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• What can cause an increase in inactive memory and how to reclaim it?

  - by Boaz

  Hi All, I have heavy application running on a CentOS server and I'm seeing a strange memory behavior. Here is a snapshot of a munin graph: As you can see the amount of committed memory increases gradually causing the swap file to be use. What strikes me odd is that the amount of inactive memory keeps growing as well. It is my understanding that the inactive memory is actually memory freed up but not yet clean by the OS and put back in the free memory pool. It seems that running out of memory is acutally caused by this lack of clean up, but I may be wrong. Can you give some tips to find the cause of the problem and/or cause CentOS to reclaim the inactive memory? Thanks. Some extra info: 1) I have a tmpfs mounted on /tmp and the number of files stored there grows (but it is double the amount of the inactive memory). 2) cat /proc/meminfo (at a later stage than the image) gives: MemTotal: 14371428 kB MemFree: 1207108 kB Buffers: 35440 kB Cached: 4276628 kB SwapCached: 785316 kB Active: 9038924 kB Inactive: 3902876 kB HighTotal: 0 kB HighFree: 0 kB LowTotal: 14371428 kB LowFree: 1207108 kB SwapTotal: 10223608 kB SwapFree: 6438320 kB Dirty: 627792 kB Writeback: 0 kB AnonPages: 7844560 kB Mapped: 49304 kB Slab: 146676 kB PageTables: 27480 kB NFS_Unstable: 0 kB Bounce: 0 kB CommitLimit: 17409320 kB Committed_AS: 16471488 kB VmallocTotal: 34359738367 kB VmallocUsed: 275852 kB VmallocChunk: 34359462007 kB HugePages_Total: 0 HugePages_Free: 0 HugePages_Rsvd: 0 Hugepagesize: 2048 kB 3) The application is a combination of MySQL, Heritrix (http://crawler.archive.org/ ) and a Tomcat based Java servlet to manage things.

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• What can cause an increase in inactive memory and how to reclame it?

  - by Boaz

  Hi All, I have heavy application running on a CentOS server and I'm seeing a strange memory behavior. Here is a snapshot of a munin graph: As you can see the amount of committed memory increases gradually causing the swap file to be use. What strikes me odd is that the amount of inactive memory keeps growing as well. It is my understanding that the inactive memory is actually memory freed up but not yet clean by the OS and put back in the free memory pool. It seems that running out of memory is acutally caused by this lack of clean up, but I may be wrong. Can you give some tips to find the cause of the problem and/or cause CentOS to reclaim the inactive memory? Thanks. Some extra info: 1) I have a tmpfs mounted on /tmp and the number of files stored there grows (but it is double the amount of the inactive memory). 2) cat /proc/meminfo (at a later stage than the image) gives: MemTotal: 14371428 kB MemFree: 1207108 kB Buffers: 35440 kB Cached: 4276628 kB SwapCached: 785316 kB Active: 9038924 kB Inactive: 3902876 kB HighTotal: 0 kB HighFree: 0 kB LowTotal: 14371428 kB LowFree: 1207108 kB SwapTotal: 10223608 kB SwapFree: 6438320 kB Dirty: 627792 kB Writeback: 0 kB AnonPages: 7844560 kB Mapped: 49304 kB Slab: 146676 kB PageTables: 27480 kB NFS_Unstable: 0 kB Bounce: 0 kB CommitLimit: 17409320 kB Committed_AS: 16471488 kB VmallocTotal: 34359738367 kB VmallocUsed: 275852 kB VmallocChunk: 34359462007 kB HugePages_Total: 0 HugePages_Free: 0 HugePages_Rsvd: 0 Hugepagesize: 2048 kB

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• Why the system information message when accessing an Ubuntu server doesn't match free -m?

  - by Andres

  Each time I SSH into my AWS Ubuntu servers I see a system information message, showing load, memory usage and packages available to install, like this: Welcome to Ubuntu 12.04.3 LTS (GNU/Linux 3.2.0-51-virtual x86_64) * Documentation: https://help.ubuntu.com/ System information as of Sun Nov 10 18:06:43 EST 2013 System load: 0.08 Processes: 127 Usage of /: 4.9% of 98.43GB Users logged in: 1 Memory usage: 69% IP address for eth0: 10.236.136.233 Swap usage: 100% Graph this data and manage this system at https://landscape.canonical.com/ 13 packages can be updated. 0 updates are security updates. Get cloud support with Ubuntu Advantage Cloud Guest http://www.ubuntu.com/business/services/cloud Use Juju to deploy your cloud instances and workloads. https://juju.ubuntu.com/#cloud-precise *** /dev/xvda1 will be checked for errors at next reboot *** *** System restart required *** My question is about the memory percentage shown. In this case, it's showing a 69% of memory usage, but since the swap usage was 100% I checked it by myself. So when I run free -m I get this: total used free shared buffers cached Mem: 1652 1635 17 0 4 29 -/+ buffers/cache: 1601 51 Swap: 895 895 0 And that's of course closer to 100% than to 69%

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• Google, typography, and cognitive fluency for persuasion

  - by Roger Hart

  Cognitive fluency is - roughly - how easy it is to think about something. Mere Exposure (or familiarity) effects are basically about reacting more favourably to things you see a lot. Which is part of why marketers in generic spaces like insipid mass-market lager will spend quite so much money on getting their logo daubed about the place; or that guy at the bus stop starts to look like a dating prospect after a month or two. Recent thinking suggests that exposure effects likely spin off cognitive fluency. We react favourably to things that are easier to think about. I had to give tech support to an older relative recently, and suggested they Google the problem. They were confused. They could not, apparently, Google the problem, because part of it was that their Google toolbar had mysteriously vanished. Once I'd finished trying not to laugh, I started thinking about typography. This is going somewhere, I promise. Google is a ubiquitous brand. Heck, it's a verb, and their recent, jaw-droppingly well constructed Paris advert is more or less about that ubiquity. It trades on Google's integration into any information-seeking behaviour. But, as my tech support encounter suggests, people settle into comfortable patterns of thinking about things. They build schemas, and altering them can take work. Maybe the ubiquity even works to cement that. Alongside their online effort, Google is running billboard campaigns to advertise Chrome, a free product in a crowded space. They are running these ads in some kind of kooky Calibri / Comic Sans hybrid. Now, at first it seems odd that one of the world's more ubiquitous brands needs to run a big print campaign in public places - surely they have all the fluency they need? Well, not so much. Chrome, after all, is not the same as their core product, so there's some basic awareness work to do, and maybe a whole new batch of exposure effect to try and grab. But why the typeface? It's heavily foregrounded, and the ads are extremely textual. Plus, don't we all know that jovial, off-beat fonts look unprofessional, or something? There's a whole bunch of people who want (often rightly) to ban Comic Sans I wonder, though. Are Google trying to subtly disrupt cognitive fluency? There's an interesting paper (pdf) about - among other things - the effects of typography on they way people answer survey questions. Participants given the slightly harder to read question gave more abstract answers. The paper references other work suggesting that generally speaking, less-fluent question framing elicits more considered answers. The Chrome ad typeface is less fluent for print. Reactions may therefore be more considered, abstract, and disruptive. Is that, in fact, what Google need? They have brand ubiquity, but they want here to change accustomed behaviour, to get people to think about changing their browser. Is this actually a very elegant piece of persuasive information design? If you think about their "what is a browser?" vox pop research video, there's certainly a perceptual barrier they're going to have to tackle somehow.

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• Reconciling the Boy Scout Rule and Opportunistic Refactoring with code reviews

  - by t0x1n

  I am a great believer in the Boy Scout Rule: Always check a module in cleaner than when you checked it out." No matter who the original author was, what if we always made some effort, no matter how small, to improve the module. What would be the result? I think if we all followed that simple rule, we'd see the end of the relentless deterioration of our software systems. Instead, our systems would gradually get better and better as they evolved. We'd also see teams caring for the system as a whole, rather than just individuals caring for their own small little part. I am also a great believer in the related idea of Opportunistic Refactoring: Although there are places for some scheduled refactoring efforts, I prefer to encourage refactoring as an opportunistic activity, done whenever and wherever code needs to cleaned up - by whoever. What this means is that at any time someone sees some code that isn't as clear as it should be, they should take the opportunity to fix it right there and then - or at least within a few minutes Particularly note the following excerpt from the refactoring article: I'm wary of any development practices that cause friction for opportunistic refactoring ... My sense is that most teams don't do enough refactoring, so it's important to pay attention to anything that is discouraging people from doing it. To help flush this out be aware of any time you feel discouraged from doing a small refactoring, one that you're sure will only take a minute or two. Any such barrier is a smell that should prompt a conversation. So make a note of the discouragement and bring it up with the team. At the very least it should be discussed during your next retrospective. Where I work, there is one development practice that causes heavy friction - Code Review (CR). Whenever I change anything that's not in the scope of my "assignment" I'm being rebuked by my reviewers that I'm making the change harder to review. This is especially true when refactoring is involved, since it makes "line by line" diff comparison difficult. This approach is the standard here, which means opportunistic refactoring is seldom done, and only "planned" refactoring (which is usually too little, too late) takes place, if at all. I claim that the benefits are worth it, and that 3 reviewers will work a little harder (to actually understand the code before and after, rather than look at the narrow scope of which lines changed - the review itself would be better due to that alone) so that the next 100 developers reading and maintaining the code will benefit. When I present this argument my reviewers, they say they have no problem with my refactoring, as long as it's not in the same CR. However I claim this is a myth: (1) Most of the times you only realize what and how you want to refactor when you're in the midst of your assignment. As Martin Fowler puts it: As you add the functionality, you realize that some code you're adding contains some duplication with some existing code, so you need to refactor the existing code to clean things up... You may get something working, but realize that it would be better if the interaction with existing classes was changed. Take that opportunity to do that before you consider yourself done. (2) Nobody is going to look favorably at you releasing "refactoring" CRs you were not supposed to do. A CR has a certain overhead and your manager doesn't want you to "waste your time" on refactoring. When it's bundled with the change you're supposed to do, this issue is minimized. The issue is exacerbated by Resharper, as each new file I add to the change (and I can't know in advance exactly which files would end up changed) is usually littered with errors and suggestions - most of which are spot on and totally deserve fixing. The end result is that I see horrible code, and I just leave it there. Ironically, I feel that fixing such code not only will not improve my standings, but actually lower them and paint me as the "unfocused" guy who wastes time fixing things nobody cares about instead of doing his job. I feel bad about it because I truly despise bad code and can't stand watching it, let alone call it from my methods! Any thoughts on how I can remedy this situation ?

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• Error installing pygraphviz on OSX

  - by Neil

  I'm trying to get the graph-models to work (from django-command extensions) on Snow Leopard. It requires pygraphviz, which I installed via macports. After successful install I am getting this error: >>> import pygrahphviz Traceback (most recent call last): File "<stdin>", line 1, in <module> ImportError: No module named pygrahphviz >>> import pygraphviz Traceback (most recent call last): File "<stdin>", line 1, in <module> File "/Library/Python/2.6/site-packages/pygraphviz-1.1-py2.6-macosx-10.6-universal.egg/pygraphviz/__init__.py", line 54, in <module> from agraph import AGraph, Node, Edge, Attribute, ItemAttribute File "/Library/Python/2.6/site-packages/pygraphviz-1.1-py2.6-macosx-10.6-universal.egg/pygraphviz/agraph.py", line 19, in <module> import graphviz as gv File "/Library/Python/2.6/site-packages/pygraphviz-1.1-py2.6-macosx-10.6-universal.egg/pygraphviz/graphviz.py", line 7, in <module> import _graphviz ImportError: dlopen(/Library/Python/2.6/site-packages/pygraphviz-1.1-py2.6-macosx-10.6-universal.egg/pygraphviz/_graphviz.so, 2): Symbol not found: _Agdirected Referenced from: /Library/Python/2.6/site-packages/pygraphviz-1.1-py2.6-macosx-10.6-universal.egg/pygraphviz/_graphviz.so Expected in: flat namespace in /Library/Python/2.6/site-packages/pygraphviz-1.1-py2.6-macosx-10.6-universal.egg/pygraphviz/_graphviz.so >>> Any suggestions?

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• Brainless Backups

  - by Jesse

  I’m a software developer by trade which means to my friends and family I’m just a “computer guy”. It’s assumed that I know everything about every facet of computing from removing spyware to replacing hardware. I also can do all of this blindly over the phone or after hearing a five to ten word description of the problem over dinner ;-) In my position as CIO of my friends and families I’ve been in the unfortunate position of trying to recover music, pictures, or documents off of failed hard drives on more than one occasion. It’s not a great situation for anyone, and it’s always at these times that the importance of backups becomes so clear. Several months back a friend of mine found himself in this situation. The hard drive on his 8 year old laptop failed and took a good number of his digital photos with it. I think most folks can deal with losing some of their music and even some of their documents, but it really stings to lose pictures of past events and loved ones. After ordering a new laptop, my friend went out and bought an external hard drive so that he could start keeping a backup of his data. As fate would have it, several months later the drive in his new laptop failed and he learned the hard way that simply buying the external hard drive isn’t enough… you actually have to copy your stuff over every once in awhile! The importance of backup and recovery plans is (hopefully) well known in IT organizations. Well executed backup plans are in place, and hopefully the backup and recovery process is tested regularly. When you’re talking about users at home, however, the need for these backups is often understood far too late. Most typical users can’t be expected to remember to backup their data regularly and also don’t always have the know-how to setup automated backups. For my friends and family members in this situation I recommend tools like Dropbox, Carbonite, and Mozy. Here’s why I like them: They’re affordable: Dropbox and Mozy both have free offerings, though most people with lots of music and/or photos to backup will probably exceed the storage limitations of those free plans pretty quickly. Still, all three offer pretty affordable monthly or yearly plans. In my opinion, Carbonite’s unlimited storage plan for $50-$60 per year is the best value around. They’re easy to setup: Both Dropbox and Carbonite are very easy to get setup and start using. I’ve never used Mozy, but I imagine it’s similarly painless to get up and running. Backups are automatically “off-site”: A backup that is sitting on an external hard drive right next to your computer is great, but might not protect against flood damage, a power surge, or other disasters in that single location. These services exist “in the cloud” so to speak, helping mitigate those concerns. Granted, this kind of backup scheme requires some trust in the 3rd party to protect your data from both malicious people and disastrous events. This truly is a bit of a double edged sword, but I sleep well at night knowing that my data is being backed up and secured by a company made up of engineers that focus on the business of doing backups right. Backups are “brainless”: What I like most about services like these is that they work “automagically” in the background, watching for files to be updated and automatically backing up those changes. There’s no need to remember to plug in that external drive and copy your data over. Since starting to recommend these services to my friends and family I find myself wearing my “data recovery” hat far less often. The only way backups are effective for your standard computer user is if they’re completely automatic. Backups need to be brainless, or they just won’t work.

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• How can we improve overall Programmer Education & Training?

  - by crosenblum

  Last week, I was just viewing this amazing interview by Kevin Rose of Phillip Rosedale, of Second Life. And they had an amazing discussion about how to find, hire and identify good programmer's, and how hard it is to find good ones. Which has lead me to really think about the way we programmer's learn, are taught. For a majority of us, myself included, we are self-taught. Which is great about being a programmer, anyone can learn and develop skills. But this also means, that there is no real standards of what a good programmer is/are, and what kind of environment's encourage the growth of programming skills. This isn't so much a question, but just a desire in me, to see how we can change the culture of programming, and the manager's of programming, so that education and self-improvement is encouraged. There are a lot of avenue's for continued education, youtube videos, books, conferences, but because of the experiental nature of what we do, it isn't always clear what's important to learn and to master. Let's look at the The Joel 12 Steps. The Joel Test Do you use source control? Can you make a build in one step? Do you make daily builds? Do you have a bug database? Do you fix bugs before writing new code? Do you have an up-to-date schedule? Do you have a spec? Do programmers have quiet working conditions? Do you use the best tools money can buy? Do you have testers? Do new candidates write code during their interview? Do you do hallway usability testing? I think all of these have important value, but because of something I call the Experiential Gap, if a programmer or manager has never experienced any of the negative consequences for not having done items on the list, they will never see the need to do any of them. The Experiental Gap, is my basic theory, that each of us has different jobs and different experiences. So for some of us, that have always worked with dozens of programmer's, source control is a must have. But for people who have always been the only programmer, they can not imagine the need for source control. And it's because of this major flaw in how we learn, that we evaluate people by what best practices they do or not do, and the reason for either can start a flame war. We always evaluate people in our field by what they do, and think "Oh if this guy/gal isn't doing xyz best practice, he/she can't be a good programmer, so let's not waste time or energy talking to them." This is exactly why we have so many programming flame wars, that it becomes, because of the Experiental Gap, we can't imagine people not having made the decisions that we have had to made. So this has lead me to think, that we totally need to rethink how we train, educate and manage programmer's. For example, what percentage of you have had encouragement by your manager's to go to conferences, and even have them pay for it? For me, and a lot of people, this is extremely rare, a lot of us would love to go to conferences, to learn more, but the money ain't there to do that. So the point of this question is really to spark a lot of how can we train, learn and manage better? How can we create a new culture of learning that doesn't insult people for not having the same job experiences. Yes we all have jobs and work to do, but our ability to do our jobs well, depends on our desire, interest and support in improving our mastery of our skills. Right now, I see our culture being rather disorganized, we support the elite, but those tons of us that want to get better, just don't have enough support to learn and improve ourselves. I mean, do we as an industry, want to be perceived as just replaceable cogs? Thank you...

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• Running Jackd on Ubuntu for my External Firewire Sound card

  - by Asaf

  Hello, I'm running Ubuntu 10.04 and I have an external Sound card: Phonic Firefly 302. I've connected the device, installed Jackd, added the lines: @audio - rtprio 99 @audio - memlock 500000 @audio - nice -10 to /etc/security/limits.conf logged out, logged back in, ran qjackctl (sudo qjackctl to be exact), ran the settings and chose "firewire" on the driver option, pressed "Start" and that was the output: 20:10:19.450 Patchbay deactivated. 20:10:19.578 Statistics reset. 20:10:19.601 ALSA connection graph change. 20:10:19.828 ALSA connection change. 20:10:21.293 Startup script... 20:10:21.293 artsshell -q terminate sh: artsshell: not found 20:10:21.695 Startup script terminated with exit status=32512. 20:10:21.695 JACK is starting... 20:10:21.695 /usr/bin/jackd -dfirewire -r44100 -p1024 -n3 jackd 0.118.0 Copyright 2001-2009 Paul Davis, Stephane Letz, Jack O'Quinn, Torben Hohn and others. jackd comes with ABSOLUTELY NO WARRANTY This is free software, and you are welcome to redistribute it under certain conditions; see the file COPYING for details 20:10:21.704 JACK was started with PID=22176. no message buffer overruns JACK compiled with System V SHM support. loading driver .. libffado 2.0.0 built Mar 31 2010 14:47:42 firewire ERR: Error creating FFADO streaming device cannot load driver module firewire no message buffer overruns 20:10:21.819 JACK was stopped successfully. 20:10:21.819 Post-shutdown script... 20:10:21.822 killall jackd jackd: no process found 20:10:22.230 Post-shutdown script terminated with exit status=256. 20:10:23.865 Could not connect to JACK server as client. - Overall operation failed. - Unable to connect to server. Please check the messages window for more info. Error: "/tmp/kde-asaf" is owned by uid 1000 instead of uid 0.

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• Strange ASP.NET Queue Performance Counters Behavior?

  - by LemurTech

  We have an ASP.NET 2.0 site running in classic mode. I am seeing very strange behavior in the performance counter values. Perhaps these are bugs (I've been all over Google trying to verify this, without much luck), or perhaps it is just my inexperience with monitoring these things. This PerfMon graph (http://imgur.com/Jv5io5J) represents a load test where I add up to 350 virtual users to the site, at a rate of about 1/sec, performing relatively simple page browsing. At the end of the test, I gradually taper off the number of users. This is a 4 CPU server. Machine.config settings for are at the defaults. The solid blue line is ASP.NET Apps v2.x\Requests Executing for the application in question. The profile makes perfect sense, with a quick ramp-up to 32 executing requests (minWorkerThreads x 4CPUs), followed by a slower ramp-up to 48 ((maxWorkerThreads - minWorkerThreads) x 4CPUs). The solid yellow line is ASP.NET v2.x\Requests Queued. Again, this makes sense: after the initial 32 request threads are activated, the queue begins to build as new thread initialization can't keep pace with incoming requests. But as executing requests reaches its highest possible value of 48, the counter for ASP.NET Apps v2.x\Requests Queued (green solid line) suddenly springs to life and maintains step with the yellow counter. As far as I can tell, and with no other apps running on the server, these two counters should have had the same values from the start. One other odd thing: The counter for ASP.NET v2.x\Request Wait Time (dotted yellow line) also does not spring to life until executing requests reaches 48. Shouldn't I be seeing values here from the moment ASP.NET v2.x\Requests Queued begins to build? And likewise, why would ASP.NET Apps v2.x\Request Execution Time (dotted blue) increase significantly only after that peak of 48 is reached? Shouldn't it ramp-up gradually along with queued requests?

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• Sorry about the wait.

  - by Ratman21

  In the last two days have been trying remove “Iolo System Mechanic Professional” (With anti-virus and FireWall) from 3 of the 5 pc’s we have (3 lap tops and two Desk tops) as it was going to expire on the 13th.   So I could replace them with a free anti-virus (AVG) and just use the windows fire wall. I have been using the same set up on one of my desk tops (XP Pro) for 8 months and one of the Lap tops (Vista) for 5 months.   The problem was that System Mechanic did not want to go. Even after using the uninstall option on the desk top (my main PC, well its that because has the larger of all the PC’s hard drives but, is the oldest and runs XP home) and using Ccleaner to try and remove it.  It was still showing up as there and after I went a head and tried installing AVG and ran it. I found that the TCP/IP module was missing.  So no internet, I had to restore the PC back to the 1st to get the module back and then install AVG (after making sure window firewall was back on. I didn’t check that on the first try). Got the PC back to normal, very late last night. Only one of the two lap tops was easy but, even at that there are still some parts of System Mechanic on it but, AVG and firewall are working.   I may try an hunt down parts of System Mechanic on it and delete them on this lap top. Which was what finally had to do on the one of the Lap tops (also XP Home) as it would not uninstall after I restored the PC back to the 4th. So delete, delete, delete and Ccleaner (one dl file would not delete though). And I just finish installing AVG and now running a scan on the lap top. So all of this took two days (well three counting today). I started late Friday night and just finishing up now.   I only started this switch over after I had finished my Job search for day on Friday.   As for blogging on Tuesday, Wednesday and Thursday, I was busy and by the end of the day was too tired to blog, that and was hung up still on that 2nd dare of The Love Dare. So I cleaned the house, while she was out of the house. I mean, I cleaned, not just vacuumed house I cleaned the kitchen counter tops and the sinks. Did the dishes and some of the laundry over two of the those days.   As to the third day of Love Dare which is “Love is not selfish” and the dare “Whatever you put your time, energy, and money into will become more important to you. It’s hard to care for something you are not investing in. Along with restraining from negative comments, buy your spouse something that says, I was thinking of you today.”   Being on a very limited income, a lot of normal guy buying for girls is out (for one thing, the comment why did you waste our money on flowers, etc, etc, would come up. Not from me though). So that one is on hold till money issues are not a problem (no that does not mean never). The 4th day “Love is thoughtful” and the dare “Contact your spouse sometime during the business of the day. Have no agenda other than asking how he or she is doing and if there is anything you could do for them”.   I did this dare while I was still working with census last week and trying to do the dares. Well I start my CCNA classes Monday the 15th and I move on to the next Love Dare day “Love is not rude”.

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• Thoughts on Thoughts on TDD

  Brian Harry wrote a post entitled Thoughts on TDD that I thought I was going to let lie, but I find that I need to write a response. I find myself in agreement with Brian on many points in the post, but I disagree with his conclusion. Not surprisingly, I agree with the things that he likes about TDD. Focusing on the usage rather than the implementation is really important, and this is important whether you use TDD or not. And YAGNI was a big theme in my Seven Deadly Sins of Programming series. Now, on to what he doesnt like. He says that he finds it inefficient to have tests that he has to change every time he refactors. Here is where we part company. If you are having to do a lot of test rewriting (say, more than a couple of minutes work to get back to green) *often* when you are refactoring your code, I submit that either you are testing things that you dont need to test (internal details rather than external implementation), your code perhaps isnt as decoupled as it could be, or maybe you need a visit to refactorers anonymous. I also like to refactor like crazy, but as we all know, the huge downside of refactoring is that we often break things. Important things. Subtle things. Which makes refactoring risky. *Unless* we have a set of tests that have great coverage. And TDD (or Example-based Design, which I prefer as a term) gives those to us. Now, I dont know what sort of coverage Brian gets with the unit tests that he writes, but I do know that for the majority of the developers Ive worked with and I count myself in that bucket the coverage of unit tests written afterwards is considerably inferior to the coverage of unit tests that come from TDD. For me, it all comes down to the answer to the following question: How do you ensure that your code works now and will continue to work in the future? Im willing to put up with a little efficiency on the front side to get that benefit later. Its not the writing of the code thats the expensive part, its everything else that comes after. I dont think that stepping through test cases in the debugger gets you what you want. You can verify what the current behavior is, sure, and do it fairly cheaply, but you dont help the guy in the future who doesnt know what conditions were important if he has to change your code. His second part that he doesnt like backing into an architecture (go read to see what he means). Ive certainly had to work with code that was like this before, and its a nightmare the code that nobody wants to touch. But thats not at all the kind of code that you get with TDD, because if youre doing it right youre doing the write a failing tests, make it pass, refactor approach. Now, you may miss some useful refactorings and generalizations for this, but if you do, you can refactor later because you have the tests that make it safe to do so, and your code tends to be easy to refactor because the same things that make code easy to write unit tests for make it easy to refactor. I also think Brian is missing an important point. We arent all as smart as he is. Im reminded a bit of the lesson of Intentional Programming, Charles Simonyis paradigm for making programming easier. I played around with Intentional Programming when it was young, and came to the conclusion that it was a pretty good thing if you were as smart as Simonyi is, but it was pretty much a disaster if you were an average developer. In this case, TDD gives you a way to work your way into a good, flexible, and functional architecture when you dont have somebody of Brians talents to help you out. And thats a good thing.Did you know that DotNetSlackers also publishes .net articles written by top known .net Authors? We already have over 80 articles in several categories including Silverlight. Take a look: here.

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• Identifying and Resolving Oracle ITL Deadlock

  - by Allan

  I have an Oracle DB package that is routinely causing what I believe is an ITL (Interested Transaction List) deadlock. The relevant portion of a trace file is below. Deadlock graph: ---------Blocker(s)-------- ---------Waiter(s)--------- Resource Name process session holds waits process session holds waits TM-0000cb52-00000000 22 131 S 23 143 SS TM-0000ceec-00000000 23 143 SX 32 138 SX SSX TM-0000cb52-00000000 30 138 SX 22 131 S session 131: DID 0001-0016-00000D1C session 143: DID 0001-0017-000055D5 session 143: DID 0001-0017-000055D5 session 138: DID 0001-001E-000067A0 session 138: DID 0001-001E-000067A0 session 131: DID 0001-0016-00000D1C Rows waited on: Session 143: no row Session 138: no row Session 131: no row There are no bit-map indexes on this table, so that's not the cause. As far as I can tell, the lack of "Rows waited on" plus the "S" in the Waiter waits column likely indicates that this is an ITL deadlock. Also, the table is written to quite often (roughly 8 insert or updates concurrently, as often as 240 times a minute), so and ITL deadlock seems like a strong possibility. I've increased the INITRANS parameter of the table and it's indexes to 100 and increased the PCT_FREE on the table from 10 to 20 (then rebuilt the indexes), but the deadlocks are still occurring. The deadlock seems to happen most often during an update, but that could just be a coincidence, as I've only traced it a couple of times. My questions are two-fold: 1) Is this actually an ITL deadlock? 2) If it is an ITL deadlock, what else can be done to avoid it? Cross-posted from Stack Overflow. Deadlocks are normally a programming problem, but ITL deadlocks relate directly to how Oracle writes to disk, so this may be an area where DBAs have more experience.

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• Webserver optimization

  - by f-aminov

  Hi guys! I have a website hosted on a VPS (512Mb - minimum guranteed memory, 510Mhz proccessor, Debian 5.0 Lenny, Apache 2.2.9 with nginx 0.7.65 as a frontend to serve static content, MySQL 5.1.44, PHP 5.3.2 with APC caching). I'm a web developer, so I'm not very good at optimizing servers, but I've managed to install and setup all those neccessary components (LAMP, nginx, etc.). After that I decided to stress test my website (which uses Drupal 6.16 with caching and all possible optimization enabled) using a utility called "Webserver Stress Tool 7". And it seems to me that the results aren't any good - here is a graph (sorry, as a new user I'm not allowed to post images) As you can see the response time depending on amount of simultaneous users increases very quickly. With 10 simultaneous users the time is about 1000ms, with 100 simultaneous users it's about 15000ms (15s!). The question is do you think this is normal behavior for such a server or something is wrong with the settings and optimization? If you think something is wrong what particulary could be wrong? Any other suggestion how to speed this a little bit up?

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• How do you educate your teammates without seeming condescending or superior?

  - by Dan Tao

  I work with three other guys; I'll call them Adam, Brian, and Chris. Adam and Brian are bright guys. Give them a problem; they will figure out a way to solve it. When it comes to OOP, though, they know very little about it and aren't particularly interested in learning. Pure procedural code is their MO. Chris, on the other hand, is an OOP guy all the way -- and a cocky, condescending one at that. He is constantly criticizing the work Adam and Brian do and talking to me as if I must share his disdain for the two of them. When I say that Adam and Brian aren't interested in learning about OOP, I suspect Chris is the primary reason. This hasn't bothered me too much for the most part, but there have been times when, looking at some code Adam or Brian wrote, it has pained me to think about how a problem could have been solved so simply using inheritance or some other OOP concept instead of the unmaintainable mess of 1,000 lines of code that ended up being written instead. And now that the company is starting a rather ambitious new project, with Adam assigned to the task of getting the core functionality in place, I fear the result. Really, I just want to help these guys out. But I know that if I come across as just another holier-than-thou developer like Chris, it's going to be massively counterproductive. I've considered: Team code reviews -- everybody reviews everybody's code. This way no one person is really in a position to look down on anyone else; besides, I know I could learn plenty from the other members on the team as well. But this would be time-consuming, and with such a small team, I have trouble picturing it gaining much traction as a team practice. Periodic e-mails to the team -- this would entail me sending out an e-mail every now and then discussing some concept that, based on my observation, at least one team member would benefit from learning about. The downside to this approach is I do think it could easily make me come across as a self-appointed expert. Keeping a blog -- I already do this, actually; but so far my blog has been more about esoteric little programming tidbits than straightforward practical advice. And anyway, I suspect it would get old pretty fast if I were constantly telling my coworkers, "Hey guys, remember to check out my new blog post!" This question doesn't need to be specifically about OOP or any particular programming paradigm or technology. I just want to know: how have you found success in teaching new concepts to your coworkers without seeming like a condescending know-it-all? It's pretty clear to me there isn't going to be a sure-fire answer, but any helpful advice (including methods that have worked as well as those that have proved ineffective or even backfired) would be greatly appreciated. UPDATE: I am not the Team Lead on this team. Chris is. UPDATE 2: Made community wiki to accord with the general sentiment of the community (fancy that).

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• Exclusive Webcast Series Explains How Project Success Drives Business Success

  - by Melissa Centurio Lopes

  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:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} In the wake of the global financial crisis, organizations throughout the world are redoubling their efforts to enhance financial discipline, achieve operational excellence, and mitigate risk. How can they address all these areas with one comprehensive strategy? With enterprise project portfolio management solutions that provide greater transparency and visibility across all projects and portfolios, says Guy Barlow, Oracle director of industry strategy. In the following interview and in an exclusive, three-part webcast series, Barlow examines today’s new management realities and explains how organizations can succeed in this environment. Q: Financial discipline has always been important, what’s different today? A: A number of organizations are showing that by fiscally aligning projects with the business goals of their organizations, they can shave off hundreds of thousands if not millions of dollars in inefficiency and waste. For example, one Oracle customer, the Columbus Regional Airport Authority, reduced its unbudgeted costs from US$24.4 million to US$3.5 million, for an 88 percent improvement. Q: How do organizations achieve results like this? A: First, they need to have the vision to see project management as part of a broad and critical element in their overall enterprise strategy. That means using a single solution, such as Oracle‘s Primavera, to manage multiple projects across multiple functions within a company. So someone in corporate mergers and acquisitions as well as a capital projects team can standardize on the same technology. By doing so they all gain greater efficiency in planning and execution—because the technology can be configured for their specific roles and needs—and the IT organization really benefits from lower maintenance. Second, enterprises must give executive leaders—CFOs, COOs, and CEOs—visibility across the entire business to easily see what projects are on track and which ones are falling behind. In fact, once executives see the power of enterprise project portfolio management, uptake is very quick across the organization. Read the full interview here.

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• Announcing Oracle Knowledge 8.5: Even Superheroes Need Upgrades

  - by Richard Lefebvre

  It’s no secret that we like Iron Man here at Oracle. We've certainly got stuff in common: one of the world’s largest technology companies and one of the world’s strongest technology-driven superheroes. If you've seen the recent Iron Man movies, you might have even noticed some of our servers sitting in Tony Stark’s lab. Heck, our CEO made a cameo appearance in one of the movies. Yeah, we’re fans. Especially as Iron Man is a regular guy with some amazing technology – like us. But Like all great things even Superheroes need upgrades, whether it’s their suit, their car or their spacestation. Oracle certainly has its share of advanced technology.  For example, Oracle acquired InQuira in 2011 after years of watching the company advance the science of Knowledge Management.  And it was some extremely super technology.  At that time, Forrester’s Kate Leggett wrote about it in ‘Standalone Knowledge Management Is Dead With Oracle's Announcement To Acquire InQuira’ saying ‘Knowledge, accessible via web self-service or agent UIs, is a critical customer service component for industries fielding repetitive questions about policies, procedures, products, and solutions.’  One short sentence that amounts to a very tall order.  Since the acquisition our KM scientists have been hard at work in their labs. Today Oracle announced its first major knowledge management release since its acquisition of InQuira: Oracle Knowledge 8.5. We’ve put a massively-upgraded supersuit on our KM solution because we still have bad guys to fight. And we are very proud to say that we went way beyond our original plans. So what, exactly, did we do in Oracle Knowledge 8.5? We did what any high-tech super-scientist would do. We made Oracle Knowledge smarter, stronger and faster. First, we gave Oracle Knowledge a stronger heart: Certified on Oracle technologies, including Oracle WebLogic Server, Oracle Business Intelligence, Oracle Exadata Database Machine and Oracle Exalogic Elastic Cloud. Huge scaling and performance improvements. Then we gave it a better reach: Improved iConnect functionality that delivers contextualized knowledge directly into CRM applications. Better content acquisition support across disparate sources. Enhanced Language Support including Natural Language search support for 16 Languages. Enhanced Keyword Search for 23 authoring languages, as well as enhanced out-of-the-box industry ontologies covering 14 languages. And finally we made Oracle Knowledge ridiculously smarter: Improved Natural Language Search and a new Contextual Answer Delivery that understands the true intent of each inquiry to deliver the best possible answers. AnswerFlow for Guided Navigation & Answer Delivery, a new application for guided troubleshooting and answer delivery. Knowledge Analytics standardized on Oracle’s Business Intelligence Enterprise Edition. Knowledge Analytics Dashboards optimized search and content creation through targeted, actionable insights. A new three-level language model "Global - Language - Locale" that provides an improved search experience for organizations with a global footprint. We believe that Oracle Knowledge 8.5 is the most sophisticated KM solution in existence today and we’ve worked very hard to help it fulfill the promise of KM: empowering customers and employees with deep insights wherever they need them. We hope you agree it’s a suit worth wearing. We are continuing to invest in Knowledge Management as it continues to be especially relevant today with the enterprise push for peer collaboration, crowd-sourced wisdom, agile innovation, social interaction channels, applied real-time analytics, and personalization. In fact, we believe that Knowledge Management is a critical part of the Customer Experience portfolio for success. From empowering employee’s, to empowering customers, to gaining the insights from interactions across all channels, businesses today cannot efficiently scale their efforts, strengthen their customer relationships or achieve their growth goals without a solid Knowledge Management foundation to build from. And like every good superhero saga, we’re not even close to being finished. Next we are taking Oracle Knowledge into the Cloud. Yes, we’re thinking what you’re thinking: ROCKET BOOTS! Stay tuned for the next adventure… By Nav Chakravarti, Vice-President, Product Management, CRM Knowledge and previously the CTO of InQuira, a knowledge management company acquired by Oracle in 2011

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• What Counts For a DBA – Decisions

  - by Louis Davidson

  It’s Friday afternoon, and the lead DBA, a very talented guy, is getting ready to head out for two well-earned weeks of vacation, with his family, when this error message pops up in his inbox: Msg 211, Level 23, State 51, Line 1. Possible schema corruption. Run DBCC CHECKCATALOG. His heart sinks. It’s ten…no eight…minutes till it’s time to walk out the door. He glances around at his coworkers, competent to handle many problems, but probably not up to the challenge of fixing possible database corruption. What does he do? After a few agonizing moments of indecision, he clicks shut his laptop. He’ll just wait and see. It was unlikely to come to anything; after all, it did say “possible” schema corruption, not definite. In that moment, his fate was sealed. The start of the solution to the problem (run DBCC CHECKCATALOG) had been right there in the error message. Had he done this, or at least took two of those eight minutes to delegate the task to a coworker, then he wouldn’t have ended up spending two-thirds of an idyllic vacation (for the rest of the family, at least) dealing with a problem that got consistently worse as the weekend progressed until the entire system was down. When I told this story to a friend of mine, an opera fan, he smiled and said it described the basic plotline of almost every opera or ‘Greek Tragedy’ ever written. The particular joy in opera, he told me, isn’t the warbly voiced leading ladies, or the plump middle-aged romantic leads, or even the music. No, what packs the opera houses in Italy is the drama of characters who, by the very nature of their life-experiences and emotional baggage, make all sorts of bad choices when faced with ordinary decisions, and so move inexorably to their fate. The audience is gripped by the spectacle of exotic characters doomed by their inability to see the obvious. I confess, my personal experience with opera is limited to Bugs Bunny in “What’s Opera, Doc?” (Elmer Fudd is a great example of a bad decision maker, if ever one existed), but I was struck by my friend’s analogy. If all the DBA cubicles were a stage, I think we would hear many similarly tragic tales, played out to music: “Error handling? We write our code to never experience errors, so nah…“ “Backups failed today, but it’s okay, we’ll back up tomorrow (we’ll back up tomorrow)“ And similarly, they would leave their audience gasping, not necessarily at the beauty of the music, or poetry of the lyrics, but at the inevitable, grisly fate of the protagonists. If you choose not to use proper error handling, or if you choose to skip a backup because, hey, you haven’t had a server crash in 10 years, then inevitably, in that moment you expected to be enjoying a vacation, or a football game, with your family and friends, you will instead be sitting in front of a computer screen, paying for your poor choices. Tragedies are very much part of IT. Most of a DBA’s day to day work has limited potential to wreak havoc; paperwork, timesheets, random anonymous threats to developers, routine maintenance and whatnot. However, just occasionally, you, as a DBA, will face one of those decisions that really matter, and which has the possibility to greatly affect your future and the future of your user’s data. Make those decisions count, and you’ll avoid the tragic fate of many an operatic hero or villain.

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• Announcing Oracle Knowledge 8.5: Even Superheroes Need Upgrades

  - by Chris Warner

  It’s no secret that we like Iron Man here at Oracle. We've certainly got stuff in common: one of the world’s largest technology companies and one of the world’s strongest technology-driven superheroes. If you've seen the recent Iron Man movies, you might have even noticed some of our servers sitting in Tony Stark’s lab. Heck, our CEO made a cameo appearance in one of the movies. Yeah, we’re fans. Especially as Iron Man is a regular guy with some amazing technology – like us. But Like all great things even Superheroes need upgrades, whether it’s their suit, their car or their spacestation. Oracle certainly has its share of advanced technology.  For example, Oracle acquired InQuira in 2011 after years of watching the company advance the science of Knowledge Management.  And it was some extremely super technology.  At that time, Forrester’s Kate Leggett wrote about it in ‘Standalone Knowledge Management Is Dead With Oracle's Announcement To Acquire InQuira’ saying ‘Knowledge, accessible via web self-service or agent UIs, is a critical customer service component for industries fielding repetitive questions about policies, procedures, products, and solutions.’  One short sentence that amounts to a very tall order.  Since the acquisition our KM scientists have been hard at work in their labs. Today Oracle announced its first major knowledge management release since its acquisition of InQuira: Oracle Knowledge 8.5. We’ve put a massively-upgraded supersuit on our KM solution because we still have bad guys to fight. And we are very proud to say that we went way beyond our original plans. So what, exactly, did we do in Oracle Knowledge 8.5? We did what any high-tech super-scientist would do. We made Oracle Knowledge smarter, stronger and faster. First, we gave Oracle Knowledge a stronger heart: Certified on Oracle technologies, including Oracle WebLogic Server, Oracle Business Intelligence, Oracle Exadata Database Machine and Oracle Exalogic Elastic Cloud. Huge scaling and performance improvements. Then we gave it a better reach: Improved iConnect functionality that delivers contextualized knowledge directly into CRM applications. Better content acquisition support across disparate sources. Enhanced Language Support including Natural Language search support for 16 Languages. Enhanced Keyword Search for 23 authoring languages, as well as enhanced out-of-the-box industry ontologies covering 14 languages. And finally we made Oracle Knowledge ridiculously smarter: Improved Natural Language Search and a new Contextual Answer Delivery that understands the true intent of each inquiry to deliver the best possible answers. AnswerFlow for Guided Navigation & Answer Delivery, a new application for guided troubleshooting and answer delivery. Knowledge Analytics standardized on Oracle’s Business Intelligence Enterprise Edition. Knowledge Analytics Dashboards optimized search and content creation through targeted, actionable insights. A new three-level language model "Global - Language - Locale" that provides an improved search experience for organizations with a global footprint. We believe that Oracle Knowledge 8.5 is the most sophisticated KM solution in existence today and we’ve worked very hard to help it fulfill the promise of KM: empowering customers and employees with deep insights wherever they need them. We hope you agree it’s a suit worth wearing. We are continuing to invest in Knowledge Management as it continues to be especially relevant today with the enterprise push for peer collaboration, crowd-sourced wisdom, agile innovation, social interaction channels, applied real-time analytics, and personalization. In fact, we believe that Knowledge Management is a critical part of the Customer Experience portfolio for success. From empowering employee’s, to empowering customers, to gaining the insights from interactions across all channels, businesses today cannot efficiently scale their efforts, strengthen their customer relationships or achieve their growth goals without a solid Knowledge Management foundation to build from. And like every good superhero saga, we’re not even close to being finished. Next we are taking Oracle Knowledge into the Cloud. Yes, we’re thinking what you’re thinking: ROCKET BOOTS! Stay tuned for the next adventure… By Nav Chakravarti, Vice-President, Product Management, CRM Knowledge and previously the CTO of InQuira, a knowledge management company acquired by Oracle in 2011. 

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• SQLAuthority News – Who I Am And How I Got Here – True Story as Blog Post

  - by pinaldave

  Here are few of the sample questions I get every day? “Give me shortcut to become superstar?” “How do I become like you?” “Which book I should read so I know everything?” “Can you share your secret to be successful? I want to know it but do not share with others.” There is generic answer I always give is to work hard and read good educational material or watch good online videos. One of the emails really caught my attention. It was from a friend and SQL Server Expert John Sansom (Blog | Twitter). He wrote if I would like to share my story with the world about “Who I am and How I got Here”. I was very much intrigued with his suggestion. John is one guy I respect a lot. Every single topic he writes, I read it with dedication. I eagerly wait for his Weekly Summary of Best SQL Links. If you have not read them, you are missing something out. Writing a guest post for him was like walking in memory lane. I remembered the time when I was beginning my career and I was bit overconfident and bit naive. I had my share of mistakes when I started my career. As time passed by I realize the truth. Well, we all do mistakes. Though, I am proud that as soon as I know my mistakes I corrected them. I never acted on impulse or when I am angry. I think that alone has helped me analysis the situation better and become better human being. During the course, I have lost my ego and it is replaced by passion. I am much more happy and successful in my work. Quite often people ask me if I am always online and wether I have family or not. Honestly, I am able to work hard because of my family. They support me and they encourage me to be enjoy in what I do. They support everything I do and personally, I do not miss a single occasion to join them in daily chores of fun. If there was a shortcut to success – I want know. I learnt SQL Server hard way and I am still learning. There are so many things, I have to learn. There is not enough time to learn everything which we want to learn. I am constantly working on it every day. I welcome you to join my journey as well. Please join me with my journey to learn SQL Server – more the merrier. I have written a story of my life as a guest post.  Read Here: A Journey to SQL Authority Special thanks to John Sansom (Blog | Twitter) for giving me space to talk my story. Indeed I am honored. Reference: Pinal Dave (http://blog.sqlauthority.com) Filed under: About Me, Best Practices, PostADay, SQL, SQL Authority, SQL Query, SQL Server, SQL Tips and Tricks, T SQL, Technology

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• So You Want to Be a Social Media Director

  - by Mike Stiles

  Do you want to be a Social Media Director? Some say the title is already losing its relevance; that social should be a basic skill that is required and used no matter what your position is inside the enterprise. I suppose that’s visionary, and a fun thing for thought leaders to say. But in the vast majority of business organizations, we’re so far away from that reality that the thought of not having someone driving social’s implementation and guiding its proper usage conjures up images of anarchy. That said, social media has become so broad, so catch-all, and so extended across business functions, that today’s Social Media Director, depending on the size of their staff, must make jacks-of-all-trades look like one-trick-ponies. Just as the purview of the CMO has grown all-encompassing, the disciplines required of their heads of social are stacking up. Master of Content Every social pipeline you build must stay filled, with quantity and quality. Content takes time, and the job never stops. Never. And no, it’s not true that anybody can write. Master of Customer Experience You must have a passion for hearing from customers and making them really happy. Master of PR You must know how to communicate and leverage the trust you’ve built when crises strike. Couldn’t hurt to be a Master of Politics. Master of Social Technology So many social management tools on the market. You have to know what social tech ecosystem makes sense and avoid piecemeal point solutions. Master of Business Development Social for selling and prospecting is hot, and you have to know how to use social to do it. Master of Analytics Nothing else matters if you can’t prove social is helping the brand. That’s right, creative content guy has to also be a math and stats geek. Good luck with that. Master of Paid Media You’ve got to learn the language, learn the tactics, learn the vendors and learn how to measure results. Master of Education Guess who gets to teach everyone who has no clue how to use social for business. Master of Personal Likability You’ll be leading the voice, tone, image and personality of the brand. If you don’t instinctively know how to be liked by actual people, the brand will be starting from a deficit. How deep must you go in this parade of masteries? Again, that depends on your employer’s maturity level in social. Serious players recognize these as distinct disciplines requiring true experts for maximum effect. Less serious players will need you to execute personally in many of these areas. Do the best you can, and try to grow quickly at each. If you’re the sole person executing all social…well…you’re in the game of managing expectations and trying to socially educate your employer. The good news is, you should be making a certifiable killing. If you’re alone and your salary is modest, time to understand how many brands out there crave what you’ve mastered. Not to push back against thought leaders, but the need for brand social leadership has not gone away…not even a little bit. @mikestiles @oraclesocialPhoto: Stefan Wagner, freeimages.com

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• How do developer get rid of silly requirements?

  - by sugar

  Hmm ! First of all let me give you the note of the requirement. So that you can have idea what kind of problem I am facing. Words From Project Manager : Hey ! Sugar, I am assigning you a task for developing a framework. This framework is supposed to be developed for all iOS application. Please go through brief of the required framework. It should be able to detect the thickness of my Thumb. It should be able to detect whether User is using thumb or Fingers If user is using thumbs/Fingers, Framework should calculate the size of thumb/fingers. Once size is been calculated, all elements of user interface should arranged & resized automatically. ( not specified how & where as its framework - it should be smart enough to arrange automatically ) If thumb size is larger elements should get arranged near by center area of iPad/iPhone If thumb size is smaller elements should get arranged near by corners of iPad/iPhone If thumb size is larger, fonts of all elements should get smaller. ( assuming = aged person ) If thumb size is smaller, fonts of all elements should get larger. ( assuming smaller thumb = low aged person ) Summary : This framework is required for creating user-friendly user-interfaces programmatically. We need to develop a very developer-friendly framework. Framework should be developed in such a way that we can use in as many projects as needed. Well, I am a developer. What I want to have as an answer is as follows. How to describe them - the way of they thinking is bit ridiculous ? How do I explain them - we can better concentrate on developing actual projects ? How do I convince them - that this kind of things even if possible, is not recommended to develop such things ? How do I say politely, gently & respectfully NO to this ? What should I say, So that they can not point at my experience ? ( e.g. you are 3 years experienced guy & you must have abilities to develop such things ) Feeling horror. Please help. Thanks in advance, Sugar. Note : Please help me to tag this question properly. I am stuck & this is real situation. Frustrated & tensed. You guys might have faced such requirements from TopLevel. requesting you to help with your experience. Well ! I came to know that - those TOPLEVEL guys don't have any idea of iPad, iPhone, Apple etc. I would do one thing. Sir, before we go further for framework development. It is strongly recommended to read Apple Human Interface Guidlines.

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• Strange Happenings

  - by MOSSLover

  There are weeks we go about our life thinking nothing is going to change nothing will happen.  Then there are other weeks a billion things happen at once.  Friday started off very weird for me.  I flew into Atlanta and I met some cool people for another SharePoint event.  I had some good conversations.  Saturday then hit me and my virtual machine bombed in my presentation after the auto updater ran.  I was writing code on the board and describing everything in notepad.  I would say as presentations go it was the best and the worst presentation all wrapped into one.  The next day I was in Baltimore and I hung out with my aunt which was relatively uneventful and great.  Then Monday hit and half my presentations failed or succeeded and my screen freezes so I start describing the code.  I was on top of my game until Monday night.  On top of the world.  I'm exhausted I get into Raleigh and one of the craziest stories of my life happens.  So my boss has been renting cars through Priceline this week I got a different company than the other weeks. The company gives me a Ford Focus and I plug in the coordinates on my IPhone where I want go.  I head out and then I get to the destination hotel (or I thought I did). I go inside it's the wrong hotel the other one is a few miles away.  I walk outside hop into the car and it sounds like a gunshot.  Nothing is starting...Am I doing something wrong?  No I'm not the car is completely dead in the water.  I call the rental car facility and they tell me to call roadside they are closing for the night.  Roadside says they can't give me a new car but they can get me a jump then I have to take it up with the facility.  They send me a tow truck to give me a jump the guy can't jump the car.  He tells me this vehicle was towed about an hour ago.  He shows me a copy of a slip from when he towed it.  We also notice the rental car company left one of there price scanning guns in the vehicle.  I call up roadside and now they are interested in getting me a car because I need to be onsite tomorrow.  They get the manager of the facility on the phone he apologizes profusely and he says he'll be there in 10 minutes.  About 30 minutes pass and him plus another dude show up with a Ford Escape leather interior.  At this point I hand him the gun tell him someone left it in the vehicle and that I'm not so happy with them.  I ask them to comp my rental they can't due to Priceline, however if I call him again this week he can get me a voucher.  It's about 2 am and I'm ready to get to the hotel I don't make it in the next morning until 10 am.  I would say this was a crazy week all forms of technology are trying to tell me something.  What I have no idea, but we'll see the outcome soon.  I feel so weird tons of change is about to happen.  I don't know if it's good or bad.  I think this week is some form of omen.

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• Dissing Architects, or "What's wrong with the coffee?"

  - by Bob Rhubart

  In my conversations with people in architect roles, tales of animosity, disrespect, and outright hostility aren't uncommon. And it's clear that in more than a few organizations architects regularly face a tough uphill climb. For architects with the requisite combination of technical, organizational, and people skills, that rough treatment is grossly undeserved. But tales of unqualified people in positions up and down the IT food chain are also easy to come by. So what's the other side of the architect story? Are some architects tarnishing the role and making life miserable for their more qualified colleagues? The various quotes included below were culled from a variety of sources. The criticism is harsh, and the people behind these quotes clearly have issues with architects. Still, whether based on mere opinion or actual experience, the comments shed some light on behaviors that should raise red flags for anyone pursuing a career as an architect. If you're an architect, and you've ever noticed that your coffee tastes like window cleaner, or your car is repeatedly keyed, or no one ever holds the elevator for you, maybe you need to do a little soul searching... Those Who Can, Code; Those Who Can't, Architect | Joe Winchester [May 18, 2007] "At the moment there seems to be an extremely unhealthy obsession in software with the concept of architecture. A colleague of mine, a recent graduate, told me he wished to become a software architect. He was drawn to the glamour of being able to come up with grandiose ideas - sweeping generalized designs, creating presentations to audiences of acronym addicts, writing esoteric academic papers, speaking at conferences attended by headless engineers on company expense accounts hungrily seeking out this year's grail, and creating e-mails with huge cc lists from people whose signature footer is more interesting than the content. I tried to re-orient him into actually doing some coding, to join a team that has a good product and keen users both of whom are pushing requirements forward, to no avail. Somehow the lure of being an architecture astronaut was too strong and I lost him to the dark side." Don't Let Architecture Astronauts Scare You | Joel Spolsky [April 21, 2001] "It's very hard to get them to write code or design programs, because they won't stop thinking about Architecture. They're astronauts because they are above the oxygen level, I don't know how they're breathing. They tend to work for really big companies that can afford to have lots of unproductive people with really advanced degrees that don't contribute to the bottom line. Remember that the architecture people are solving problems that they think they can solve, not problems which are useful to solve." Non Coding Architects Suck | Richard Henderson [May 24, 2010] "If a guy with a badge saying 'system architect' looks blank on low-level issues then he is not an architect, he is a business-analyst who went on a course. He will probably wax lyrical on all things high-level and 'important.' He will produce lovely object hierarchies without a clue to implementation. He will have a moustache and play golf." Architects Play Golf | Sunir Shah [August 15, 2012] "Often arrogant architects are difficult to get a hold of during the implementation phase because they no longer feel the need to stick around. Especially around midnight when most of the poor sob [sic] developers are still banging away. After all, they've already solved the problem--the rest is just an implementation exercise." Engineer vs Architect(Part of a discussion on the IT Architect Network Group on LinkedIn) "[An] architect spends his time producing white papers full of acronyms he does not understand but that impress his boss [while the] engineer keeps his head down and does the actual job." Architects Don't Code | [Author Unknown] "Faulty belief: System Architects don't need to code anymore. They know what they are talking about by virtue of the fact that they are System Architects."

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• Is there an IDE that can simplify the process of creating a game matchmaking website?

  - by Scott

  Yes, I'm an old guy. And I'm well versed in "C" and have written several games which I have been selling on the web for a number of years. And now, I would like to adapt one of my games to be "online". Sounds simple. I'm sure I can use the thousands of lines of "C" code that I've already written. Right? So my initial investigation begins. First, I think I'll need a server program that lives on a dedicated server (or a VPS probably) that talks to a bunch of client applications that live on individual devices around the world. I can certainly handle that! (I think to myself). I'll break up my existing game into two pieces, a client piece that is just the game displays and buttons, and a server piece that does everything else. Piece of cake, right? But that means that the "server piece" must be executed on a remote machine somewhere and run 24/7. Can I do that? [apparently, that question is so basic, so uneducated, and so lame, that nobody has ever posed it before. Because hours of Googling does not yield an answer. Fine. I'll assume I can do that and move on.] I'll need a "game room", which to me means a website where you log in and then go to a lobby of some kind where you can setup your preferences, see if any of your friends are connected, and create or join games. Should be easy, but it's not. No way. Can I do all this with my local website builder? (which happens to be 90 Second Website Builder, a nice product, btw). It turns out, I can not. I can start with that, but must modify each page, so I can interact with my sql database. So I begin making each page a "PHP" page and dynamically modifying the HTML code with PHP code. I'm already starting to get a headache. Because the resulting web pages looked terrible, I began looking at using JQuery. I want to user a JQuery dialog on my website to display a list of friends and allow the user to select one to invite to the game. [google search for "how to populate a JQuery dialog from a sql database" yields nothing but more confusion.] Javascript? Java? HTML? XML? HTML5? PHP? JQuery? Flash? Sockets? Forms? CSS? Learning about each one of these, and how they interact with each other and/or depend on each other is too much for my feeble old brain. Can anyone simplify this process for me? Is there an IDE that will help me do all this without having to go back to college for a few years? Thanks, Scott

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