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  • Push Trunk or Push Branch to Production

    - by coffeeaddict
    I'd like to get an idea of some processes on build process with Tortoise SVN. Primarily I'm wondering do you push: The Mainline Trunk A branch after QA has grabbed it into a working copy locally and tested the branch and then some build pushes that branch The problem I have is I work at a craphole (hey, it is what it is and I'm venting on stackoverflow, you better believe it..good way to relieve stress due to complete utter chaos) and we have no formal process for pushing anything. In fact even worse my boss directly codes against production. When I have changes, he pushes the mainline trunk. The problem becomes when I make database changes on our Dev database for lets say Branch A. Well...that breaks Branch B and C. I have like 4 projects going on at once! Why? Well, I will not get into that (chaos). So consequently I rename a table field, or add a field or whatever in SQL Server and walla, now my other branches have stale code pointing to previous field names. So what happens? I have to merge certain changes to this branch, to that branch, etc. It feels like a war zone. Finally, what happens is I try to only merge the minimum. Lets say I made DB changes for Branch A's code but now I had to jump back on Branch B's project. Well I need to merge "some" of A's changes over for those database changes so that B's code is not going to bomb out and is able to work with the new table changes. Finally boss pushes the mainline trunk to production. Now I get an email "you forgot to remove the hyperlink for this". That hyperlink was actually a feature I added in Branch A. But what he's talking about here is he just pushed the mainline trunk to production which now has my merged changes from Branch B and any database scripts for Branch A because remember I had some DB changes and if he pushes code, it's got to reflect those changes thus some partial database changes must also be pushed even if it's not related to this project. Well...I missed the hyperlink, so kill me. Maybe that's why we need a build process boss? (sorry, it's been a nightmare working here which is why this thread is getting so detailed). Anyway, obviously this is a nightmare. And he dictates almost everything. The only reason we have source control is because I've worked on hard core teams and that's the first thing you setup. Well there was none here. Problem is I can't dictate the structure..he does but he's never really used source control!! My God. So we have no QA. This is an e-commerce website. That's another huge issue. So consequently I'm expected to be perfect. That means mainline trunk needs to be perfect for whatever we're pushing, whatever branch feature. Is this luda? wtf do I do? I could go off on him after tying so many times tactfully to explain that we need a freakin build process (not just copy local mainline trunk to production!) but I've tried to push before and got yelled at. So I gave up on that. So it will help me tremendously to know how others are pushing their source from Tortoise to production. I was not the person pushing when I was on previous teams so really I'm not too versed in build processes. We are a fairly good size e-commerce site and get a couple millions hits a month.

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  • JOptionPane opening another JFrame

    - by mike_hornbeck
    So I'm continuing my fight with this : http://stackoverflow.com/questions/2923545/creating-java-dialogs/2926126 task. Now my JOptionPane opens new window with envelope overfiew, but I can't change size of this window. Also I wanted to have sender's data in upper left corner, and receiver's data in bottom right. How can I achieve that ? There is also issue with OptionPane itself. After I click 'OK' it opens small window in the upper left corner of the screen. What is this and why it's appearing ? My code: import java.awt.*; import java.awt.Font; import javax.swing.*; public class Main extends JFrame { private static JTextField nameField = new JTextField(20); private static JTextField surnameField = new JTextField(); private static JTextField addr1Field = new JTextField(); private static JTextField addr2Field = new JTextField(); private static JComboBox sizes = new JComboBox(new String[] { "small", "medium", "large", "extra-large" }); public Main(){ JPanel mainPanel = new JPanel(); mainPanel.setLayout(new BoxLayout(mainPanel, BoxLayout.Y_AXIS)); getContentPane().add(mainPanel); JPanel addrPanel = new JPanel(new GridLayout(0, 1)); addrPanel.setBorder(BorderFactory.createTitledBorder("Receiver")); addrPanel.add(new JLabel("Name")); addrPanel.add(nameField); addrPanel.add(new JLabel("Surname")); addrPanel.add(surnameField); addrPanel.add(new JLabel("Address 1")); addrPanel.add(addr1Field); addrPanel.add(new JLabel("Address 2")); addrPanel.add(addr2Field); mainPanel.add(addrPanel); mainPanel.add(new JLabel(" ")); mainPanel.add(sizes); String[] buttons = { "OK", "Cancel"}; int c = JOptionPane.showOptionDialog( null, mainPanel, "My Panel", JOptionPane.DEFAULT_OPTION, JOptionPane.PLAIN_MESSAGE, null, buttons, buttons[0] ); if(c ==0){ new Envelope(nameField.getText(), surnameField.getText(), addr1Field.getText() , addr2Field.getText(), sizes.getSelectedIndex()); } setDefaultCloseOperation(JFrame.EXIT_ON_CLOSE); pack(); setVisible(true); } public static void main(String[] args) { new Main(); } } class Envelope extends JFrame { private final int SMALL=0; private final int MEDIUM=1; private final int LARGE=2; private final int XLARGE=3; public Envelope(String n, String s, String a1, String a2, int i){ Container content = getContentPane(); JPanel mainPanel = new JPanel(); mainPanel.setLayout(new BoxLayout(mainPanel, BoxLayout.Y_AXIS)); mainPanel.add(new JLabel("John Doe")); mainPanel.add(new JLabel("FooBar str 14")); mainPanel.add(new JLabel("Newark, 45-99")); JPanel dataPanel = new JPanel(); dataPanel.setFont(new Font("sansserif", Font.PLAIN, 32)); //set size from i mainPanel.setLayout(new BoxLayout(mainPanel, BoxLayout.Y_AXIS)); mainPanel.setBackground(Color.ORANGE); mainPanel.add(new JLabel("Mr "+n+" "+s)); mainPanel.add(new JLabel(a1)); mainPanel.add(new JLabel(a2)); content.setSize(450, 600); content.setBackground(Color.ORANGE); content.add(mainPanel, BorderLayout.NORTH); content.add(dataPanel, BorderLayout.SOUTH); setDefaultCloseOperation(JFrame.EXIT_ON_CLOSE); pack(); setVisible(true); } }

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  • CSS optimization - extra classes in dom or preprocessor-repetitive styling in css file?

    - by anna.mi
    I'm starting on a fairly large project and I'm considering the option of using LESS for pre-processing my css. the useful thing about LESS is that you can define a mixin that contains for example: .border-radius(@radius) { -webkit-border-radius: @radius; -moz-border-radius: @radius; -o-border-radius: @radius; -ms-border-radius: @radius; border-radius: @radius; } and then use it in a class declaration as .rounded-div { .border-radius(10px); } to get the outputted css as: .rounded-div { -webkit-border-radius: 10px; -moz-border-radius: 10px; -o-border-radius: 10px; -ms-border-radius: 10px; border-radius: 10px; } this is extremely useful in the case of browser prefixes. However this same concept could be used to encapsulate commonly-used css, for example: .column-container { overflow: hidden; display: block; width: 100%; } .column(@width) { float: left; width: @width; } and then use this mixin whenever i need columns in my design: .my-column-outer { .column-container(); background: red; } .my-column-inner { .column(50%); font-color: yellow; } (of course, using the preprocessor we could easily expand this to be much more useful, eg. pass the number of columns and the container width as variables and have LESS determine the width of each column depending on the number of columns and container width!) the problem with this is that when compliled, my final css file would have 100 such declarations, copy&pasted, making the file huge and bloated and repetitive. The alternative to this would be to use a grid system which has predefined classes for each column-layout option, eg .c-50 ( with a "float: left; width:50%;" definition ), .c-33, .c-25 to accomodate for a 2-column, 3-column and 4-column layout and then use these classes to my dom. i really mislike the idea of the extra classes, from experience it results to bloated dom (creating extra divs just to attach the grid classes to). Also the most basic tutorial for html/css would tell you that the dom should be separated from the styling - grid classes are styling related! to me, its the same as attaching a "border-radius-10" class to the .rounded-div example above! on the other hand, the large css file that would result from the repetitive code is also a disadvantage so i guess my question is, which one would you recommend? and which do you use? and, which solution is best for optimization? apart from the larger file size, has there even been any research on whether browser renders multiple classes faster than a large css file, or the other way round? tnx! i'd love to hear your opinion!

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  • C# - Must declare the scalar variable "@ms_id" - Error

    - by user1075106
    I'm writing an web-app that keeps track of deadlines. With this app you have to be able to update records that are being saved in an SQL DB. However I'm having some problem with my update in my aspx-file. <asp:GridView ID="gv_editMilestones" runat="server" DataSourceID="sql_ds_milestones" CellPadding="4" ForeColor="#333333" GridLines="None" Font-Size="Small" AutoGenerateColumns="False" DataKeyNames="id" Visible="false" onrowupdated="gv_editMilestones_RowUpdated" onrowupdating="gv_editMilestones_RowUpdating" onrowediting="gv_editMilestones_RowEditing"> <RowStyle BackColor="#F7F6F3" ForeColor="#333333" /> <Columns> <asp:CommandField ShowEditButton="True" /> <asp:BoundField DataField="id" HeaderText="id" SortExpression="id" ReadOnly="True" Visible="false"/> <asp:BoundField DataField="ms_id" HeaderText="ms_id" SortExpression="ms_id" ReadOnly="True"/> <asp:BoundField DataField="ms_description" HeaderText="ms_description" SortExpression="ms_description"/> <%-- <asp:BoundField DataField="ms_resp_team" HeaderText="ms_resp_team" SortExpression="ms_resp_team"/>--%> <asp:TemplateField HeaderText="ms_resp_team" SortExpression="ms_resp_team"> <ItemTemplate> <%# Eval("ms_resp_team") %> </ItemTemplate> <EditItemTemplate> <asp:DropDownList ID="DDL_ms_resp_team" runat="server" DataSourceID="sql_ds_ms_resp_team" DataTextField="team_name" DataValueField="id"> <%--SelectedValue='<%# Bind("ms_resp_team") %>'--%> </asp:DropDownList> </EditItemTemplate> </asp:TemplateField> <asp:BoundField DataField="ms_focal_point" HeaderText="ms_focal_point" SortExpression="ms_focal_point" /> <asp:BoundField DataField="ms_exp_date" HeaderText="ms_exp_date" SortExpression="ms_exp_date" DataFormatString="{0:d}"/> <asp:BoundField DataField="ms_deal" HeaderText="ms_deal" SortExpression="ms_deal" ReadOnly="True"/> <asp:CheckBoxField DataField="ms_active" HeaderText="ms_active" SortExpression="ms_active"/> </Columns> <FooterStyle BackColor="#CCCC99" /> <PagerStyle BackColor="#F7F7DE" ForeColor="Black" HorizontalAlign="Right" /> <SelectedRowStyle BackColor="#CE5D5A" Font-Bold="True" ForeColor="White" /> <HeaderStyle BackColor="#5D7B9D" Font-Bold="True" ForeColor="White" /> <AlternatingRowStyle BackColor="White" /> <EditRowStyle BackColor="#999999" /> </asp:GridView> <asp:SqlDataSource ID="sql_ds_milestones" runat="server" ConnectionString="<%$ ConnectionStrings:testServer %>" SelectCommand="SELECT [id] ,[ms_id] ,[ms_description] ,(SELECT [team_name] FROM [NSBP].[dbo].[tbl_teams] as teams WHERE milestones.[ms_resp_team] = teams.[id]) as 'ms_resp_team' ,[ms_focal_point] ,[ms_exp_date] ,(SELECT [deal] FROM [NSBP].[dbo].[tbl_deals] as deals WHERE milestones.[ms_deal] = deals.[id]) as 'ms_deal' ,[ms_active] FROM [NSBP].[dbo].[tbl_milestones] as milestones" UpdateCommand="UPDATE [NSBP].[dbo].[tbl_milestones] SET [ms_description] = @ms_description ,[ms_focal_point] = @ms_focal_point ,[ms_active] = @ms_active WHERE [ms_id] = @ms_id"> <UpdateParameters> <asp:Parameter Name="ms_description" Type="String" /> <%-- <asp:Parameter Name="ms_resp_team" Type="String" />--%> <asp:Parameter Name="ms_focal_point" Type="String" /> <asp:Parameter Name="ms_exp_date" Type="DateTime" /> <asp:Parameter Name="ms_active" Type="Boolean" /> <%-- <asp:Parameter Name="ms_id" Type="String" />--%> </UpdateParameters> </asp:SqlDataSource> You can see my complete GridView-structure + my datasource bound to this GridView. There is nothing written in my onrowupdating-function in my code-behind file. Thx in advance

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  • JavaScript Optimisation

    - by Jayie
    I am using JavaScript to work out all the combinations of badminton doubles matches from a given list of players. Each player teams up with everyone else. EG. If I have the following players a, b, c & d. Their combinations can be: a & b V c & d a & c V b & d a & d V b & c I am using the code below, which I wrote to do the job, but it's a little inefficient. It loops through the PLAYERS array 4 times finding every single combination (including impossible ones). It then sorts the game out into alphabetical order and stores it in the GAMES array if it doesn't already exist. I can then use the first half of the GAMES array to list all game combinations. The trouble is if I have any more than 8 players it runs really slowly because the combination growth is exponential. Does anyone know a better way or algorithm I could use? The more I think about it the more my brain hurts! var PLAYERS = ["a", "b", "c", "d", "e", "f", "g"]; var GAMES = []; var p1, p2, p3, p4, i1, i2, i3, i4, entry, found, i; var pos = 0; var TEAM1 = []; var TEAM2 = []; // loop through players 4 times to get all combinations for (i1 = 0; i1 < PLAYERS.length; i1++) { p1 = PLAYERS[i1]; for (i2 = 0; i2 < PLAYERS.length; i2++) { p2 = PLAYERS[i2]; for (i3 = 0; i3 < PLAYERS.length; i3++) { p3 = PLAYERS[i3]; for (i4 = 0; i4 < PLAYERS.length; i4++) { p4 = PLAYERS[i4]; if ((p1 != p2 && p1 != p3 && p1 != p4) && (p2 != p1 && p2 != p3 && p2 != p4) && (p3 != p1 && p3 != p2 && p3 != p4) && (p4 != p1 && p4 != p2 && p4 != p3)) { // sort teams into alphabetical order (so we can compare them easily later) TEAM1[0] = p1; TEAM1[1] = p2; TEAM2[0] = p3; TEAM2[1] = p4; TEAM1.sort(); TEAM2.sort(); // work out the game and search the array to see if it already exists entry = TEAM1[0] + " & " + TEAM1[1] + " v " + TEAM2[0] + " & " + TEAM2[1]; found = false; for (i=0; i < GAMES.length; i++) { if (entry == GAMES[i]) found = true; } // if the game is unique then store it if (!found) { GAMES[pos] = entry; document.write((pos+1) + ": " + GAMES[pos] + "<br>"); pos++; } } } } } } Thanks in advance. Jason.

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  • Best way for an external (remote) graphics designer to style ASP.NET MVC 4 app?

    - by Tom K
    My customer has his own graphics designer he wants to use to style his web application we're building in ASP.NET MVC 4. Our solution is in Bitbucket, but if he can't run it what choices do we have? I doubt he uses Visual Studio 2012. One idea is for us to publish to our solution to a file system, send it to him, have him create a local IIS website on his machine (assuming he isn't using a Mac). Mocking data or pointing to a test SQL in Azure isn't a problem. Then he can make changes to .css and .cshtml files. Will this even work? The point is that he needs to be able to test his changes. I know he can modify the views and just check-in. But he needs to deliver a working design. So it seems inefficient. The graphics designer will have access to our test site so he can see how it works, what data we have and fields. Another idea is for him to build a static mock site using just HTML/CSS. Later I'd integrate his styles into customer's solution, split his html into partial views which we use and add Razor syntax. Again, we'd like to leverage graphics designer for all of this. Is there a best practice documented around this subject? How do other teams deal with this situation?

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  • How would you rewrite/refactor this ?

    - by frostings
    Old application that is used by 50-60.000 paying customers. Company is several hundred people big. Application has a lot of business critical code (30% of all code) written in classic asp. Application has a lot more .net code. Application has a COM+ bridge for enabling asp to "talk" to .net Organization lacks some/a lot knowledge on what is causing the 10-20% server-reset per day (might be due to COM+ ?) There is no red line through the application; no architecture, no real patterns etc. The application has been like this for at least 5 years. The asp code base is increasing, slowly but certainly. I have read refactoring stories and I have knowledge on why you some of the times should not re-write a system. I would love for the old asp code to vanish as well as the COM+ component. But the pain is that no one really knows what is going on inside the asp classic code and the attitude inside all the teams are "this is just how it is". Down the line, this causes a lot of other issues like recruiting, dev effeciency, business needs that cannot be met, scale etc. With these little facts, does that justify a re-write of the asp code and the removal of the COM+ component ? How would you go about it ?

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  • When should I use Areas in TFS instead of Team Projects

    - by Martin Hinshelwood
    Well, it depends…. If you are a small company that creates a finite number of internal projects then you will find it easier to create a single project for each of your products and have TFS do the heavy lifting with reporting, SharePoint sites and Version Control. But what if you are not… Update 9th March 2010 Michael Fourie gave me some feedback which I have integrated. Ed Blankenship via @edblankenship offered encouragement and a nice quote. Ewald Hofman gave me a couple of Cons, and maybe a few more soon. Ewald’s company, Avanade, currently uses Areas, but it looks like the manual management is getting too much and the project is getting cluttered. What if you are likely to have hundreds of projects, possibly with a multitude of internal and external projects? You might have 1 project for a customer or 10. This is the situation that most consultancies find themselves in and thus they need a more sustainable and maintainable option. What I am advocating is that we should have 1 “Team Project” per customer, and use areas to create “sub projects” within that single “Team Project”. "What you describe is what we generally do internally and what we recommend. We make very heavy use of area path to categorize the work within a larger project." - Brian Harry, Microsoft Technical Fellow & Product Unit Manager for Team Foundation Server   "We tend to use areas to segregate multiple projects in the same team project and it works well." - Tiago Pascoal, Visual Studio ALM MVP   "In general, I believe this approach provides consistency [to multi-product engagements] and lowers the administration and maintenance costs. All good." - Michael Fourie, Visual Studio ALM MVP   “@MrHinsh BTW, I'm very much a fan of very large, if not huge, team projects in TFS. Just FYI :) Use Areas & Iterations.” Ed Blankenship, Visual Studio ALM MVP   This would mean that SSW would have a single Team Project called “SSW” that contains all of our internal projects and consequently all of the Areas and Iteration move down one hierarchy to accommodate this. Where we would have had “\SSW\Sprint 1” we now have “\SSW\SqlDeploy\Sprint1” with “SqlDeploy” being our internal project. At the moment SSW has over 70 internal projects and more than 170 total projects in TFS. This method has long term benefits that help to simplify the support model for companies that often have limited internal support time and many projects. But, there are implications as TFS does not provide this model “out-of-the-box”. These implications stretch across Areas, Iterations, Queries, Project Portal and Version Control. Michael made a good comment, he said: I agree with your approach, assuming that in a multi-product engagement with a client, they are happy to adopt the same process template across all products. If they are not, then it’ll either be easy to convince them or there is a valid reason for having a different template - Michael Fourie, Visual Studio ALM MVP   At SSW we have a standard template that we use and this is applied across the board, to all of our projects. We even apply any changes to the core process template to all of our existing projects as well. If you have multiple projects for the same clients on multiple templates and you want to keep it that way, then this approach will not work for you. However, if you want to standardise as we have at SSW then this approach may benefit you as well. Implications around Areas Areas should be used for topological classification/isolation of work items. You can think of this as architecture areas, organisational areas or even the main features of your application. In our scenario there is an additional top level item that represents the Project / Product that we want to chop our Team Project into. Figure: Creating a sub area to represent a product/project is easy. <teamproject> <teamproject>\<Functional Area/module whatever> Becomes: <teamproject> <teamproject>\<ProjectName>\ <teamproject>\<ProjectName>\<Functional Area/module whatever> Implications around Iterations Iterations should be used for chronological classification/isolation of work items. This could include isolated time boxes, milestones or release timelines and really depends on the logical flow of your project or projects. Due to the new level in Area we need to add the same level to Iteration. This is primarily because it is unlikely that the sprints in each of your projects/products will start and end at the same time. This is just a reality of managing multiple projects. Figure: Adding the same Area value to Iteration as the top level item adds flexibility to Iteration. <teamproject>\Sprint 1 Or <teamproject>\Release 1\Sprint 1 Becomes: <teamproject>\<ProjectName>\Sprint 1 Or <teamproject>\<ProjectName>\Release 1\Sprint 1 Implications around Queries Queries are used to filter your work items based on a specified level of granularity. There are a number of queries that are built into a project created using the MSF Agile 5.0 template, but we now have multiple projects and it would be a pain to have to edit all of the work items every time we changed project, and that would only allow one team to work on one project at a time.   Figure: The Queries that are created in a normal MSF Agile 5.0 project do not quite suit our new needs. In order for project contributors to be able to query based on their project we need a couple of things. The first thing I did was to create an “_Area Template” folder that has a copy of the project layout with all the queries setup to filter based on the “_Area Template” Area and the “_Sprint template” you can see in the Area and Iteration views. Figure: The template is currently easily drag and drop, but you then need to edit the queries to point at the right Area and Iteration. This needs a tool. I then created an “Areas” folder to hold all of the area specific queries. So, when you go to create a new TFS Sub-Project you just drag “_Area Template” while holding “Ctrl” and drop it onto “Areas”. There is a little setup here. That said I managed it in around 10 minutes which is not so bad, and I can imagine it being quite easy to build a tool to create these queries Figure: These new queries can be configured in around 10 minutes, which includes setting up the Area and Iteration as well. Version Control What about your source code? Well, that is the easiest of the lot. Just create a sub folder for each of your projects/products.   Figure: Creating sub folders in source control is easy as “Right click | Create new folder”. <teamproject>\DEV\Main\ Becomes: <teamproject>\<ProjectName>\DEV\Main\ Conclusion I think it is up to each company to make a call on how you want to configure your Team Projects and it depends completely on how many projects/products you are going to have for each customer including yourself. If we decide to utilise this route it will require some configuration to get our 170+ projects into this format, and I will probably be writing some tools to help. Pros You only have one project to upgrade when a process template changes – After going through an upgrade of over 170 project prior to the changes in the RC I can tell you that that many projects is no fun. Standardises your Process Template – You will always have the same Process implementation across projects/products without exception You get tighter control over the permissions – Yes, you can do this on a standard Team Project, but it gets a lot easier with practice. You can “move” work items from one “product” to another – Have we not always wanted to do that. You can rename your projects – Wahoo: everyone wants to do this, now you can. One set of Reporting Services reports to manage – You set an area and iteration to run reports anyway, so you may as well set both. Simplified Check-In Policies– There is only one set of check-in policies per client. This simplifies administration of policies. Simplified Alerts – As alerts are applied across multiple projects this simplifies your alert rules as per client. Cons All of these cons could be mitigated by a custom tool that helps automate creation of “Sub-projects” within Team Projects. This custom tool could create areas, Iteration, permissions, SharePoint and queries. It just does not exist yet :) You need to configure the Areas and Iterations You need to configure the permissions You may need to configure sub sites for SharePoint (depends on your requirement) – If you have two projects/products in the same Team Project then you will not see the burn down for each one out-of-the-box, but rather a cumulative for the Team Project. This is not really that much of a problem as you would have to configure your burndown graphs for your current iteration anyway. note: When you create a sub site to a TFS linked portal it will inherit the settings of its parent site :) This is fantastic as it means that you can easily create sub sites and then set the Area and Iteration path in each of the reports to be the correct one. Every team wants their own customization (via Ewald Hofman) - small teams of 2 persons against teams of 30 – or even outsourcing – need their own process, you cannot allow that because everybody gets the same work item types. note: Luckily at SSW this is not a problem as our template is standardised across all projects and customers. Large list of builds (via Ewald Hofman) – As the build list in Team Explorer is just a flat list it can get very cluttered. note: I would mitigate this by removing any build that has not been run in over 30 days. The build template and workflow will still be available in version control, but it will clean the list. Feedback Now that I have explained this method, what do you think? What other pros and cons can you see? What do you think of this approach? Will you be using it? What tools would you like to support you?   Technorati Tags: Visual Studio ALM,TFS Administration,TFS,Team Foundation Server,Project Planning,TFS Customisation

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  • Oracle UCM Integration with WebCenter

    - by john.brunswick
    Portal deployments always contain some level of content that requires management. Like peanut butter and jelly, the ying and yang, they are inseparable. Unfortunately, unlike peanut butter and jelly content and portals usually require that an extensive amount of work be completed to create a seamless experience for end users who will be serviced by the portal, as well as for users who will be contributing and managing the content. With WebCenter Suite Oracle has understood this need and addressed it by including Universal Content Management (UCM, formerly Stellent) licensing to allow content to be delivered into the portal from a mature, class-leading content management technology. To unlock the most value from this content technology, WebCenter portal technology can leverage a series of integration strategies available through its open standards support, as well as a series of native components to enable content consumption from UCM. This have been done to enable IT teams to reduce solution deployment time and provide quick wins to their business stakeholders. The ongoing cost of ownership for the solution is also greatly reduced through these various integrations. Within this post we will explore various ways in which the content can be Contributed through out of the box interfaces Displayed natively within the portal (configuration) Exposed programmatically (development) The information below showcases how to quickly take advantage of WebCenter's marriage of content and portal technologies, then leverage various programmatic integrations available with UCM.

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  • Cutting edge technology, a lone Movember ranger and a 5-a-side football club ...meet the team at Oracle’s Belfast Offices.

    - by user10729410
    Normal 0 false false false EN-IE 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:0cm; mso-para-margin-bottom:.0001pt; 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;} Normal 0 false false false EN-IE 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:0cm; mso-para-margin-bottom:.0001pt; 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;} By Olivia O’Connell To see what’s in store at Oracle’s next Open Day which comes to Belfast this week, I visited the offices with some colleagues to meet the team and get a feel for what‘s in store on November 29th. After being warmly greeted by Frances and Francesca, who make sure Front of House and Facilities run smoothly, we embarked on a quick tour of the 2 floors Oracle occupies, led by VP Bo, it was time to seek out some willing volunteers to be interviewed/photographed - what a shy bunch! A bit of coaxing from the social media team was needed here! In a male-dominated environment, the few women on the team caught my eye immediately. I got chatting to Susan, a business analyst and Bronagh, a tech writer. It becomes clear during our chat that the male/female divide is not an issue – “everyone here just gets on with the job,” says Suzanne, “We’re all around the same age and have similar priorities and luckily everyone is really friendly so there are no problems. ” A graduate of Queen’s University in Belfast majoring in maths & computer science, Susan works closely with product management and the development teams to ensure that the final project delivered to clients meets and exceeds their expectations. Bronagh, who joined us following working for a tech company in Montreal and gaining her post-grad degree at University of Ulster agrees that the work is challenging but “the environment is so relaxed and friendly”. Normal 0 false false false EN-IE 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:0cm; mso-para-margin-bottom:.0001pt; 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;} Software developer David is taking the Movember challenge for the first time to raise vital funds and awareness for men’s health. Like other colleagues in the office, he is a University of Ulster graduate and works on Reference applications and Merchandising Tools which enable customers to establish e-shops using Oracle technologies. The social activities are headed up by Gordon, a software engineer on the commerce team who joined the team 4 years ago after graduating from the University of Strathclyde at Glasgow with a degree in Computer Science. Everyone is unanimous that the best things about working at Oracle’s Belfast offices are the casual friendly environment and the opportunity to be at the cutting edge of technology. We’re looking forward to our next trip to Belfast for some cool demos and meet candidates. And as for the camera-shyness? Look who came out to have their picture taken at the end of the day! Normal 0 false false false EN-IE 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:0cm; mso-para-margin-bottom:.0001pt; 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;} The Oracle offices in Belfast are located on the 6th floor, Victoria House, Gloucester Street, Belfast BT1 4LS, UK View Larger Map Normal 0 false false false EN-IE 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:0cm; mso-para-margin-bottom:.0001pt; 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;} Open day takes place on Thursday, 29th November 4pm – 8pm. Visit the 5 Demo Stations to find out more about each teams' activities and projects to date. See live demos including "Engaging the Customer", "Managing Your Store", "Helping the Customer", "Shopping on-line" and "The Commerce Experience" processes. The "Working @Oracle" stand will give you the chance to connect with our recruitment team and get information about the Recruitment process and making your career path in Oracle. Register here.

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  • Messing with the Team

    - by Robert May
    Good Product Owners will help the team be the best that they can be.  Bad product owners will mess with the team and won’t care about the team.  If you’re a product owner, seek to do good and avoid bad behavior at all costs.  Remember, this is for YOUR benefit and you have much power given to you.  Use that power wisely. Scope Creep The product owner has several tools at his disposal to inject scope into an iteration.  First, the product owner can use defects to inject scope.  To do this, they’ll tell the team what functionality that they want to see in a feature.  Then, after the feature is developed, the Product Owner will decide that they don’t really like how the functionality behaves.  To change it, rather than creating a new story, they’ll add a defect.  The functionality is correct, as designed, but the Product Owner doesn’t like it.  By creating the defect, the Product Owner destroys the trust that the team has of the product owner.  They may not be able to count the story, because the Product Owner changed the story in the iteration, and the team then ends up looking like they have low velocity for something over which they have no control.  This is bad.  One way to deal with this is to add “Product Owner Time” to the iteration.  This will slow the velocity, but then the ScrumMaster can tell stake holders that this time is strictly in place to deal with bad behavior of the Product Owner. Another mechanism often used to inject Scope is the concept of directed development.  Outside of planning, stand-ups, or any other meeting, the Product Owner will take a developer aside and ask them to complete a task for them.  This is bad!  The team should be allocating all of their time to development.  If the Product Owner asks for a favor, then time that would normally be used for development will be used for a pet project of the Product Owner and the team will not get credit for this work.  Selfish product owners do this, and I typically see people who were “managers” do this behavior.  Authoritarian command and control development environments also see this happen.  The best thing that can happen is for the team member to report the issue to the ScrumMaster and the ScrumMaster to get very aggressive with management and the Product Owner to try and stop the behavior.  This may result in the ScrumMaster being fired, but if the behavior continues, Scrum is doomed.  This problem is especially bad in cases where the team member’s direct supervisor is the Product Owner.  I don’t recommend that the Product Owner or ScrumMaster have a direct report relationship with team members, since team members need the ability to say no.  To work around this issue, team members need to say no.  If that fails, team members need to add extra time to the iteration to deal with the scope creep injection and accept the lower velocity. As discussed above, another mechanism for injecting scope is by changing acceptance tests after the work is complete.  This is similar to adding defects to change scope and is bad.  To get around, add time for Product Owner uncertainty to the iteration and make sure that stakeholders are aware of the need to add this time because of the Product Owner. Refusing to Prioritize Refusing to prioritize causes chaos for the team.  From the team’s perspective, things that are not important will be worked on while things that the team knows are vital will be ignored.  A poor Product Owner will often pick the stories for the iteration on a whim.  This leads to the team working on many different aspects of the product and results in a lower velocity, since each iteration the team must switch context to the new area of development. The team will also experience confusion about priorities.  In one iteration, Feature X was the highest priority and had to be done.  Then, the following iteration, even though parts of Feature X still need to be completed, no stories to address them will be in the iteration.  However, three iterations later, Feature X will again become high priority. This will cause the team to not trust the Product Owner, and eventually, they’ll stop caring about the features they implement.  They won’t know what is important, so to insulate themselves from the ever changing chaos, they’ll become apathetic to all features.  Team members are some of the most creative people in a company.  By losing their engagement, the company is going to have a substandard product because the passion for the product won’t be in the team. Other signs that the Product Owner refuses to prioritize is that no one outside of the product owner will be consulted on priorities.  Additionally, the product, release, and iteration backlogs will be weak or non-existent. Dealing with this issue is not easy.  This really isn’t something the team can fix, short of taking over the role of Product Owner themselves.  An appeal to the stake holders might work, but only if the Product Owner isn’t a “manager” themselves.  The ScrumMaster needs to protect the team and do what they can to either get the Product Owner to prioritize or have the Product Owner replaced. Managing the Team A Product Owner that is also the “boss” of team members is a Scrum team that is waiting to fail.  If your boss tells you to do something, failing to do that something can cause you to be fired.  The team needs the ability to tell the Product Owner NO.  If the product owner introduces scope creep, the team has a responsibility to tell the Product Owner no.  If the Product Owner tries to get the team to commit to more than they can accomplish in an iteration, the team needs the ability to tell the Product Owner no. If the Product Owner is your boss and determines your pay increases, you’re probably not going to ever tell them no, and Scrum will likely fail.  The team can’t do much in this situation. Another aspect of “managing the team” that often happens is the Product Owner tries to tell the team how to develop the stories that are in the iteration.  This is one reason why I recommend that Product Owners are NOT technical people.  That way, the team can come up with the tasks that are needed to accomplish the stories and the Product Owner won’t know better.  If the Product Owner is technical, the ScrumMaster will need to take great care to protect the team from the ScrumMaster changing how the team thinks they need to implement the stories. Product Owners can also try to manage the team by their body language.  If the team says a task is going to take 6 hours to complete, and the Product Owner disagrees, they will use some kind of sour body language to indicate this disagreement.  In weak teams, this may cause the team to revise their estimate down, which will result in them taking longer than estimated and may result in them missing the iteration.  The ScrumMaster will need to make sure that the Product Owner doesn’t send such messages and that the team ignores them and estimates what they REALLY think it will take to complete the tasks.  Forcing the team to deal with such items in the retrospective can be helpful. Absenteeism The team is completely dependent upon the Product Owner to develop features for the customer.  The Product Owner IS the voice of the customer and without them, the team will lack direction.  Being the Product Owner is a full time job!  If the Product Owner cannot dedicate daily time with the team, a different product owner should be found. The Product Owner needs to attend every stand-up, planning meeting, showcase, and retrospective that the team has.  The team also must be able to have instant communication with the product owner.  They must not be required to schedule meetings to speak with their product owner.  The team must be the highest priority task that the Product Owner has. The best way to work around an absent Product Owner is to appoint a new Product Owner in the team.  This person will be responsible for making the decisions that the Product Owner should be making and to act as the liaison to the absent Product Owner.  If the delegate Product Owner doesn’t have authority to make decisions for the team, Scrum will fail.  If the Product Owner is absent, the ScrumMaster should seek to have that Product Owner replaced by someone who has the time and ability to be a real Product Owner. Making it Personal Too often Product Owners will become convinced that their ideas are the ones that matter and that anyone who disagrees is making a personal attack on them.  Remember that Product Owners will inherently be at odds with many people, simply because they have the need to prioritize.  Others will frequently question prioritization because they only see part of the picture that Product Owners face. Product Owners must have a thick skin and think egos.  If they don’t, they tend to make things personal, which causes them to become emotional and causes them to take actions that can destroy the trust that team members have in the Product Owner. If a Product Owner is making things person, the best thing that team members can do is reassure them that its not personal, but be firm about doing what is best for the Company and for the users.  The ScrumMaster should also spend significant time coaching the Product Owner on how to not react emotionally and how to accept criticism without becoming defensive. Conclusion I’m sure there are other ways that a Product Owner can mess with the team, but these are the most common that I’ve seen.  I would encourage all Product Owners to seek to be a good Product Owner.  If you find yourself behaving in any of the bad product owner ways, change your behavior today!  Your team will thank you. Remember, being Product Owner is very difficult!  Product Owner is one of the most difficult roles in Scrum.  However, it can also be one of the most rewarding roles in Scrum, since Product Owners literally see their ideas brought to life on the computer screen.  Product Owners need to be very patient, even in the face of criticism and need to be willing to make tough decisions on priority, but then not become offended when others disagree with those decisions.  Companies should spend the time needed to find the right product owners for their teams.  Doing so will only help the company to write better software. Technorati Tags: Scrum,Product Owner

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  • Best of "The Moth" 2009

    Not wanting to break the tradition (2004, 2005, 2006, 2007, 2008) below are some blog posts I picked from my blogging last year. As you can see by comparing with the links above, 2009 marks my lowest output yet with only 64 posts, but hopefully the quality has not been lowered ;-) 1. Parallel Computing was a strong focus of course. You can find links to most of that content aggregated in the post where I shared my entire parallelism session. Related to that was the link to the screencast I shared of the Parallel Computing Features Tour.2. Parallel Debugging is obviously part of the parallel computing links above, but I created more in depth content around that area of Visual Studio 2010 since it is the one I directly own. I aggregated all the links to that content in my post: Parallel Debugging.3. High Performance Computing through clusters is an area I'll be focusing more next year (besides parallelism on a single node on the client captured above) and I started introducing the topic on my blog this year. Read the (currently) 6 posts bottom up from my category on HPC.4. Windows 7 Task Manager. In April I shared a screenshot which was the most "borrowed" item from my blog (I should have watermarked it ;-)5. Windows Phone non-support in VS2010. Did my bit to spread clarification of the story.6. Window positions in Visual Studio is a long post, but one that I strongly advise all VS users to read and benefit from.7. Bug Triage gives you a glimpse into one thing all (Microsoft) product teams do.If you haven't yet, you can subscribe via one of the options on the left. Either way, thank you for staying tuned… Happy New Year! Comments about this post welcome at the original blog.

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  • Ada and 'The Book'

    - by Phil Factor
    The long friendship between Charles Babbage and Ada Lovelace created one of the most exciting and mysterious of collaborations ever to have resulted in a technological breakthrough. The fireworks that created by the collision of two prodigious mathematical and creative talents resulted in an invention, the Analytical Engine, which went on to change society fundamentally. However, beyond that, we just don't know what the bulk of their collaborative work was about:;  it was done in strictest secrecy. Even the known outcome of their friendship, the first programmable computer, was shrouded in mystery. At the time, nobody, except close friends and family, had any idea of Ada Byron's contribution to the invention of the ‘Engine’, and how to program it. Her great insight was published in August 1843, under the initials AAL, standing for Ada Augusta Lovelace, her title then being the Countess of Lovelace. It was contained in a lengthy ‘note’ to her translation of a publication that remains the best description of Babbage's amazing Analytical Engine. The secret identity of the person behind those enigmatic initials was finally revealed by Prince de Polignac who, seventy years later, wrote to Ada's daughter to seek confirmation that her mother had, indeed, been the author of the brilliant sentences that described so accurately how Babbage's mechanical computer could be programmed with punch-cards. L.F. Menabrea's paper on the Analytical Engine first appeared in the 'Bibliotheque Universelle de Geneve' in October 1842, and Ada translated it anonymously for Taylor's 'Scientific Memoirs'. Charles Babbage was surprised that she had not written an original paper as she already knew a surprising amount about the way the machine worked. He persuaded her to at least write some explanatory notes. These notes ended up extending to four times the length of the original article and represented the first published account of how a machine could be programmed to perform any calculation. Her example of programming the Bernoulli sequence would have worked on the Analytical engine had the device’s construction been completed, and gave Ada an unassailable claim to have invented the art of programming. What was the reason for Ada's secrecy? She was the only legitimate child of Lord Byron, who was probably the best known celebrity of the age, so she was already famous. She was a senior aristocrat, with titles, a fortune in money and vast estates in the Midlands. She had political influence, and was the cousin of Lord Melbourne, who was the Prime Minister at that time. She was friendly with the young Queen Victoria. Her mathematical activities were a pastime, and not one that would be considered by others to be in keeping with her roles and responsibilities. You wouldn't dare to dream up a fictional heroine like Ada. She was dazzlingly beautiful and talented. She could speak several languages fluently, and play some musical instruments with professional skill. Contemporary accounts refer to her being 'accomplished in science, art and literature'. On top of that, she was a brilliant mathematician, a talent inherited from her mother, Annabella Milbanke. In her mother's circle of literary and scientific friends was Charles Babbage, and Ada's friendship with him dates from her teenage zest for Mathematics. She was one of the first people he'd ever met who understood what he had attempted to achieve with the 'Difference Engine', and with whom he could converse as intellectual equals. He arranged for her to have an education from the most talented academics in the country. Ada melted the heart of the cantankerous genius to the point that he became a faithful and loyal father-figure to her. She was one of the very few who could grasp the principles of the later, and very different, ‘Analytical Engine’ which was designed from the start to tackle a variety of tasks. Sadly, Ada Byron's life ended less than a decade after completing the work that assured her long-term fame, in November 1852. She was dying of cancer, her gambling habits had caused her to run up huge debts, she'd had more than one affairs, and she was being blackmailed. Her brilliant but unempathic mother was nursing her in her final illness, destroying her personal letters and records, and repaying her debts. Her husband was distraught but helpless. Charles Babbage, however, maintained his steadfast paternalistic friendship to the end. She appointed her loyal friend to be her executor. For years, she and Babbage had been working together on a secret project, known only as 'The Book'. We have a clue to what it was in a letter written by her nine years earlier, on 11th August 1843. It was a joint project by herself and Lord Lovelace, her husband, and was intended to involve Babbage's 'undivided energies'. It involved 'consulting your Engine' (it required Babbage’s computer). The letter gives no hint about the project except for the high-minded nature of its purpose, and its highly mathematical nature.  From then on, the surviving correspondence between the two gives only veiled references to 'The Book'. There isn't much, since Babbage later destroyed any letters that could have damaged her reputation within the Establishment. 'I cannot spare the book today, which I am very sorry for. At the moment I want it for constant reference, but I think you can have it tomorrow' (Oct 1844)  And 'I will send you the book directly, and you can say, when you receive it, how long you will want to keep it'. (Nov 1844)  The two of them were obviously intent on the work: She writes, four years later, 'I have an engagement for Wednesday which will prevent me from attending to your wishes about the book' (Dec 1848). This was something that they both needed to work on, but could not do in parallel: 'I will send the book on Tuesday, and it can be left with you till Friday' (11 Feb 1849). After six years work, it had been so well-handled that it was beginning to fall apart: 'Don't forget the new cover you promised for the book. The poor book is very shabby and wants one' (20 Sept 1849). So what was going on? The word 'book' was not a code-word: it was a real book, probably a 'printer's blank', plain paper, but properly bound so printers and publishers could show off how the published work might look. The hints from the correspondence are of advanced mathematics. It is obvious that the book was travelling between them, back and forth, each one working on it for less than a week before passing it back. Ada and her husband were certainly involved in gambling large sums of money on the horses, and so most biographers have concluded that the three of them were trying to calculate the mathematical odds on the horses. This theory has three large problems. Firstly, Ada's original letter proposing the project refers to its high-minded nature. Babbage was temperamentally opposed to gambling and would scarcely have given so much time to the project, even though he was devoted to Ada. Secondly, Babbage would have very soon have realized the hopelessness of trying to beat the bookies. This sort of betting never attracts his type of intellectual background. The third problem is that any work on calculating the odds on horses would not need a well-thumbed book to pass back and forth between them; they would have not had to work in series. The original project was instigated by Ada, along with her husband, William King-Noel, 1st Earl of Lovelace. Charles Babbage was invited to join the project after the couple had come up with the idea. What could William have contributed? One might assume that William was a Bertie Wooster character, addicted only to the joys of the turf, but this was far from the truth. He was a scientist, a Cambridge graduate who was later elected to be a Fellow of the Royal Society. After Eton, he went to Trinity College, Cambridge. On graduation, he entered the diplomatic service and acted as secretary under Lord Nugent, who was Lord Commissioner of the Ionian Islands. William was very friendly with Babbage too, able to discuss scientific matters on equal terms. He was a capable engineer who invented a process for bending large timbers by the application of steam heat. He delivered a paper to the Institution of Civil Engineers in 1849, and received praise from the great engineer, Isambard Kingdom Brunel. As well as being Lord Lieutenant of the County of Surrey for most of Victoria's reign, he had time for a string of scientific and engineering achievements. Whatever the project was, it is unlikely that William was a junior partner. After Ada's death, the project disappeared. Then, two years later, Babbage, through one of his occasional outbursts of temper, demonstrated that he was able to decrypt one of the most powerful of secret codes, Vigenère's autokey cipher.  All contemporary diplomatic and military messages used a variant of this cipher. Babbage had made three important discoveries, namely, the mathematical law of this cipher, the principle of the key periodicity, and the technique of the symmetry of position. The technique is now known as the Kasiski examination, also called the Kasiski test, but Babbage got there first. At one time, he listed amongst his future projects, the writing of a book 'The Philosophy of Decyphering', but it never came to anything. This discovery was going to change the course of history, since it was used to decipher the Russians’ military dispatches in the Crimean war. Babbage himself played a role during the Crimean War as a cryptographical adviser to his friend, Rear-Admiral Sir Francis Beaufort of the Admiralty. This is as much as we can be certain about in trying to make sense of the bulk of the time that Charles Babbage and Ada Lovelace worked together. Nine years of intensive work, involving the 'Engine' and a great deal of mathematics and research seems to have been lost: or has it? I've argued in the past http://www.simple-talk.com/community/blogs/philfactor/archive/2008/06/13/59614.aspx that the cracking of the Vigenère autokey cipher, was a fundamental motive behind the British Government's support and funding of the 'Difference Engine'. The Duke of Wellington, whose understanding of the military significance of being able to read enemy dispatches, was the most steadfast advocate of the project. If the three friends were actually doing the work of cracking codes by mathematical techniques that used the techniques of key periodicity, and symmetry of position (the use of a book being passed quickly to and fro is very suggestive), intending to then use the 'Engine' to do the routine cracking of each dispatch, then this is a rather different story. The project was Ada and William's idea. (William had served in the diplomatic service and would be familiar with the use of codes). This makes Ada Lovelace the initiator of a project which, by giving both Britain, and probably the USA, a diplomatic and military advantage in the second part of the Nineteenth century, changed world history. Ada would never have wanted any credit for cracking the cipher, and developing the method that rendered all contemporary military and diplomatic ciphering techniques nugatory; quite the reverse. And it is clear from the gaps in the record of the letters between the collaborators that the evidence was destroyed, probably on her request by her irascible but intensely honorable executor, Charles Babbage. Charles Babbage toyed with the idea of going public, but the Crimean war put an end to that. The British Government had a valuable secret, and intended to keep it that way. Ada and Charles had quite often discussed possible moneymaking projects that would fund the development of the Analytic Engine, the first programmable computer, but their secret work was never in the running as a potential cash cow. I suspect that the British Government was, even then, working on the concealment of a discovery whose value to the nation depended on it remaining so. The success of code-breaking in the Crimean war, and the American Civil war, led to the British and Americans  subsequently giving much more weight and funding to the science of decryption. Paradoxically, this makes Ada's contribution even closer to the creation of Colossus, the first digital computer, at Bletchley Park, specifically to crack the Nazi’s secret codes.

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  • New Java Champion: Michael Levin

    - by Tori Wieldt
    Welcome Michael Levin to Java Champion community! Michael is a JUG leader involved with Orlando, FL OrlandoJUG, the Gainesville, FL GatorJUG, the West African JUG SeneJUG and the New Orleans, LA CajunJUG. Michael is based in the USA. He is a business owner, and his business, Cambridge Web Design, Inc., specializes in custom software and Web2.0 website development (www.cambridgeweb.ie). He recently provided JCertif Java Training in Brazzaville, Republic of Congo. He also founded Codetown, an online community for software developers, located at www.codetown.us. He also has a tech podcast called Swampcast located at www.swampcast.com. You can follow him on Twitter @mikelevin.The Java Champions are an exclusive group of passionate Java technology and community leaders who are community-nominated and selected under a project sponsored by Oracle. Java Champions get the opportunity to provide feedback, ideas, and direction that will help Oracle grow the Java Platform. This interchange may be in the form of technical discussions and/or community-building activities with Oracle's Java Development and Developer Program teams.Java Champions are:    •    leaders    •    technical luminaries    •    independent-minded and credible    •    involved with some really cool applications of Java Technology or some humanitarian or educational effort    •    able to evangelize or influence other developers Congratulations to Michael on becoming the latest Java Champion!

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  • Back From Microsoft Web Camps Beijing

    - by Dixin
    I am just back from Microsoft Web Camps, where Web developers in Beijing had a good time for 2 days with 2 fantastic speakers, Scott Hanselman and James Senior. On day 1, Scott and James talked about Web Platform Installer, ASP.NET core runtime, ASP.NET MVC, Entity Framework, Visual Studio 2010, … They were humorous and smart, and everyone was excited! On day 2, developers were organized into teams to build Web applications. At the end of day 2, each team had a chance of presentation. Before ending, I also demonstrated my so-called “WebOS”, a tiny but funny Web website developed with ASP.NET MVC and jQuery, which looks like an operating system, to show the power of ASP.NET MVC and jQuery. Scott, James and me were joking there, and people cannot help laughing and applauding… You can play with it here: http://www.coolwebos.com/, if interested. I talked with Scott and James about Web and ASP.NET, and asked some questions. I also helped on some English / Chinese translation. At the end Scott gave me a fabulous gift, which I will post to blog later. Hope Microsoft can have more and more events like this!

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  • Are You "INFOCUS"? We are!

    - by user709270
    The JD Edwards team is looking forward to participating in JD Edwards INFOCUS, the inaugural JD Edwards EnterpriseOne deep dive conference from Quest International Users Group. We've worked diligently with the leadership of Quest’s JD Edwards Special Interest Groups (SIGs) and Regional User Groups (RUGs) to make sure this national user event delivers JD Edwards content that meets the needs of the community. Plus, this event is being held right in JD Edwards’ backyard… Denver (Broomfield), Colorado! JD Edwards INFOCUS will be held November 7-9 at the Omni Interlocken Resort. Through our Product Strategy, Development and Support teams, Oracle will provide support for education sessions in these key tracks: · HCM · Financials · Manufacturing and Distribution · Real Estate Industry Forum · Supply Chain · Tools & Technology Oracle will host a JD Edwards EnterpriseOne Support demo booth to showcase many of the new capabilities available to you plus best practice approaches with existing capabilities, all to enhance your support experience. Oracle is also hosting a classroom-based Upgrades Workshop to explore methodology for a complete JD Edwards EnterpriseOne ERP software upgrade project. Space is limited so pre-register at QuestDirect.org/INFOCUS by adding the workshop to your agenda using the Agenda Builder on the Education tab. Finally, participate in one of the many enhancement discussions for key JD Edwards solutions at INFOCUS and contribute to the future of  JD Edwards through an interactive forum.  All of this is part of the 140+ education sessions being offered by the customer and vendor community.   There’s a lot of buzz around this conference, so don’t delay in registering key members of your team today.  We look forward to seeing you there so register NOW!

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  • Distributed Development Tools -- (Version control and Project Management)

    - by Macy Abbey
    Hello, I've recently become responsible for choosing which source control and project management software to use for a company that employs me. Currently it uses Jira (project management) and Subversion (version control). I know there are many other options out there -- the ones I know about are all in this article http://mashable.com/2010/07/14/distributed-developer-teams/ . I'm leaning towards recommending they just stay with what they have as it seems workable and any change would have to be worth the cost of switching to say github/basecamp or some other solution. Some details on the team: It's a distributed development shop. Meetings of the whole team in one room are rare. It's currently a very small development team (three developers). The project management software is used by developers and a product manager or two. What are you experiences with version control and project management web applications? Are there any you would recommend and you think are worth the switching cost of time to learn new services / implementing the change? Edit: After educating myself further on the options it appears DVCS offer powerful benefits that may be worth investing in now as opposed to later in the company's lifetime when the switching cost is higher: I'm a Subversion geek, why I should consider or not consider Mercurial or Git or any other DVCS?

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  • SQL SERVER – Repair a SQL Server Database Using a Transaction Log Explorer

    - by Pinal Dave
    In this blog, I’ll show how to use ApexSQL Log, a SQL Server transaction log viewer. You can download it for free, install, and play along. But first, let’s describe some disaster recovery scenarios where it’s useful. About SQL Server disaster recovery Along with database development and administration, you must work on a good recovery plan. Disasters do happen and no one’s immune. What you can do is take all actions needed to be ready for a disaster and go through it with minimal data loss and downtime. Besides creating a recovery plan, it’s necessary to have a list of steps that will be executed when a disaster occurs and to test them before a disaster. This way, you’ll know that the plan is good and viable. Testing can also be used as training for all team members, so they can all understand and execute it when the time comes. It will show how much time is needed to have your servers fully functional again and how much data you can lose in a real-life situation. If these don’t meet recovery-time and recovery-point objectives, the plan needs to be improved. Keep in mind that all major changes in environment configuration, business strategy, and recovery objectives require a new recovery plan testing, as these changes most probably induce a recovery plan changing and tweaking. What is a good SQL Server disaster recovery plan? A good SQL Server disaster recovery strategy starts with planning SQL Server database backups. An efficient strategy is to create a full database backup periodically. Between two successive full database backups, you can create differential database backups. It is essential is to create transaction log backups regularly between full database backups. Keep in mind that transaction log backups can be created only on databases in the full recovery model. In other words, a simple, but efficient backup strategy would be a full database backup every night, a transaction log backup every hour, or every 15 minutes. The frequency depends on how much data you can afford to lose and how busy the database is. Another option, instead of creating a full database backup every night, is to create a full database backup once a week (e.g. on Friday at midnight) and differential database backup every night until next Friday when you will create a full database backup again. Once you create your SQL Server database backup strategy, schedule the backups. You can do that easily using SQL Server maintenance plans. Why are transaction logs important? Transaction log backups contain transactions executed on a SQL Server database. They provide enough information to undo and redo the transactions and roll back or forward the database to a point in time. In SQL Server disaster recovery situations, transaction logs enable to repair a SQL Server database and bring it to the state before the disaster. Be aware that even with regular backups, there will be some data missing. These are the transactions made between the last transaction log backup and the time of the disaster. In some situations, to repair your SQL Server database it’s not necessary to re-create the database from its last backup. The database might still be online and all you need to do is roll back several transactions, such as wrong update, insert, or delete. The restore to a point in time feature is available in SQL Server, but for large databases, it is very time-consuming, as SQL Server first restores a full database backup, and then restores transaction log backups, one after another, up to the recovery point. During that time, the database is unavailable. This is where a SQL Server transaction log viewer can help. For optimal recovery, besides having a database in the full recovery model, it’s important that you haven’t manually truncated the online transaction log. This ensures that all transactions made after the last transaction log backup are still in the online transaction log. All you have to do is read and replay them. How to read a SQL Server transaction log? SQL Server doesn’t provide an option to read transaction logs. There are several SQL Server commands and functions that read the content of a transaction log file (fn_dblog, fn_dump_dblog, and DBCC PAGE), but they are undocumented. They require T-SQL knowledge, return a large number of not easy to read and understand columns, sometimes in binary or hexadecimal format. Another challenge is reading UPDATE statements, as it’s necessary to match it to a value in the MDF file. When you finally read the transactions executed, you have to create a script for it. How to easily repair a SQL database? The easiest solution is to use a transaction log reader that will not only read the transactions in the transaction log files, but also automatically create scripts for the read transactions. In the following example, I will show how to use ApexSQL Log to repair a SQL database after a crash. If a database has crashed and both MDF and LDF files are lost, you have to rely on the full database backup and all subsequent transaction log backups. In another scenario, the MDF file is lost, but the LDF file is available. First, restore the last full database backup on SQL Server using SQL Server Management Studio. I’ll name it Restored_AW2014. Then, start ApexSQL Log It will automatically detect all local servers. If not, click the icon right to the Server drop-down list, or just type in the SQL Server instance name. Select the Windows or SQL Server authentication type and select the Restored_AW2014 database from the database drop-down list. When all options are set, click Next. ApexSQL Log will show the online transaction log file. Now, click Add and add all transaction log backups created after the full database backup I used to restore the database. In case you don’t have transaction log backups, but the LDF file hasn’t been lost during the SQL Server disaster, add it using Add.   To repair a SQL database to a point in time, ApexSQL Log needs to read and replay all the transactions in the transaction log backups (or the LDF file saved after the disaster). That’s why I selected the Whole transaction log option in the Filter setup. ApexSQL Log offers a range of various filters, which are useful when you need to read just specific transactions. You can filter transactions by the time of the transactions, operation type (e.g. to read only data inserts), table name, SQL Server login that made the transaction, etc. In this scenario, to repair a SQL database, I’ll check all filters and make sure that all transactions are included. In the Operations tab, select all schema operations (DDL). If you omit these, only the data changes will be read so if there were any schema changes, such as a new function created, or an existing table modified, they will be ignored and database will not be properly repaired. The data repair for modified tables will fail. In the Tables tab, I’ll make sure all tables are selected. I will uncheck the Show operations on dropped tables option, to reduce the number of transactions. Click Next. ApexSQL Log offers three options. Select Open results in grid, to get a user-friendly presentation of the transactions. As you can see, details are shown for every transaction, including the old and new values for updated columns, which are clearly highlighted. Now, select them all and then create a redo script by clicking the Create redo script icon in the menu.   For a large number of transactions and in a critical situation, when acting fast is a must, I recommend using the Export results to file option. It will save some time, as the transactions will be directly scripted into a redo file, without showing them in the grid first. Select Generate reconstruction (REDO) script , change the output path if you want, and click Finish. After the redo T-SQL script is created, ApexSQL Log shows the redo script summary: The third option will create a command line statement for a batch file that you can use to schedule execution, which is not really applicable when you repair a SQL database, but quite useful in daily auditing scenarios. To repair your SQL database, all you have to do is execute the generated redo script using an integrated developer environment tool such as SQL Server Management Studio or any other, against the restored database. You can find more information about how to read SQL Server transaction logs and repair a SQL database on ApexSQL Solution center. There are solutions for various situations when data needs to be recovered, restored, or transactions rolled back. Reference: Pinal Dave (http://blog.sqlauthority.com)Filed under: PostADay, SQL, SQL Authority, SQL Query, SQL Server, SQL Tips and Tricks, T SQL

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  • Running a simple integration scenario using the Oracle Big Data Connectors on Hadoop/HDFS cluster

    - by hamsun
    Between the elephant ( the tradional image of the Hadoop framework) and the Oracle Iron Man (Big Data..) an english setter could be seen as the link to the right data Data, Data, Data, we are living in a world where data technology based on popular applications , search engines, Webservers, rich sms messages, email clients, weather forecasts and so on, have a predominant role in our life. More and more technologies are used to analyze/track our behavior, try to detect patterns, to propose us "the best/right user experience" from the Google Ad services, to Telco companies or large consumer sites (like Amazon:) ). The more we use all these technologies, the more we generate data, and thus there is a need of huge data marts and specific hardware/software servers (as the Exadata servers) in order to treat/analyze/understand the trends and offer new services to the users. Some of these "data feeds" are raw, unstructured data, and cannot be processed effectively by normal SQL queries. Large scale distributed processing was an emerging infrastructure need and the solution seemed to be the "collocation of compute nodes with the data", which in turn leaded to MapReduce parallel patterns and the development of the Hadoop framework, which is based on MapReduce and a distributed file system (HDFS) that runs on larger clusters of rather inexpensive servers. Several Oracle products are using the distributed / aggregation pattern for data calculation ( Coherence, NoSql, times ten ) so once that you are familiar with one of these technologies, lets says with coherence aggregators, you will find the whole Hadoop, MapReduce concept very similar. Oracle Big Data Appliance is based on the Cloudera Distribution (CDH), and the Oracle Big Data Connectors can be plugged on a Hadoop cluster running the CDH distribution or equivalent Hadoop clusters. In this paper, a "lab like" implementation of this concept is done on a single Linux X64 server, running an Oracle Database 11g Enterprise Edition Release 11.2.0.4.0, and a single node Apache hadoop-1.2.1 HDFS cluster, using the SQL connector for HDFS. The whole setup is fairly simple: Install on a Linux x64 server ( or virtual box appliance) an Oracle Database 11g Enterprise Edition Release 11.2.0.4.0 server Get the Apache Hadoop distribution from: http://mir2.ovh.net/ftp.apache.org/dist/hadoop/common/hadoop-1.2.1. Get the Oracle Big Data Connectors from: http://www.oracle.com/technetwork/bdc/big-data-connectors/downloads/index.html?ssSourceSiteId=ocomen. Check the java version of your Linux server with the command: java -version java version "1.7.0_40" Java(TM) SE Runtime Environment (build 1.7.0_40-b43) Java HotSpot(TM) 64-Bit Server VM (build 24.0-b56, mixed mode) Decompress the hadoop hadoop-1.2.1.tar.gz file to /u01/hadoop-1.2.1 Modify your .bash_profile export HADOOP_HOME=/u01/hadoop-1.2.1 export PATH=$PATH:$HADOOP_HOME/bin export HIVE_HOME=/u01/hive-0.11.0 export PATH=$PATH:$HADOOP_HOME/bin:$HIVE_HOME/bin (also see my sample .bash_profile) Set up ssh trust for Hadoop process, this is a mandatory step, in our case we have to establish a "local trust" as will are using a single node configuration copy the new public keys to the list of authorized keys connect and test the ssh setup to your localhost: We will run a "pseudo-Hadoop cluster", in what is called "local standalone mode", all the Hadoop java components are running in one Java process, this is enough for our demo purposes. We need to "fine tune" some Hadoop configuration files, we have to go at our $HADOOP_HOME/conf, and modify the files: core-site.xml hdfs-site.xml mapred-site.xml check that the hadoop binaries are referenced correctly from the command line by executing: hadoop -version As Hadoop is managing our "clustered HDFS" file system we have to create "the mount point" and format it , the mount point will be declared to core-site.xml as: The layout under the /u01/hadoop-1.2.1/data will be created and used by other hadoop components (MapReduce = /mapred/...) HDFS is using the /dfs/... layout structure format the HDFS hadoop file system: Start the java components for the HDFS system As an additional check, you can use the GUI Hadoop browsers to check the content of your HDFS configurations: Once our HDFS Hadoop setup is done you can use the HDFS file system to store data ( big data : )), and plug them back and forth to Oracle Databases by the means of the Big Data Connectors ( which is the next configuration step). You can create / use a Hive db, but in our case we will make a simple integration of "raw data" , through the creation of an External Table to a local Oracle instance ( on the same Linux box, we run the Hadoop HDFS one node cluster and one Oracle DB). Download some public "big data", I use the site: http://france.meteofrance.com/france/observations, from where I can get *.csv files for my big data simulations :). Here is the data layout of my example file: Download the Big Data Connector from the OTN (oraosch-2.2.0.zip), unzip it to your local file system (see picture below) Modify your environment in order to access the connector libraries , and make the following test: [oracle@dg1 bin]$./hdfs_stream Usage: hdfs_stream locationFile [oracle@dg1 bin]$ Load the data to the Hadoop hdfs file system: hadoop fs -mkdir bgtest_data hadoop fs -put obsFrance.txt bgtest_data/obsFrance.txt hadoop fs -ls /user/oracle/bgtest_data/obsFrance.txt [oracle@dg1 bg-data-raw]$ hadoop fs -ls /user/oracle/bgtest_data/obsFrance.txt Found 1 items -rw-r--r-- 1 oracle supergroup 54103 2013-10-22 06:10 /user/oracle/bgtest_data/obsFrance.txt [oracle@dg1 bg-data-raw]$hadoop fs -ls hdfs:///user/oracle/bgtest_data/obsFrance.txt Found 1 items -rw-r--r-- 1 oracle supergroup 54103 2013-10-22 06:10 /user/oracle/bgtest_data/obsFrance.txt Check the content of the HDFS with the browser UI: Start the Oracle database, and run the following script in order to create the Oracle database user, the Oracle directories for the Oracle Big Data Connector (dg1 it’s my own db id replace accordingly yours): #!/bin/bash export ORAENV_ASK=NO export ORACLE_SID=dg1 . oraenv sqlplus /nolog <<EOF CONNECT / AS sysdba; CREATE OR REPLACE DIRECTORY osch_bin_path AS '/u01/orahdfs-2.2.0/bin'; CREATE USER BGUSER IDENTIFIED BY oracle; GRANT CREATE SESSION, CREATE TABLE TO BGUSER; GRANT EXECUTE ON sys.utl_file TO BGUSER; GRANT READ, EXECUTE ON DIRECTORY osch_bin_path TO BGUSER; CREATE OR REPLACE DIRECTORY BGT_LOG_DIR as '/u01/BG_TEST/logs'; GRANT READ, WRITE ON DIRECTORY BGT_LOG_DIR to BGUSER; CREATE OR REPLACE DIRECTORY BGT_DATA_DIR as '/u01/BG_TEST/data'; GRANT READ, WRITE ON DIRECTORY BGT_DATA_DIR to BGUSER; EOF Put the following in a file named t3.sh and make it executable, hadoop jar $OSCH_HOME/jlib/orahdfs.jar \ oracle.hadoop.exttab.ExternalTable \ -D oracle.hadoop.exttab.tableName=BGTEST_DP_XTAB \ -D oracle.hadoop.exttab.defaultDirectory=BGT_DATA_DIR \ -D oracle.hadoop.exttab.dataPaths="hdfs:///user/oracle/bgtest_data/obsFrance.txt" \ -D oracle.hadoop.exttab.columnCount=7 \ -D oracle.hadoop.connection.url=jdbc:oracle:thin:@//localhost:1521/dg1 \ -D oracle.hadoop.connection.user=BGUSER \ -D oracle.hadoop.exttab.printStackTrace=true \ -createTable --noexecute then test the creation fo the external table with it: [oracle@dg1 samples]$ ./t3.sh ./t3.sh: line 2: /u01/orahdfs-2.2.0: Is a directory Oracle SQL Connector for HDFS Release 2.2.0 - Production Copyright (c) 2011, 2013, Oracle and/or its affiliates. All rights reserved. Enter Database Password:] The create table command was not executed. The following table would be created. CREATE TABLE "BGUSER"."BGTEST_DP_XTAB" ( "C1" VARCHAR2(4000), "C2" VARCHAR2(4000), "C3" VARCHAR2(4000), "C4" VARCHAR2(4000), "C5" VARCHAR2(4000), "C6" VARCHAR2(4000), "C7" VARCHAR2(4000) ) ORGANIZATION EXTERNAL ( TYPE ORACLE_LOADER DEFAULT DIRECTORY "BGT_DATA_DIR" ACCESS PARAMETERS ( RECORDS DELIMITED BY 0X'0A' CHARACTERSET AL32UTF8 STRING SIZES ARE IN CHARACTERS PREPROCESSOR "OSCH_BIN_PATH":'hdfs_stream' FIELDS TERMINATED BY 0X'2C' MISSING FIELD VALUES ARE NULL ( "C1" CHAR(4000), "C2" CHAR(4000), "C3" CHAR(4000), "C4" CHAR(4000), "C5" CHAR(4000), "C6" CHAR(4000), "C7" CHAR(4000) ) ) LOCATION ( 'osch-20131022081035-74-1' ) ) PARALLEL REJECT LIMIT UNLIMITED; The following location files would be created. osch-20131022081035-74-1 contains 1 URI, 54103 bytes 54103 hdfs://localhost:19000/user/oracle/bgtest_data/obsFrance.txt Then remove the --noexecute flag and create the external Oracle table for the Hadoop data. Check the results: The create table command succeeded. CREATE TABLE "BGUSER"."BGTEST_DP_XTAB" ( "C1" VARCHAR2(4000), "C2" VARCHAR2(4000), "C3" VARCHAR2(4000), "C4" VARCHAR2(4000), "C5" VARCHAR2(4000), "C6" VARCHAR2(4000), "C7" VARCHAR2(4000) ) ORGANIZATION EXTERNAL ( TYPE ORACLE_LOADER DEFAULT DIRECTORY "BGT_DATA_DIR" ACCESS PARAMETERS ( RECORDS DELIMITED BY 0X'0A' CHARACTERSET AL32UTF8 STRING SIZES ARE IN CHARACTERS PREPROCESSOR "OSCH_BIN_PATH":'hdfs_stream' FIELDS TERMINATED BY 0X'2C' MISSING FIELD VALUES ARE NULL ( "C1" CHAR(4000), "C2" CHAR(4000), "C3" CHAR(4000), "C4" CHAR(4000), "C5" CHAR(4000), "C6" CHAR(4000), "C7" CHAR(4000) ) ) LOCATION ( 'osch-20131022081719-3239-1' ) ) PARALLEL REJECT LIMIT UNLIMITED; The following location files were created. osch-20131022081719-3239-1 contains 1 URI, 54103 bytes 54103 hdfs://localhost:19000/user/oracle/bgtest_data/obsFrance.txt This is the view from the SQL Developer: and finally the number of lines in the oracle table, imported from our Hadoop HDFS cluster SQL select count(*) from "BGUSER"."BGTEST_DP_XTAB"; COUNT(*) ---------- 1151 In a next post we will integrate data from a Hive database, and try some ODI integrations with the ODI Big Data connector. Our simplistic approach is just a step to show you how these unstructured data world can be integrated to Oracle infrastructure. Hadoop, BigData, NoSql are great technologies, they are widely used and Oracle is offering a large integration infrastructure based on these services. Oracle University presents a complete curriculum on all the Oracle related technologies: NoSQL: Introduction to Oracle NoSQL Database Using Oracle NoSQL Database Big Data: Introduction to Big Data Oracle Big Data Essentials Oracle Big Data Overview Oracle Data Integrator: Oracle Data Integrator 12c: New Features Oracle Data Integrator 11g: Integration and Administration Oracle Data Integrator: Administration and Development Oracle Data Integrator 11g: Advanced Integration and Development Oracle Coherence 12c: Oracle Coherence 12c: New Features Oracle Coherence 12c: Share and Manage Data in Clusters Oracle Coherence 12c: Oracle GoldenGate 11g: Fundamentals for Oracle Oracle GoldenGate 11g: Fundamentals for SQL Server Oracle GoldenGate 11g Fundamentals for Oracle Oracle GoldenGate 11g Fundamentals for DB2 Oracle GoldenGate 11g Fundamentals for Teradata Oracle GoldenGate 11g Fundamentals for HP NonStop Oracle GoldenGate 11g Management Pack: Overview Oracle GoldenGate 11g Troubleshooting and Tuning Oracle GoldenGate 11g: Advanced Configuration for Oracle Other Resources: Apache Hadoop : http://hadoop.apache.org/ is the homepage for these technologies. "Hadoop Definitive Guide 3rdEdition" by Tom White is a classical lecture for people who want to know more about Hadoop , and some active "googling " will also give you some more references. About the author: Eugene Simos is based in France and joined Oracle through the BEA-Weblogic Acquisition, where he worked for the Professional Service, Support, end Education for major accounts across the EMEA Region. He worked in the banking sector, ATT, Telco companies giving him extensive experience on production environments. Eugen currently specializes in Oracle Fusion Middleware teaching an array of courses on Weblogic/Webcenter, Content,BPM /SOA/Identity-Security/GoldenGate/Virtualisation/Unified Comm Suite) throughout the EMEA region.

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  • How to penetrate the QA industry after layoffs, next steps...

    - by Erik
    Briefly, my background is in manual black box testing of websites and applications within the Agile/waterfall context. Over the past four years I was a member of two web development firms' small QA teams dedicated to testing the deployment of websites for national/international non profits, governmental organizations, and for profit business, to name a few: -Brookings Institution -Senate -Tyco Electronics -Blue Cross/Blue Shield -National Geographic -Discover Channel I have a very strong understanding of the: -SDLC -STLC of bugs and website deployment/development -Use Case & Test Case development In March of this year, my last firm downsized and lost my job as a QA tester. I have been networking and doing a very detailed job search, but have had a very difficult time getting my next job within the QA industry, even with my background as a manual black box QA tester in the website development context. My direct question to all of you: What are some ways I can be more competitive and get hired? Options that could get me competitive: Should I go back to school and learn some more 'hard' skills in website development and client side technologies, e.g.: -HTML -CSS -JavaScript Learn programming: -PHP -C# -Ruby -SQL -Python -Perl -?? Get Certified as a QA Tester, there are a countless numbers of programs to become a Certified Tester. Most, if not all jobs, being advertised now require Automated Testing experience, in: -QTP -Loadrunner -Selenium -ETC. Should I learn, Automated testing skills, via a paid course, or teach myself? --Learn scripting languages to understand the automated testing process better? Become a Certified "Project Management Professional" (PMP) to prove to hiring managers that I 'get' the project development life cycle? At the end of the day I need to be competitive and get hired as a QA tester and want to build upon my skills within the QA web development field. How should I do this, without reinventing the wheel? Any help in this regard would be fabulous. Thanks! .erik

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  • Oracle’s AutoVue Enables Visual Decision Making

    - by Pam Petropoulos
    That old saying about a picture being worth a thousand words has never been truer.  Check out the latest reports from IDC Manufacturing Insights which highlight the importance of incorporating visual information in all facets of decision making and the role that Oracle’s AutoVue Enterprise Visualization solutions can play. Take a look at the excerpts below and be sure to click on the titles to read the full reports. Technology Spotlight: Optimizing the Product Life Cycle Through Visual Decision Making, August 2012 Manufacturers find it increasingly challenging to make effective product-related decisions as the result of expanded technical complexities, elongated supply chains, and a shortage of experienced workers. These factors challenge the traditional methodologies companies use to make critical decisions. However, companies can improve decision making by the use of visual decision making, which synthesizes information from multiple sources into highly usable visual context and integrates it with existing enterprise applications such as PLM and ERP systems. Product-related information presented in a visual form and shared across communities of practice with diverse roles, backgrounds, and job skills helps level the playing field for collaboration across business functions, technologies, and enterprises. Visual decision making can contribute to manufacturers making more effective product-related decisions throughout the complete product life cycle. This Technology Spotlight examines these trends and the role that Oracle's AutoVue and its Augmented Business Visualization (ABV) solution play in this strategic market. Analyst Connection: Using Visual Decision Making to Optimize Manufacturing Design and Development, September 2012 In today's environments, global manufacturers are managing a broad range of information. Data is often scattered across countless files throughout the product life cycle, generated by different applications and platforms. Organizations are struggling to utilize these multidisciplinary sources in an optimal way. Visual decision making is a strategy and technology that can address this challenge by integrating and widening access to digital information assets. Integrating with PLM and ERP tools across engineering, manufacturing, sales, and marketing, visual decision making makes digital content more accessible to employees and partners in the supply chain. The use of visual decision-making information rendered in the appropriate business context and shared across functional teams contributes to more effective product-related decision making and positively impacts business performance.

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  • Ameristar Wins with Oracle GoldenGate’s Heterogeneous Real-Time Data Integration

    - by Irem Radzik
    Today we announced a press release about another successful project with Oracle GoldenGate. This time at Ameristar. Ameristar is a casino gaming company and needed a single data integration solution to connect multiple heterogeneous systems to its Teradata data warehouse. The project involves integration of Ameristar’s promotional and gaming data from 14 data sources across its 7 casino hotel properties in real time into a central Teradata data warehouse. The source systems include the Aristocrat gaming and MGT promotional management platforms running on Microsoft SQL Server 2000 databases. As you can notice, there was no Oracle Database involved in this project, but Ameristar’s IT leadership knew that  GoldenGate’s strong heterogeneous and real-time data integration capabilities is the right technology for their data warehousing project. With GoldenGate Ameristar was able to reduce data latency to the enterprise data warehouse, and use this real-time customer information for marketing teams in improving overall customer experience. Ameristar customers receive more targeted and timely campaign offers, and the company has more up-to-date visibility into financial metrics of the company. One other key benefit the company experienced with GoldenGate is in operational costs. The previous data capture solution Ameristar used was trigger based and required a lot of effort to manage. They needed dedicated IT staff to maintain it. With GoldenGate, the solution runs seamlessly without needing a fully-dedicated staff, giving the IT team at Ameristar more resources for their other IT projects. If you want to learn more about GoldenGate and the latest features for Oracle Database and non-Oracle databases, please watch our on demand webcast about Oracle GoldenGate 11g Release 2.

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  • Software Engineering Practices &ndash; Different Projects should have different maturity levels

    - by Dylan Smith
    I’ve had a lot of discussions at the office lately about the drastically different sets of software engineering practices used on our various projects, if what we are doing is appropriate, and what factors should you be considering when determining what practices are most appropriate in a given context. I wanted to write up my thoughts in a little more detail on this subject, so here we go: If you compare any two software projects (specifically comparing their codebases) you’ll often see very different levels of maturity in the software engineering practices employed. By software engineering practices, I’m specifically referring to the quality of the code and the amount of technical debt present in the project. Things such as Test Driven Development, Domain Driven Design, Behavior Driven Development, proper adherence to the SOLID principles, etc. are all practices that you would expect at the mature end of the spectrum. At the other end of the spectrum would be the quick-and-dirty solutions that are done using something like an Access Database, Excel Spreadsheet, or maybe some quick “drag-and-drop coding”. For this blog post I’m going to refer to this as the Software Engineering Maturity Spectrum (SEMS). I believe there is a time and a place for projects at every part of that SEMS. The risks and costs associated with under-engineering solutions have been written about a million times over so I won’t bother going into them again here, but there are also (unnecessary) costs with over-engineering a solution. Sometimes putting multiple layers, and IoC containers, and abstracting out the persistence, etc is complete overkill if a one-time use Access database could solve the problem perfectly well. A lot of software developers I talk to seem to automatically jump to the very right-hand side of this SEMS in everything they do. A common rationalization I hear is that it may seem like a small trivial application today, but these things always grow and stick around for many years, then you’re stuck maintaining a big ball of mud. I think this is a cop-out. Sure you can’t always anticipate how an application will be used or grow over its lifetime (can you ever??), but that doesn’t mean you can’t manage it and evolve the underlying software architecture as necessary (even if that means having to toss the code out and re-write it at some point…maybe even multiple times). My thoughts are that we should be making a conscious decision around the start of each project approximately where on the SEMS we want the project to exist. I believe this decision should be based on 3 factors: 1. Importance - How important to the business is this application? What is the impact if the application were to suddenly stop working? 2. Complexity - How complex is the application functionality? 3. Life-Expectancy - How long is this application expected to be in use? Is this a one-time use application, does it fill a short-term need, or is it more strategic and is expected to be in-use for many years to come? Of course this isn’t an exact science. You can’t say that Project X should be at the 73% mark on the SEMS and expect that to be helpful. My point is not that you need to precisely figure out what point on the SEMS the project should be at then translate that into some prescriptive set of practices and techniques you should be using. Rather my point is that we need to be aware that there is a spectrum, and that not everything is going to be (or should be) at the edges of that spectrum, indeed a large number of projects should probably fall somewhere within the middle; and different projects should adopt a different level of software engineering practices and maturity levels based on the needs of that project. To give an example of this way of thinking from my day job: Every couple of years my company plans and hosts a large event where ~400 of our customers all fly in to one location for a multi-day event with various activities. We have some staff whose job it is to organize the logistics of this event, which includes tracking which flights everybody is booked on, arranging for transportation to/from airports, arranging for hotel rooms, name tags, etc The last time we arranged this event all these various pieces of data were tracked in separate spreadsheets and reconciliation and cross-referencing of all the data was literally done by hand using printed copies of the spreadsheets and several people sitting around a table going down each list row by row. Obviously there is some room for improvement in how we are using software to manage the event’s logistics. The next time this event occurs we plan to provide the event planning staff with a more intelligent tool (either an Excel spreadsheet or probably an Access database) that can track all the information in one location and make sure that the various pieces of data are properly linked together (so for example if a person cancels you only need to delete them from one place, and not a dozen separate lists). This solution would fall at or near the very left end of the SEMS meaning that we will just quickly create something with very little attention paid to using mature software engineering practices. If we examine this project against the 3 criteria I listed above for determining it’s place within the SEMS we can see why: Importance – If this application were to stop working the business doesn’t grind to a halt, revenue doesn’t stop, and in fact our customers wouldn’t even notice since it isn’t a customer facing application. The impact would simply be more work for our event planning staff as they revert back to the previous way of doing things (assuming we don’t have any data loss). Complexity – The use cases for this project are pretty straightforward. It simply needs to manage several lists of data, and link them together appropriately. Precisely the task that access (and/or Excel) can do with minimal custom development required. Life-Expectancy – For this specific project we’re only planning to create something to be used for the one event (we only hold these events every 2 years). If it works well this may change (see below). Let’s assume we hack something out quickly and it works great when we plan the next event. We may decide that we want to make some tweaks to the tool and adopt it for planning all future events of this nature. In that case we should examine where the current application is on the SEMS, and make a conscious decision whether something needs to be done to move it further to the right based on the new objectives and goals for this application. This may mean scrapping the access database and re-writing it as an actual web or windows application. In this case, the life-expectancy changed, but let’s assume the importance and complexity didn’t change all that much. We can still probably get away with not adopting a lot of the so-called “best practices”. For example, we can probably still use some of the RAD tooling available and might have an Autonomous View style design that connects directly to the database and binds to typed datasets (we might even choose to simply leave it as an access database and continue using it; this is a decision that needs to be made on a case-by-case basis). At Anvil Digital we have aspirations to become a primarily product-based company. So let’s say we use this tool to plan a handful of events internally, and everybody loves it. Maybe a couple years down the road we decide we want to package the tool up and sell it as a product to some of our customers. In this case the project objectives/goals change quite drastically. Now the tool becomes a source of revenue, and the impact of it suddenly stopping working is significantly less acceptable. Also as we hold focus groups, and gather feedback from customers and potential customers there’s a pretty good chance the feature-set and complexity will have to grow considerably from when we were using it only internally for planning a small handful of events for one company. In this fictional scenario I would expect the target on the SEMS to jump to the far right. Depending on how we implemented the previous release we may be able to refactor and evolve the existing codebase to introduce a more layered architecture, a robust set of automated tests, introduce a proper ORM and IoC container, etc. More likely in this example the jump along the SEMS would be so large we’d probably end up scrapping the current code and re-writing. Although, if it was a slow phased roll-out to only a handful of customers, where we collected feedback, made some tweaks, and then rolled out to a couple more customers, we may be able to slowly refactor and evolve the code over time rather than tossing it out and starting from scratch. The key point I’m trying to get across is not that you should be throwing out your code and starting from scratch all the time. But rather that you should be aware of when and how the context and objectives around a project changes and periodically re-assess where the project currently falls on the SEMS and whether that needs to be adjusted based on changing needs. Note: There is also the idea of “spectrum decay”. Since our industry is rapidly evolving, what we currently accept as mature software engineering practices (the right end of the SEMS) probably won’t be the same 3 years from now. If you have a project that you were to assess at somewhere around the 80% mark on the SEMS today, but don’t touch the code for 3 years and come back and re-assess its position, it will almost certainly have changed since the right end of the SEMS will have moved farther out (maybe the project is now only around 60% due to decay). Developer Skills Another important aspect to this whole discussion is around the skill sets of your architects and lead developers. When talking about the progression of a developers skills from junior->intermediate->senior->… they generally start by only being able to write code that belongs on the left side of the SEMS and as they gain more knowledge and skill they become capable of working at a higher and higher level along the SEMS. We all realize that the learning never stops, but eventually you’ll get to the point where you can comfortably develop at the right-end of the SEMS (the exact practices and techniques that translates to is constantly changing, but that’s not the point here). A critical skill that I’d love to see more evidence of in our industry is the most senior guys not only being able to work at the right-end of the SEMS, but more importantly be able to consciously work at any point along the SEMS as project needs dictate. An even more valuable skill would be if you could make the conscious decision to move a projects code further right on the SEMS (based on changing needs) and do so in an incremental manner without having to start from scratch. An exercise that I’m planning to go through with all of our projects here at Anvil in the near future is to map out where I believe each project currently falls within this SEMS, where I believe the project *should* be on the SEMS based on the business needs, and for those that don’t match up (i.e. most of them) come up with a plan to improve the situation.

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  • Keyboard locking up in Visual Studio 2010

    - by Jim Wang
    One of the initiatives I’m involved with on the ASP.NET and Visual Studio teams is the Tactical Test Team (TTT), which is a group of testers who dedicate a portion of their time to roaming around and testing different parts of the product.  What this generally translates to is a day and a bit a week helping out with areas of the product that have been flagged as risky, or tackling problems that span both ASP.NET and Visual Studio.  There is also a separate component of this effort outside of TTT which is to help with customer scenarios and design. I enjoy being on TTT because it allows me the opportunity to look at the entire product and gain expertise in a wide range of areas.  This week, I’m looking at Visual Studio 2010 performance problems, and this gem with the keyboard in Visual Studio locking up ended up catching my attention. First of all, here’s a link to one of the many Connect bugs describing the problem: Microsoft Connect I like this problem because it really highlights the challenges of reproducing customer bugs.  There aren’t any clear steps provided here, and I don’t know a lot about your environment: not just the basics like our OS version, but also what third party plug-ins or antivirus software you might be running that might contribute to the problem.  In this case, my gut tells me that there is more than one bug here, just by the sheer volume of reports.  Here’s another thread where users talk about it: Microsoft Connect The volume and different configurations are staggering.  From a customer perspective, this is a very clear cut case of basic functionality not working in the product, but from our perspective, it’s hard to find something reproducible: even customers don’t quite agree on what causes the problem (installing ReSharper seems to cause a problem…or does it?). So this then, is the start of a QA investigation. If anybody has isolated repro steps (just comment on this post) that they can provide this will immensely help us nail down the issue(s), but I’ll be doing a multi-part series on my progress and methodologies as I look into the problem.

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  • Mark Hurd Believes HR is the Next Major Revenue Driver: Read His Latest LinkedIn Influencer Blog

    - by kristin.jellison
    “Most CEOs realize they need to make some dramatic changes in how they recruit people, align and manage performance, make compensation decisions, and optimize talent,” Oracle President Mark Hurd writes. The key issue, he explains, is that many CEOs aren’t equipping their HR teams with the tools and resources they need to unlock employees’ full value. This oversight is keeping HR organizations walled off from revenue generation and customer engagements—two chief sources of value for a company. So what is a CEO to do, given tightening budgets, a sluggish economy and a rapidly changing workforce? Hurd’s answer: invest in a modern Human Capital Management (HCM) system—one equipped with built-in intelligence and predictive analytics capabilities. To find out more about how to deliver effective HCM transformations, read Mark Hurd’s full article, “How CEOs Can Transform HR into a Revenue Driver” and visit the Oracle HCM Cloud Service site. We also encourage you to log into your LinkedIn account and “Follow” Mark to receive future posts. Share the link to his blog with your networks via Twitter, Facebook and other social media channels. You can also “Like” the post on Oracle’s LinkedIn and Facebook pages, and/or retweet via @Oracle.

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