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  • 80 Years of Supplier Misinformation: How can Oracle Supplier Hub Help?

    - by Mala Narasimharajan
    By Mark Peachy       Well, we're down to the final week before this year's Oracle Open World conference kicks-off on Sunday and there's still plenty of work to be done to be ready in time.  One of the great benefits I think that attendees get from Open World is the opportunity to listen to other organizations talk about their implementation experiences.  Typically, these sessions provide hugely valuable insights that have been gained during a deployment, delivering a wealth of practical information on what it really takes to get an organization up and running with a new module or a revamped business process.And I'm not just saying this because we're lucky enough to have one of our early implementers join us for this year's Supplier Hub/Supplier Lifecycle Management MDM session!  With a multi-phased deployment underway, this customer is working to fix a long, 80-year history without much in the way of formal processes or tools to manage all of their accumulated supplier information.  Faced with a mess of supplier details, they had been challenged to efficiently track supplier spend, monitor performance, maintain qualification information or carry out meaningful risk analysis.  Join us on Wednesday to hear how they are addressing these issues and the plans they have to evolve their supplier management techniques - it's a great story.CON9242:  Oracle Supplier Lifecycle Management and Oracle Supplier Hub for Better Supply Base Management Wednesday, October 3rd at 1:15 PM                                                                                                                                                InterContinental Hotel, Sutter Suite

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  • Live Virtual Class for Partners: Application Management

    - by Patrick Rood
    v\:* {behavior:url(#default#VML);} o\:* {behavior:url(#default#VML);} w\:* {behavior:url(#default#VML);} .shape {behavior:url(#default#VML);} November 11-12th Manageability Partner Community Application Management Suite Live Virtual Training This training will be offered to Oracle Partners over a live webcast during business hours. Each day will consist of approximately 2-3 hours of lecture/demos. It will be recorded and available for playback. Purpose: This virtual course is a comprehensive program of training sessions, prepared and presented by Product Managers. This ensures you have all the information you need to position and sell Oracle Application Management Suites. The sessions will be lecture based with demonstrations to complement. These sessions are interactive and everyone will be required to participate. Customer case studies will be used as appropriate and there will be plenty of opportunity for in-depth discussion. Please bring to the training an understanding of what Enterprise Manager 12c does for our customers, along with your own experiences to date. Logistics: Topic: Oracle Application Management Suite Training (2 Days - approx 2-3 Hour per Day) WebEx session details to be provided upon registration. Monday 11th November | 14:00PM GMT | 18:00PM Gulf (GMT+4) Tuesday 12th November | 14:00PM GMT | 18:00PM Gulf (GMT+4) (Back to the top) Copyright © 2012, Oracle. All rights reserved. Contact Us | Legal Notices and Terms of Use | Privacy Statement Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0cm 5.4pt 0cm 5.4pt; mso-para-margin:0cm; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:10.0pt; font-family:"Times New Roman","serif";}

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  • NDepend 4.0 Released

    - by Anthony Trudeau
    Last week version 4.0 of NDepend was released.  NDepend is a Visual Studio add-in designed for intense code analysis with the goal of high quality code.  A month ago I wrapped up my evaluation of the previous version of NDepend. The new version contains many minor changes, several bug fixes, and adds about 50 new code rules.  The version also adds support for Visual Studio 11, .NET Framework 4.5, and SilverLight 5.0.  But, the biggest change was the shift from CQL to CQLinq. Introducing CQLinq The latest version replaces the CQL rules language with CQLinq (CQL is still an option although the editor is buried).  As you might guess CQLinq is a flavor of Linq designed specifically for the code rules. The best way to illustrate the differences is with an example.  I used the following CQL example in Part 3 of my review: WARN IF Count > 0 IN SELECT TYPES WHERE IsInterface AND !NameLike “I” This same query looks like this when implemented in CQLinq: warnif count > 0 from t in Types where t.IsInterface == true && !t.NameLike(“I”) select t I like the syntax and it is a natural fit, but I found writing the queries frustrating in the Queries and Rules Edit window.  The Queries and Rules Edit window replaces the CQL Query Edit window.  The new editor has the same style of Intellisense as the previous editor.  However, it has a few annoyances.  The error indicator is a red block.  It has the tendency of obscuring your cursor.  Additionally, writing CQLing queries is like writing plain old Linq queries, so the fact that the editor uses Enter to select from Intellisense instead of Tab is jarring.  These issues can be an obstacle to writing queries quickly.CQLinq makes it possible to write rules that weren't possible before.  Additionally, a JustMyCode domain is now possible making it easy to eliminate generated code from the analysis.Should you Buy? I recommend NDepend overall.  It has some rough points for me that I have detailed in my earlier evaluation (starting here).  But, it’s definitely worth the money.  The bigger question is: should I pay for the upgrade to 4.0?  At this point I’m on the fence, but I would go for it if you need support for Visual Studio 2011, .NET Framework 4.5, or Silverlight 5.0; or if you need one of the many rules that weren't possible before CQLinq. Disclaimer: Patrick Smacchia contacted me about reviewing NDepend. I received a free license in return for sharing my experiences and talking about the capabilities of the add-in on this site. There is no expectation of a positive review elicited from the author of NDepend. Resources: NDepend Release Notes

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  • A "First" at Oracle OpenWorld

    - by Kathryn Perry
    A guest post by Adam May, Director, Fusion CRM, Oracle Applications Development There are always firsts at OpenWorld. These firsts keep the conference fresh and are the reason people come back year after year. An important first this year is our Fusion CRM customers who are using the product and deriving real benefit from Fusion CRM. Everyone can learn from and interact with them -- including us!  We love talking to customers, especially those who are using our solutions in unexpected ways because they challenge us! At previous OpenWorlds, we presented our overall Fusion vision and our plans for Fusion CRM. Those presentations helped customers plan their strategies and map out their new release uptakes. Fast forward to March of this year when the first Fusion CRM customer went live. Since then we've watched the pace of go-lives accelerate every single month. Now we're at the threshold of another OpenWorld -- with over 45,000 attendees, 2,500 sessions and LOTS of other activities. To avoid having our customers curl into a ball with sensory overload, we designed a Focus On Document to outline the most important Fusion CRM activities. Here are some of the highlights: Anthony Lye's "Oracle Fusion Customer Relationship Management: Overview/Strategy/Customer Experiences/Roadmap" on Monday at 3:15 p.m. The CRM Pavilion, open in Moscone West from Monday through Wednesday; features our strategic Fusion CRM partners and provides live demonstrations of their capabilities General Session: "Oracle Fusion CRM--Improving Sales Effectiveness, Efficiency, and Ease of Use" on Tuesday at 11:45 a.m.; features Anthony Lye and Deloitte "Meet the Fusion CRM Experts" on Tuesday at 5:00 p.m.; this session gives customers the opportunity to interact one-on-one with Fusion experts divided into eight categories of expertise CRM Social Reception on Tuesday from 6-8 p.m.; there's no better way to spend the early evening than discussing Fusion CRM with Oracle experts and strategic partners over appetizers and drinks Wednesday night is Oracle's Customer Appreciation event; enjoy Pearl Jam, Kings of Leon, etc. beginning at 7:30 p.m. at Treasure Island Be sure to drink plenty of water before sleeping Wednesday night and don't stay out too late because we have lots of great content on Thursday; at the top of the list is "Oracle Fusion Social CRM Strategy and Roadmap: Future of Collaboration and Social Engagement" at 11:15 a.m. We hope you have a fantastic experience at OpenWorld 2012! And here's a little video treat to whet your appetite: http://www.youtube.com/user/FusionAppsAtOracle

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  • MySQL Connect Keynotes and Presentations Available Online

    - by Bertrand Matthelié
    72 1024x768 Normal 0 false false false EN-US X-NONE X-NONE /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0cm 5.4pt 0cm 5.4pt; mso-para-margin:0cm; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} Following the tremendous success of MySQL Connect, you can now watch some of the keynotes online: The State of the Dolphin – by Oracle Chief Corporate Architect Edward Screven and MySQL Vice President of Engineering Tomas Ulin 72 1024x768 Normal 0 false false false EN-US X-NONE X-NONE /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0cm 5.4pt 0cm 5.4pt; mso-para-margin:0cm; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:10.0pt; font-family:"Cambria","serif";} MySQL Perspectives – featuring power users of MySQL who share their experiences and perspectives: Jeremy Cole, DBA Team Manager, Twitter Daniel Austin, Chief Architect, PayPal Ash Kanagat, IT Director; and Shivinder Singh, Database Architect, Verizon Wireless You can also access slides from a number of MySQL Connect presentations in the Content Catalog. Missing ones will be added shortly (provided the speakers consented to it). Enjoy!

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  • I'm a C Programmer, but I can't find a comfortable environment to work in

    - by Jesse Brands
    Hello everyone, Last time I asked a question, I was having issues dealing with Java which I had to do for a course work. I generally use C for my development work - especially personal projects - and I've grown up in what is pretty much a Linux/UNIX world. In this world, it was easy to use C, you had your C compiler (GCC is excellent in that regard) and a wealth of tools such as the command line and vi/emacs/whatever-you-got. However, that was all that I really liked about Linux/UNIX. It really fitted well with the C language; nowadays, I'm somewhat forced into Windows/Mac OS X for most of my work. C seems poorly supported on a mac for starters, there's no GUI API to use and pretty much you get forced into Obj-C. This is not a problem, I like Objective-C, but it's another language I have to learn. Now coming to Windows. Why does everything about Windows Development try to scare me away? It's basically come down to: USE C# AND .NET OR DIE. I don't like C#, I like C, they are fundamentally different. Yet when I make a Windows Forms application in MSVC++ (I know that's not C), I get a main function riddled with weird things I've never heard of before, along with a poor, barely-compliant C/C++ compiler. What am I to do when I just want to program in C, make applications that look and feel like native Windows applications (I am a sucker for aesthetics, and I'm not looking to make something cross-platform. I just want it to work on Windows, and look as native as possible.). C++ is a fine alternative, but it really looks like the only way to make a decent, native feeling Windows application, is to use C#. Am I missing something here? I'd rather not use CYGWIN. Like I said, I want people to install the program, and it should just work out of the box on Windows 7. Program in question involves a Media Player, if anyone is curious what I'm targetting at. Anyone who had the same experiences who can help me out? How can I code something in ANSI C and still have a native feel?

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  • Oracle Partner Architects Training

    - by mseika
    Dear Oracle Partner, There is a lot more to Oracle technology than meets the eye. Sure, you already belong to a small circle of our most experienced and committed partners. But are you making the best use possible of our technology solutions? Put it to the test.  Join the “Oracle Partner Architects Training”. It is aimed at providing your experts, architects and consultants with in-depth architectural knowledge about Oracle technology. Here is your chance to learn from the best. Seasoned speakers, exclusive content and no product marketing. Oracle technology beyond the obvious. Choose from any of the 40 recorded training sessions. Topics include:  • Security• Service integration • Database and options• Data integration • BI and applications• Applications and infrastructure• Hardware and software combinations The market and Oracle value specialized partners More information about specialization can be found on opn.oracle.com. Click through to OPN Program/Specialize “What’s in it for us?” Quite simply: the opportunity to gain the differentiation and competitive edge you need to stand out in the marketplace. • Differentiate your company through expertise in leading Oracle IT solutions;• Get your experts, architects and consultants up to speed on specialized services and solutions;• Make our customers’ shortlists. They are looking for value-added solutions for their business.   Recordings All sessions are recorded. After registering for a session in oraevents, you will receive the info to access the webex recording. Your timing, your tempo.  Registration and more information Visit architects.oraevents.eu to sign up for the recorded sessions. NOTE: Looking to get your consultants Oracle certified? One more reason to join the Oracle Partner Architects Training. It is the fast track to getting their expertise validated with an Oracle certificate. Training schedule  Choose from any of the 40 recorded training sessions: SECURITY THE PRACTICAL APPROACH •  Identity governance• Access management• Data privacy and protection• End-to-end security, layers of exposures•  Identity & access management, why and where to start?• Data security, how? SERVICE INTEGRATION A NEW ROADTO ENTERPRISE-WIDE SERVICE INTEGRATION • Oracle RUEI: maximize business value by insight into real end-user experiences•  Governance challenges in the services landscape•  Creating an agile enterprise (by Jeff Davies)• Oracle’s approach to SOA (by Jeff Davies) - guiding and accelerating SOA success• Technical case study – the SOA challenge• Oracle’s unified business process management suite 11g (incl. demo) DATABASE DATABASE AND OPTIONS, GOINGWIDE •  Understanding service level agreements for databases• Database lifecycle management• Data centric information lifecycle management DATA INTEGRATION  DIS FOR ARCHITECTS • Data integration solutions: an overview• ODI and goldengate• Data quality

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  • An invitation to join a JDeveloper and ADF productivity clinic (and more!) at KScope

    - by Chris Muir
    Would you like a chance to influence Oracle's decisions on tool usability and productivity? If you're attending ODTUG's Kaleidoscope conference this year in San Antonio, Oracle would like to invite you to participate in our Usability Activity Research and separately our JDeveloper and ADF Productivity Clinics with our experienced user experience teams.  The teams are keen to hear what you have to say about your experiences with our tools in general and specifically JDeveloper and ADF.  The details of each event are described below. Invitation to Usability Activity - Sunday June 24th to Wednesday June 27th Oracle is constantly working on new tools and new features for developers, and invites YOU to become a key part of the process!  As a special addition to Kscope 12, Oracle will be conducting onsite usability research in the Alyssum room, from Sunday June 24 to Wednesday June 27. Usability activities are scheduled ahead of time for participants' convenience.  If you would like to take part, please fill out this form to let us know of the session(s) that you would like to attend and your development experience. You will be emailed with your scheduled session before the start of the conference. JDeveloper and ADF Productivity Clinic - Thursday June 28th Are you concerned that Java, Oracle ADF or JDeveloper is difficult? Is JDeveloper making you jump through hoops?  Do you hate a particular dialog or feature of JDeveloper? Well, come and get things off your chest! Oracle is hosting a product management and user experience clinic where we want to hear about your issues and concerns. What's difficult to use?  What doesn't work the way you want, and how would you want it to work?  What isn't behaving like your current favorite tool?  If we can't help on you the spot, we'll take your feedback and use it to improve the product experience.  A great opportunity to get answers, or get improvements. Drop by the Alyssum room, anytime from 8:30 to 10:30 on Thursday, June 28. We look forward to seeing you at KScope soon! 

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  • Paranoid management, contractor checking work [closed]

    - by user833345
    Just wanted to get some opinions and experiences on an issue I'm having at work. First, a little background. I've been working at a company for some time (past any probation periods) and rewriting a horrendous system. No tests, incomplete and broken functionality everywhere, enough copypasta to feed a small village, redundant code, more unused SQL tables than used ones and terrible performance. I've never seen such bad code, pretty much all of it is worthy of being posted on TheDailyWTF. The company has been operating for a number of years and have had a string of bad developers working on this system. I made a call on rewriting instead of refactoring since I judged it to be less work overall and decided that the result will address the requirements more appropriately, since the central requirement is to have a future-proof system for the next decade with plenty of room to scale up. Refactoring would have entailed untangling a huge ball of yarn and at the same time integrating it with a proper foundation or building a foundation from scratch. I've introduced the latest spiffy framework, unit & functional testing, CI, a bug tracker and agile workflow to the environment. I've fixed most of the performance issues of the old system (there were no indexes on any of the tables, for example). I've created an automated deployment process for the old system. The CTO has been maintaining the old system while I have been building the new one and he has been advising management that everything is being done as per best practices. However, management is hiring a contractor to come in and verify my work. In my experience, this is unprecedented. I can understand their reasoning to an extent, since they've had bad luck in the past, but can't help but feel somewhat offended at the fact that they distrust two senior developers who have been working with them for some time enough that a third party is being brought in. And it's not just me who is under watch - people's emails are constantly checked, someone had a remote desktop application installed on their computer of which I was asked to check the usage logs to try to determine if they were stealing sensitive data and there are CCTV cameras in one of the rooms. It's the first time I've decided to disable my Skype history at work. Am I right to feel indignant here? Has anyone else ever encountered such a situation? If so, how did it work out in the end? Was it worth sticking around? Should I just find another job?

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  • Training v. Teaching

    - by Chris Gardner
    Originally posted on: http://geekswithblogs.net/freestylecoding/archive/2014/05/28/training-v.-teaching.aspxAs some of you may know, I recently accepted a position to teach an undergraduate course at my alma mater. Yesterday, I had my first day in an academic classroom. I immediately noticed a difference with the interactions between the students. They don't act like students in a professional training or conference talk. I wanted to use this opportunity to enumerate some of those differences. The immediate thing I noticed was the lack of open environment. This is not to say the class was hostile towards me. I am used to entering the room, bantering with audience, loosening everyone a bit, and flowing into the discussion. A purely academic audience does not banter. At least, they do not banter on day one. I think I can attribute this to two factors. This first is a greater perception of authority. In a training or conference environment, I am an equal with the audience. This is true even if I am being a subject matter expert. We're all professionals. We're all there to learn from each other, share our stories, and enjoy the journey. In the academic classroom, there was a distinct class difference. I had forgotten about this distinction; I had the professional familiarity with the staff by the time I completed my masters. This leads to the other distinction. These was an expectation of performance. At conference and professional training, there is generally no (immediate) grading. This may be a preparation for a certification exam, but I'm not the one responsible for delivering the exam. This was not the case in the academic classroom. These students are battling for points, and I am the sole arbiter. These students are less likely to let the material wash over them, applying the material to their past experiences. They were down taking notes. I don't want to leave the impression that there was no interact in the classroom. I spent a good deal of time doing problems with the class on the whiteboard. I tried to get the class to help me work out the steps. This opened up a few of them. After every conference or training class, I always get a few people that will email me afterward to continue the conversation. I am very curious to see if anybody comes to my office hours tomorrow. However, that is a curiosity that will have to wait until tomorrow.

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  • Data Model Dissonance

    - by Tony Davis
    So often at the start of the development of database applications, there is a premature rush to the keyboard. Unless, before we get there, we’ve mapped out and agreed the three data models, the Conceptual, the Logical and the Physical, then the inevitable refactoring will dog development work. It pays to get the data models sorted out up-front, however ‘agile’ you profess to be. The hardest model to get right, the most misunderstood, and the one most neglected by the various modeling tools, is the conceptual data model, and yet it is critical to all that follows. The conceptual model distils what the business understands about itself, and the way it operates. It represents the business rules that govern the required data, its constraints and its properties. The conceptual model uses the terminology of the business and defines the most important entities and their inter-relationships. Don’t assume that the organization’s understanding of these business rules is consistent or accurate. Too often, one department has a subtly different understanding of what an entity means and what it stores, from another. If our conceptual data model fails to resolve such inconsistencies, it will reduce data quality. If we don’t collect and measure the raw data in a consistent way across the whole business, how can we hope to perform meaningful aggregation? The conceptual data model has more to do with business than technology, and as such, developers often regard it as a worthy but rather arcane ceremony like saluting the flag or only eating fish on Friday. However, the consequences of getting it wrong have a direct and painful impact on many aspects of the project. If you adopt a silo-based (a.k.a. Domain driven) approach to development), you are still likely to suffer by starting with an incomplete knowledge of the domain. Even when you have surmounted these problems so that the data entities accurately reflect the business domain that the application represents, there are likely to be dire consequences from abandoning the goal of a shared, enterprise-wide understanding of the business. In reading this, you may recall experiences of the consequence of getting the conceptual data model wrong. I believe that Phil Factor, for example, witnessed the abandonment of a multi-million dollar banking project due to an inadequate conceptual analysis of how the bank defined a ‘customer’. We’d love to hear of any examples you know of development projects poleaxed by errors in the conceptual data model. Cheers, Tony

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  • BIDS Helper 1.6 Beta Release (now with SQL 2012 support!)

    - by Darren Gosbell
    The beta for BIDS Helper 1.6 was just released. We have not updated the version notification just yet as we would like to get some feedback on people's experiences with the SQL 2012 version. So if you are using SQL 2012, go grab it and let us know how you go (you can post a comment on this blog post or on the BIDS Helper site itself). This is the first release that supports SQL 2012 and consequently also the first release that runs in Visual Studio 2010. A big thanks to Greg Galloway for doing the bulk of the work on this release. Please note that if you are doing an xcopy deploy that you will need to unblock the files you download or you will get a cryptic error message. This appears to be caused by a security update to either Visual Studio or the .Net framework – the xcopy deploy instructions have been updated to show you how to do this. Below are the notes from the release page. ====== This beta release is the first to support SQL Server 2012 (in addition to SQL Server 2005, 2008, and 2008 R2). Since it is marked as a beta release, we are looking for bug reports in the next few months as you use BIDS Helper on real projects. In addition to getting all existing BIDS Helper functionality working appropriately in SQL Server 2012 (SSDT), the following features are new... Analysis Services Tabular Smart Diff Tabular Actions Editor Tabular HideMemberIf Tabular Pre-Build Fixes and Updates The Unused Datasets feature for Reporting Services now accounts for new features in Reporting Services 2008 R2 like Lookups and new features in Reporting Services 2012. SSIS: emit an informational message when a variable has an expression defined and EvaluateAsExpression = False SSAS: roles reports points to wrong server SSIS - Variable Copy / Move broken in v1.5 "Unused DataSets Report" not showing up in Context menu on VS2005 if Solution Folders used SSAS Tabular: Create a UI for managing actions SSAS Tabular: Smart Diff improvements for new schema and Tabular models SSIS: Copy/Move Variable Erroring due to custom Control Flow item Icon SSIS Performance Visualization Index out of range fixing bugs in AggManager when aggregation design IDs don't match names The exe downloads are a self extracting installer, the zip downloads allow for an xcopy deploy. Make sure to note the updated xcopy deploy instructions for SQL Server 2012.

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  • Segmentation and Targeting: Your Tools for Personalizing the Online Customer Experience

    - by Christie Flanagan
    In order to deliver the kind of personalized and engaging online experiences that customers expect today, look to segmentation and targeting.  Segmentation is the practice of dividing your site visitors into distinct groups based on shared characteristics or behavior – for example, a segment may consist of site visitors who have visited pages related to certain product type, or they may consist of visitors within the same age group or geographic area.  The idea is that those within a segment are more likely to have common needs, problems or interests that can be served by your business. Targeting is the process by which the most relevant content, whether an article promotion or other piece of content, is delivered to your visitors based on their segment membership. Segmentation and targeting are used to drive greater engagement on your web presence by delivering content to your site visitors that is tailored to their interests, behavior or other attributes.  You may have a number of different goals for your segmentation and targeting efforts: Up-sell or cross-sell to your customers Conduct A/B testing on your offers and creative Offer discounts, promotions or other incentives for the time and duration that you specify Make is easier to find relevant information about products and services Create premium content model There are two different approaches you can take toward segmentation and targeting for you online customer experience initiatives. The first is more of a manual process, in which marketers manage the process of determining which segments to create and which content to target to those segments. The benefit of this approach is that it gives marketers a high level of control over the whole process which works well when you have a thorough understanding of your segments and which content is most likely to serve their needs.  Tools for marketer managed segmentation and targeting are often built right in to your WEM platform, as they are with Oracle WebCenter Sites. The downside is that the more segments and content that you have, the more time consuming and complicated in can be to manage manually.The second approach relies on predictive intelligence to automate the segmentation and targeting process.  This allows optimization of the process to occur in real time. This approach helps reduce the burden of manual segmentation and targeting and can result in new insights into segments that you may never have thought of on your own.  It also provides you with the capability to quickly test new offers and promotions on your site.  Predictive segmentation and targeting can be achieved by using Oracle WebCenter Sites and Oracle Real-Time Decisions together. *****Get a taste for how Oracle WebCenter Sites and Oracle Real-Time Decisions combine to deliver powerful capabilities for predictive segmentation and targeting by watching this on demand webcast introducing Oracle WebCenter Sites 11g or by reading IDC’s take on the latest release of Oracle’s web experience management solution.  Be sure to return to the Oracle WebCenter blog on Thursday for a closer look at how to optimize the online customer experience using these two products together.

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  • Develop web site from existing software or cherry pick and use a web framework?

    - by erisco
    A small team and I are tasked with developing a web site. The client has referenced a particular open source project (we'll call it X) when describing some of the features. Because of this, the team wants to start with X and adapt it to satisfy the client. I have looked at X and its code and, in my opinion, it would be unwise. However, my experience is limited, and could really benefit from the insights of others so that I can figure out what I should be asserting as the right direction for the team. My red flags are going up and this is why. X was developed in the earlier days of PHP; 500 line blocks of code are the norm; global variables are abundant; giant switch cases are the norm for switching between which page is shown. There is no clear mapping between URL and where the code for that page sits. From a feature-set standpoint, X is actually software specialized for a different task and has dozens of features we don't need or have use for that come as core assumptions. We will be unable to adapt X through its plugin system. That said, there are a few features which can be mapped, with some modification, to suit our purposes. I believe this is the attraction the team feels. I would feel comfortable if, instead of using X directly, we lifted what is salvageable and useful to us. We can then use that code, and the same 3rd party libraries X is using, in a new code base built on top of a PHP web framework (particularly Agavi, so you understand what I mean by 'web framework'). The web framework gives us a strong MVC structure and provides the common facilities for web development, or adapters to work with 3rd party libraries that do so. We will also have a clean slate feature-wise to work from, which means we can work additively instead of subtractively. Because the code base is better structured, and contains none of what we don't need, it will be easier to document, which is a critical requirement of our client. So to summarize, the team wants to use X, whereas I want to take the bits we can from X and use a web framework instead. I want to bounce this opinion off of other's experiences so that I can be more informed. Thanks for your insight.

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  • Curating projects of deceased friends

    - by Ant
    A very good friend of mine, and an avid programmer, recently passed away. He left nearly 40 projects on BitBucket. Most of them are public, but a few of them are marked as private. I've decided to take on curation duties for the projects rather than leave his work to disappear. If you have been in the same situation, what did you do? Did you open-source everything? Continue development? Delete it all? I'm very interested to hear other people's experiences. There are a few reasons why some of the projects are marked as private (private projects on BitBucket are visible only to invited users and the original creator): One of them is an iOS web app that was free in the app store. I've had to remove the app from the store as I'm shutting down his web sites as a favour to his widow. However, I've already made the app public under the GPL v3 (he was a big GPL supporter). One of them contains proprietary code. It can't be open-sourced. Others are very much work-in-progress. I don't know if he intended to make them into hosted, paid services or if he wanted to give the code away under an open-source licence when they were finished. Here's a list of the private projects: Some kind of living cell simulator that uses SBML along with Runge-Kutta and Euler algorithms to do... something. There's a fair amount of code here but I don't know what it does or how far along it is. No docs. An accountacy application; it seems to have a solid DB design behind it but there's little code on top of that. A website whose purpose is to suggest good restaurants. Built on yii. Seems to have a lot of code but I'd need to set up a WAMP stack to see how far along it is. A website intended to host memorials to people who suffered from the same problem he was. Built on Joomla. I'm not sure how much of the code is just Joomla and how much is custom; again, I'd need to get Joomla running to find out. I'd just introduced him to Mercurial and BitBucket. All of the private projects are single commits of codebases he wasn't using version control with/was previously using SVN. I don't have the SVN repositories so I can't see the commit logs.

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  • Are You Meeting Social Customer Service Expectations?

    - by Mike Stiles
    Whether it’s B2B or B2C, one sure path to repeat business is making sure your buyer has a memorably pleasant and successful customer service experience with you. If they get that kind of treatment consistently, that’s called a relationship. And those aren’t broken easily. Social customer service, driven by integrated SRM (social relationship management) technology, is the venue that can effectively connect customers not only to the brand, but to other customers. Positive experiences, once administered, don’t just rest with the recipient. They’re published in the form of public raves and peer-to-peer recommendation, a force far more actionable than push advertising. What’s more, your customers have come to expect access to you and satisfaction from you using social. An NM Incite study shows 83% of Twitter users and 71% of Facebook users expect to get an answer from brands the same day they post to them on their social assets. To make sure you’re responding, you’ve got to have a tech platform that’s set up to moderate and alert so you’ll know ASAP a customer needs help. The more integrated your social enterprise is, the faster you can not only respond, but respond with the answer they’re looking for, because your system is connected to the internal resources that can surface the answer or put wheels in motion to rectify the situation in the shortest amount of time possible. But if you go to the necessary lengths to make sure your customers feel valued and important, will they really reward you? The study says 71% of consumers who got quick and effective responses from companies they contacted via social were more likely to recommend the brand to their friends and followers. So yes, sweeping people off their feet pays big dividends in terms of word-of-mouth marketing. But you should be keenly aware of the reverse side of that coin. Give people a negative experience, either in real world or virtual customer service, and that message is highly likely to get amplified through social channels faster and louder. Only 36% of the NM Incite study’s respondents reported that their problems were solved quickly and effectively. 36%? That’s hardly an impressive number. It gets worse. 10% never got so much as a response - at all. Going back to the relationship analogy, companies that are this deep in the ditch where customer service is concerned are making their girl or boyfriends really easy for a competitor to steal. Given the technology tools and data available right now for having an intimate knowledge of the customer, what products they’ve purchased, likely problems with those products, effective resolutions to those problems, and follow-up communication to gauge satisfaction, there are fewer excuses than ever for making the lifeblood of your business feel like you couldn’t care less. @mikestiles

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  • git commit –m “CodePlex now supports Git!”

    Finally, yes, CodePlex now supports Git! Git has been one of the top rated requests from the CodePlex community for some time: Admittedly, when we launched CodePlex, we never expected that at some point we would be running a source control system originally invented by Linus Torvalds to use for the Linux kernel. Though I would also say, nobody would have thought the open source ecosystem would be as important to Microsoft as it has become now. Giving CodePlex users what they ask for and supporting their open source efforts has always been important to us, and we have a long list of improvements planned, so stay tuned as we have more up our sleeves! Why Git? So why Git? CodePlex already has Mercurial for distributed version control and TFS (which also supports subversion clients) for centralized version control. The short answer is that the CodePlex community voted, loud and clear, that Git support was critical. Additionally, we just like it, we use Git on our team every day and making the DVCS workflows more available to the CodePlex community is just the right thing to do. Forks and Pull Requests One of the capabilities that distributed version control systems, such as Mercurial and Git, enable is the Fork and Pull Request workflow.  Just like with Mercurial, projects configured to use Git enable Forking the source and submitting contributions back via Pull Requests. The Fork/Pull Request workflow is a key accelerator to many open source projects and you will see improvements in our support coming later this year. More Choice With the addition of Git, now CodePlex has three options when it comes to Open Source project hosting. Projects can now select between TFS, Mercurial, and Git. Each developer has their own preferences, and for some, centralized version control makes more sense to them. For others, DVCS is the only way to go. We’re equally committed to supporting both these technologies for our users. You can get started today by creating a new project or contribute to an existing project by creating a fork. For help on getting started with Git on CodePlex, see our help documentation here. If you would like to switch your project to use Git, please contact us at CodePlex Support with your project information, and we will be happy to help you out. We're Listening CodePlex is your community, and we want to deliver the experiences you need to have a successful open source project. We want your ideas and feedback to make CodePlex a great development community.  The issue tracker on CodePlex is publicly available. Add suggestions or vote up existing suggestions. And you can always find us on Twitter, I’m @mgroves84; follow us to keep up to date with our latest releases: @codeplex

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  • Redesigning an Information System - Part 1

    - by dbradley
    Through the next few weeks or months I'd like to run a small series of articles sharing my experiences from the largest of the project I've worked on and explore some of the real-world problems I've come across and how we went about solving them. I'm afraid I can't give too many specifics on the project right now as it's not yet complete so you'll have to forgive me for being a little abstract in places! To start with I'm going to run through a little of the background of the problem and the motivations to re-design from scratch. Then I'll work through the approaches taken to understanding the requirements, designing, implementing, testing and migrating to the new system. Motivations for Re-designing a Large Information System The system is one that's been in place for a number of years and was originally designed to do a significantly different one to what it's now being used for. This is mainly due to the product maturing as well as client requirements changing. As with most information systems this one can be defined in four main areas of functionality: Input – adding information to the system Storage – persisting information in an efficient, searchable structure Output – delivering the information to the client Control – management of the process There can be a variety of reasons to re-design an existing system; a few of our own turned out to be factors such as: Overall system reliability System response time Failure isolation and recovery Maintainability of code and information General extensibility to solve future problem Separation of business and product concerns New or improved features The factor that started the thought process was the desire to improve the way in which information was entered into the system. However, this alone was not the entire reason for deciding to redesign. Business Drivers Typically all software engineers would always prefer to do a project from scratch themselves. It generally means you don't have to deal with problems created by predecessors and you can create your own absolutely perfect solution. However, the reality of working within a business is that the bottom line comes down to return on investment. For a medium sized business such as mine there must be actual value able to be delivered within a reasonable timeframe for any work to be started. As a result, any long term project will generally take a lot of effort and consideration to be approved by those in charge and therefore it might be better to break down the project into more manageable chunks which allow more frequent deliverables and also value within a shorter timeframe. As the only thing of concern was the methods for inputting information, this is where we started with requirements gathering and design. However knowing that there might be more to the problem and not limiting your design decisions before the requirements is key to finding the best solutions.

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  • What's a good way to get an IT internship? [closed]

    - by user1419715
    I'm a second year CS student who's worked really hard to build and expand my skills. I've spent the past week now trying to find a place to volunteer (i.e. work for FREE) so I can get a little bit of in-the-door experience with web development. I have a portfolio with several decent projects, a handful of languages and other hard/soft skills that employers constantly say they're clamoring for. I can't even get people to take my calls. This is me offering to work for them for FREE, remember. I'm in a reputable program at a respected school, get decent grades and...yeah, I've worked really hard to be presentable. On the rare occassions I actually get to speak to somebody at a design firm they hedge and do everything they can to get me off the phone. Nobody's ever expressed even the slightest interest in taking me on. The answer to the experience problem is supposed to be "you need to spend a year or two building up a big portfolio of projects on your own" so that employers will be impressed. I've done that. Websites, standalone apps, etc.. Nobody will even look at my resume, though. Question: Why does there seem to be so little interest in taking on upaid interns in the world of IT? Update: Sorry you all think I'm too aggressive or angry. It wasn't my intent to be a jerk to people while asking them for their opinions. That said, how would you feel if employer after employer turned you down cold when you offered yourself to them without asking for remuneration? One can't even get an unpaid job in this economy now, it seems. How am I going about my search? I find web firms in my area and contact them via email with a brief sales pitch of myself and a resume attached. Then a couple of days later I follow up with a phone contact. Nobody--anywhere--is advertising for interns of any kind. If there were I'm sure there'd be about 500 resumes per position, even unpaid. I've had good experiences in the past with cold-calling firms for actual paid jobs in other industries (hiring is a pain in the ass process and a call like this can show initiative while reducing a busy employer's need to do all the hiring overhead work), so I thought volunteering would work at least as well. My skills are pretty good for a CS student and include the usual suspects: HTML/CSS/Javascript, Python, Java, C, C#/.Net etc etc. I made a point on my resume to tie each ability claim to a project as well. Oh, and regarding the "working for free still costs the employer money" argument: that's an excellent point I hadn't though of. But it means...what? I have to pay the employer for the privilege of working there now?

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  • Good bug tracking with Sharepoint?

    - by torbengb
    At my place of work, it has been decided to move many processes to Sharepoint. I'm now looking into how Sharepoint can be used for bug tracking (à la Mantis, FogBugz etc. but within Sharepoint). Specifically, we're using a collaboration room and the solution must work inside that. I know that I can create lists using an "Issue tracker" template, but it lacks workflow, integrated correspondence (like FogBugz), and audit log (any user can edit any field any time, without it being noted anywhere). That's not sufficient, so I am looking for "bigger" solutions but haven't yet found anything at all. This question is similar but aims at Helpdesk use; we aim at bug tracking and change requests to a system. I'm open to suggestions! As I'm not an administrator, I can't just grab a Sharepoint component and install it for testing. I'm looking for experiences, documentation, white papers, screen shots -- the actual downloadable will be relevant later. Ideally, some of these matters should be covered: Support for different ticket types (bug, feature, inquiry, internal task). Configurable workflow per ticket type, no fixed number of steps. Configurable read/write permissions per field and per workflow status. Configurable dashboard for managers with nice charts. Configurable email notifications. Correspondence à la FogBugz. (Challenge: we use Notes, not Exchange.)

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  • Is your team is a high-performing team?

    As a child I can remember looking out of the car window as my father drove along the Interstate in Florida while seeing prisoners wearing bright orange jump suits and prison guards keeping a watchful eye on them. The prisoners were taking part in a prison road gang. These road gangs were formed to help the state maintain the state highway infrastructure. The prisoner’s primary responsibilities are to pick up trash and debris from the roadway. This is a prime example of a work group or working group used by most prison systems in the United States. Work groups or working groups can be defined as a collection of individuals or entities working together to achieve a specific goal or accomplish a specific set of tasks. Typically these groups are only established for a short period of time and are dissolved once the desired outcome has been achieved. More often than not group members usually feel as though they are expendable to the group and some even dread that they are even in the group. "A team is a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they are mutually accountable." (Katzenbach and Smith, 1993) So how do you determine that a team is a high-performing team?  This can be determined by three base line criteria that include: consistently high quality output, the promotion of personal growth and well being of all team members, and most importantly the ability to learn and grow as a unit. Initially, a team can successfully create high-performing output without meeting all three criteria, however this will erode over time because team members will feel detached from the group or that they are not growing then the quality of the output will decline. High performing teams are similar to work groups because they both utilize a collection of individuals or entities to accomplish tasks. What distinguish a high-performing team from a work group are its characteristics. High-performing teams contain five core characteristics. These characteristics are what separate a group from a team. The five characteristics of a high-performing team include: Purpose, Performance Measures, People with Tasks and Relationship Skills, Process, and Preparation and Practice. A high-performing team is much more than a work group, and typically has a life cycle that can vary from team to team. The standard team lifecycle consists of five states and is comparable to a human life cycle. The five states of a high-performing team lifecycle include: Formulating, Storming, Normalizing, Performing, and Adjourning. The Formulating State of a team is first realized when the team members are first defined and roles are assigned to all members. This initial stage is very important because it can set the tone for the team and can ultimately determine its success or failure. In addition, this stage requires the team to have a strong leader because team members are normally unclear about specific roles, specific obstacles and goals that my lay ahead of them.  Finally, this stage is where most team members initially meet one another prior to working as a team unless the team members already know each other. The Storming State normally arrives directly after the formulation of a new team because there are still a lot of unknowns amongst the newly formed assembly. As a general rule most of the parties involved in the team are still getting used to the workload, pace of work, deadlines and the validity of various tasks that need to be performed by the group.  In this state everything is questioned because there are so many unknowns. Items commonly questioned include the credentials of others on the team, the actual validity of a project, and the leadership abilities of the team leader.  This can be exemplified by looking at the interactions between animals when they first meet.  If we look at a scenario where two people are walking directly toward each other with their dogs. The dogs will automatically enter the Storming State because they do not know the other dog. Typically in this situation, they attempt to define which is more dominating via play or fighting depending on how the dogs interact with each other. Once dominance has been defined and accepted by both dogs then they will either want to play or leave depending on how the dogs interacted and other environmental variables. Once the Storming State has been realized then the Normalizing State takes over. This state is entered by a team once all the questions of the Storming State have been answered and the team has been tested by a few tasks or projects.  Typically, participants in the team are filled with energy, and comradery, and a strong alliance with team goals and objectives.  A high school football team is a perfect example of the Normalizing State when they start their season.  The player positions have been assigned, the depth chart has been filled and everyone is focused on winning each game. All of the players encourage and expect each other to perform at the best of their abilities and are united by competition from other teams. The Performing State is achieved by a team when its history, working habits, and culture solidify the team as one working unit. In this state team members can anticipate specific behaviors, attitudes, reactions, and challenges are seen as opportunities and not problems. Additionally, each team member knows their role in the team’s success, and the roles of others. This is the most productive state of a group and is where all the time invested working together really pays off. If you look at an Olympic figure skating team skate you can easily see how the time spent working together benefits their performance. They skate as one unit even though it is comprised of two skaters. Each skater has their routine completely memorized as well as their partners. This allows them to anticipate each other’s moves on the ice makes their skating look effortless. The final state of a team is the Adjourning State. This state is where accomplishments by the team and each individual team member are recognized. Additionally, this state also allows for reflection of the interactions between team members, work accomplished and challenges that were faced. Finally, the team celebrates the challenges they have faced and overcome as a unit. Currently in the workplace teams are divided into two different types: Co-located and Distributed Teams. Co-located teams defined as the traditional group of people working together in an office, according to Andy Singleton of Assembla. This traditional type of a team has dominated business in the past due to inadequate technology, which forced workers to primarily interact with one another via face to face meetings.  Team meetings are primarily lead by the person with the highest status in the company. Having personally, participated in meetings of this type, usually a select few of the team members dominate the flow of communication which reduces the input of others in group discussions. Since discussions are dominated by a select few individuals the discussions and group discussion are skewed in favor of the individuals who communicate the most in meetings. In addition, Team members might not give their full opinions on a topic of discussion in part not to offend or create controversy amongst the team and can alter decision made in meetings towards those of the opinions of the dominating team members. Distributed teams are by definition spread across an area or subdivided into separate sections. That is exactly what distributed teams when compared to a more traditional team. It is common place for distributed teams to have team members across town, in the next state, across the country and even with the advances in technology over the last 20 year across the world. These teams allow for more diversity compared to the other type of teams because they allow for more flexibility regarding location. A team could consist of a 30 year old male Italian project manager from New York, a 50 year old female Hispanic from California and a collection of programmers from India because technology allows them to communicate as if they were standing next to one another.  In addition, distributed team members consult with more team members prior to making decisions compared to traditional teams, and take longer to come to decisions due to the changes in time zones and cultural events. However, team members feel more empowered to speak out when they do not agree with the team and to notify others of potential issues regarding the work that the team is doing. Virtual teams which are a subset of the distributed team type is changing organizational strategies due to the fact that a team can now in essence be working 24 hrs a day because of utilizing employees in various time zones and locations.  A primary example of this is with customer services departments, a company can have multiple call centers spread across multiple time zones allowing them to appear to be open 24 hours a day while all a employees work from 9AM to 5 PM every day. Virtual teams also allow human resources departments to go after the best talent for the company regardless of where the potential employee works because they will be a part of a virtual team all that is need is the proper technology to be setup to allow everyone to communicate. In addition to allowing employees to work from home, the company can save space and resources by not having to provide a desk for every team member. In fact, those team members that randomly come into the office can actually share one desk amongst multiple people. This is definitely a cost cutting plus given the current state of the economy. One thing that can turn a team into a high-performing team is leadership. High-performing team leaders need to focus on investing in ongoing personal development, provide team members with direction, structure, and resources needed to accomplish their work, make the right interventions at the right time, and help the team manage boundaries between the team and various external parties involved in the teams work. A team leader needs to invest in ongoing personal development in order to effectively manage their team. People have said that attitude is everything; this is very true about leaders and leadership. A team takes on the attitudes and behaviors of its leaders. This can potentially harm the team and the team’s output. Leaders must concentrate on self-awareness, and understanding their team’s group dynamics to fully understand how to lead them. In addition, always learning new leadership techniques from other effective leaders is also very beneficial. Providing team members with direction, structure, and resources that they need to accomplish their work collectively sounds easy, but it is not.  Leaders need to be able to effectively communicate with their team on how their work helps the company reach for its organizational vision. Conversely, the leader needs to allow his team to work autonomously within specific guidelines to turn the company’s vision into a reality.  This being said the team must be appropriately staffed according to the size of the team’s tasks and their complexity. These tasks should be clear, and be meaningful to the company’s objectives and allow for feedback to be exchanged with the leader and the team member and the leader and upper management. Now if the team is properly staffed, and has a clear and full understanding of what is to be done; the company also must supply the workers with the proper tools to achieve the tasks that they are asked to do. No one should be asked to dig a hole without being given a shovel.  Finally, leaders must reward their team members for accomplishments that they achieve. Awards could range from just a simple congratulatory email, a party to close the completion of a large project, or other monetary rewards. Managing boundaries is very important for team leaders because it can alter attitudes of team members and can add undue stress to the team which will force them to loose focus on the tasks at hand for the group. Team leaders should promote communication between team members so that burdens are shared amongst the team and solutions can be derived from hearing the opinions of multiple sources. This also reinforces team camaraderie and working as a unit. Team leaders must manage the type and timing of interventions as to not create an even bigger mess within the team. Poorly timed interventions can really deflate team members and make them question themselves. This could really increase further and undue interventions by the team leader. Typically, the best time for interventions is when the team is just starting to form so that all unproductive behaviors are removed from the team and that it can retain focus on its agenda. If an intervention is effectively executed the team will feel energized about the work that they are doing, promote communication and interaction amongst the group and improve moral overall. High-performing teams are very import to organizations because they consistently produce high quality output and develop a collective purpose for their work. This drive to succeed allows team members to utilize specific talents allowing for growth in these areas.  In addition, these team members usually take on a sense of ownership with their projects and feel that the other team members are irreplaceable. References: http://blog.assembla.com/assemblablog/tabid/12618/bid/3127/Three-ways-to-organize-your-team-co-located-outsourced-or-global.aspx Katzenbach, J.R. & Smith, D.K. (1993). The Wisdom of Teams: Creating the High-performance Organization. Boston: Harvard Business School.

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  • The Art of Productivity

    - by dwahlin
    Getting things done has always been a challenge regardless of gender, age, race, skill, or job position. No matter how hard some people try, they end up procrastinating tasks until the last minute. Some people simply focus better when they know they’re out of time and can’t procrastinate any longer. How many times have you put off working on a term paper in school until the very last minute? With only a few hours left your mental energy and focus seem to kick in to high gear especially as you realize that you either get the paper done now or risk failing. It’s amazing how a little pressure can turn into a motivator and allow our minds to focus on a given task. Some people seem to specialize in procrastinating just about everything they do while others tend to be the “doers” who get a lot done and ultimately rise up the ladder at work. What’s the difference between these types of people? Is it pure laziness or are other factors at play? I think that some people are certainly more motivated than others, but I also think a lot of it is based on the process that “doers” tend to follow - whether knowingly or unknowingly. While I’ve certainly fought battles with procrastination, I’ve always had a knack for being able to get a lot done in a relatively short amount of time. I think a lot of my “get it done” attitude goes back to the the strong work ethic my parents instilled in me at a young age. I remember my dad saying, “You need to learn to work hard!” when I was around 5 years old. I remember that moment specifically because I was on a tractor with him the first time I heard it while he was trying to move some large rocks into a pile. The tractor was big but so were the rocks and my dad had to balance the tractor perfectly so that it didn’t tip forward too far. It was challenging work and somewhat tedious but my dad finished the task and taught me a few important lessons along the way including persistence, the importance of having a skill, and getting the job done right without skimping along the way. In this post I’m going to list a few of the techniques and processes I follow that I hope may be beneficial to others. I blogged about the general concept back in 2009 but thought I’d share some updated information and lessons learned since then. Most of the ideas that follow came from learning and refining my daily work process over the years. However, since most of the ideas are common sense (at least in my opinion), I suspect they can be found in other productivity processes that are out there. Let’s start off with one of the most important yet simple tips: Start Each Day with a List. Start Each Day with a List What are you planning to get done today? Do you keep track of everything in your head or rely on your calendar? While most of us think that we’re pretty good at managing “to do” lists strictly in our head you might be surprised at how affective writing out lists can be. By writing out tasks you’re forced to focus on the most important tasks to accomplish that day, commit yourself to those tasks, and have an easy way to track what was supposed to get done and what actually got done. Start every morning by making a list of specific tasks that you want to accomplish throughout the day. I’ll even go so far as to fill in times when I’d like to work on tasks if I have a lot of meetings or other events tying up my calendar on a given day. I’m not a big fan of using paper since I type a lot faster than I write (plus I write like a 3rd grader according to my wife), so I use the Sticky Notes feature available in Windows. Here’s an example of yesterday’s sticky note: What do you add to your list? That’s the subject of the next tip. Focus on Small Tasks It’s no secret that focusing on small, manageable tasks is more effective than trying to focus on large and more vague tasks. When you make your list each morning only add tasks that you can accomplish within a given time period. For example, if I only have 30 minutes blocked out to work on an article I don’t list “Write Article”. If I do that I’ll end up wasting 30 minutes stressing about how I’m going to get the article done in 30 minutes and ultimately get nothing done. Instead, I’ll list something like “Write Introductory Paragraphs for Article”. The next day I may add, “Write first section of article” or something that’s small and manageable – something I’m confident that I can get done. You’ll find that once you’ve knocked out several smaller tasks it’s easy to continue completing others since you want to keep the momentum going. In addition to keeping my tasks focused and small, I also make a conscious effort to limit my list to 4 or 5 tasks initially. I’ve found that if I list more than 5 tasks I feel a bit overwhelmed which hurts my productivity. It’s easy to add additional tasks as you complete others and you get the added benefit of that confidence boost of knowing that you’re being productive and getting things done as you remove tasks and add others. Getting Started is the Hardest (Yet Easiest) Part I’ve always found that getting started is the hardest part and one of the biggest contributors to procrastination. Getting started working on tasks is a lot like getting a large rock pushed to the bottom of a hill. It’s difficult to get the rock rolling at first, but once you manage to get it rocking some it’s really easy to get it rolling on its way to the bottom. As an example, I’ve written 100s of articles for technical magazines over the years and have really struggled with the initial introductory paragraphs. Keep in mind that these are the paragraphs that don’t really add that much value (in my opinion anyway). They introduce the reader to the subject matter and nothing more. What a waste of time for me to sit there stressing about how to start the article. On more than one occasion I’ve spent more than an hour trying to come up with 2-3 paragraphs of text.  Talk about a productivity killer! Whether you’re struggling with a writing task, some code for a project, an email, or other tasks, jumping in without thinking too much is the best way to get started I’ve found. I’m not saying that you shouldn’t have an overall plan when jumping into a task, but on some occasions you’ll find that if you simply jump into the task and stop worrying about doing everything perfectly that things will flow more smoothly. For my introductory paragraph problem I give myself 5 minutes to write out some general concepts about what I know the article will cover and then spend another 10-15 minutes going back and refining that information. That way I actually have some ideas to work with rather than a blank sheet of paper. If I still find myself struggling I’ll write the rest of the article first and then circle back to the introductory paragraphs once I’m done. To sum this tip up: Jump into a task without thinking too hard about it. It’s better to to get the rock at the top of the hill rocking some than doing nothing at all. You can always go back and refine your work.   Learn a Productivity Technique and Stick to It There are a lot of different productivity programs and seminars out there being sold by companies. I’ve always laughed at how much money people spend on some of these motivational programs/seminars because I think that being productive isn’t that hard if you create a re-useable set of steps and processes to follow. That’s not to say that some of these programs/seminars aren’t worth the money of course because I know they’ve definitely benefited some people that have a hard time getting things done and staying focused. One of the best productivity techniques I’ve ever learned is called the “Pomodoro Technique” and it’s completely free. This technique is an extremely simple way to manage your time without having to remember a bunch of steps, color coding mechanisms, or other processes. The technique was originally developed by Francesco Cirillo in the 80s and can be implemented with a simple timer. In a nutshell here’s how the technique works: Pick a task to work on Set the timer to 25 minutes and work on the task Once the timer rings record your time Take a 5 minute break Repeat the process Here’s why the technique works well for me: It forces me to focus on a single task for 25 minutes. In the past I had no time goal in mind and just worked aimlessly on a task until I got interrupted or bored. 25 minutes is a small enough chunk of time for me to stay focused. Any distractions that may come up have to wait until after the timer goes off. If the distraction is really important then I stop the timer and record my time up to that point. When the timer is running I act as if I only have 25 minutes total for the task (like you’re down to the last 25 minutes before turning in your term paper….frantically working to get it done) which helps me stay focused and turns into a “beat the clock” type of game. It’s actually kind of fun if you treat it that way and really helps me focus on a the task at hand. I automatically know how much time I’m spending on a given task (more on this later) by using this technique. I know that I have 5 minutes after each pomodoro (the 25 minute sprint) to waste on anything I’d like including visiting a website, stepping away from the computer, etc. which also helps me stay focused when the 25 minute timer is counting down. I use this technique so much that I decided to build a program for Windows 8 called Pomodoro Focus (I plan to blog about how it was built in a later post). It’s a Windows Store application that allows people to track tasks, productive time spent on tasks, interruption time experienced while working on a given task, and the number of pomodoros completed. If a time estimate is given when the task is initially created, Pomodoro Focus will also show the task completion percentage. I like it because it allows me to track my tasks, time spent on tasks (very useful in the consulting world), and even how much time I wasted on tasks (pressing the pause button while working on a task starts the interruption timer). I recently added a new feature that charts productive and interruption time for tasks since I wanted to see how productive I was from week to week and month to month. A few screenshots from the Pomodoro Focus app are shown next, I had a lot of fun building it and use it myself to as I work on tasks.   There are certainly many other productivity techniques and processes out there (and a slew of books describing them), but the Pomodoro Technique has been the simplest and most effective technique I’ve ever come across for staying focused and getting things done.   Persistence is Key Getting things done is great but one of the biggest lessons I’ve learned in life is that persistence is key especially when you’re trying to get something done that at times seems insurmountable. Small tasks ultimately lead to larger tasks getting accomplished, however, it’s not all roses along the way as some of the smaller tasks may come with their own share of bumps and bruises that lead to discouragement about the end goal and whether or not it is worth achieving at all. I’ve been on several long-term projects over my career as a software developer (I have one personal project going right now that fits well here) and found that repeating, “Persistence is the key!” over and over to myself really helps. Not every project turns out to be successful, but if you don’t show persistence through the hard times you’ll never know if you succeeded or not. Likewise, if you don’t persistently stick to the process of creating a daily list, follow a productivity process, etc. then the odds of consistently staying productive aren’t good.   Track Your Time How much time do you actually spend working on various tasks? If you don’t currently track time spent answering emails, on phone calls, and working on various tasks then you might be surprised to find out that a task that you thought was going to take you 30 minutes ultimately ended up taking 2 hours. If you don’t track the time you spend working on tasks how can you expect to learn from your mistakes, optimize your time better, and become more productive? That’s another reason why I like the Pomodoro Technique – it makes it easy to stay focused on tasks while also tracking how much time I’m working on a given task.   Eliminate Distractions I blogged about this final tip several years ago but wanted to bring it up again. If you want to be productive (and ultimately successful at whatever you’re doing) then you can’t waste a lot of time playing games or on Twitter, Facebook, or other time sucking websites. If you see an article you’re interested in that has no relation at all to the tasks you’re trying to accomplish then bookmark it and read it when you have some spare time (such as during a pomodoro break). Fighting the temptation to check your friends’ status updates on Facebook? Resist the urge and realize how much those types of activities are hurting your productivity and taking away from your focus. I’ll admit that eliminating distractions is still tough for me personally and something I have to constantly battle. But, I’ve made a conscious decision to cut back on my visits and updates to Facebook, Twitter, Google+ and other sites. Sure, my Klout score has suffered as a result lately, but does anyone actually care about those types of scores aside from your online “friends” (few of whom you’ve actually met in person)? :-) Ultimately it comes down to self-discipline and how badly you want to be productive and successful in your career, life goals, hobbies, or whatever you’re working on. Rather than having your homepage take you to a time wasting news site, game site, social site, picture site, or others, how about adding something like the following as your homepage? Every time your browser opens you’ll see a personal message which helps keep you on the right track. You can download my ubber-sophisticated homepage here if interested. Summary Is there a single set of steps that if followed can ultimately lead to productivity? I don’t think so since one size has never fit all. Every person is different, works in their own unique way, and has their own set of motivators, distractions, and more. While I certainly don’t consider myself to be an expert on the subject of productivity, I do think that if you learn what steps work best for you and gradually refine them over time that you can come up with a personal productivity process that can serve you well. Productivity is definitely an “art” that anyone can learn with a little practice and persistence. You’ve seen some of the steps that I personally like to follow and I hope you find some of them useful in boosting your productivity. If you have others you use please leave a comment. I’m always looking for ways to improve.

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  • What is there in Win 7 Pro (or Ultimate) that is not there in Home Premium? - Especially considering this situation..

    - by Senthil
    I want to know the REAL difference between Windows 7 Home Premium and Professional/Utimate. In India, the cost of different versions: Ultimate - 11,200 INR Professional - 10,700 INR Home Premium - 6,600 INR The absolute cost of the first two is so high to me that the difference (500 INR) doesn't matter. So to me there is really no choice between the first two - If I decide to buy the Professional version, I'd rather go for Ultimate itself. What I want to know is, whether Home Premium is enough for my needs. I tried searching for comparison but many look like just marketing junk from MS. They are short and vague. According to this page, the major differences between Pro and HomePremium are Run many Windows XP productivity programs in Windows XP Mode. Connect to company networks easily and more securely with Domain Join. You can do both in Pro but not in Home Premium. I intend to use my Windows 7 for a small business - just starting up. So I'll be dealing with the following: All kinds of development tools, servers Very important - I will run Virtual Machine Software (MS VPC or VMWare or Sun VirtualBox etc..) My system will be acting as the server for most purposes till I can afford dedicated servers. Connect the system to a variety of network devices (PCs, Printers, etc..) Run productivity, business and financial apps Any other small software startup business requirement that I haven't thought of yet. Professional (and Ultimate) is twice as expensive as Home Premium. So it'd be great if someone can point out the things you cannot do with Home Premium, when you use it like I explained above, so that I can make a decision about which one to buy. I need some real-life experiences so that I can make an informed decision - not a decision based on marketing junk.

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  • KVM recommendations

    - by alex
    I recently tried out a cheaper KVM solution, a dual monitor one with a USB hub and audio/mic support. It seemed the perfect KVM. However, these are my experiences. When using my keyboard via the PS/2 connection, none of my multimedia keys work (useful, because it has a volume control and my speakers do not, only on a wireless remote control.) I plugged the keyboard in via the USB port - and it seemed to work. However, I believe to switch the hub from PC to Mac, you need to use a keyboard combo, which is only supported when the keyboard is plugged in via PS/2 Sometimes the middle mouse button doesn't work when connected via PS/2. The multi monitor is VGA - I just found out by the looks of things my Mac Mini outputs DVI Digital only (though this is my fault!). Mac works with 2 screens, but switching and switching back can cause it not to display on the 2nd screen unless I go detect displays again. My question is - is there a KVM out there that supports these features? USB keyboard and mouse inputs will full multimedia keys support Dual monitor DVI connections Hotkey to change PCs and physical button USB hub Emulate screens attached when switching to a different computer Works with PC and Mac Audio / Microphone support Does one exist, that won't cost the world? So far the only one that seems to support all this (that I can tell) is this one. UPDATE I ended up buying the Aten CS1642. It's expensive, but it seems to work great!

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  • eBooks on iPad vs. Kindle: More Debate than Smackdown

    - by andrewbrust
    When the iPad was presented at its San Francisco launch event on January 28th, Steve Jobs spent a significant amount of time explaining how well the device would serve as an eBook reader. He showed the iBooks reader application and iBookstore and laid down the gauntlet before Amazon and its beloved Kindle device. Almost immediately afterwards, criticism came rushing forth that the iPad could never beat the Kindle for book reading. The curious part of that criticism is that virtually no one offering it had actually used the iPad yet. A few weeks later, on April 3rd, the iPad was released for sale in the United States. I bought one on that day and in the few additional weeks that have elapsed, I’ve given quite a workout to most of its capabilities, including its eBook features. I’ve also spent some time with the Kindle, albeit a first-generation model, to see how it actually compares to the iPad. I had some expectations going in, but I came away with conclusions about each device that were more scenario-based than absolute. I present my findings to you here.   Vital Statistics Let’s start with an inventory of each device’s underlying technology. The iPad has a color, backlit LCD screen and an on-screen keyboard. It has a battery which, on a full charge, lasts anywhere from 6-10 hours. The Kindle offers a monochrome, reflective E Ink display, a physical keyboard and a battery that on my first gen loaner unit can go up to a week between charges (Amazon claims the battery on the Kindle 2 can last up to 2 weeks on a single charge). The Kindle connects to Amazon’s Kindle Store using a 3G modem (the technology and network vary depending on the model) that incurs no airtime service charges whatsoever. The iPad units that are on-sale today work over WiFi only. 3G-equipped models will be on sale shortly and will command a $130 premium over their WiFi-only counterparts. 3G service on the iPad, in the U.S. from AT&T, will be fee-based, with a 250MB plan at $14.99 per month and an unlimited plan at $29.99. No contract is required for 3G service. All these tech specs aside, I think a more useful observation is that the iPad is a multi-purpose Internet-connected entertainment device, while the Kindle is a dedicated reading device. The question is whether those differences in design and intended use create a clear-cut winner for reading electronic publications. Let’s take a look at each device, in isolation, now.   Kindle To me, what’s most innovative about the Kindle is its E Ink display. E Ink really looks like ink on a sheet of paper. It requires no backlight, it’s fully visible in direct sunlight and it causes almost none of the eyestrain that LCD-based computer display technology (like that used on the iPad) does. It’s really versatile in an all-around way. Forgive me if this sounds precious, but reading on it is really a joy. In fact, it’s a genuinely relaxing experience. Through the Kindle Store, Amazon allows users to download books (including audio books), magazines, newspapers and blog feeds. Books and magazines can be purchased either on a single-issue basis or as an annual subscription. Books, of course, are purchased singly. Oddly, blogs are not free, but instead carry a monthly subscription fee, typically $1.99. To me this is ludicrous, but I suppose the free 3G service is partially to blame. Books and magazine issues download quickly. Magazine and blog subscriptions cause new issues or posts to be pushed to your device on an automated basis. Available blogs include 9000-odd feeds that Amazon offers on the Kindle Store; unless I missed something, arbitrary RSS feeds are not supported (though there are third party workarounds to this limitation). The shopping experience is integrated well, has an huge selection, and offers certain graphical perks. For example, magazine and newspaper logos are displayed in menus, and book cover thumbnails appear as well. A simple search mechanism is provided and text entry through the physical keyboard is relatively painless. It’s very easy and straightforward to enter the store, find something you like and start reading it quickly. If you know what you’re looking for, it’s even faster. Given Kindle’s high portability, very reliable battery, instant-on capability and highly integrated content acquisition, it makes reading on whim, and in random spurts of downtime, very attractive. The Kindle’s home screen lists all of your publications, and easily lets you select one, then start reading it. Once opened, publications display in crisp, attractive text that is adjustable in size. “Turning” pages is achieved through buttons dedicated to the task. Notes can be recorded, bookmarks can be saved and pages can be saved as clippings. I am not an avid book reader, and yet I found the Kindle made it really fun, convenient and soothing to read. There’s something about the easy access to the material and the simplicity of the display that makes the Kindle seduce you into chilling out and reading page after page. On the other hand, the Kindle has an awkward navigation interface. While menus are displayed clearly on the screen, the method of selecting menu items is tricky: alongside the right-hand edge of the main display is a thin column that acts as a second display. It has a white background, and a scrollable silver cursor that is moved up or down through the use of the device’s scrollwheel. Picking a menu item on the main display involves scrolling the silver cursor to a position parallel to that menu item and pushing the scrollwheel in. This navigation technique creates a disconnect, literally. You don’t really click on a selection so much as you gesture toward it. I got used to this technique quickly, but I didn’t love it. It definitely created a kind of anxiety in me, making me feel the need to speed through menus and get to my destination document quickly. Once there, I could calm down and relax. Books are great on the Kindle. Magazines and newspapers much less so. I found the rendering of photographs, and even illustrations, to be unacceptably crude. For this reason, I expect that reading textbooks on the Kindle may leave students wanting. I found that the original flow and layout of any publication was sacrificed on the Kindle. In effect, browsing a magazine or newspaper was almost impossible. Reading the text of individual articles was enjoyable, but having to read this way made the whole experience much more “a la carte” than cohesive and thematic between articles. I imagine that for academic journals this is ideal, but for consumer publications it imposes a stripped-down, low-fidelity experience that evokes a sense of deprivation. In general, the Kindle is great for reading text. For just about anything else, especially activity that involves exploratory browsing, meandering and short-attention-span reading, it presents a real barrier to entry and adoption. Avid book readers will enjoy the Kindle (if they’re not already). It’s a great device for losing oneself in a book over long sittings. Multitaskers who are more interested in periodicals, be they online or off, will like it much less, as they will find compromise, and even sacrifice, to be palpable.   iPad The iPad is a very different device from the Kindle. While the Kindle is oriented to pages of text, the iPad orbits around applications and their interfaces. Be it the pinch and zoom experience in the browser, the rich media features that augment content on news and weather sites, or the ability to interact with social networking services like Twitter, the iPad is versatile. While it shares a slate-like form factor with the Kindle, it’s effectively an elegant personal computer. One of its many features is the iBook application and integration of the iBookstore. But it’s a multi-purpose device. That turns out to be good and bad, depending on what you’re reading. The iBookstore is great for browsing. It’s color, rich animation-laden user interface make it possible to shop for books, rather than merely search and acquire them. Unfortunately, its selection is rather sparse at the moment. If you’re looking for a New York Times bestseller, or other popular titles, you should be OK. If you want to read something more specialized, it’s much harder. Unlike the awkward navigation interface of the Kindle, the iPad offers a nearly flawless touch-screen interface that seduces the user into tinkering and kibitzing every bit as much as the Kindle lulls you into a deep, concentrated read. It’s a dynamic and interactive device, whereas the Kindle is static and passive. The iBook reader is slick and fun. Use the iPad in landscape mode and you can read the book in 2-up (left/right 2-page) display; use it in portrait mode and you can read one page at a time. Rather than clicking a hardware button to turn pages, you simply drag and wipe from right-to-left to flip the single or right-hand page. The page actually travels through an animated path as it would in a physical book. The intuitiveness of the interface is uncanny. The reader also accommodates saving of bookmarks, searching of the text, and the ability to highlight a word and look it up in a dictionary. Pages display brightly and clearly. They’re easy to read. But the backlight and the glare made me less comfortable than I was with the Kindle. The knowledge that completely different applications (including the Web and email and Twitter) were just a few taps away made me antsy and very tempted to task-switch. The knowledge that battery life is an issue created subtle discomfort. If the Kindle makes you feel like you’re in a library reading room, then the iPad makes you feel, at best, like you’re under fluorescent lights at a Barnes and Noble or Borders store. If you’re lucky, you’d be on a couch or at a reading table in the store, but you might also be standing up, in the aisles. Clearly, I didn’t find this conducive to focused and sustained reading. But that may have more to do with my own tendency to read periodicals far more than books, and my neurotic . And, truth be known, the book reading experience, when not explicitly compared to Kindle’s, was still pleasant. It is also important to point out that Kindle Store-sourced books can be read on the iPad through a Kindle reader application, from Amazon, specific to the device. This offered a less rich experience than the iBooks reader, but it was completely adequate. Despite the Kindle brand of the reader, however, it offered little in terms of simulating the reading experience on its namesake device. When it comes to periodicals, the iPad wins hands down. Magazines, even if merely scanned images of their print editions, read on the iPad in a way that felt similar to reading hard copy. The full color display, touch navigation and even the ability to render advertisements in their full glory makes the iPad a great way to read through any piece of work that is measured in pages, rather than chapters. There are many ways to get magazines and newspapers onto the iPad, including the Zinio reader, and publication-specific applications like the Wall Street Journal’s and Popular Science’s. The New York Times’ free Editors’ Choice application offers a Times Reader-like interface to a subset of the Gray Lady’s daily content. The completely Web-based but iPad-optimized Times Skimmer site (at www.nytimes.com/timesskimmer) works well too. Even conventional Web sites themselves can be read much like magazines, given the iPad’s ability to zoom in on the text and crop out advertisements on the margins. While the Kindle does have an experimental Web browser, it reminded me a lot of early mobile phone browsers, only in a larger size. For text-heavy sites with simple layout, it works fine. For just about anything else, it becomes more trouble than it’s worth. And given the way magazine articles make me think of things I want to look up online, I think that’s a real liability for the Kindle.   Summing Up What I came to realize is that the Kindle isn’t so much a computer or even an Internet device as it is a printer. While it doesn’t use physical paper, it still renders its content a page at a time, just like a laser printer does, and its output appears strikingly similar. You can read the rendered text, but you can’t interact with it in any way. That’s why the navigation requires a separate cursor display area. And because of the page-oriented rendering behavior, turning pages causes a flash on the display and requires a sometimes long pause before the next page is rendered. The good side of this is that once the page is generated, no battery power is required to display it. That makes for great battery life, optimal viewing under most lighting conditions (as long as there is some light) and low-eyestrain text-centric display of content. The Kindle is highly portable, has an excellent selection in its store and is refreshingly distraction-free. All of this is ideal for reading books. And iPad doesn’t offer any of it. What iPad does offer is versatility, variety, richness and luxury. It’s flush with accoutrements even if it’s low on focused, sustained text display. That makes it inferior to the Kindle for book reading. But that also makes it better than the Kindle for almost everything else. As such, and given that its book reading experience is still decent (even if not superior), I think the iPad will give Kindle a run for its money. True book lovers, and people on a budget, will want the Kindle. People with a robust amount of discretionary income may want both devices. Everyone else who is interested in a slate form factor e-reading device, especially if they also wish to have leisure-friendly Internet access, will likely choose the iPad exclusively. One thing is for sure: iPad has reduced Kindle’s market, and may have shifted its mass market potential to a mere niche play. If Amazon is smart, it will improve its iPad-based Kindle reader app significantly. It can then leverage the iPad channel as a significant market for the Kindle Store. After all, selling the eBooks themselves is what Amazon should care most about.

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