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  • Extending Oracle CEP with Predictive Analytics

    - by vikram.shukla(at)oracle.com
    Introduction: OCEP is often used as a business rules engine to execute a set of business logic rules via CQL statements, and take decisions based on the outcome of those rules. There are times where configuring rules manually is sufficient because an application needs to deal with only a small and well-defined set of static rules. However, in many situations customers don't want to pre-define such rules for two reasons. First, they are dealing with events with lots of columns and manually crafting such rules for each column or a set of columns and combinations thereof is almost impossible. Second, they are content with probabilistic outcomes and do not care about 100% precision. The former is the case when a user is dealing with data with high dimensionality, the latter when an application can live with "false" positives as they can be discarded after further inspection, say by a Human Task component in a Business Process Management software. The primary goal of this blog post is to show how this can be achieved by combining OCEP with Oracle Data Mining® and leveraging the latter's rich set of algorithms and functionality to do predictive analytics in real time on streaming events. The secondary goal of this post is also to show how OCEP can be extended to invoke any arbitrary external computation in an RDBMS from within CEP. The extensible facility is known as the JDBC cartridge. The rest of the post describes the steps required to achieve this: We use the dataset available at http://blogs.oracle.com/datamining/2010/01/fraud_and_anomaly_detection_made_simple.html to showcase the capabilities. We use it to show how transaction anomalies or fraud can be detected. Building the model: Follow the self-explanatory steps described at the above URL to build the model.  It is very simple - it uses built-in Oracle Data Mining PL/SQL packages to cleanse, normalize and build the model out of the dataset.  You can also use graphical Oracle Data Miner®  to build the models. To summarize, it involves: Specifying which algorithms to use. In this case we use Support Vector Machines as we're trying to find anomalies in highly dimensional dataset.Build model on the data in the table for the algorithms specified. For this example, the table was populated in the scott/tiger schema with appropriate privileges. Configuring the Data Source: This is the first step in building CEP application using such an integration.  Our datasource looks as follows in the server config file.  It is advisable that you use the Visualizer to add it to the running server dynamically, rather than manually edit the file.    <data-source>         <name>DataMining</name>         <data-source-params>             <jndi-names>                 <element>DataMining</element>             </jndi-names>             <global-transactions-protocol>OnePhaseCommit</global-transactions-protocol>         </data-source-params>         <connection-pool-params>             <credential-mapping-enabled></credential-mapping-enabled>             <test-table-name>SQL SELECT 1 from DUAL</test-table-name>             <initial-capacity>1</initial-capacity>             <max-capacity>15</max-capacity>             <capacity-increment>1</capacity-increment>         </connection-pool-params>         <driver-params>             <use-xa-data-source-interface>true</use-xa-data-source-interface>             <driver-name>oracle.jdbc.OracleDriver</driver-name>             <url>jdbc:oracle:thin:@localhost:1522:orcl</url>             <properties>                 <element>                     <value>scott</value>                     <name>user</name>                 </element>                 <element>                     <value>{Salted-3DES}AzFE5dDbO2g=</value>                     <name>password</name>                 </element>                                 <element>                     <name>com.bea.core.datasource.serviceName</name>                     <value>oracle11.2g</value>                 </element>                 <element>                     <name>com.bea.core.datasource.serviceVersion</name>                     <value>11.2.0</value>                 </element>                 <element>                     <name>com.bea.core.datasource.serviceObjectClass</name>                     <value>java.sql.Driver</value>                 </element>             </properties>         </driver-params>     </data-source>   Designing the EPN: The EPN is very simple in this example. We briefly describe each of the components. The adapter ("DataMiningAdapter") reads data from a .csv file and sends it to the CQL processor downstream. The event payload here is same as that of the table in the database (refer to the attached project or do a "desc table-name" from a SQL*PLUS prompt). While this is for convenience in this example, it need not be the case. One can still omit fields in the streaming events, and need not match all columns in the table on which the model was built. Better yet, it does not even need to have the same name as columns in the table, as long as you alias them in the USING clause of the mining function. (Caveat: they still need to draw values from a similar universe or domain, otherwise it constitutes incorrect usage of the model). There are two things in the CQL processor ("DataMiningProc") that make scoring possible on streaming events. 1.      User defined cartridge function Please refer to the OCEP CQL reference manual to find more details about how to define such functions. We include the function below in its entirety for illustration. <?xml version="1.0" encoding="UTF-8"?> <jdbcctxconfig:config     xmlns:jdbcctxconfig="http://www.bea.com/ns/wlevs/config/application"     xmlns:jc="http://www.oracle.com/ns/ocep/config/jdbc">        <jc:jdbc-ctx>         <name>Oracle11gR2</name>         <data-source>DataMining</data-source>               <function name="prediction2">                                 <param name="CQLMONTH" type="char"/>                      <param name="WEEKOFMONTH" type="int"/>                      <param name="DAYOFWEEK" type="char" />                      <param name="MAKE" type="char" />                      <param name="ACCIDENTAREA"   type="char" />                      <param name="DAYOFWEEKCLAIMED"  type="char" />                      <param name="MONTHCLAIMED" type="char" />                      <param name="WEEKOFMONTHCLAIMED" type="int" />                      <param name="SEX" type="char" />                      <param name="MARITALSTATUS"   type="char" />                      <param name="AGE" type="int" />                      <param name="FAULT" type="char" />                      <param name="POLICYTYPE"   type="char" />                      <param name="VEHICLECATEGORY"  type="char" />                      <param name="VEHICLEPRICE" type="char" />                      <param name="FRAUDFOUND" type="int" />                      <param name="POLICYNUMBER" type="int" />                      <param name="REPNUMBER" type="int" />                      <param name="DEDUCTIBLE"   type="int" />                      <param name="DRIVERRATING"  type="int" />                      <param name="DAYSPOLICYACCIDENT"   type="char" />                      <param name="DAYSPOLICYCLAIM" type="char" />                      <param name="PASTNUMOFCLAIMS" type="char" />                      <param name="AGEOFVEHICLES" type="char" />                      <param name="AGEOFPOLICYHOLDER" type="char" />                      <param name="POLICEREPORTFILED" type="char" />                      <param name="WITNESSPRESNT" type="char" />                      <param name="AGENTTYPE" type="char" />                      <param name="NUMOFSUPP" type="char" />                      <param name="ADDRCHGCLAIM"   type="char" />                      <param name="NUMOFCARS" type="char" />                      <param name="CQLYEAR" type="int" />                      <param name="BASEPOLICY" type="char" />                                     <return-component-type>char</return-component-type>                                                      <sql><![CDATA[             SELECT to_char(PREDICTION_PROBABILITY(CLAIMSMODEL, '0' USING *))               AS probability             FROM (SELECT  :CQLMONTH AS MONTH,                                            :WEEKOFMONTH AS WEEKOFMONTH,                          :DAYOFWEEK AS DAYOFWEEK,                           :MAKE AS MAKE,                           :ACCIDENTAREA AS ACCIDENTAREA,                           :DAYOFWEEKCLAIMED AS DAYOFWEEKCLAIMED,                           :MONTHCLAIMED AS MONTHCLAIMED,                           :WEEKOFMONTHCLAIMED,                             :SEX AS SEX,                           :MARITALSTATUS AS MARITALSTATUS,                            :AGE AS AGE,                           :FAULT AS FAULT,                           :POLICYTYPE AS POLICYTYPE,                            :VEHICLECATEGORY AS VEHICLECATEGORY,                           :VEHICLEPRICE AS VEHICLEPRICE,                           :FRAUDFOUND AS FRAUDFOUND,                           :POLICYNUMBER AS POLICYNUMBER,                           :REPNUMBER AS REPNUMBER,                           :DEDUCTIBLE AS DEDUCTIBLE,                            :DRIVERRATING AS DRIVERRATING,                           :DAYSPOLICYACCIDENT AS DAYSPOLICYACCIDENT,                            :DAYSPOLICYCLAIM AS DAYSPOLICYCLAIM,                           :PASTNUMOFCLAIMS AS PASTNUMOFCLAIMS,                           :AGEOFVEHICLES AS AGEOFVEHICLES,                           :AGEOFPOLICYHOLDER AS AGEOFPOLICYHOLDER,                           :POLICEREPORTFILED AS POLICEREPORTFILED,                           :WITNESSPRESNT AS WITNESSPRESENT,                           :AGENTTYPE AS AGENTTYPE,                           :NUMOFSUPP AS NUMOFSUPP,                           :ADDRCHGCLAIM AS ADDRCHGCLAIM,                            :NUMOFCARS AS NUMOFCARS,                           :CQLYEAR AS YEAR,                           :BASEPOLICY AS BASEPOLICY                 FROM dual)                 ]]>         </sql>        </function>     </jc:jdbc-ctx> </jdbcctxconfig:config> 2.      Invoking the function for each event. Once this function is defined, you can invoke it from CQL as follows: <?xml version="1.0" encoding="UTF-8"?> <wlevs:config xmlns:wlevs="http://www.bea.com/ns/wlevs/config/application">   <processor>     <name>DataMiningProc</name>     <rules>        <query id="q1"><![CDATA[                     ISTREAM(SELECT S.CQLMONTH,                                   S.WEEKOFMONTH,                                   S.DAYOFWEEK, S.MAKE,                                   :                                         S.BASEPOLICY,                                    C.F AS probability                                                 FROM                                 StreamDataChannel [NOW] AS S,                                 TABLE(prediction2@Oracle11gR2(S.CQLMONTH,                                      S.WEEKOFMONTH,                                      S.DAYOFWEEK,                                       S.MAKE, ...,                                      S.BASEPOLICY) AS F of char) AS C)                       ]]></query>                 </rules>               </processor>           </wlevs:config>   Finally, the last stage in the EPN prints out the probability of the event being an anomaly. One can also define a threshold in CQL to filter out events that are normal, i.e., below a certain mark as defined by the analyst or designer. Sample Runs: Now let's see how this behaves when events are streamed through CEP. We use only two events for brevity, one normal and other one not. This is one of the "normal" looking events and the probability of it being anomalous is less than 60%. Event is: eventType=DataMiningOutEvent object=q1  time=2904821976256 S.CQLMONTH=Dec, S.WEEKOFMONTH=5, S.DAYOFWEEK=Wednesday, S.MAKE=Honda, S.ACCIDENTAREA=Urban, S.DAYOFWEEKCLAIMED=Tuesday, S.MONTHCLAIMED=Jan, S.WEEKOFMONTHCLAIMED=1, S.SEX=Female, S.MARITALSTATUS=Single, S.AGE=21, S.FAULT=Policy Holder, S.POLICYTYPE=Sport - Liability, S.VEHICLECATEGORY=Sport, S.VEHICLEPRICE=more than 69000, S.FRAUDFOUND=0, S.POLICYNUMBER=1, S.REPNUMBER=12, S.DEDUCTIBLE=300, S.DRIVERRATING=1, S.DAYSPOLICYACCIDENT=more than 30, S.DAYSPOLICYCLAIM=more than 30, S.PASTNUMOFCLAIMS=none, S.AGEOFVEHICLES=3 years, S.AGEOFPOLICYHOLDER=26 to 30, S.POLICEREPORTFILED=No, S.WITNESSPRESENT=No, S.AGENTTYPE=External, S.NUMOFSUPP=none, S.ADDRCHGCLAIM=1 year, S.NUMOFCARS=3 to 4, S.CQLYEAR=1994, S.BASEPOLICY=Liability, probability=.58931702982118561 isTotalOrderGuarantee=true\nAnamoly probability: .58931702982118561 However, the following event is scored as an anomaly with a very high probability of  89%. So there is likely to be something wrong with it. A close look reveals that the value of "deductible" field (10000) is not "normal". What exactly constitutes normal here?. If you run the query on the database to find ALL distinct values for the "deductible" field, it returns the following set: {300, 400, 500, 700} Event is: eventType=DataMiningOutEvent object=q1  time=2598483773496 S.CQLMONTH=Dec, S.WEEKOFMONTH=5, S.DAYOFWEEK=Wednesday, S.MAKE=Honda, S.ACCIDENTAREA=Urban, S.DAYOFWEEKCLAIMED=Tuesday, S.MONTHCLAIMED=Jan, S.WEEKOFMONTHCLAIMED=1, S.SEX=Female, S.MARITALSTATUS=Single, S.AGE=21, S.FAULT=Policy Holder, S.POLICYTYPE=Sport - Liability, S.VEHICLECATEGORY=Sport, S.VEHICLEPRICE=more than 69000, S.FRAUDFOUND=0, S.POLICYNUMBER=1, S.REPNUMBER=12, S.DEDUCTIBLE=10000, S.DRIVERRATING=1, S.DAYSPOLICYACCIDENT=more than 30, S.DAYSPOLICYCLAIM=more than 30, S.PASTNUMOFCLAIMS=none, S.AGEOFVEHICLES=3 years, S.AGEOFPOLICYHOLDER=26 to 30, S.POLICEREPORTFILED=No, S.WITNESSPRESENT=No, S.AGENTTYPE=External, S.NUMOFSUPP=none, S.ADDRCHGCLAIM=1 year, S.NUMOFCARS=3 to 4, S.CQLYEAR=1994, S.BASEPOLICY=Liability, probability=.89171554529576691 isTotalOrderGuarantee=true\nAnamoly probability: .89171554529576691 Conclusion: By way of this example, we show: real-time scoring of events as they flow through CEP leveraging Oracle Data Mining.how CEP applications can invoke complex arbitrary external computations (function shipping) in an RDBMS.

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  • Using R to Analyze G1GC Log Files

    - by user12620111
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  Using R to Analyze G1GC Log Files   Using R to Analyze G1GC Log Files Introduction Working in Oracle Platform Integration gives an engineer opportunities to work on a wide array of technologies. My team’s goal is to make Oracle applications run best on the Solaris/SPARC platform. When looking for bottlenecks in a modern applications, one needs to be aware of not only how the CPUs and operating system are executing, but also network, storage, and in some cases, the Java Virtual Machine. I was recently presented with about 1.5 GB of Java Garbage First Garbage Collector log file data. If you’re not familiar with the subject, you might want to review Garbage First Garbage Collector Tuning by Monica Beckwith. The customer had been running Java HotSpot 1.6.0_31 to host a web application server. I was told that the Solaris/SPARC server was running a Java process launched using a commmand line that included the following flags: -d64 -Xms9g -Xmx9g -XX:+UseG1GC -XX:MaxGCPauseMillis=200 -XX:InitiatingHeapOccupancyPercent=80 -XX:PermSize=256m -XX:MaxPermSize=256m -XX:+PrintGC -XX:+PrintGCTimeStamps -XX:+PrintHeapAtGC -XX:+PrintGCDateStamps -XX:+PrintFlagsFinal -XX:+DisableExplicitGC -XX:+UnlockExperimentalVMOptions -XX:ParallelGCThreads=8 Several sources on the internet indicate that if I were to print out the 1.5 GB of log files, it would require enough paper to fill the bed of a pick up truck. Of course, it would be fruitless to try to scan the log files by hand. Tools will be required to summarize the contents of the log files. Others have encountered large Java garbage collection log files. There are existing tools to analyze the log files: IBM’s GC toolkit The chewiebug GCViewer gchisto HPjmeter Instead of using one of the other tools listed, I decide to parse the log files with standard Unix tools, and analyze the data with R. Data Cleansing The log files arrived in two different formats. I guess that the difference is that one set of log files was generated using a more verbose option, maybe -XX:+PrintHeapAtGC, and the other set of log files was generated without that option. Format 1 In some of the log files, the log files with the less verbose format, a single trace, i.e. the report of a singe garbage collection event, looks like this: {Heap before GC invocations=12280 (full 61): garbage-first heap total 9437184K, used 7499918K [0xfffffffd00000000, 0xffffffff40000000, 0xffffffff40000000) region size 4096K, 1 young (4096K), 0 survivors (0K) compacting perm gen total 262144K, used 144077K [0xffffffff40000000, 0xffffffff50000000, 0xffffffff50000000) the space 262144K, 54% used [0xffffffff40000000, 0xffffffff48cb3758, 0xffffffff48cb3800, 0xffffffff50000000) No shared spaces configured. 2014-05-14T07:24:00.988-0700: 60586.353: [GC pause (young) 7324M->7320M(9216M), 0.1567265 secs] Heap after GC invocations=12281 (full 61): garbage-first heap total 9437184K, used 7496533K [0xfffffffd00000000, 0xffffffff40000000, 0xffffffff40000000) region size 4096K, 0 young (0K), 0 survivors (0K) compacting perm gen total 262144K, used 144077K [0xffffffff40000000, 0xffffffff50000000, 0xffffffff50000000) the space 262144K, 54% used [0xffffffff40000000, 0xffffffff48cb3758, 0xffffffff48cb3800, 0xffffffff50000000) No shared spaces configured. } A simple grep can be used to extract a summary: $ grep "\[ GC pause (young" g1gc.log 2014-05-13T13:24:35.091-0700: 3.109: [GC pause (young) 20M->5029K(9216M), 0.0146328 secs] 2014-05-13T13:24:35.440-0700: 3.459: [GC pause (young) 9125K->6077K(9216M), 0.0086723 secs] 2014-05-13T13:24:37.581-0700: 5.599: [GC pause (young) 25M->8470K(9216M), 0.0203820 secs] 2014-05-13T13:24:42.686-0700: 10.704: [GC pause (young) 44M->15M(9216M), 0.0288848 secs] 2014-05-13T13:24:48.941-0700: 16.958: [GC pause (young) 51M->20M(9216M), 0.0491244 secs] 2014-05-13T13:24:56.049-0700: 24.066: [GC pause (young) 92M->26M(9216M), 0.0525368 secs] 2014-05-13T13:25:34.368-0700: 62.383: [GC pause (young) 602M->68M(9216M), 0.1721173 secs] But that format wasn't easily read into R, so I needed to be a bit more tricky. I used the following Unix command to create a summary file that was easy for R to read. $ echo "SecondsSinceLaunch BeforeSize AfterSize TotalSize RealTime" $ grep "\[GC pause (young" g1gc.log | grep -v mark | sed -e 's/[A-SU-z\(\),]/ /g' -e 's/->/ /' -e 's/: / /g' | more SecondsSinceLaunch BeforeSize AfterSize TotalSize RealTime 2014-05-13T13:24:35.091-0700 3.109 20 5029 9216 0.0146328 2014-05-13T13:24:35.440-0700 3.459 9125 6077 9216 0.0086723 2014-05-13T13:24:37.581-0700 5.599 25 8470 9216 0.0203820 2014-05-13T13:24:42.686-0700 10.704 44 15 9216 0.0288848 2014-05-13T13:24:48.941-0700 16.958 51 20 9216 0.0491244 2014-05-13T13:24:56.049-0700 24.066 92 26 9216 0.0525368 2014-05-13T13:25:34.368-0700 62.383 602 68 9216 0.1721173 Format 2 In some of the log files, the log files with the more verbose format, a single trace, i.e. the report of a singe garbage collection event, was more complicated than Format 1. Here is a text file with an example of a single G1GC trace in the second format. As you can see, it is quite complicated. It is nice that there is so much information available, but the level of detail can be overwhelming. I wrote this awk script (download) to summarize each trace on a single line. #!/usr/bin/env awk -f BEGIN { printf("SecondsSinceLaunch IncrementalCount FullCount UserTime SysTime RealTime BeforeSize AfterSize TotalSize\n") } ###################### # Save count data from lines that are at the start of each G1GC trace. # Each trace starts out like this: # {Heap before GC invocations=14 (full 0): # garbage-first heap total 9437184K, used 325496K [0xfffffffd00000000, 0xffffffff40000000, 0xffffffff40000000) ###################### /{Heap.*full/{ gsub ( "\\)" , "" ); nf=split($0,a,"="); split(a[2],b," "); getline; if ( match($0, "first") ) { G1GC=1; IncrementalCount=b[1]; FullCount=substr( b[3], 1, length(b[3])-1 ); } else { G1GC=0; } } ###################### # Pull out time stamps that are in lines with this format: # 2014-05-12T14:02:06.025-0700: 94.312: [GC pause (young), 0.08870154 secs] ###################### /GC pause/ { DateTime=$1; SecondsSinceLaunch=substr($2, 1, length($2)-1); } ###################### # Heap sizes are in lines that look like this: # [ 4842M->4838M(9216M)] ###################### /\[ .*]$/ { gsub ( "\\[" , "" ); gsub ( "\ \]" , "" ); gsub ( "->" , " " ); gsub ( "\\( " , " " ); gsub ( "\ \)" , " " ); split($0,a," "); if ( split(a[1],b,"M") > 1 ) {BeforeSize=b[1]*1024;} if ( split(a[1],b,"K") > 1 ) {BeforeSize=b[1];} if ( split(a[2],b,"M") > 1 ) {AfterSize=b[1]*1024;} if ( split(a[2],b,"K") > 1 ) {AfterSize=b[1];} if ( split(a[3],b,"M") > 1 ) {TotalSize=b[1]*1024;} if ( split(a[3],b,"K") > 1 ) {TotalSize=b[1];} } ###################### # Emit an output line when you find input that looks like this: # [Times: user=1.41 sys=0.08, real=0.24 secs] ###################### /\[Times/ { if (G1GC==1) { gsub ( "," , "" ); split($2,a,"="); UserTime=a[2]; split($3,a,"="); SysTime=a[2]; split($4,a,"="); RealTime=a[2]; print DateTime,SecondsSinceLaunch,IncrementalCount,FullCount,UserTime,SysTime,RealTime,BeforeSize,AfterSize,TotalSize; G1GC=0; } } The resulting summary is about 25X smaller that the original file, but still difficult for a human to digest. SecondsSinceLaunch IncrementalCount FullCount UserTime SysTime RealTime BeforeSize AfterSize TotalSize ... 2014-05-12T18:36:34.669-0700: 3985.744 561 0 0.57 0.06 0.16 1724416 1720320 9437184 2014-05-12T18:36:34.839-0700: 3985.914 562 0 0.51 0.06 0.19 1724416 1720320 9437184 2014-05-12T18:36:35.069-0700: 3986.144 563 0 0.60 0.04 0.27 1724416 1721344 9437184 2014-05-12T18:36:35.354-0700: 3986.429 564 0 0.33 0.04 0.09 1725440 1722368 9437184 2014-05-12T18:36:35.545-0700: 3986.620 565 0 0.58 0.04 0.17 1726464 1722368 9437184 2014-05-12T18:36:35.726-0700: 3986.801 566 0 0.43 0.05 0.12 1726464 1722368 9437184 2014-05-12T18:36:35.856-0700: 3986.930 567 0 0.30 0.04 0.07 1726464 1723392 9437184 2014-05-12T18:36:35.947-0700: 3987.023 568 0 0.61 0.04 0.26 1727488 1723392 9437184 2014-05-12T18:36:36.228-0700: 3987.302 569 0 0.46 0.04 0.16 1731584 1724416 9437184 Reading the Data into R Once the GC log data had been cleansed, either by processing the first format with the shell script, or by processing the second format with the awk script, it was easy to read the data into R. g1gc.df = read.csv("summary.txt", row.names = NULL, stringsAsFactors=FALSE,sep="") str(g1gc.df) ## 'data.frame': 8307 obs. of 10 variables: ## $ row.names : chr "2014-05-12T14:00:32.868-0700:" "2014-05-12T14:00:33.179-0700:" "2014-05-12T14:00:33.677-0700:" "2014-05-12T14:00:35.538-0700:" ... ## $ SecondsSinceLaunch: num 1.16 1.47 1.97 3.83 6.1 ... ## $ IncrementalCount : int 0 1 2 3 4 5 6 7 8 9 ... ## $ FullCount : int 0 0 0 0 0 0 0 0 0 0 ... ## $ UserTime : num 0.11 0.05 0.04 0.21 0.08 0.26 0.31 0.33 0.34 0.56 ... ## $ SysTime : num 0.04 0.01 0.01 0.05 0.01 0.06 0.07 0.06 0.07 0.09 ... ## $ RealTime : num 0.02 0.02 0.01 0.04 0.02 0.04 0.05 0.04 0.04 0.06 ... ## $ BeforeSize : int 8192 5496 5768 22528 24576 43008 34816 53248 55296 93184 ... ## $ AfterSize : int 1400 1672 2557 4907 7072 14336 16384 18432 19456 21504 ... ## $ TotalSize : int 9437184 9437184 9437184 9437184 9437184 9437184 9437184 9437184 9437184 9437184 ... head(g1gc.df) ## row.names SecondsSinceLaunch IncrementalCount ## 1 2014-05-12T14:00:32.868-0700: 1.161 0 ## 2 2014-05-12T14:00:33.179-0700: 1.472 1 ## 3 2014-05-12T14:00:33.677-0700: 1.969 2 ## 4 2014-05-12T14:00:35.538-0700: 3.830 3 ## 5 2014-05-12T14:00:37.811-0700: 6.103 4 ## 6 2014-05-12T14:00:41.428-0700: 9.720 5 ## FullCount UserTime SysTime RealTime BeforeSize AfterSize TotalSize ## 1 0 0.11 0.04 0.02 8192 1400 9437184 ## 2 0 0.05 0.01 0.02 5496 1672 9437184 ## 3 0 0.04 0.01 0.01 5768 2557 9437184 ## 4 0 0.21 0.05 0.04 22528 4907 9437184 ## 5 0 0.08 0.01 0.02 24576 7072 9437184 ## 6 0 0.26 0.06 0.04 43008 14336 9437184 Basic Statistics Once the data has been read into R, simple statistics are very easy to generate. All of the numbers from high school statistics are available via simple commands. For example, generate a summary of every column: summary(g1gc.df) ## row.names SecondsSinceLaunch IncrementalCount FullCount ## Length:8307 Min. : 1 Min. : 0 Min. : 0.0 ## Class :character 1st Qu.: 9977 1st Qu.:2048 1st Qu.: 0.0 ## Mode :character Median :12855 Median :4136 Median : 12.0 ## Mean :12527 Mean :4156 Mean : 31.6 ## 3rd Qu.:15758 3rd Qu.:6262 3rd Qu.: 61.0 ## Max. :55484 Max. :8391 Max. :113.0 ## UserTime SysTime RealTime BeforeSize ## Min. :0.040 Min. :0.0000 Min. : 0.0 Min. : 5476 ## 1st Qu.:0.470 1st Qu.:0.0300 1st Qu.: 0.1 1st Qu.:5137920 ## Median :0.620 Median :0.0300 Median : 0.1 Median :6574080 ## Mean :0.751 Mean :0.0355 Mean : 0.3 Mean :5841855 ## 3rd Qu.:0.920 3rd Qu.:0.0400 3rd Qu.: 0.2 3rd Qu.:7084032 ## Max. :3.370 Max. :1.5600 Max. :488.1 Max. :8696832 ## AfterSize TotalSize ## Min. : 1380 Min. :9437184 ## 1st Qu.:5002752 1st Qu.:9437184 ## Median :6559744 Median :9437184 ## Mean :5785454 Mean :9437184 ## 3rd Qu.:7054336 3rd Qu.:9437184 ## Max. :8482816 Max. :9437184 Q: What is the total amount of User CPU time spent in garbage collection? sum(g1gc.df$UserTime) ## [1] 6236 As you can see, less than two hours of CPU time was spent in garbage collection. Is that too much? To find the percentage of time spent in garbage collection, divide the number above by total_elapsed_time*CPU_count. In this case, there are a lot of CPU’s and it turns out the the overall amount of CPU time spent in garbage collection isn’t a problem when viewed in isolation. When calculating rates, i.e. events per unit time, you need to ask yourself if the rate is homogenous across the time period in the log file. Does the log file include spikes of high activity that should be separately analyzed? Averaging in data from nights and weekends with data from business hours may alias problems. If you have a reason to suspect that the garbage collection rates include peaks and valleys that need independent analysis, see the “Time Series” section, below. Q: How much garbage is collected on each pass? The amount of heap space that is recovered per GC pass is surprisingly low: At least one collection didn’t recover any data. (“Min.=0”) 25% of the passes recovered 3MB or less. (“1st Qu.=3072”) Half of the GC passes recovered 4MB or less. (“Median=4096”) The average amount recovered was 56MB. (“Mean=56390”) 75% of the passes recovered 36MB or less. (“3rd Qu.=36860”) At least one pass recovered 2GB. (“Max.=2121000”) g1gc.df$Delta = g1gc.df$BeforeSize - g1gc.df$AfterSize summary(g1gc.df$Delta) ## Min. 1st Qu. Median Mean 3rd Qu. Max. ## 0 3070 4100 56400 36900 2120000 Q: What is the maximum User CPU time for a single collection? The worst garbage collection (“Max.”) is many standard deviations away from the mean. The data appears to be right skewed. summary(g1gc.df$UserTime) ## Min. 1st Qu. Median Mean 3rd Qu. Max. ## 0.040 0.470 0.620 0.751 0.920 3.370 sd(g1gc.df$UserTime) ## [1] 0.3966 Basic Graphics Once the data is in R, it is trivial to plot the data with formats including dot plots, line charts, bar charts (simple, stacked, grouped), pie charts, boxplots, scatter plots histograms, and kernel density plots. Histogram of User CPU Time per Collection I don't think that this graph requires any explanation. hist(g1gc.df$UserTime, main="User CPU Time per Collection", xlab="Seconds", ylab="Frequency") Box plot to identify outliers When the initial data is viewed with a box plot, you can see the one crazy outlier in the real time per GC. Save this data point for future analysis and drop the outlier so that it’s not throwing off our statistics. Now the box plot shows many outliers, which will be examined later, using times series analysis. Notice that the scale of the x-axis changes drastically once the crazy outlier is removed. par(mfrow=c(2,1)) boxplot(g1gc.df$UserTime,g1gc.df$SysTime,g1gc.df$RealTime, main="Box Plot of Time per GC\n(dominated by a crazy outlier)", names=c("usr","sys","elapsed"), xlab="Seconds per GC", ylab="Time (Seconds)", horizontal = TRUE, outcol="red") crazy.outlier.df=g1gc.df[g1gc.df$RealTime > 400,] g1gc.df=g1gc.df[g1gc.df$RealTime < 400,] boxplot(g1gc.df$UserTime,g1gc.df$SysTime,g1gc.df$RealTime, main="Box Plot of Time per GC\n(crazy outlier excluded)", names=c("usr","sys","elapsed"), xlab="Seconds per GC", ylab="Time (Seconds)", horizontal = TRUE, outcol="red") box(which = "outer", lty = "solid") Here is the crazy outlier for future analysis: crazy.outlier.df ## row.names SecondsSinceLaunch IncrementalCount ## 8233 2014-05-12T23:15:43.903-0700: 20741 8316 ## FullCount UserTime SysTime RealTime BeforeSize AfterSize TotalSize ## 8233 112 0.55 0.42 488.1 8381440 8235008 9437184 ## Delta ## 8233 146432 R Time Series Data To analyze the garbage collection as a time series, I’ll use Z’s Ordered Observations (zoo). “zoo is the creator for an S3 class of indexed totally ordered observations which includes irregular time series.” require(zoo) ## Loading required package: zoo ## ## Attaching package: 'zoo' ## ## The following objects are masked from 'package:base': ## ## as.Date, as.Date.numeric head(g1gc.df[,1]) ## [1] "2014-05-12T14:00:32.868-0700:" "2014-05-12T14:00:33.179-0700:" ## [3] "2014-05-12T14:00:33.677-0700:" "2014-05-12T14:00:35.538-0700:" ## [5] "2014-05-12T14:00:37.811-0700:" "2014-05-12T14:00:41.428-0700:" options("digits.secs"=3) times=as.POSIXct( g1gc.df[,1], format="%Y-%m-%dT%H:%M:%OS%z:") g1gc.z = zoo(g1gc.df[,-c(1)], order.by=times) head(g1gc.z) ## SecondsSinceLaunch IncrementalCount FullCount ## 2014-05-12 17:00:32.868 1.161 0 0 ## 2014-05-12 17:00:33.178 1.472 1 0 ## 2014-05-12 17:00:33.677 1.969 2 0 ## 2014-05-12 17:00:35.538 3.830 3 0 ## 2014-05-12 17:00:37.811 6.103 4 0 ## 2014-05-12 17:00:41.427 9.720 5 0 ## UserTime SysTime RealTime BeforeSize AfterSize ## 2014-05-12 17:00:32.868 0.11 0.04 0.02 8192 1400 ## 2014-05-12 17:00:33.178 0.05 0.01 0.02 5496 1672 ## 2014-05-12 17:00:33.677 0.04 0.01 0.01 5768 2557 ## 2014-05-12 17:00:35.538 0.21 0.05 0.04 22528 4907 ## 2014-05-12 17:00:37.811 0.08 0.01 0.02 24576 7072 ## 2014-05-12 17:00:41.427 0.26 0.06 0.04 43008 14336 ## TotalSize Delta ## 2014-05-12 17:00:32.868 9437184 6792 ## 2014-05-12 17:00:33.178 9437184 3824 ## 2014-05-12 17:00:33.677 9437184 3211 ## 2014-05-12 17:00:35.538 9437184 17621 ## 2014-05-12 17:00:37.811 9437184 17504 ## 2014-05-12 17:00:41.427 9437184 28672 Example of Two Benchmark Runs in One Log File The data in the following graph is from a different log file, not the one of primary interest to this article. I’m including this image because it is an example of idle periods followed by busy periods. It would be uninteresting to average the rate of garbage collection over the entire log file period. More interesting would be the rate of garbage collect in the two busy periods. Are they the same or different? Your production data may be similar, for example, bursts when employees return from lunch and idle times on weekend evenings, etc. Once the data is in an R Time Series, you can analyze isolated time windows. Clipping the Time Series data Flashing back to our test case… Viewing the data as a time series is interesting. You can see that the work intensive time period is between 9:00 PM and 3:00 AM. Lets clip the data to the interesting period:     par(mfrow=c(2,1)) plot(g1gc.z$UserTime, type="h", main="User Time per GC\nTime: Complete Log File", xlab="Time of Day", ylab="CPU Seconds per GC", col="#1b9e77") clipped.g1gc.z=window(g1gc.z, start=as.POSIXct("2014-05-12 21:00:00"), end=as.POSIXct("2014-05-13 03:00:00")) plot(clipped.g1gc.z$UserTime, type="h", main="User Time per GC\nTime: Limited to Benchmark Execution", xlab="Time of Day", ylab="CPU Seconds per GC", col="#1b9e77") box(which = "outer", lty = "solid") Cumulative Incremental and Full GC count Here is the cumulative incremental and full GC count. When the line is very steep, it indicates that the GCs are repeating very quickly. Notice that the scale on the Y axis is different for full vs. incremental. plot(clipped.g1gc.z[,c(2:3)], main="Cumulative Incremental and Full GC count", xlab="Time of Day", col="#1b9e77") GC Analysis of Benchmark Execution using Time Series data In the following series of 3 graphs: The “After Size” show the amount of heap space in use after each garbage collection. Many Java objects are still referenced, i.e. alive, during each garbage collection. This may indicate that the application has a memory leak, or may indicate that the application has a very large memory footprint. Typically, an application's memory footprint plateau's in the early stage of execution. One would expect this graph to have a flat top. The steep decline in the heap space may indicate that the application crashed after 2:00. The second graph shows that the outliers in real execution time, discussed above, occur near 2:00. when the Java heap seems to be quite full. The third graph shows that Full GCs are infrequent during the first few hours of execution. The rate of Full GC's, (the slope of the cummulative Full GC line), changes near midnight.   plot(clipped.g1gc.z[,c("AfterSize","RealTime","FullCount")], xlab="Time of Day", col=c("#1b9e77","red","#1b9e77")) GC Analysis of heap recovered Each GC trace includes the amount of heap space in use before and after the individual GC event. During garbage coolection, unreferenced objects are identified, the space holding the unreferenced objects is freed, and thus, the difference in before and after usage indicates how much space has been freed. The following box plot and bar chart both demonstrate the same point - the amount of heap space freed per garbage colloection is surprisingly low. par(mfrow=c(2,1)) boxplot(as.vector(clipped.g1gc.z$Delta), main="Amount of Heap Recovered per GC Pass", xlab="Size in KB", horizontal = TRUE, col="red") hist(as.vector(clipped.g1gc.z$Delta), main="Amount of Heap Recovered per GC Pass", xlab="Size in KB", breaks=100, col="red") box(which = "outer", lty = "solid") This graph is the most interesting. The dark blue area shows how much heap is occupied by referenced Java objects. This represents memory that holds live data. The red fringe at the top shows how much data was recovered after each garbage collection. barplot(clipped.g1gc.z[,c("AfterSize","Delta")], col=c("#7570b3","#e7298a"), xlab="Time of Day", border=NA) legend("topleft", c("Live Objects","Heap Recovered on GC"), fill=c("#7570b3","#e7298a")) box(which = "outer", lty = "solid") When I discuss the data in the log files with the customer, I will ask for an explaination for the large amount of referenced data resident in the Java heap. There are two are posibilities: There is a memory leak and the amount of space required to hold referenced objects will continue to grow, limited only by the maximum heap size. After the maximum heap size is reached, the JVM will throw an “Out of Memory” exception every time that the application tries to allocate a new object. If this is the case, the aplication needs to be debugged to identify why old objects are referenced when they are no longer needed. The application has a legitimate requirement to keep a large amount of data in memory. The customer may want to further increase the maximum heap size. Another possible solution would be to partition the application across multiple cluster nodes, where each node has responsibility for managing a unique subset of the data. Conclusion In conclusion, R is a very powerful tool for the analysis of Java garbage collection log files. The primary difficulty is data cleansing so that information can be read into an R data frame. Once the data has been read into R, a rich set of tools may be used for thorough evaluation.

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  • Agile Development

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

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  • Ubuntu and Windows 8 shared partition gets corrupted

    - by Bruno-P
    I have a dual boot (Ubuntu 12.04 and Windows 8) system. Both systems have access to an NTFS "DATA" partition which contains all my images, documents, music and some application data like Chrome and Thunderbird Profiles which used by both OS. Everything was working fine in my Dual boot Ubuntu/Windows 7, but after updating to Windows 8 I am having a lot of troubles. First, sometimes, I add some files from Ubuntu into my DATA partition but they don't show up in Windows. Sometimes, I can't even use the DATA partition from Windows. When I try to save a file it gives an error "The directory or file is corrupted or unreadable". I need to run checkdisk to fix it but after some time, same error appears. Before upgrading to Windows 8 I also installed a new hard drive and copied the old data using clonezilla (full disk clone). Here is the log of my last chkdisk: Chkdsk was executed in read/write mode. Checking file system on D: Volume dismounted. All opened handles to this volume are now invalid. Volume label is DATA. CHKDSK is verifying files (stage 1 of 3)... Deleted corrupt attribute list entry with type code 128 in file 67963. Unable to find child frs 0x12a3f with sequence number 0x15. The attribute of type 0x80 and instance tag 0x2 in file 0x1097b has allocated length of 0x560000 instead of 0x427000. Deleted corrupt attribute list entry with type code 128 in file 67963. Unable to locate attribute with instance tag 0x2 and segment reference 0x1e00000001097b. The expected attribute type is 0x80. Deleting corrupt attribute record (128, "") from file record segment 67963. Attribute record of type 0x80 and instance tag 0x3 is cross linked starting at 0x2431b2 for possibly 0x20 clusters. Some clusters occupied by attribute of type 0x80 and instance tag 0x3 in file 0x1791e is already in use. Deleting corrupt attribute record (128, "") from file record segment 96542. Attribute record of type 0x80 and instance tag 0x4 is cross linked starting at 0x6bc7 for possibly 0x1 clusters. Some clusters occupied by attribute of type 0x80 and instance tag 0x4 in file 0x17e83 is already in use. Deleting corrupt attribute record (128, "") from file record segment 97923. Attribute record of type 0x80 and instance tag 0x4 is cross linked starting at 0x1f7cec for possibly 0x5 clusters. Some clusters occupied by attribute of type 0x80 and instance tag 0x4 in file 0x17eaf is already in use. Deleting corrupt attribute record (128, "") from file record segment 97967. Attribute record of type 0x80 and instance tag 0x2 is cross linked starting at 0x441bd7f for possibly 0x9 clusters. Some clusters occupied by attribute of type 0x80 and instance tag 0x2 in file 0x32085 is already in use. Deleting corrupt attribute record (128, "") from file record segment 204933. Attribute record of type 0x80 and instance tag 0x2 is cross linked starting at 0x4457850 for possibly 0x1 clusters. Some clusters occupied by attribute of type 0x80 and instance tag 0x2 in file 0x320be is already in use. Deleting corrupt attribute record (128, "") from file record segment 204990. Attribute record of type 0x80 and instance tag 0x2 is cross linked starting at 0x4859249 for possibly 0x1 clusters. Some clusters occupied by attribute of type 0x80 and instance tag 0x2 in file 0x3726b is already in use. Deleting corrupt attribute record (128, "") from file record segment 225899. Attribute record of type 0x80 and instance tag 0x2 is cross linked starting at 0x485d309 for possibly 0x1 clusters. Some clusters occupied by attribute of type 0x80 and instance tag 0x2 in file 0x3726c is already in use. Deleting corrupt attribute record (128, "") from file record segment 225900. Attribute record of type 0x80 and instance tag 0x2 is cross linked starting at 0x48a47de for possibly 0x1 clusters. Some clusters occupied by attribute of type 0x80 and instance tag 0x2 in file 0x37286 is already in use. Deleting corrupt attribute record (128, "") from file record segment 225926. Attribute record of type 0x80 and instance tag 0x2 is cross linked starting at 0x48ac80b for possibly 0x1 clusters. Some clusters occupied by attribute of type 0x80 and instance tag 0x2 in file 0x37287 is already in use. Deleting corrupt attribute record (128, "") from file record segment 225927. Attribute record of type 0x80 and instance tag 0x2 is cross linked starting at 0x48ae7ef for possibly 0x1 clusters. Some clusters occupied by attribute of type 0x80 and instance tag 0x2 in file 0x37288 is already in use. Deleting corrupt attribute record (128, "") from file record segment 225928. Attribute record of type 0x80 and instance tag 0x2 is cross linked starting at 0x48af7f8 for possibly 0x1 clusters. Some clusters occupied by attribute of type 0x80 and instance tag 0x2 in file 0x3728a is already in use. Deleting corrupt attribute record (128, "") from file record segment 225930. Attribute record of type 0x80 and instance tag 0x2 is cross linked starting at 0x48c39b6 for possibly 0x1 clusters. Some clusters occupied by attribute of type 0x80 and instance tag 0x2 in file 0x37292 is already in use. Deleting corrupt attribute record (128, "") from file record segment 225938. Attribute record of type 0x80 and instance tag 0x2 is cross linked starting at 0x495d37a for possibly 0x1 clusters. Some clusters occupied by attribute of type 0x80 and instance tag 0x2 in file 0x372d7 is already in use. Deleting corrupt attribute record (128, "") from file record segment 226007. Attribute record of type 0xa0 and instance tag 0x5 is cross linked starting at 0x4d0bd38 for possibly 0x1 clusters. Some clusters occupied by attribute of type 0xa0 and instance tag 0x5 in file 0x372dc is already in use. Deleting corrupt attribute record (160, $I30) from file record segment 226012. Attribute record of type 0xa0 and instance tag 0x5 is cross linked starting at 0x4c2d9bc for possibly 0x1 clusters. Some clusters occupied by attribute of type 0xa0 and instance tag 0x5 in file 0x372ed is already in use. Deleting corrupt attribute record (160, $I30) from file record segment 226029. Attribute record of type 0x80 and instance tag 0x2 is cross linked starting at 0x4a4c1c3 for possibly 0x1 clusters. Some clusters occupied by attribute of type 0x80 and instance tag 0x2 in file 0x37354 is already in use. Deleting corrupt attribute record (128, "") from file record segment 226132. Attribute record of type 0x80 and instance tag 0x2 is cross linked starting at 0x4a8e639 for possibly 0x1 clusters. Some clusters occupied by attribute of type 0x80 and instance tag 0x2 in file 0x37376 is already in use. Deleting corrupt attribute record (128, "") from file record segment 226166. Attribute record of type 0x80 and instance tag 0x2 is cross linked starting at 0x4a8f6eb for possibly 0x1 clusters. Some clusters occupied by attribute of type 0x80 and instance tag 0x2 in file 0x37379 is already in use. Deleting corrupt attribute record (128, "") from file record segment 226169. Attribute record of type 0x80 and instance tag 0x2 is cross linked starting at 0x4ae1aa8 for possibly 0x1 clusters. Some clusters occupied by attribute of type 0x80 and instance tag 0x2 in file 0x37391 is already in use. Deleting corrupt attribute record (128, "") from file record segment 226193. Attribute record of type 0xa0 and instance tag 0x5 is cross linked starting at 0x4b00d45 for possibly 0x1 clusters. Some clusters occupied by attribute of type 0xa0 and instance tag 0x5 in file 0x37396 is already in use. Deleting corrupt attribute record (160, $I30) from file record segment 226198. Attribute record of type 0x80 and instance tag 0x2 is cross linked starting at 0x4b02d50 for possibly 0x1 clusters. Some clusters occupied by attribute of type 0x80 and instance tag 0x2 in file 0x3739c is already in use. Deleting corrupt attribute record (128, "") from file record segment 226204. Attribute record of type 0x80 and instance tag 0x2 is cross linked starting at 0x4b3407a for possibly 0x1 clusters. Some clusters occupied by attribute of type 0x80 and instance tag 0x2 in file 0x373a8 is already in use. Deleting corrupt attribute record (128, "") from file record segment 226216. Attribute record of type 0x80 and instance tag 0x2 is cross linked starting at 0x4bd8a1b for possibly 0x1 clusters. Some clusters occupied by attribute of type 0x80 and instance tag 0x2 in file 0x373db is already in use. Deleting corrupt attribute record (128, "") from file record segment 226267. Attribute record of type 0x80 and instance tag 0x2 is cross linked starting at 0x4bd9a28 for possibly 0x1 clusters. Some clusters occupied by attribute of type 0x80 and instance tag 0x2 in file 0x373dd is already in use. Deleting corrupt attribute record (128, "") from file record segment 226269. Attribute record of type 0x80 and instance tag 0x2 is cross linked starting at 0x4c2fb24 for possibly 0x1 clusters. Some clusters occupied by attribute of type 0x80 and instance tag 0x2 in file 0x373f3 is already in use. Deleting corrupt attribute record (128, "") from file record segment 226291. Attribute record of type 0x80 and instance tag 0x2 is cross linked starting at 0x4cb67e9 for possibly 0x1 clusters. Some clusters occupied by attribute of type 0x80 and instance tag 0x2 in file 0x37424 is already in use. Deleting corrupt attribute record (128, "") from file record segment 226340. Attribute record of type 0x80 and instance tag 0x2 is cross linked starting at 0x4cba829 for possibly 0x2 clusters. Some clusters occupied by attribute of type 0x80 and instance tag 0x2 in file 0x37425 is already in use. Deleting corrupt attribute record (128, "") from file record segment 226341. Attribute record of type 0x80 and instance tag 0x2 is cross linked starting at 0x4cbe868 for possibly 0x1 clusters. Some clusters occupied by attribute of type 0x80 and instance tag 0x2 in file 0x37427 is already in use. Deleting corrupt attribute record (128, "") from file record segment 226343. Attribute record of type 0x80 and instance tag 0x2 is cross linked starting at 0x4cbf878 for possibly 0x1 clusters. Some clusters occupied by attribute of type 0x80 and instance tag 0x2 in file 0x37428 is already in use. Deleting corrupt attribute record (128, "") from file record segment 226344. Attribute record of type 0x80 and instance tag 0x2 is cross linked starting at 0x4cc58d8 for possibly 0x1 clusters. Some clusters occupied by attribute of type 0x80 and instance tag 0x2 in file 0x3742a is already in use. Deleting corrupt attribute record (128, "") from file record segment 226346. Attribute record of type 0x80 and instance tag 0x2 is cross linked starting at 0x4ccc943 for possibly 0x1 clusters. Some clusters occupied by attribute of type 0x80 and instance tag 0x2 in file 0x3742b is already in use. Deleting corrupt attribute record (128, "") from file record segment 226347. Attribute record of type 0x80 and instance tag 0x2 is cross linked starting at 0x4cd199b for possibly 0x1 clusters. Some clusters occupied by attribute of type 0x80 and instance tag 0x2 in file 0x3742d is already in use. Deleting corrupt attribute record (128, "") from file record segment 226349. Attribute record of type 0x80 and instance tag 0x2 is cross linked starting at 0x4cd29a8 for possibly 0x1 clusters. Some clusters occupied by attribute of type 0x80 and instance tag 0x2 in file 0x3742f is already in use. Deleting corrupt attribute record (128, "") from file record segment 226351. Attribute record of type 0x80 and instance tag 0x2 is cross linked starting at 0x4cd39b8 for possibly 0x2 clusters. Some clusters occupied by attribute of type 0x80 and instance tag 0x2 in file 0x37430 is already in use. Deleting corrupt attribute record (128, "") from file record segment 226352. Attribute record of type 0x80 and instance tag 0x2 is cross linked starting at 0x4cd49c8 for possibly 0x2 clusters. Some clusters occupied by attribute of type 0x80 and instance tag 0x2 in file 0x37432 is already in use. Deleting corrupt attribute record (128, "") from file record segment 226354. Attribute record of type 0x80 and instance tag 0x2 is cross linked starting at 0x4cd9a16 for possibly 0x1 clusters. Some clusters occupied by attribute of type 0x80 and instance tag 0x2 in file 0x37435 is already in use. Deleting corrupt attribute record (128, "") from file record segment 226357. Attribute record of type 0x80 and instance tag 0x2 is cross linked starting at 0x4cdca46 for possibly 0x1 clusters. Some clusters occupied by attribute of type 0x80 and instance tag 0x2 in file 0x37436 is already in use. Deleting corrupt attribute record (128, "") from file record segment 226358. Attribute record of type 0x80 and instance tag 0x2 is cross linked starting at 0x4ce0a78 for possibly 0x1 clusters. Some clusters occupied by attribute of type 0x80 and instance tag 0x2 in file 0x37437 is already in use. Deleting corrupt attribute record (128, "") from file record segment 226359. Attribute record of type 0x80 and instance tag 0x2 is cross linked starting at 0x4ce6ad9 for possibly 0x1 clusters. Some clusters occupied by attribute of type 0x80 and instance tag 0x2 in file 0x3743a is already in use. Deleting corrupt attribute record (128, "") from file record segment 226362. Attribute record of type 0x80 and instance tag 0x2 is cross linked starting at 0x4cebb28 for possibly 0x1 clusters. Some clusters occupied by attribute of type 0x80 and instance tag 0x2 in file 0x3743b is already in use. Deleting corrupt attribute record (128, "") from file record segment 226363. Attribute record of type 0x80 and instance tag 0x2 is cross linked starting at 0x4ceeb67 for possibly 0x1 clusters. Some clusters occupied by attribute of type 0x80 and instance tag 0x2 in file 0x3743d is already in use. Deleting corrupt attribute record (128, "") from file record segment 226365. Attribute record of type 0x80 and instance tag 0x2 is cross linked starting at 0x4cf4bc6 for possibly 0x1 clusters. Some clusters occupied by attribute of type 0x80 and instance tag 0x2 in file 0x3743e is already in use. Deleting corrupt attribute record (128, "") from file record segment 226366. Attribute record of type 0x80 and instance tag 0x2 is cross linked starting at 0x4cfbc3a for possibly 0x1 clusters. Some clusters occupied by attribute of type 0x80 and instance tag 0x2 in file 0x37440 is already in use. Deleting corrupt attribute record (128, "") from file record segment 226368. Attribute record of type 0x80 and instance tag 0x2 is cross linked starting at 0x4cfcc48 for possibly 0x1 clusters. Some clusters occupied by attribute of type 0x80 and instance tag 0x2 in file 0x37442 is already in use. Deleting corrupt attribute record (128, "") from file record segment 226370. Attribute record of type 0x80 and instance tag 0x2 is cross linked starting at 0x4d02ca9 for possibly 0x1 clusters. Some clusters occupied by attribute of type 0x80 and instance tag 0x2 in file 0x37443 is already in use. Deleting corrupt attribute record (128, "") from file record segment 226371. Attribute record of type 0x80 and instance tag 0x2 is cross linked starting at 0x4d06ce8 for possibly 0x1 clusters. Some clusters occupied by attribute of type 0x80 and instance tag 0x2 in file 0x37444 is already in use. Deleting corrupt attribute record (128, "") from file record segment 226372. Attribute record of type 0xa0 and instance tag 0x5 is cross linked starting at 0x4d9a608 for possibly 0x2 clusters. Some clusters occupied by attribute of type 0xa0 and instance tag 0x5 in file 0x37449 is already in use. Deleting corrupt attribute record (160, $I30) from file record segment 226377. Attribute record of type 0xa0 and instance tag 0x5 is cross linked starting at 0x4d844ab for possibly 0x1 clusters. Some clusters occupied by attribute of type 0xa0 and instance tag 0x5 in file 0x3744b is already in use. Deleting corrupt attribute record (160, $I30) from file record segment 226379. Attribute record of type 0xa0 and instance tag 0x5 is cross linked starting at 0x4d6c32b for possibly 0x1 clusters. Some clusters occupied by attribute of type 0xa0 and instance tag 0x5 in file 0x3744c is already in use. Deleting corrupt attribute record (160, $I30) from file record segment 226380. Attribute record of type 0xa0 and instance tag 0x5 is cross linked starting at 0x4d2af25 for possibly 0x1 clusters. Some clusters occupied by attribute of type 0xa0 and instance tag 0x5 in file 0x3744e is already in use. Deleting corrupt attribute record (160, $I30) from file record segment 226382. Attribute record of type 0x80 and instance tag 0x2 is cross linked starting at 0x4d0fd78 for possibly 0x1 clusters. Some clusters occupied by attribute of type 0x80 and instance tag 0x2 in file 0x37451 is already in use. Deleting corrupt attribute record (128, "") from file record segment 226385. Attribute record of type 0x80 and instance tag 0x2 is cross linked starting at 0x4d16ef8 for possibly 0x1 clusters. Some clusters occupied by attribute of type 0x8 Can anyone help? Thank you

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  • client problems - misaligned expectations & not following SDLC protocols

    - by louism
    hi guys, im having some serious problems with a client on a project - i could use some advice please the short version i have been working with this client now for almost 6 months without any problems (a classified website project in the range of 500 hours) over the last few days things have drastically deteriorated to the point where ive had to place the project on-hold whilst i work-out what to do (this has pissed the client off even more) to be simplistic, the root cause of the issue is this: the client doesnt read the specs i make for him, i code the feature, he than wants to change things, i tell him its not to the agreed spec and that that change will have to be postponed and possibly charged for, he gets upset and rants saying 'hes paid for the feature' and im not keeping to the agreement (<- misalignment of expectations) i think the root cause of the root cause is my clients failure to take my SDLC protocols seriously. i have a bug tracking system in place which he practically refuses to use (he still emails me bugs), he doesnt seem to care to much for the protocols i use for dealing with scope creep and change control the whole situation came to a head recently where he 'cracked it' (an aussie term for being fed-up). the more terms like 'postponed for post-launch implementation', 'costed feature addition', and 'not to agreed spec' i kept using, the worse it got finally, he began to bully me - basically insisting i shut-up and do the work im being paid for. i wrote a long-winded email explaining how wrong he was on all these different points, and explaining what all the SDLC protocols do to protect the success of the project. than i deleted that email and wrote a new one in the new email, i suggested as a solution i write up a list of grievances we both had. we than review the list and compromise on different points: he gets some things he wants, i get some things i want. sometimes youve got to give ground to get ground his response to this suggestion was flat-out refusal, and a restatement that i should just get on with the work ive been paid to do so there you have the very subjective short version. if you have the time and inclination, the long version may be a little less bias as it has the email communiques between me and my client the long version (with background) the long version works by me showing you the email communiques which lead to the situation coming to a head. so here it is, judge for yourself where the trouble started... 1. client asked me why something was missing from a feature i just uploaded, my response was to show him what was in the spec: it basically said the item he was looking for was never going to be included 2. [clients response...] Memo Louis, We are following your own title fields and keeping a consistent layout. Why the big fuss about not adding "Part". It simply replaces "model" and is consistent with your current title fields. 3. [my response...] hi [client], the 'part' field appeared to me as a redundancy / mistake. i requested clarification but never received any in a timely manner (about 2 weeks ago) the specification for this feature also indicated it wasnt going to be included: RE: "Why the big fuss about not adding "Part" " it may not appear so, but it would actually be a lot of work for me to now add a 'Part' field it could take me up to 15-20 minutes to properly explain why its such a big undertaking to do this, but i would prefer to use that time instead to work on completing your v1.1 features as a simplistic explanation - it connects to the change in paradigm from a 'generic classified ad' model to a 'specific attributes for specific categories' model basically, i am saying it is a big fuss, but i understand that it doesnt look that way - after all, it is just one ity-bitty field :) if you require a fuller explanation, please let me know and i will commit the time needed to write that out also, if you recall when we first started on the project, i said that with the effort/time required for features, you would likely not know off the top of your head. you may think something is really complex, but in reality its quite simple, you might think something is easy - but it could actually be a massive trauma to code (which is the case here with the 'Part' field). if you also recalled, i said the best course of action is to just ask, and i would let you know on a case-by-case basis 4. [email from me to client...] hi [client], the online catalogue page is now up live (see my email from a few days ago for information on how it works) note: the window of opportunity for input/revisions on what data the catalogue stores has now closed (as i have put the code up live now) RE: the UI/layout of the online catalogue page you may still do visual/ui tweaks to the page at the moment (this window for input/revisions will close in a couple of days time) 5. [email from client to me...] *(note: i had put up the feature & asked the client to review it, never heard back from them for a few days)* Memo Louis, Here you go again. CLOSED without a word of input from the customer. I don't think so. I will reply tomorrow regarding the content and functionality we require from this feature. 5. [from me to client...] hi [client]: RE: from my understanding, you are saying that the mini-sale yard control would change itself based on the fact someone was viewing for parts & accessories <- is that correct? this change is outside the scope of the v1.1 mini-spec and therefore will need to wait 'til post launch for costing/implementation 6. [email from client to me...] Memo Louis, Following your v1.1 mini-spec and all your time paid in full for the work selected. We need to make the situation clear. There will be no further items held for post-launch. Do not expect us to pay for any further items other than those we have agreed upon. You have undertaken to complete the Parts and accessories feature as follows. Obviously, as part of this process the "mini search" will be effected, and will require "adaption to make sense". 7. [email from me to client...] hi [client], RE: "There will be no further items held for post-launch. Do not expect us to pay for any further items other than those we have agreed upon." a few points to consider: 1) the specification for the 'parts & accessories' feature was as follows: (i.e. [what] "...we have agreed upon.") 2) you have received the 'parts & accessories' feature free of charge (you have paid $0 for it). ive spent two days coding that feature as a gesture of good will i would request that you please consider these two facts carefully and sincerely 8. [email from client to me...] Memo Louis, I don't see how you are giving us anything for free. From your original fee proposal you have deleted more than 30 hours of included features. Your title "shelved features". Further you have charged us twice by adding back into the site, at an addition cost, some of those "shelved features" features. See v1.1 mini-spec. Did include in your original fee proposal a change request budget but then charge without discussion items included in v1.1 mini-spec. Included a further Features test plan for a regression test, a fee of 10 hours that would not have been required if the "shelved features" were not left out of the agreed fee proposal. I have made every attempt to satisfy your your uneven business sense by offering you everything your heart desired, in the v1.1 mini-spec, to be left once again with your attitude of "its too hard, lets leave it for post launch". I am no longer accepting anything less than what we have contracted you to do. That is clearly defined in v1.1 mini-spec, and you are paid in advance for delivering those items as an acceptable function. a few notes about the above email... i had to cull features from the original spec because it didnt fit into the budget. i explained this to the client at the start of the project (he wanted more features than he had budget hours to do them all) nothing has been charged for twice, i didnt charge the client for culled features. im charging him to now do those culled features the draft version of the project schedule included a change request budget of 10 hours, but i had to remove that to meet the budget (the client may not have been aware of this to be fair to them) what the client refers to as my attitude of 'too hard/leave it for post-launch', i called a change request protocol and a method for keeping scope creep under control 9. [email from me to client...] hi [client], RE: "...all your grievances..." i had originally written out a long email response; it was fantastic, it had all these great points of how 'you were wrong' and 'i was right', you would of loved it (and by 'loved it', i mean it would of just infuriated you more) so, i decided to deleted it start over, for two reasons: 1) a long email is being disrespectful of your time (youre a busy businessman with things to do) 2) whos wrong or right gets us no closer to fixing the problems we are experiencing what i propose is this... i prepare a bullet point list of your grievances and my grievances (yes, im unhappy too about how things are going - and it has little to do with money) i submit this list to you for you to add to as necessary we then both take a good hard look at this list, and we decide which areas we are willing to give ground on as an example, the list may look something like this: "louis, you keep taking away features you said you would do" [your grievance 2] [your grievance 3] [your grievance ...] "[client], i feel you dont properly read the specs i prepare for you..." [my grievance 2] [my grievance 3] [my grievance ...] if you are willing to give this a try, let me know will it work? who knows. but if it doesnt, we can always go back to arguing some more :) obviously, this will only work if you are willing to give it a genuine try, and you can accept that you may have to 'give some ground to get some ground' what do you think? 10. [email from client to me ...] Memo Louis, Instead of wasting your time listing grievances, I would prefer you complete the items in v1.1 mini-spec, to a satisfactory conclusion. We almost had the website ready for launch until you brought the v1.1 mini-spec into the frame. Obviously I expected you could complete the v1.1 mini-spec in a two-week time frame as you indicated and give the site a more profession presentation. Most of the problems have been caused by you not following our instructions, but deciding to do what you feel like at the time. And then arguing with us how the missing information is not necessary. For instance "Parts and Accessories". Why on earth would you leave out the parts heading, when it ties-in with the fields you have already developed. It replaces "model" and is just as important in the context of information that appears in the "Details" panel. We are at a stage where the the v1.1 mini-spec needs to be completed without further time wasting and the site is complete (subject to all features working). We are on standby at this end to do just that. Let me know when you are back, working on the site and we will process and complete each v1.1 mini-spec, item by item, until the job is complete. 11. [last email from me to client...] hi [client], based on this reply, and your demonstrated unwillingness to compromise/give any ground on issues at hand, i have decided to place your project on-hold for the moment i will be considering further options on how to over-come our challenges over the next few days i will contact you by monday 17/may to discuss any new options i have come up with, and if i believe it is appropriate to restart work on your project at that point or not told you it was long... what do you think?

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  • Delphi Editbox causing unexplainable errors...

    - by NeoNMD
    On a form I have 8 edit boxes that I do the exact same thing with. They are arranged in 2 sets of 4, one is Upper and the other is Lower. I kept getting errors clearing all the edit boxes so I went through clearing them 1 by 1 and found that 1 of the edit boxes just didnt work and when I tried to run the program and change that exit box it caused the debugger to jump to a point in the code with the database (even though the edit boxes had nothing to do with the database and they arent in a procedure or stack with a database in it) and say the program has access violation there. So I then removed all mention of that edit box and the code worked perfectly again, so I deleted that edit box, copied and pasted another edit box and left all values the same, then went through my code and copied the code from the other sections and simply renamed it for the new Edit box and it STILL causes an error even though it is entirely new. I cannot figure it out so I ask you all, what the hell? The editbox in question is "Edit1" unit DefinitionCoreV2; interface uses Windows, Messages, SysUtils, Variants, Classes, Graphics, Controls, Forms, Dialogs, SQLiteTable3, StdCtrls; type TDefinitionFrm = class(TForm) GrpCompetition: TGroupBox; CmbCompSele: TComboBox; BtnCompetitionAdd: TButton; BtnCompetitionUpdate: TButton; BtnCompetitionRevert: TButton; GrpCompetitionDetails: TGroupBox; LblCompetitionIDTitle: TLabel; EdtCompID: TEdit; LblCompetitionDescriptionTitle: TLabel; EdtCompDesc: TEdit; LblCompetitionNotesTitle: TLabel; EdtCompNote: TEdit; LblCompetitionLocationTitle: TLabel; EdtCompLoca: TEdit; BtnCompetitionDelete: TButton; GrpSection: TGroupBox; LblSectionID: TLabel; LblGender: TLabel; LblAge: TLabel; LblLevel: TLabel; LblWeight: TLabel; LblType: TLabel; LblHeight: TLabel; LblCompetitionID: TLabel; BtnSectionAdd: TButton; EdtSectionID: TEdit; CmbGender: TComboBox; BtnSectionUpdate: TButton; BtnSectionRevert: TButton; CmbAgeRange: TComboBox; CmbLevelRange: TComboBox; CmbType: TComboBox; CmbWeightRange: TComboBox; CmbHeightRange: TComboBox; EdtSectCompetitionID: TEdit; BtnSectionDelete: TButton; GrpSectionDetails: TGroupBox; EdtLowerAge: TEdit; EdtLowerWeight: TEdit; EdtLowerHeight: TEdit; EdtUpperAge: TEdit; EdtUpperLevel: TEdit; EdtUpperWeight: TEdit; EdtUpperHeight: TEdit; LblAgeRule: TLabel; LblLevelRule: TLabel; LblWeightRule: TLabel; LblHeightRule: TLabel; LblCompetitionSelect: TLabel; LblSectionSelect: TLabel; CmbSectSele: TComboBox; Edit1: TEdit; procedure FormCreate(Sender: TObject); procedure BtnCompetitionAddClick(Sender: TObject); procedure CmbCompSeleChange(Sender: TObject); procedure BtnCompetitionUpdateClick(Sender: TObject); procedure BtnCompetitionRevertClick(Sender: TObject); procedure BtnCompetitionDeleteClick(Sender: TObject); procedure CmbSectSeleChange(Sender: TObject); procedure BtnSectionAddClick(Sender: TObject); procedure BtnSectionUpdateClick(Sender: TObject); procedure BtnSectionRevertClick(Sender: TObject); procedure BtnSectionDeleteClick(Sender: TObject); procedure CmbAgeRangeChange(Sender: TObject); procedure CmbLevelRangeChange(Sender: TObject); procedure CmbWeightRangeChange(Sender: TObject); procedure CmbHeightRangeChange(Sender: TObject); private procedure UpdateCmbCompSele; procedure AddComp; procedure RevertComp; procedure AddSect; procedure RevertSect; procedure UpdateCmbSectSele; procedure ClearSect; { Private declarations } public { Public declarations } end; var DefinitionFrm: TDefinitionFrm; implementation {$R *.dfm} procedure TDefinitionFrm.UpdateCmbCompSele; var slDBpath: string; sldb : TSQLiteDatabase; sltb : TSQLiteTable; sCompTitle : string; bNext : boolean; begin slDBPath := ExtractFilepath(application.exename)+ 'Competitions.db'; if not FileExists(slDBPath) then begin MessageDlg('Competitions.db does not exist.',mtInformation,[mbOK],0); exit; end; sldb := TSQLiteDatabase.Create(slDBPath); try sltb := slDb.GetTable('SELECT * FROM CompetitionTable'); try CmbCompSele.Items.Clear; Repeat begin sCompTitle:=sltb.FieldAsString(sltb.FieldIndex['CompetitionID'])+':'+sltb.FieldAsString(sltb.FieldIndex['Description']); CmbCompSele.Items.Add(sCompTitle); bNext := sltb.Next; end; Until sltb.EOF; finally sltb.Free; end; finally sldb.Free; end; end; procedure TDefinitionFrm.UpdateCmbSectSele; var slDBpath: string; sldb : TSQLiteDatabase; sltb : TSQLiteTable; sSQL : string; sSectTitle : string; bNext : boolean; bLast : boolean; begin slDBPath := ExtractFilepath(application.exename)+ 'Competitions.db'; if not FileExists(slDBPath) then begin MessageDlg('Competitions.db does not exist.',mtInformation,[mbOK],0); exit; end; sldb := TSQLiteDatabase.Create(slDBPath); try sltb := slDb.GetTable('SELECT * FROM SectionTable WHERE CompetitionID = '+EdtCompID.text); If sltb.RowCount =0 then begin sltb := slDb.GetTable('SELECT * FROM SectionTable'); bLast:= sltb.MoveLast; sSQL := 'INSERT INTO SectionTable(SectionID,CompetitionID,Gender,Type) VALUES ('+IntToStr(sltb.FieldAsInteger(sltb.FieldIndex['SectionID'])+1)+','+EdtCompID.text+',1,1)'; sldb.ExecSQL(sSQL); sltb := slDb.GetTable('SELECT * FROM SectionTable WHERE CompetitionID = '+EdtCompID.text); end; try CmbSectSele.Items.Clear; Repeat begin sSectTitle:=sltb.FieldAsString(sltb.FieldIndex['SectionID'])+':'+sltb.FieldAsString(sltb.FieldIndex['Type'])+':'+sltb.FieldAsString(sltb.FieldIndex['Gender'])+':'+sltb.FieldAsString(sltb.FieldIndex['Age'])+':'+sltb.FieldAsString(sltb.FieldIndex['Level'])+':'+sltb.FieldAsString(sltb.FieldIndex['Weight'])+':'+sltb.FieldAsString(sltb.FieldIndex['Height']); CmbSectSele.Items.Add(sSectTitle); //CmbType.Items.Strings[sltb.FieldAsInteger(sltb.FieldIndex['Type'])] Works but has logic errors bNext := sltb.Next; end; Until sltb.EOF; finally sltb.Free; end; finally sldb.Free; end; end; procedure TDefinitionFrm.AddComp; var slDBpath: string; sSQL : string; sldb : TSQLiteDatabase; sltb : TSQLiteTable; bLast : boolean; begin slDBPath := ExtractFilepath(application.exename)+ 'Competitions.db'; if not FileExists(slDBPath) then begin MessageDlg('Competitions.db does not exist.',mtInformation,[mbOK],0); exit; end; sldb := TSQLiteDatabase.Create(slDBPath); try sltb := slDb.GetTable('SELECT * FROM CompetitionTable'); try bLast:= sltb.MoveLast; sSQL := 'INSERT INTO CompetitionTable(CompetitionID,Description) VALUES ('+IntToStr(sltb.FieldAsInteger(sltb.FieldIndex['CompetitionID'])+1)+',"New Competition")'; sldb.ExecSQL(sSQL); finally sltb.Free; end; finally sldb.Free; end; UpdateCmbCompSele; end; procedure TDefinitionFrm.AddSect; var slDBpath: string; sSQL : string; sldb : TSQLiteDatabase; sltb : TSQLiteTable; bLast : boolean; begin slDBPath := ExtractFilepath(application.exename)+ 'Competitions.db'; if not FileExists(slDBPath) then begin MessageDlg('Competitions.db does not exist.',mtInformation,[mbOK],0); exit; end; sldb := TSQLiteDatabase.Create(slDBPath); try sltb := slDb.GetTable('SELECT * FROM SectionTable'); try bLast:= sltb.MoveLast; sSQL := 'INSERT INTO SectionTable(SectionID,CompetitionID,Gender,Type) VALUES ('+IntToStr(sltb.FieldAsInteger(sltb.FieldIndex['SectionID'])+1)+','+EdtCompID.text+',1,1)'; sldb.ExecSQL(sSQL); finally sltb.Free; end; finally sldb.Free; end; UpdateCmbSectSele; end; procedure TDefinitionFrm.RevertComp; var slDBpath: string; sldb : TSQLiteDatabase; sltb : TSQLiteTable; iID : integer; begin slDBPath := ExtractFilepath(application.exename)+ 'Competitions.db'; if not FileExists(slDBPath) then begin MessageDlg('Competitions.db does not exist.',mtInformation,[mbOK],0); exit; end; sldb := TSQLiteDatabase.Create(slDBPath); try If CmbCompSele.Text <> '' then begin iID := StrToInt(Copy(CmbCompSele.Text,0,Pos(':',CmbCompSele.Text)-1)); sltb := slDb.GetTable('SELECT * FROM CompetitionTable WHERE CompetitionID='+IntToStr(iID))//ItemIndex starts at 0, CompID at 1 end else sltb := slDb.GetTable('SELECT * FROM CompetitionTable WHERE CompetitionID=1'); try EdtCompID.Text:=sltb.FieldAsString(sltb.FieldIndex['CompetitionID']); EdtCompLoca.Text:=sltb.FieldAsString(sltb.FieldIndex['Location']); EdtCompDesc.Text:=sltb.FieldAsString(sltb.FieldIndex['Description']); EdtCompNote.Text:=sltb.FieldAsString(sltb.FieldIndex['Notes']); finally sltb.Free; end; finally sldb.Free; end; end; procedure TDefinitionFrm.RevertSect; var slDBpath: string; sldb : TSQLiteDatabase; sltb : TSQLiteTable; iID : integer; sTemp : string; begin slDBPath := ExtractFilepath(application.exename)+ 'Competitions.db'; if not FileExists(slDBPath) then begin MessageDlg('Competitions.db does not exist.',mtInformation,[mbOK],0); exit; end; sldb := TSQLiteDatabase.Create(slDBPath); try If CmbCompSele.Text <> '' then begin iID := StrToInt(Copy(CmbSectSele.Text,0,Pos(':',CmbSectSele.Text)-1)); sltb := slDb.GetTable('SELECT * FROM SectionTable WHERE SectionID='+IntToStr(iID));//ItemIndex starts at 0, CompID at 1 end else sltb := slDb.GetTable('SELECT * FROM SectionTable WHERE CompetitionID='+EdtCompID.Text); try EdtSectionID.Text:=sltb.FieldAsString(sltb.FieldIndex['SectionID']); EdtSectCompetitionID.Text:=sltb.FieldAsString(sltb.FieldIndex['CompetitionID']); Case sltb.FieldAsInteger(sltb.FieldIndex['Type']) of 1 : CmbType.ItemIndex:=0; 2 : CmbType.ItemIndex:=0; 3 : CmbType.ItemIndex:=1; 4 : CmbType.ItemIndex:=1; end; Case sltb.FieldAsInteger(sltb.FieldIndex['Gender']) of 1 : CmbGender.ItemIndex:=0; 2 : CmbGender.ItemIndex:=1; 3 : CmbGender.ItemIndex:=2; end; sTemp := sltb.FieldAsString(sltb.FieldIndex['Age']); if sTemp <> '' then begin //Decode end else begin LblAgeRule.Hide; EdtLowerAge.Text :=''; EdtLowerAge.Hide; EdtUpperAge.Text :=''; EdtUpperAge.Hide; end; sTemp := sltb.FieldAsString(sltb.FieldIndex['Level']); if sTemp <> '' then begin //Decode end else begin LblLevelRule.Hide; Edit1.Text :=''; Edit1.Hide; EdtUpperLevel.Text :=''; EdtUpperLevel.Hide; end; sTemp := sltb.FieldAsString(sltb.FieldIndex['Weight']); if sTemp <> '' then begin //Decode end else begin LblWeightRule.Hide; EdtLowerWeight.Text :=''; EdtLowerWeight.Hide; EdtUpperWeight.Text :=''; EdtUpperWeight.Hide; end; sTemp := sltb.FieldAsString(sltb.FieldIndex['Height']); if sTemp <> '' then begin //Decode end else begin LblHeightRule.Hide; EdtLowerHeight.Text :=''; EdtLowerHeight.Hide; EdtUpperHeight.Text :=''; EdtUpperHeight.Hide; end; finally sltb.Free; end; finally sldb.Free; end; end; procedure TDefinitionFrm.BtnCompetitionAddClick(Sender: TObject); begin AddComp end; procedure TDefinitionFrm.ClearSect; begin CmbSectSele.Clear; EdtSectionID.Text:=''; EdtSectCompetitionID.Text:=''; CmbType.Clear; CmbGender.Clear; CmbAgeRange.Clear; EdtLowerAge.Text:=''; EdtUpperAge.Text:=''; CmbLevelRange.Clear; Edit1.Text:=''; EdtUpperLevel.Text:=''; CmbWeightRange.Clear; EdtLowerWeight.Text:=''; EdtUpperWeight.Text:=''; CmbHeightRange.Clear; EdtLowerHeight.Text:=''; EdtUpperHeight.Text:=''; end; procedure TDefinitionFrm.CmbCompSeleChange(Sender: TObject); begin If CmbCompSele.ItemIndex <> -1 then begin RevertComp; GrpSection.Enabled:=True; CmbSectSele.Clear; ClearSect; UpdateCmbSectSele; end; end; procedure TDefinitionFrm.BtnCompetitionUpdateClick(Sender: TObject); var slDBpath: string; sSQL : string; sldb : TSQLiteDatabase; begin slDBPath := ExtractFilepath(application.exename)+ 'Competitions.db'; if not FileExists(slDBPath) then begin MessageDlg('Competitions.db does not exist.',mtInformation,[mbOK],0); exit; end; sldb := TSQLiteDatabase.Create(slDBPath); try sSQL:= 'UPDATE CompetitionTable SET Description="'+EdtCompDesc.Text+'",Location="'+EdtCompLoca.Text+'",Notes="'+EdtCompNote.Text+'" WHERE CompetitionID ="'+EdtCompID.Text+'";'; sldb.ExecSQL(sSQL); finally sldb.Free; end; end; procedure TDefinitionFrm.BtnCompetitionRevertClick(Sender: TObject); begin RevertComp; end; procedure TDefinitionFrm.BtnCompetitionDeleteClick(Sender: TObject); var slDBpath: string; sSQL : string; sldb : TSQLiteDatabase; iID : integer; begin If CmbCompSele.Text <> '' then begin If (CmbCompSele.Text[1] ='1') and (CmbCompSele.Text[2] =':') then begin MessageDlg('Deleting the last record is a very bad idea :/',mtInformation,[mbOK],0); end else begin slDBPath := ExtractFilepath(application.exename)+ 'Competitions.db'; if not FileExists(slDBPath) then begin MessageDlg('Competitions.db does not exist.',mtInformation,[mbOK],0); exit; end; sldb := TSQLiteDatabase.Create(slDBPath); try iID := StrToInt(Copy(CmbCompSele.Text,0,Pos(':',CmbCompSele.Text)-1)); sSQL:= 'DELETE FROM SectionTable WHERE CompetitionID='+IntToStr(iID)+';'; sldb.ExecSQL(sSQL); sSQL:= 'DELETE FROM CompetitionTable WHERE CompetitionID='+IntToStr(iID)+';'; sldb.ExecSQL(sSQL); finally sldb.Free; end; CmbCompSele.ItemIndex:=0; UpdateCmbCompSele; RevertComp; CmbCompSele.Text:='Select Competition'; end; end; end; procedure TDefinitionFrm.FormCreate(Sender: TObject); begin UpdateCmbCompSele; end; procedure TDefinitionFrm.CmbSectSeleChange(Sender: TObject); begin RevertSect; end; procedure TDefinitionFrm.BtnSectionAddClick(Sender: TObject); begin AddSect; end; procedure TDefinitionFrm.BtnSectionUpdateClick(Sender: TObject); //change fields values var slDBpath: string; sSQL : string; sldb : TSQLiteDatabase; iTypeCode : integer; iGenderCode : integer; sAgeStr, sLevelStr, sWeightStr, sHeightStr : string; begin slDBPath := ExtractFilepath(application.exename)+ 'Competitions.db'; if not FileExists(slDBPath) then begin MessageDlg('Competitions.db does not exist.',mtInformation,[mbOK],0); exit; end; sldb := TSQLiteDatabase.Create(slDBPath); try If CmbType.Text='Fighting' then iTypeCode := 1 else iTypeCode := 3; If CmbGender.Text='Male' then iGenderCode := 1 else if CmbGender.Text='Female' then iGenderCode := 2 else iGenderCode := 3; Case CmbAgeRange.ItemIndex of 0:sAgeStr := 'o-'+EdtLowerAge.Text; 1:sAgeStr := 'u-'+EdtLowerAge.Text; 2:sAgeStr := EdtLowerAge.Text+'-'+EdtUpperAge.Text; end; Case CmbLevelRange.ItemIndex of 0:sLevelStr := 'o-'+Edit1.Text; 1:sLevelStr := 'u-'+Edit1.Text; 2:sLevelStr := Edit1.Text+'-'+EdtUpperLevel.Text; end; Case CmbWeightRange.ItemIndex of 0:sWeightStr := 'o-'+EdtLowerWeight.Text; 1:sWeightStr := 'u-'+EdtLowerWeight.Text; 2:sWeightStr := EdtLowerWeight.Text+'-'+EdtUpperWeight.Text; end; Case CmbHeightRange.ItemIndex of 0:sHeightStr := 'o-'+EdtLowerHeight.Text; 1:sHeightStr := 'u-'+EdtLowerHeight.Text; 2:sHeightStr := EdtLowerHeight.Text+'-'+EdtUpperHeight.Text; end; sSQL:= 'UPDATE SectionTable SET Type="'+IntToStr(iTypeCode)+'",Gender="'+IntToStr(iGenderCode)+'" WHERE SectionID ="'+EdtSectionID.Text+'";'; sldb.ExecSQL(sSQL); finally sldb.Free; end; end; procedure TDefinitionFrm.BtnSectionRevertClick(Sender: TObject); begin RevertSect; end; procedure TDefinitionFrm.BtnSectionDeleteClick(Sender: TObject); var slDBpath: string; sSQL : string; sldb : TSQLiteDatabase; begin If CmbSectSele.Text[1] ='1' then begin MessageDlg('Deleting the last record is a very bad idea :/',mtInformation,[mbOK],0); end else begin slDBPath := ExtractFilepath(application.exename)+ 'Competitions.db'; if not FileExists(slDBPath) then begin MessageDlg('Competitions.db does not exist.',mtInformation,[mbOK],0); exit; end; sldb := TSQLiteDatabase.Create(slDBPath); try sSQL:= 'DELETE FROM SectionTable WHERE SectionID='+CmbSectSele.Text[1]+';'; sldb.ExecSQL(sSQL); finally sldb.Free; end; CmbSectSele.ItemIndex:=0; UpdateCmbSectSele; RevertSect; CmbSectSele.Text:='Select Competition'; end; end; procedure TDefinitionFrm.CmbAgeRangeChange(Sender: TObject); begin Case CmbAgeRange.ItemIndex of 0: begin EdtLowerAge.Show; LblAgeRule.Caption:='Over and including'; LblAgeRule.Show; EdtUpperAge.Hide; end; 1: begin EdtLowerAge.Show; LblAgeRule.Caption:='Under and including'; LblAgeRule.Show; EdtUpperAge.Hide; end; 2: begin EdtLowerAge.Show; LblAgeRule.Caption:='LblAgeRule'; LblAgeRule.Hide; EdtUpperAge.Show; end; end; end; procedure TDefinitionFrm.CmbLevelRangeChange(Sender: TObject); begin Case CmbLevelRange.ItemIndex of 0: begin Edit1.Show; LblLevelRule.Caption:='Over and including'; LblLevelRule.Show; EdtUpperLevel.Hide; end; 1: begin Edit1.Show; LblLevelRule.Caption:='Under and including'; LblLevelRule.Show; EdtUpperLevel.Hide; end; 2: begin Edit1.Show; LblLevelRule.Caption:='LblLevelRule'; LblLevelRule.Hide; EdtUpperLevel.Show; end; end; end; procedure TDefinitionFrm.CmbWeightRangeChange(Sender: TObject); begin Case CmbWeightRange.ItemIndex of 0: begin EdtLowerWeight.Show; LblWeightRule.Caption:='Over and including'; LblWeightRule.Show; EdtUpperWeight.Hide; end; 1: begin EdtLowerWeight.Show; LblWeightRule.Caption:='Under and including'; LblWeightRule.Show; EdtUpperWeight.Hide; end; 2: begin EdtLowerWeight.Show; LblWeightRule.Caption:='LblWeightRule'; LblWeightRule.Hide; EdtUpperWeight.Show; end; end; end; procedure TDefinitionFrm.CmbHeightRangeChange(Sender: TObject); begin Case CmbHeightRange.ItemIndex of 0: begin EdtLowerHeight.Show; LblHeightRule.Caption:='Over and including'; LblHeightRule.Show; EdtUpperHeight.Hide; end; 1: begin EdtLowerHeight.Show; LblHeightRule.Caption:='Under and including'; LblHeightRule.Show; EdtUpperHeight.Hide; end; 2: begin EdtLowerHeight.Show; LblHeightRule.Caption:='LblHeightRule'; LblHeightRule.Hide; EdtUpperHeight.Show; end; end; end; end.

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