, let's write a test function that proves your case." "But shouldn't we write the database object and registry object first?" "Ah, you've much to learn, my young impatient one. Just write the test first." "But it won't even compile!" "Are you sure? What if it did?" "Uh . . ." "Just write the test, Elaine. Trust me." And so Joe, Elaine, and all the other developers began to code their tasks, one test case at a time. The room in which they worked was abuzz with the conversations between the pairs. The murmur was punctuated by an occasional high five when a pair managed to finish a task or a difficult test case.   As development proceeded, the developers changed partners once or twice a day. Each developer got to see what all the others were doing, and so knowledge of the code spread generally throughout the team.   Whenever a pair finished something significant whether a whole task or simply an important part of a task they integrated what they had with the rest of the system. Thus, the code base grew daily, and integration difficulties were minimized.   The developers communicated with Jane on a daily basis. They'd go to her whenever they had a question about the functionality of the system or the interpretation of an acceptance test case.   Jane, good as her word, supplied the team with a steady stream of acceptance test scripts. The team read these carefully and thereby gained a much better understanding of what Jane expected the system to do. By the beginning of the second week, there was enough functionality to demonstrate to Jane. She watched eagerly as the demonstration passed test case after test case. "This is really cool," Jane said as the demonstration finally ended. "But this doesn't seem like one-third of the tasks. Is your velocity slower than anticipated?"   You grimace. You'd been waiting for a good time to mention this to Jane but now she was forcing the issue. "Yes, unfortunately, we are going more slowly than we had expected. The new application server we are using is turning out to be a pain to configure. Also, it takes forever to reboot, and we have to reboot it whenever we make even the slightest change to its configuration."   Jane eyes you with suspicion. The stress of last Monday's negotiations had still not entirely dissipated. She says, "And what does this mean to our schedule? We can't slip it again, we just can't. Russ will have a fit! He'll haul us all into the woodshed and ream us some new ones."   You look Jane right in the eyes. There's no pleasant way to give someone news like this. So you just blurt out, "Look, if things keep going like they're going, we're not going to be done with everything by next Friday. Now it's possible that we'll figure out a way to go faster. But, frankly, I wouldn't depend on that. You should start thinking about one or two tasks that could be removed from the iteration without ruining the demonstration for Russ. Come hell or high water, we are going to give that demonstration on Friday, and I don't think you want us to choose which tasks to omit."   "Aw forchrisakes!" Jane barely manages to stifle yelling that last word as she stalks away, shaking her head. Not for the first time, you say to yourself, "Nobody ever promised me project management would be easy." You are pretty sure it won't be the last time, either.   Actually, things went a bit better than you had hoped. The team did, in fact, have to drop one task from the iteration, but Jane had chosen wisely, and the demonstration for Russ went without a hitch. Russ was not impressed with the progress, but neither was he dismayed. He simply said, "This is pretty good. But remember, we have to be able to demonstrate this system at the trade show in July, and at this rate, it doesn't look like you'll have all that much to show." Jane, whose attitude had improved dramatically with the completion of the iteration, responded to Russ by saying, "Russ, this team is working hard, and well. When July comes around, I am confident that we'll have something significant to demonstrate. It won't be everything, and some of it may be smoke and mirrors, but we'll have something."   Painful though the last iteration was, it had calibrated your velocity numbers. The next iteration went much better. Not because your team got more done than in the last iteration but simply because the team didn't have to remove any tasks or stories in the middle of the iteration.   By the start of the fourth iteration, a natural rhythm has been established. Jane, you, and the team know exactly what to expect from one another. The team is running hard, but the pace is sustainable. You are confident that the team can keep up this pace for a year or more.   The number of surprises in the schedule diminishes to near zero; however, the number of surprises in the requirements does not. Jane and Russ frequently look over the growing system and make recommendations or changes to the existing functionality. But all parties realize that these changes take time and must be scheduled. So the changes do not cause anyone's expectations to be violated. In March, there is a major demonstration of the system to the board of directors. The system is very limited and is not yet in a form good enough to take to the trade show, but progress is steady, and the board is reasonably impressed.   The second release goes even more smoothly than the first. By now, the team has figured out a way to automate Jane's acceptance test scripts. The team has also refactored the design of the system to the point that it is really easy to add new features and change old ones. The second release was done by the end of June and was taken to the trade show. It had less in it than Jane and Russ would have liked, but it did demonstrate the most important features of the system. Although customers at the trade show noticed that certain features were missing, they were very impressed overall. You, Russ, and Jane all returned from the trade show with smiles on your faces. You all felt as though this project was a winner.   Indeed, many months later, you are contacted by Rufus Inc. That company had been working on a system like this for its internal operations. Rufus has canceled the development of that system after a death-march project and is negotiating to license your technology for its environment.   Indeed, things are looking up!

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  • Easy Update "Table of Contents" feature in Microsoft Word 2007 VS. Microsoft word 2010

    - by xarzu
    I am currently working on a document that was written using Microsoft Word 2007 and I am also using Microsoft Word 2007 to update the document. It is just the way of the workplace I am now in. I have noticed that the feature of adding nested headers ("subheaders" perhaps) does not work the same as I remember it did with Microsoft Word 2010. Since I am not the original author of the document, I am not sure if the table of contents was set up the right way. So my first question is: How do I see if the table of contents was set up properly in Microsoft Word 2007 to allow automatic updates whenever a subheader is added to the text. There seems to be a number of other things going on with the document that do not seem right. But maybe if we fix this problem first the other issues will dissolve or be lessened.

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  • Is pdf virus proof?

    - by Jonathan
    I am creating a secure document portal for a client. One of the things that they are worried about is having someone upload a document with a virus. One solution that might work is to enforce that they only upload pdf files. My question is two fold: Most importantly, is a pdf document virus proof? How can you determine in a *nix environment that a file is a pdf, besides just looking at the extension. Thanks! Jonathan

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