Search Results

Search found 3657 results on 147 pages for 'motion planning'.

Page 138/147 | < Previous Page | 134 135 136 137 138 139 140 141 142 143 144 145  | Next Page >

  • Gamification at OOW

    - by erikanollwebb
    Last week was Oracle OpenWorld, and for those of you not in tech or downtown San Francisco, that might not mean a whole lot.  However, if you are familiar with it, Oracle OpenWorld is our premier customer event.  This year, more than 50,000 people attended.  It's not a good week to visit San Francisco on vacation because Oracle customers take over all the hotels in town!  It was crazy, but a lot of fun and it's a great opportunity for the Apps UX group to do customer research with a range of customers.  This year, more than 100+ customers and partners took the time to team up with our UX experts and provide feedback on new designs and ideas. Over three days,  UX teams conducted 8  one-on-one user feedback sessions, 4 focus groups and 7 surveys. In addition, we conducted a voice capture activity and were able to collect close to 70 speech samples at the lab and DEMOgrounds. This was a great opportunity for us to do some testing on some specific gamification concepts with a set of business analysts.  We pulled in 8 folks for a focus group on gamification concepts and whether they thought those would work for their teams. To get ready for this, my designer extraordinaire, Andrea Cantú, flew into town and we spent almost a week locked in a room together brainstorming design ideas.  We killed a few trees trying to get all of our concepts and other examples together in the process, but in the end, we put together a whole series of examples of how you might gamify an Oracle app (in this case, CRM).  Andrea is a genius for this kind of thing and the comps she created looked great.  Here's a picture of her hard at work!  We also had the good fortune to have my boss, Laurie Pattison and my usability contractor, Shobana Subramanian there to note take and observe as well.  Here's a few shots of us, hard at work preparing for the day (or checking out something on Laurie's iPhone...) To start things off, we gave an overview of gamification and I talked about what it's used for.  Then we gave the participants a scenario about our sales person and what we were trying to get her to do. It was a great opportunity to highlight what our business goals might be and why we might want to add game mechanics.  It was also a good way to get them thinking about how that might work for them in their environments and workplaces. There were some surprises for the day.  We asked how many of them were already familiar with the concept of gamification--only two people had heard of it and only one was using game mechanics in his work.  That's in contrast to a survey we just ran internally with folks in a dev org where almost 50% of about 450 respondents had heard of gamification.  As we discussed the ways game mechanics could be used, it became clear that many of the folks had seen some game mechanics in action but didn't know that's what they were.  We also noticed that the folks in this group felt that if they were trying to sell the concept in their orgs, they wouldn't call it gamification.  That's not a huge surprise to me--they said what we've heard in the past, that gamification does not seem like a serious term for enterprise software.  They said they'd sell it with the goals--as a means to increase behaviors by rewarding users for activities.  It's a funny problem.  The word puts some folks off, but at the same time, I haven't seen another one word description that quite captures the range of things that "gamification" can cover.  My guess is that the more mainstream the term becomes, the more desensitized we'll become to the idea the it's trivializing enterprise software in some way.  Still, it was interesting to note that this group still felt that they would not take this concept to their bosses or teams and call it "gamification".  They focused on the goals, and how we could incentivize desired behaviors with game mechanics.  As I have already stated in other posts, I feel like my org is more receptive to discussing how this is just a more transparent type of usability and user experience methods than talking about gamification.  That's the argument they said they would use. All in all, it was a good session.  I love getting to talk to customers, present ideas and concepts, and get their feedback and input.  It's the type of thing that really helps drive our designs and keeps us grounded in what our customers need/want.  We're already planning where to get more feedback opportunities in the coming months. 

    Read the article

  • How Important is Project Team Communication in the Public Sector?

    - 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:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} Normal 0 false false false EN-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:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} By Paul Bender, Director of Public Administration Strategy, Oracle Primavera It goes without saying that communication between project team members is a core competency that connects every member of a project team to a common set of strategies, goals and actions. If these components are not effectively shared by project leads and understood by stakeholders, project outcomes can be jeopardized and budgets may incur unnecessary risk. As reported by PMI’s 2013 Pulse of the Profession, an organization’s ability to meet project timelines, budgets and especially goals significantly impacts its ability to survive—and even thrive. The Pulse study revealed that the most crucial success factor in project management is effective communication to all stakeholders—a critical core competency for public agencies. PMI’s 2013 Pulse of the Profession report revealed that US$135 million is at risk for every US$1 billion spent on a project. Further research on the importance of effective project team communication uncovers that a startling 56 percent (US$75 million of that US$135 million) is at risk due to ineffective communication. Simply stated: public agencies cannot execute strategic initiatives unless they can effectively communicate their strategic alignment and business benefits. Executives and project managers around the world agree that poor communication between project team members contributes to project failure. A Forbes Insights 2010 Strategic Initiatives Study “Adapting Corporate Strategy to the Changing Economy,” found that nine out of ten CEOs believe that communication is critical to the success of their strategic initiatives, and nearly half of respondents cite communication as an integral and active component of their strategic planning and execution process. Project managers see it similarly from their side as well. According to PMI’s Pulse research, 55 percent of project managers agree that effective communication to all stakeholders is the most critical success factor in project management. As we all know, not all projects succeed. On average, two in five projects do not meet their original goals and business intent, and one-half of those unsuccessful projects are related to ineffective communication. Results reveal that while all aspects of project communication can be challenging to public agencies, the biggest problem areas are: A gap in understanding the business benefits. Challenges surrounding the language used to deliver project-related information, which is often unclear and peppered with project management jargon. Public agencies -- federal, state, and local -- have difficulty communicating with the appropriate levels with clarity and detail. This difficulty is likely exacerbated by the divide between each key audience and its understanding of project-specific, technical language. For those involved in public sector project and portfolio management, I would be interested to hear your thoughts and please visit Primavera EPPM solutions for public sector.

    Read the article

  • Seizing the Moment with Mobility

    - by Divya Malik
    Empowering people to work where they want to work is becoming more critical now with the consumerisation of technology. Employees are bringing their own devices to the workplace and expecting to be productive wherever they are. Sales people welcome the ability to run their critical business applications where they can be most effective which is typically on the road and when they are still with the customer. Oracle has invested many years of research in understanding customer's Mobile requirements. “The keys to building the best user experience were building in a lot of flexibility in ways to support sales, and being useful,” said Arin Bhowmick, Director, CRM, for the Applications UX team. “We did that by talking to and analyzing the needs of a lot of people in different roles.” The team studied real-life sales teams. “We wanted to study salespeople in context with their work,” Bhowmick said. “We studied all user types in the CRM world because we wanted to build a user interface and user experience that would cater to sales representatives, marketing managers, sales managers, and more. Not only did we do studies in our labs, but also we did studies in the field and in mobile environments because salespeople are always on the go.” Here is a recent post from Hernan Capdevila, Vice President, Oracle Fusion Apps which was featured on the Oracle Applications Blog.  Mobile devices are forcing a paradigm shift in the workplace – they’re changing the way businesses can do business and the type of cultures they can nurture. As our customers talk about their mobile needs, we hear them saying they want instant-on access to enterprise data so workers can be more effective at their jobs anywhere, anytime. They also are interested in being more cost effective from an IT point of view. The mobile revolution – with the idea of BYOD (bring your own device) – has added an interesting dynamic because previously IT was driving the employee device strategy and ecosystem. That's been turned on its head with the consumerization of IT. Now employees are figuring out how to use their personal devices for work purposes and IT has to figure out how to adapt. Blurring the Lines between Work and Personal Life My vision of where businesses will be five years from now is that our work lives and personal lives will be more interwoven together. In turn, enterprises will have to determine how to make employees’ work lives fit more into the fabric of their personal lives. And personal devices like smartphones are going to drive significant business value because they let us accomplish things very incrementally. I can be sitting on a train or in a taxi and be productive. At the end of any meeting, I can capture ideas and tasks or follow up with people in real time. Mobile devices enable this notion of seizing the moment – capitalizing on opportunities that might otherwise have slipped away because we're not connected. For the industry shapers out there, this is game changing. The lean and agile workforce is definitely the future. This notion of the board sitting down with the executive team to lay out strategic objectives for a three- to five-year plan, bringing in HR to determine how they're going to staff the strategic activities, kicking off the execution, and then revisiting the plan in three to five years to create another three- to five-year plan is yesterday's model. Businesses that continue to approach innovating in that way are in the dinosaur age. Today it's about incremental planning and incremental execution, which requires a lot of cohesion and synthesis within the workforce. There needs to be this interweaving notion within the workforce about how ideas cascade down, how people engage, how they stay connected, and how insights are shared. How to Survive and Thrive in Today’s Marketplace The notion of Facebook isn’t new. We lived it pre-Internet days with America Online and Prodigy – Facebook is just the renaissance of these services in a more viral and pervasive way. And given the trajectory of the consumerization of IT with people bringing their personal tooling to work, the enterprise has no option but to adapt. The sooner that businesses realize this from a top-down point of view the sooner that they will be able to really drive significant innovation and adapt to the marketplace. There are a small number of companies right now (I think it's closer to 20% rather than 80%, but the number is expanding) that are able to really innovate in this incremental marketplace. So from a competitive point of view, there's no choice but to be social and stay connected. By far the majority of users on Facebook and LinkedIn are mobile users – people on iPhones, smartphones, Android phones, and tablets. It's not the couch people, right? It's the on-the-go people – those people at the coffee shops. Usually when you're sitting at your desk on a big desktop computer, typically you have better things to do than to be on Facebook. This is a topic I'm extremely passionate about because I think mobile devices are game changing. Mobility delivers significant value to businesses – it also brings dramatic simplification from a functional point of view and transforms our work life experience. Hernan Capdevila Vice President, Oracle Applications Development

    Read the article

  • Oracle Enterprise Manager Cloud Control 12c Release 2 (12.1.0.2) is Available Now !

    - by Anand Akela
    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:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:10.0pt; font-family:"Times New Roman","serif";} Oracle today announced the availability of Oracle Enterprise Manager Cloud Control 12c Release 2 (12.1.0.2). It is now available for download on OTN on ALL platforms. This is the first major release since the launch of Enterprise Manager 12c in October of 2011. This is the first time when Enterprise Manager release is available on all platforms simultaneously. This is primarily a stability release which incorporates many of issues and feedback reported by early adopters. In addition, this release contains many new features and enhancements in areas across the board. New Capabilities and Features Enhanced management capabilities for enterprise private clouds: Introduces new capabilities to allow customers to build and manage a Java Platform-as-a-Service (PaaS) cloud based on Oracle Weblogic Server. The new capabilities include guided set up of PaaS Cloud, self-service provisioning, automatic scale out and metering and chargeback. Enhanced lifecycle management capabilities for Oracle WebLogic Server environments: Combining in-context multiple domain, patching and configuration file synchronizations. Integrated Hardware-Software management for Oracle Exalogic Elastic Cloud through features such as rack schematics visualization and integrated monitoring of all hardware and software components. The latest management capabilities for business-critical applications include: Business Application Management: A new Business Application (BA) target type and dashboard with flexible definitions provides a logical view of an application’s business transactions, end-user experiences and the cloud infrastructure the monitored application is running on. Enhanced User Experience Reporting: Oracle Real User Experience Insight has been enhanced to provide reporting capabilities on client-side issues for applications running in the cloud and has been more tightly coupled with Oracle Business Transaction Management to help ensure that real-time user experience and transaction tracing data is provided to users in context. Several key improvements address ease of administration, reporting and extensibility for massively scalable cloud environments including dynamic groups, self-updateable monitoring templates, bulk operations against many events, etc. New and Revised Plug-Ins: Several plug-Ins have been updated as a part of this release resulting in either new versions or revisions. Revised plug-ins contain only bug-fixes and while new plug-ins incorporate both bug fixes as well as new functionality. Plug-In Name Version Enterprise Manager for Oracle Database 12.1.0.2 (revision) Enterprise Manager for Oracle Fusion Middleware 12.1.0.3 (new) Enterprise Manager for Chargeback and Capacity Planning 12.1.0.3 (new) Enterprise Manager for Oracle Fusion Applications 12.1.0.3 (new) Enterprise Manager for Oracle Virtualization 12.1.0.3 (new) Enterprise Manager for Oracle Exadata 12.1.0.3 (new) Enterprise Manager for Oracle Cloud 12.1.0.4 (new) Installation and Upgrade: All major platforms have been released simultaneously (Linux 32 / 64 bit, Solaris (SPARC), Solaris x86-64, IBM AIX 64-bit, and Windows x86-64 (64-bit) ) Enterprise Manager 12.1.0.2 is a complete release that includes both the EM OMS and Agent versions of 12.1.0.2. Installation options available with EM 12.1.0.2: User can do fresh Install or an upgrade from versions EM 10.2.0.5, 11.1, or 12.1.0.2 ( Bundle Patch 1 not mandatory). Upgrading to EM 12.1.0.2 from EM 12.1.0.1 is not a patch application (similar to Bundle Patch 1) but is achieved through a 1-system upgrade. Documentation: Oracle Enterprise Manager Cloud Control Introduction Document provides a broad overview of capabilities and highlights"What's New" in EM 12.1.0.2. All updated Oracle Enterprise Manager documentation can be found on OTN Upgrade Guide Please feel free to ask questions related to the new Oracle Enterprise Manager Cloud Control 12c Release 2 (12.1.0.2) at the Oracle Enterprise Manager Forum . You could also share your feedback at twitter  using hash tag #em12c or at Facebook . Stay Connected: Twitter |  Face book |  You Tube |  Linked in |  Newsletter

    Read the article

  • What developer conferences are you going to this year?

    - by mbcrump
    This short list is what I consider to be the “cream-of-the-crop” in developer conferences. This is also a list of the conferences that I plan on attending in 2011. If you feel your conference is just as good, then shoot me an email at [michael[at]michaelcrump[dot]net, and if possible I will check it out.   In-Person Event Las Vegas on April 18th-22nd, 2011 Redmond on October 17th-21st, 2011 Orlando on December 5th-9th, 2011 Visual Studio Live – I attended this event in November of last year and blogged about my experience. I am also planning on going back to the Orlando session in December of this year. So what did I like the most about this event? Being able to interact one-on-one with a majority of the speakers. If you read my blog post then you will see a list of the speakers that I met up with. I also made a lot of great connections with other professional developers all over the world. They are having an event in Las Vegas on April 18th-22nd. I noticed at this event that they have added a new track on mobile. Being a big fan of mobile, I feel that this is a great move. They also have a great selection for Silverlight Developers including Billy Hollis and Rocky Lhotka. For the full lineup of conference tracks, sessions and speakers visit http://bit.ly/VSLiveTrks. If you are interested in this then you can register here by February 16th. I must add that you can save $300 bucks by getting the early-bird special.   Virtual Conference SSWUG (DBTechCon) - holds the largest virtual conference in the information technology industry. It is also special to me because they selected a majority of my Silverlight content for the April conference. No traveling fees and all of the sessions are recorded so you can watch them on-demand for $189 bucks (early-bird special). For the entire speaker list then click here. The session list has also been published. If you are interested in this then you can register here.   In-Person Event Knoxville, TN on June 3rd/4th 2011. Codestock.org – If you live in the South then you have heard of CodeStock. To my knowledge, they have only had 3 events so far and they were a huge success. It was such a success that after the last event, everyone was telling me how good it was and how much they enjoyed it. They currently have a call for speakers going on right now, so if you have sessions then be sure to submit yours. So, what makes them stand out? Well for starters Michael Neal (organizer) developed an open API so conference attendees could build their own apps for the sessions. They also encouraged their speakers to go to other sessions instead of stay in a “speaker-room”. Another cool feature is that they are uploading videos from the conference so everyone can benefit. They are currently looking for sponsorship, so help out if you can.   In-Person Event Redmond, WA on October 28/29 2011 *NOT 100% SURE AT THIS POINT* PDC 11 – OK, so the logo should be pdc11 but its not out yet. This event is located on Microsoft’s campus in Redmond, WA. It is probably one of the most well known conferences for developers to attend. One of the big perks from this event is that you typically come away with free stuff. In 2010 they gave away Windows 7 Phones. I remember years earlier they gave away laptops. This of course isn’t the only reason to go, you may get to tour the Microsoft campus. Since pdc is a huge event, you can view all the events for free. Mike Taulty created a nice Silverlight application that consumes the OData feed. You can download it here. If everything goes as planned, I will be at all of these events. If you plan on going then send me a tweet and we will do lunch or dinner. I love meeting new developers and talking .net.  Subscribe to my feed

    Read the article

  • Hiring New IT Employees versus Promoting Internally for IT Positions

    Recently I was asked my opinion regarding the hiring of IT professionals in regards to the option of hiring new IT employees versus promoting internally for IT positions. After thinking a little more about this question regarding staffing, specifically pertaining to promoting internally verses new employees; I think my answer to this question is that it truly depends on the situation. However, in most cases I would side with promoting internally. The key factors in this decision should be based on a company/department’s current values, culture, attitude, and existing priorities.  For example if a company values retaining all of its hard earned business knowledge then they would tend to promote existing employees internal over hiring a new employee. Moreover, the company will have to pay to train an existing employee to learn a new technology and the learning curve for some technologies can be very steep. Conversely, if a company values new technologies and technical proficiency over business knowledge then a company would tend to hire new employees because they may already have experience with a technology that the company is planning on using. In this scenario, the company would have to take on the additional overhead of allowing a new employee to learn how the business operates prior to them being fully effective. To illustrate my points above let us look at contractor that builds in ground pools for example.  He has the option to hire employees that are very strong but use small shovels to dig, or employees weak in physical strength but use large shovels to dig. Which employee should the contractor use to dig a hole for a new in ground pool? If we compare the possible candidates for this job we will find that they are very similar to hiring someone internally verses a new hire. The first example represents the existing workers that are very strong regarding the understanding how the business operates and the reasons why in a specific manner. However this employee could be potentially weaker than an outsider pertaining to specific technologies and would need some time to build their technical prowess for a new position much like the strong worker upgrading their shovels in order to remove more dirt at once when digging. The other employee is very similar to hiring a new person that may already have the large shovel but will need to increase their strength in order to use the shovel properly and efficiently so that they can move a maximum amount of dirt in a minimal amount of time. This can be compared to new employ learning how a business operates before they can be fully functional and integrated in the company/department. Another key factor in this dilemma pertains to existing employee and their passion for their work, their ability to accept new responsibility when given, and the willingness to take on responsibilities when they see a need in the business. As much as possible should be considered in this decision down to the mood of the team, the quality of existing staff, learning cure for both technology and business, and the potential side effects of the existing staff.  In addition, there are many more consideration based on the current team/department/companies culture and mood. There are several factors that need to be considered when promoting an individual or hiring new blood for a team. They both can provide great benefits as well as create controversy to a group. Personally, staffing especially in the IT world is like building a large scale system in that all of the components and modules must fit together and preform as one cohesive system in the same way a team must come together using their individually acquired skills so that they can work as one team.  If a module is out of place or is nonexistent then the rest of the team will suffer until the all of its issues are addressed and resolved. Benefits of Promoting Internally Internal promotions give employees a reason to constantly upgrade their technology, business, and communication skills if they want to further their career Employees can control their own destiny based on personal desires Employee already knows how the business operates Companies can save money by promoting internally because the initial overhead of allowing new hires to learn how a company operates is very expensive Newly promoted employees can assist in training their replacements while transitioning to their new role within a company. Existing employees already have a proven track record in regards fitting in with the business culture; this is always an unknown with all new hires Benefits of a New Hire New employees can energize and excite existing employees New employees can bring new ideas and advancements in technology New employees can offer a different perspective on existing issues based on their past experience. As you can see the decision to promote an existing employee from within a company verses hiring a new person should be based on several factors that should ultimately place the business in the best possible situation for the immediate and long term future. How would you handle this situation? Would you hire a new employee or promote from within?

    Read the article

  • 7-Eleven Improves the Digital Guest Experience With 10-Minute Application Provisioning

    - by MichaelM-Oracle
    By Vishal Mehra - Director, Cloud Computing, Oracle Consulting Making the Cloud Journey Matter There’s much more to cloud computing than cutting costs and closing data centers. In fact, cloud computing is fast becoming the engine for innovation and productivity in the digital age. Oracle Consulting Services contributes to our customers’ cloud journey by accelerating application provisioning and rapidly deploying enterprise solutions. By blending flexibility with standardization, our Middleware as a Service (MWaaS) offering is ensuring the success of many cloud initiatives. 10-Minute Application Provisioning Times at 7-Eleven As a case in point, 7-Eleven recently highlighted the scope, scale, and results of a cloud-powered environment. The world’s largest convenience store chain is rolling out a Digital Guest Experience (DGE) program across 8,500 stores in the U.S. and Canada. Everyday, 7-Eleven connects with tens of millions of customers through point-of-sale terminals, web sites, and mobile apps. Promoting customer loyalty, targeting promotions, downloading digital coupons, and accepting digital payments are all part of the roadmap for a comprehensive and rewarding customer experience. And what about the time required for deploying successive versions of this mission-critical solution? Ron Clanton, 7-Eleven's DGE Program Manager, Information Technology reported at Oracle Open World, " We are now able to provision new environments in less than 10 minutes. This includes the complete SOA Suite on Exalogic, and Enterprise Manager managing both the SOA Suite, Exalogic, and our Exadata databases ." OCS understands the complex nature of innovative solutions and has processes and expertise to help clients like 7-Eleven rapidly develop technology that enhances the customer experience with little more than the click of a button. OCS understood that the 7-Eleven roadmap required careful planning, agile development, and a cloud-capable environment to move fast and perform at enterprise scale. Business Agility Today’s business-savvy technology leaders face competing priorities as they confront the digital disruptions of the mobile revolution and next-generation enterprise applications. To support an innovation agenda, IT is required to balance competing priorities between development and operations groups. Standardization and consolidation of computing resources are the keys to success. With our operational and technical expertise promoting business agility, Oracle Consulting's deep Middleware as a Service experience can make a significant difference to our clients by empowering enterprise IT organizations with the computing environment they seek to keep up with the pace of change that digitally driven business units expect. Depending on the needs of the organization, this environment runs within a private, public, or hybrid cloud infrastructure. Through on-demand access to a shared pool of configurable computing resources, IT delivers the standard tools and methods for developing, integrating, deploying, and scaling next-generation applications. Gold profiles of predefined configurations eliminate the version mismatches among databases, application servers, and SOA suite components, delivered both by Oracle and other enterprise ISVs. These computing resources are well defined in business terms, enabling users to select what they need from a service catalog. Striking the Balance between Development and Operations As a result, development groups have the flexibility to choose among a menu of available services with descriptions of standard business functions, service level guarantees, and costs. Faced with the consumerization of enterprise IT, they can deliver the innovative customer experiences that seamlessly integrate with underlying enterprise applications and services. This cloud-powered development and testing environment accelerates release cycles to ensure agile development and rapid deployments. At the same time, the operations group is relying on certified stacks and frameworks, tuned to predefined environments and patterns. Operators can maintain a high level of security, and continue best practices for applications/systems monitoring and management. Moreover, faced with the challenges of delivering on service level agreements (SLAs) with the business units, operators can ensure performance, scalability, and reliability of the infrastructure. The elasticity of a cloud-computing environment – the ability to rapidly add virtual machines and storage in response to computing demands -- makes a difference for hardware utilization and efficiency. Contending with Continuous Change What does it take to succeed on the promise of the cloud? As the engine for innovation and productivity in the digital age, IT must face not only the technical transformations but also the organizational challenges of the cloud. Standardizing key technologies, resources, and services through cloud computing is only one part of the cloud journey. Managing relationships among multiple department and projects over time – developing the management, governance, and monitoring capabilities within IT – is an often unmentioned but all too important second part. In fact, IT must have the organizational agility to contend with continuous change. This is where a skilled consulting services partner can play a pivotal role as a trusted advisor in the successful adoption of cloud solutions. With a lifecycle services approach to delivering innovative business solutions, Oracle Consulting Services has expertise and a portfolio of services to help enterprise customers succeed on their cloud journeys as well as other converging mega trends .

    Read the article

  • Why Executives Need Enterprise Project Portfolio Management: 3 Key Considerations to Drive Value Across the Organization

    - by Melissa Centurio Lopes
    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:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:10.0pt; font-family:"Cambria","serif";} By: Guy Barlow, Oracle Primavera Industry Strategy Director Over the last few years there has been a tremendous shift – some would say tectonic in nature – that has brought project management to the forefront of executive attention. Many factors have been driving this growing awareness, most notably, the global financial crisis, heightened regulatory environments and a need to more effectively operationalize corporate strategy. Executives in India are no exception. In fact, given the phenomenal rate of progress of the country, top of mind for all executives (whether in finance, operations, IT, etc.) is the need to build capacity, ramp-up production and ensure that the right resources are in place to capture growth opportunities. This applies across all industries from asset-intensive – like oil & gas, utilities and mining – to traditional manufacturing and the public sector, including services-based sectors such as the financial, telecom and life sciences segments are also part of the mix. However, compounding matters is a complex, interplay between projects – big and small, complex and simple – as companies expand and grow both domestically and internationally. So, having a standardized, enterprise wide solution for project portfolio management is natural. Failing to do so is akin to having two ERP systems, one to manage “large” invoices and one to manage “small” invoices. It makes no sense and provides no enterprise wide visibility. Therefore, it is imperative for executives to understand the full range of their business commitments, the benefit to the company, current performance and associated course corrections if needed. Irrespective of industry and regardless of the use case (e.g., building a power plant, launching a new financial service or developing a new automobile) company leaders need to approach the value of enterprise project portfolio management via 3 critical areas: 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:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:10.0pt; font-family:"Cambria","serif";} 1. Greater Financial Discipline – Improve financial rigor and results through better governance and control is an imperative given today’s financial uncertainty and greater investment scrutiny. For example, as India plans a US$1 trillion investment in the country’s infrastructure how do companies ensure costs are managed? How do you control cash flow? Can you easily report this to stakeholders? 2. Improved Operational Excellence – Increase efficiency and reduce costs through robust collaboration and integration. Upwards of 66% of cost variances are driven by poor supplier collaboration. As you execute initiatives do you have visibility into the performance of your supply base? How are they integrated into the broader program plan? 3. Enhanced Risk Mitigation – Manage and react to uncertainty through improved transparency and contingency planning. What happens if you’re faced with a skills shortage? How do you plan and account for geo-political or weather related events? In summary, projects are not just the delivery of a product or service to a customer inside a predetermined schedule; they often form a contractual and even moral obligation to shareholders and stakeholders alike. Hence the intimate connection between executives and projects, with the latter providing executives with the platform to demonstrate that their organization has the capabilities and competencies needed to meet and, whenever possible, exceed their customer commitments. Effectively developing and operationalizing corporate strategy is the hallmark of successful executives and enterprise project and portfolio management allows them to achieve this goal. Article was first published for Manage India, an e-newsletter, PMI India.

    Read the article

  • World Backup Day

    - by red(at)work
    Here at Red Gate Towers, the SQL Backup development team have been hunkered down in their shed for the last few months, with the toolbox, blowtorch and chamois leather out, upgrading SQL Backup. When we started, autumn leaves were falling. Now we're about to finish, spring flowers are budding. If not quite a gleaming new machine, at the very least a familiar, reliable engine with some shiny new bits on it will trundle magnificently out of the workshop. One of the interesting things I've noticed about working on software development teams is that the team is together for so long 'implementing' stuff - designing, coding, testing, fixing bugs and so on - that you occasionally forget why you're doing what you're doing. Doubt creeps in. It feels like a long time since we launched this project in a fanfare of optimism and enthusiasm, and all that clarity of purpose and mission "yee-haw" has dissipated with the daily pressures of development. Every now and again, we look up from our bunker and notice all those thousands of users out there, with their different configurations and working practices and each with their own set of problems and requirements, and we ask ourselves "does anyone care about what we're doing?" Has the world moved on while we've been busy? Could we have been doing something more useful with the time and talent of all these excellent people we've assembled? In truth, you can research and test and validate all you like, but you never really know if you've done the right thing (or at least, something valuable for some users) until you release. All projects suffer this insecurity. If they don't, maybe you're not worrying enough about what you're building. The two enemies of software development are certainty and complacency. Oh, and of course, rival teams with Nerf guns. The goal of SQL Backup 7 is to make it so easy to schedule regular restores of your backups that you have no excuse not to. Why schedule a restore? Because your data is not as good as your last backup. It's only as good as your last successful restore. If you're not checking your backups by restoring them and running an integrity check on the database, you're only doing half the job. It seems that most DBAs know that this is best practice, but it can be tricky and time-consuming to set up, so it's one of those tasks that can get forgotten in the midst all the other demands on their time. Sometimes, they're just too busy firefighting. But if it was simple to do? That was our inspiration for SQL Backup 7. So it was heartening to read Brent Ozar's blog post the other day about World Backup Day. To be honest, I'd never heard of World Backup Day (Talk Like a Pirate Day, yes, but not this one); however, its emphasis on not just backing up your data but checking the validity of those backups was exactly the same message we had in mind when building SQL Backup 7. It's printed on a piece of A3 above our planning board - "Make backup verification so easy to do that no DBA has an excuse for not doing it" It's the missing piece that completes the puzzle. Simple idea, great concept, useful feature, but, as it turned out, far from straightforward to implement. The problem is the future. As Marty McFly discovered over the course of three movies, the future is uncertain and hard to predict - so when you are scheduling a restore to take place an hour, day, week or month after the backup, there are all kinds of questions that you wouldn't normally have to consider. Where will this backup live? Will it even exist at the time? Will it be split into multiple files? What will the file names be? Will it be encrypted? What files should it be restored to? SQL Backup needs to know what to expect at the time the restore job is actually run. Of course, a DBA will know the answer to all these questions, but to deliver the whole point of version 7, we wanted to make it easy for them to input that information into SQL Backup. We think we've done that. When you create your scheduled backup job, there is now an option to create a "reminder" to follow it up with a scheduled restore to verify the resulting backups. Actually, it's much more than a reminder, as it stores all the relevant data so you can click it and pre-populate the wizard with all the right settings to set up your verification restores. Simple. But, what do you think? We'd love you to try it. Post by Brian Harris

    Read the article

  • Hybrid IT or Cloud Initiative – a Perfect Enterprise Architecture Maturation Opportunity

    - by Ted McLaughlan
    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: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-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} All too often in the growth and maturation of Enterprise Architecture initiatives, the effort stalls or is delayed due to lack of “applied traction”. By this, I mean the EA activities - whether targeted towards compliance, risk mitigation or value opportunity propositions – may not be attached to measurable, active, visible projects that could advance and prove the value of EA. EA doesn’t work by itself, in a vacuum, without collaborative engagement and a means of proving usefulness. A critical vehicle to this proof is successful orchestration and use of assets and investment resources to meet a high-profile business objective – i.e. a successful project. More and more organizations are now exploring and considering some degree of IT outsourcing, buying and using external services and solutions to deliver their IT and business requirements – vs. building and operating in-house, in their own data centers. The rapid growth and success of “Cloud” services makes some decisions easier and some IT projects more successful, while dramatically lowering IT risks and enabling rapid growth. This is particularly true for “Software as a Service” (SaaS) applications, which essentially are complete web applications hosted and delivered over the Internet. Whether SaaS solutions – or any kind of cloud solution - are actually, ultimately the most cost-effective approach truly depends on the organization’s business and IT investment strategy. This leads us to Enterprise Architecture, the connectivity between business strategy and investment objectives, and the capabilities purchased or created to meet them. If an EA framework already exists, the approach to selecting a cloud-based solution and integrating it with internal IT systems (i.e. a “Hybrid IT” solution) is well-served by leveraging EA methods. If an EA framework doesn’t exist, or is simply not mature enough to address complex, integrated IT objectives – a hybrid IT/cloud initiative is the perfect project to advance and prove the value of EA. Why is this? For starters, the success of any complex IT integration project - spanning multiple systems, contracts and organizations, public and private – depends on active collaboration and coordination among the project stakeholders. For a hybrid IT initiative, inclusive of one or more cloud services providers, the IT services, business workflow and data governance challenges alone can be extremely complex, requiring many diverse layers of organizational expertise and authority. Establishing subject matter expertise, authorities and strategic guidance across all the disciplines involved in a hybrid-IT or hybrid-cloud system requires top-level, comprehensive experience and collaborative leadership. Tools and practices reflecting industry expertise and EA alignment can also be very helpful – such as Oracle’s “Cloud Candidate Selection Tool”. Using tools like this, and facilitating this critical collaboration by leading, organizing and coordinating the input and expertise into a shared, referenceable, reusable set of authority models and practices – this is where EA shines, and where Enterprise Architects can be most valuable. The “enterprise”, in this case, becomes something greater than the core organization – it includes internal systems, public cloud services, 3rd-party IT platforms and datacenters, distributed users and devices; a whole greater than the sum of its parts. Through facilitated project collaboration, leading to identification or creation of solid governance models and processes, a durable and useful Enterprise Architecture framework will usually emerge by itself, if not actually identified and managed as such. The transition from planning collaboration to actual coordination, where the program plan, schedule and resources become synchronized and aligned to other investments in the organization portfolio, is where EA methods and artifacts appear and become most useful. The actual scope and use of these artifacts, in the context of this project, can then set the stage for the most desirable, helpful and pragmatic form of the now-maturing EA framework and community of practice. Considering or starting a hybrid-IT or hybrid-cloud initiative? Running into some complex relationship challenges? This is the perfect time to take advantage of your new, growing or possibly latent Enterprise Architecture practice.

    Read the article

  • Context is Everything

    - by Angus Graham
    Normal 0 false false false EN-CA X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0cm 5.4pt 0cm 5.4pt; mso-para-margin-top:0cm; mso-para-margin-right:0cm; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0cm; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin;} Context is Everything How many times have you have you asked a question only to hear an answer like “Well, it depends. What exactly are you trying to do?”.  There are times that raw information can’t tell us what we need to know without putting it in a larger context. Let's take a real world example.  If I'm a maintenance planner trying to figure out which assets should be replaced during my next maintenance window, I'm going to go to my Asset Management System.  I can get it to spit out a list of assets that have failed several times over the last year.  But what are these assets connected to?  Is there any safety consequences to shutting off this pipeline to do the work?  Is some other work that's planned going to conflict with replacing this asset?  Several of these questions can't be answered by simply spitting out a list of asset IDs.  The maintenance planner will have to reference a diagram of the plant to answer several of these questions. This is precisely the idea behind Augmented Business Visualization. An Augmented Business Visualization (ABV) solution is one where your structured data (enterprise application data) and your unstructured data (documents, contracts, floor plans, designs, etc.) come together to allow you to make better decisions.  Essentially we're showing your business data into its context. AutoVue allows you to create ABV solutions by integrating your enterprise application with AutoVue’s hotspot framework. Hotspots can be defined for your document. Users can click these hotspots to trigger actions in your enterprise app. Similarly, the enterprise app can highlight the hotspots in your document based on its business data, creating a visual dashboard of your business data in the context of your document. ABV is not new. We introduced the hotspot framework in AutoVue 20.1 with text hotspots. Any text in a PDF or 2D CAD drawing could be turned into a hotspot. In 20.2 we have enhanced this to include 2 new types of hotspots: 3D and regional hotspots. 3D hotspots allow you to turn 3D parts into hotspots. Hotspots can be defined based on the attributes of the part, so you can create hotspots based on part numbers, material, date of delivery, etc.  Regional hotspots allow an administrator to define rectangular regions on any PDF, image, or 2D CAD drawing. This is perfect for cases where the document you’re using either doesn’t have text in it (a JPG or TIFF for example) or if you want to define hotspots that don’t correspond to the text in the document. There are lots of possible uses for AutoVue hotspots.  A great demonstration of how our hotspot capabilities can help add context to enterprise data in the Energy sector can be found in the following AutoVue movies: Maintenance Planning in the Energy Sector - Watch it Now Capital Construction Project Management in the Energy Sector  -  Watch it Now Commissioning and Handover Process for the Energy Sector  -  Watch it Now

    Read the article

  • State of the (Commerce) Union: What the healthcare.gov hiccups teach us about the commerce customer experience

    - by Katrina Gosek
    Guest Post by Brenna Johnson, Oracle Commerce Product A lot has been said about the healthcare.gov debacle in the last week. Regardless of your feelings about the Affordable Care Act, there’s a hidden issue in this story that most of the American people don’t understand: delivering a great commerce customer experience (CX) is hard. It shouldn’t be, but it is. The reality of the government’s issues getting the healthcare site up and running smooth is something we in the online commerce community know too well.  If there’s one thing the botched launch of the site has taught us, it’s that regardless of the size of your budget or the power of an executive with a high-profile project, some of the biggest initiatives with the most attention (and the most at stake) don’t go as planned. It may even give you a moment of solace – we have the same issues! But why?  Organizations engage too many separate vendors with different technologies, running sections or pieces of a site to get live. When things go wrong, it takes time to identify the problem – and who or what is at the center of it. Unfortunately, this is a brittle way of setting up a site, making it susceptible to breaks, bugs, and scaling issues. But, it’s the reality of running a site with legacy technology constraints in today’s demanding, customer-centric market. This approach also means there’s also a lot of cooks in lots of different kitchens. You’ve got development and IT, the business and the marketing team, an external Systems Integrator to bring it all together, a digital agency or consultant, QA, product experts, 3rd party suppliers, and the list goes on. To complicate things, different business units are held responsible for different pieces of the site and managing different technologies. And again – due to legacy organizational structure and processes, this is all accepted as the normal State of the Union. Digital commerce has been commonplace for 15 years. Yet, getting a site live, maintained and performing requires orchestrating a cast of thousands (or at least, dozens), big dollars, and some finger-crossing. But it shouldn’t. The great thing about the advent of mobile commerce and the continued maturity of online commerce is that it’s forced organizations to think from the outside, in. Consumers – whether they’re shopping for shoes or a new healthcare plan – don’t care about what technology issues or processes you have behind the scenes. They just want it to work.  They want their experience to be easy, fast, and tailored to them and their needs – whatever they are. This doesn’t sound like a tall order to the American consumer – especially since they interact with sites that do work smoothly.  But the reality is that it takes scores of people, teams, check-ins, late nights, testing, and some good luck to get sites to run, and even more so at Black Friday (or October 1st) traffic levels.  The last thing on a customer’s mind is making excuses for why they can’t buy a product – just get it to work. So what is the government doing? My guess is working day and night to get the site performing  - and having to throw big money at the problem. In the meantime they’re sending frustrated online users to the call center, or even a location where a trained “navigator” can help them in-person to complete their selection. Sounds a lot like multichannel commerce (where broken communication between siloed touchpoints will only frustrate the consumer more). One thing we’ve learned is that consumers spend their time and money with brands they know and trust. When sites are easy to use and adapt to their needs, they tend to spend more, come back, and even become long-time loyalists. Achieving this may require moving internal mountains, but there’s too much at stake to ignore the sea change in how organizations are thinking about their customer. If the thought of re-thinking your internal teams, technologies, and processes sounds like a headache, think about the pain associated with losing valuable customers – and dollars. Regardless if you’re in B2B or B2C, it’s guaranteed that your competitors are making CX a priority. Those early to the game who have made CX a priority have already begun to outpace their competition. So as you’re planning for 2014, look to the news this week. Make sure the customer experience is a focus at your organization. Expectations are at record highs. Map your customer’s journey, and think from the outside, in. How easy is it for your customers to do business with you? If they interact with many touchpoints across your organization, are the call center, website, mobile environment, or brick and mortar location in sync? Do you have the technology in place to achieve this? It’s time to give the people what they want!

    Read the article

  • "Mega Menus" for SEO [duplicate]

    - by Thought Space Designs
    This question already has an answer here: How do I handle having to many links on a webpage because of my menu 4 answers I'm using the term "Mega Menus" loosely here. I'm redesigning my WordPress site (it's going to be responsive), and as part of the redesign, I was debating incorporating some sort of descriptive menu setup. For example, normal navigation drop down menus come in the form of unordered lists of links like so: <nav> <ul> <li> <a href="#">Link1</a> </li> <li> <a href="#">Link2</a> </li> <li> <a href="#">Link3</a> <ul> <li> <a href="#">Sub Link1</a> </li> <li> <a href="#">Sub Link2</a> </li> <li> <a href="#">Sub Link3</a> </li> </ul> </li> <li> <a href="#">Link4</a> </li> </ul> </nav> What I'm looking to do is build my drop down menus with more information than your standard menu. For example, I have a top level link named "Team", and under that link, I want to make a large drop down that contains head shots, headers (in the form of styled p tags) and brief (<100 words) descriptions of each team member (only 2 currently). I want to accompany this with a "Read More" link that takes you to their actual team page. This is just one example, of course, and the other top level links would also have descriptive drop downs in the same fashion. On mobile, I was planning on hiding the "mega menu", and delivering a standard unordered list of links. Here's what I was thinking for overall structure and syntax: <nav> <ul> <li> <a href="#">Home</a> </li> <li> <a href="#">About</a> </li> <li> <a href="#">Team</a> <ul> <!-- DESKTOP --> <li class="mega-menu row"> <a class="col-sm-6" href="#"> <div class="row"> <div class="col-sm-4"> <img src="#" alt="Team Member 1" /> </div> <div class="col-sm-8"> <p class="header">Team Member 1</p> <p>Short description goes here.</p> </div> </div> </a> <a class="col-sm-6" href="#"> <!-- OTHER TEAM MEMBER INFO --> </a> </li> <!-- END DESKTOP --> <!-- MOBILE --> <li> <a href="#">Team Member 1</a> </li> <li> <a href="#">Team Member 2</a> </li> <!-- END MOBILE --> </ul> </li> <li> <a href="#">Contact</a> </li> </ul> </nav> Can anybody think of any potential SEO ramifications of doing this? I'm not going to be loading these menus full of links, so it shouldn't hurt page rank, but what are the effects of having a good bit of text and maybe even forms within nav elements? Is there such a thing as overloading nav with HTML? EDIT: Here's an example of what the menu would look like rendered on desktop. I'm currently hovering the "Team" menu, but you can't see because my mouse went away when I took the screenshot. EDIT 2: This question is not a duplicate. I'm not going to have "too many" links in my menus. I'm wondering how having images and text inside of header navigation will affect my menus. Also, I don't just want "yes, this is bad" answers. Please cite your sources and be specific with reasoning.

    Read the article

  • ?????????????!4?21?Oracle Enterprise Cloud Summit??

    - by yusuke.nakamura
    Oracle Newsletter img{border:0;} p{margin:0; padding:0;} td{color:#333333; line-height:1.5; font-family:"MS P????", Osaka, Hiragino Kaku Gothic Pro; font-size:12px;} table.t10 td, .small{font-size:10px;} a:link, a:visited{color:#ff0000;} a:hover, a:active{color:#ff0000; text-decoration:none;} a.l01:link, a.l01:visited, a.l01:hover, a.l01:active{color:#333333;} span.r, td.r{color:#ff0000;} ??????????????????·???????????????????????????????????????????????? ??????????·????????????????????????????????????????????????????????????????????????????????????????????????·???????????????????????????????????????? ???????????????! >> ????????????SOA???????????????????????????????????? ?????????? Oracle SOA?????ECM(Engineering Chain Management)??????????????????????????????? ???IT?????????????????????ECM???????? ??????????? ?????????????(?????????)????????????????????????????3??1????????????????????????????????????? ????????? >> «????»?????BPM?????????????????Oracle BPM 11g ????? eBook????? ????????? >> IFRS?????????&????????????????????????????????Oracle E-Business Suite Release R12?????????????????IFRS????????????????????????????????IFRS ???????????(???????)???????????????????Oracle E-Business Suite??????12???????????????12???????????! ???????:2011?3?31? ????????? >> ??????????·????????????????????????????????????????????????????????????????????????? ??????/IFRS(??????)??????????????????????????????????? ???????Oracle Hyperion Financial Management / Oracle Hyperion Planning????????????????????????????????????? ??????????????????? Oracle Hyperion Financial Management???????????????????????????????? ?????????? ???????????????Oracle Hyperion Financial Management?????? ??????????????EPM????????????????? >> ?????SPARC Supercluster??Oracle???????RAC???????????????????????·??????????SPARC Supercluster??????????????????????????TPC-C???????????????????????????????SPARC????FlashFire?InfiniBand QDR?Oracle Solaris????ZFS Storage Appliance????????? ?SPARC Supercluster???????????? >> ???????????????????? >> ?SPARC Supercluster???????????????! ??????? ?SPARC Supercluster????????Webcast???? >> ???????Caption???????????????????????????? ?????????????!??????????????? ? ?????SOA/BPM??????? [NEW]SOA??????IT????????"??????·???????"??? ? CFO for Tomorrow [NEW]IFRS??????????????·????????? ? Sun???&?????·???? [NEW]?????????????????IT????????? ? Facebook??????????????????????(Facebook????????????) more solutions ? ?????????[PDF] Oracle Exadata??????????????????????????????????????????????????????????????? ? ?????????[PDF] ???????????????????????ERP??????????????????????????????????????????? ? ?????????[PDF]Oracle SOA Suite????????????????????ECM????????????????????????????????????????????????????? more success stories IT?????????????????????????????????????·???·?????? >> ? @Oracle_Japan????????????????????????"?"???????! ? @OracleApps_jp?????????????????????????! ? @OracleDB_jp???????????????????????????????????????·?????! ? @OracleMiddle_jpOracle Fusion Middleware????????????????! ? @oracletechnetjpOracle Technology Network Japan??????????????????????????????????????! ? @Candy_Candy???????????4????????????? more accounts-- ???????? 3/4(?)14:00~17:00 ?????????????????????~???????????????~ ?????????????????????????????(??) 3/8(?)9:30~18:00 ?6? BPM????? 2011 ?????(??) 3/8(?)~11(?)10:00~17:00 ???????JAPAN 2011 ??????????????????1·2???(??) 3/9(?)18:00~19:30 ???????????????? ??????~?????? ??????????(??) 3/9(?)18:30~20:30 ?56? ????! ????????-WebLogic Server ??? Mark IX- ????????????(??) 3/10(?)14:00~17:10 ???????????????????????????? ??????????(??) 3/23(?)18:00~19:30 ???????????????? ??????~?????? ??????????(??) 3/30(?)13:30~17:00 ??????????????????????? ????????????(??) Copyright © 2011, Oracle.All Rights Reserved. ???????????? | ???????????? | ??????????/????????

    Read the article

  • Strange Recurrent Excessive I/O Wait

    - by Chris
    I know quite well that I/O wait has been discussed multiple times on this site, but all the other topics seem to cover constant I/O latency, while the I/O problem we need to solve on our server occurs at irregular (short) intervals, but is ever-present with massive spikes of up to 20k ms a-wait and service times of 2 seconds. The disk affected is /dev/sdb (Seagate Barracuda, for details see below). A typical iostat -x output would at times look like this, which is an extreme sample but by no means rare: iostat (Oct 6, 2013) tps rd_sec/s wr_sec/s avgrq-sz avgqu-sz await svctm %util 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 16.00 0.00 156.00 9.75 21.89 288.12 36.00 57.60 5.50 0.00 44.00 8.00 48.79 2194.18 181.82 100.00 2.00 0.00 16.00 8.00 46.49 3397.00 500.00 100.00 4.50 0.00 40.00 8.89 43.73 5581.78 222.22 100.00 14.50 0.00 148.00 10.21 13.76 5909.24 68.97 100.00 1.50 0.00 12.00 8.00 8.57 7150.67 666.67 100.00 0.50 0.00 4.00 8.00 6.31 10168.00 2000.00 100.00 2.00 0.00 16.00 8.00 5.27 11001.00 500.00 100.00 0.50 0.00 4.00 8.00 2.96 17080.00 2000.00 100.00 34.00 0.00 1324.00 9.88 1.32 137.84 4.45 59.60 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 22.00 44.00 204.00 11.27 0.01 0.27 0.27 0.60 Let me provide you with some more information regarding the hardware. It's a Dell 1950 III box with Debian as OS where uname -a reports the following: Linux xx 2.6.32-5-amd64 #1 SMP Fri Feb 15 15:39:52 UTC 2013 x86_64 GNU/Linux The machine is a dedicated server that hosts an online game without any databases or I/O heavy applications running. The core application consumes about 0.8 of the 8 GBytes RAM, and the average CPU load is relatively low. The game itself, however, reacts rather sensitive towards I/O latency and thus our players experience massive ingame lag, which we would like to address as soon as possible. iostat: avg-cpu: %user %nice %system %iowait %steal %idle 1.77 0.01 1.05 1.59 0.00 95.58 Device: tps Blk_read/s Blk_wrtn/s Blk_read Blk_wrtn sdb 13.16 25.42 135.12 504701011 2682640656 sda 1.52 0.74 20.63 14644533 409684488 Uptime is: 19:26:26 up 229 days, 17:26, 4 users, load average: 0.36, 0.37, 0.32 Harddisk controller: 01:00.0 RAID bus controller: LSI Logic / Symbios Logic MegaRAID SAS 1078 (rev 04) Harddisks: Array 1, RAID-1, 2x Seagate Cheetah 15K.5 73 GB SAS Array 2, RAID-1, 2x Seagate ST3500620SS Barracuda ES.2 500GB 16MB 7200RPM SAS Partition information from df: Filesystem 1K-blocks Used Available Use% Mounted on /dev/sdb1 480191156 30715200 425083668 7% /home /dev/sda2 7692908 437436 6864692 6% / /dev/sda5 15377820 1398916 13197748 10% /usr /dev/sda6 39159724 19158340 18012140 52% /var Some more data samples generated with iostat -dx sdb 1 (Oct 11, 2013) Device: rrqm/s wrqm/s r/s w/s rsec/s wsec/s avgrq-sz avgqu-sz await svctm %util sdb 0.00 15.00 0.00 70.00 0.00 656.00 9.37 4.50 1.83 4.80 33.60 sdb 0.00 0.00 0.00 2.00 0.00 16.00 8.00 12.00 836.00 500.00 100.00 sdb 0.00 0.00 0.00 3.00 0.00 32.00 10.67 9.96 1990.67 333.33 100.00 sdb 0.00 0.00 0.00 4.00 0.00 40.00 10.00 6.96 3075.00 250.00 100.00 sdb 0.00 0.00 0.00 0.00 0.00 0.00 0.00 4.00 0.00 0.00 100.00 sdb 0.00 0.00 0.00 2.00 0.00 16.00 8.00 2.62 4648.00 500.00 100.00 sdb 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 0.00 0.00 100.00 sdb 0.00 0.00 0.00 1.00 0.00 16.00 16.00 1.69 7024.00 1000.00 100.00 sdb 0.00 74.00 0.00 124.00 0.00 1584.00 12.77 1.09 67.94 6.94 86.00 Characteristic charts generated with rrdtool can be found here: iostat plot 1, 24 min interval: http://imageshack.us/photo/my-images/600/yqm3.png/ iostat plot 2, 120 min interval: http://imageshack.us/photo/my-images/407/griw.png/ As we have a rather large cache of 5.5 GBytes, we thought it might be a good idea to test if the I/O wait spikes would perhaps be caused by cache miss events. Therefore, we did a sync and then this to flush the cache and buffers: echo 3 > /proc/sys/vm/drop_caches and directly afterwards the I/O wait and service times virtually went through the roof, and everything on the machine felt like slow motion. During the next few hours the latency recovered and everything was as before - small to medium lags in short, unpredictable intervals. Now my question is: does anybody have any idea what might cause this annoying behaviour? Is it the first indication of the disk array or the raid controller dying, or something that can be easily mended by rebooting? (At the moment we're very reluctant to do this, however, because we're afraid that the disks might not come back up again.) Any help is greatly appreciated. Thanks in advance, Chris. Edited to add: we do see one or two processes go to 'D' state in top, one of which seems to be kjournald rather frequently. If I'm not mistaken, however, this does not indicate the processes causing the latency, but rather those affected by it - correct me if I'm wrong. Does the information about uninterruptibly sleeping processes help us in any way to address the problem? @Andy Shinn requested smartctl data, here it is: smartctl -a -d megaraid,2 /dev/sdb yields: smartctl 5.40 2010-07-12 r3124 [x86_64-unknown-linux-gnu] (local build) Copyright (C) 2002-10 by Bruce Allen, http://smartmontools.sourceforge.net Device: SEAGATE ST3500620SS Version: MS05 Serial number: Device type: disk Transport protocol: SAS Local Time is: Mon Oct 14 20:37:13 2013 CEST Device supports SMART and is Enabled Temperature Warning Disabled or Not Supported SMART Health Status: OK Current Drive Temperature: 20 C Drive Trip Temperature: 68 C Elements in grown defect list: 0 Vendor (Seagate) cache information Blocks sent to initiator = 1236631092 Blocks received from initiator = 1097862364 Blocks read from cache and sent to initiator = 1383620256 Number of read and write commands whose size <= segment size = 531295338 Number of read and write commands whose size > segment size = 51986460 Vendor (Seagate/Hitachi) factory information number of hours powered up = 36556.93 number of minutes until next internal SMART test = 32 Error counter log: Errors Corrected by Total Correction Gigabytes Total ECC rereads/ errors algorithm processed uncorrected fast | delayed rewrites corrected invocations [10^9 bytes] errors read: 509271032 47 0 509271079 509271079 20981.423 0 write: 0 0 0 0 0 5022.039 0 verify: 1870931090 196 0 1870931286 1870931286 100558.708 0 Non-medium error count: 0 SMART Self-test log Num Test Status segment LifeTime LBA_first_err [SK ASC ASQ] Description number (hours) # 1 Background short Completed 16 36538 - [- - -] # 2 Background short Completed 16 36514 - [- - -] # 3 Background short Completed 16 36490 - [- - -] # 4 Background short Completed 16 36466 - [- - -] # 5 Background short Completed 16 36442 - [- - -] # 6 Background long Completed 16 36420 - [- - -] # 7 Background short Completed 16 36394 - [- - -] # 8 Background short Completed 16 36370 - [- - -] # 9 Background long Completed 16 36364 - [- - -] #10 Background short Completed 16 36361 - [- - -] #11 Background long Completed 16 2 - [- - -] #12 Background short Completed 16 0 - [- - -] Long (extended) Self Test duration: 6798 seconds [113.3 minutes] smartctl -a -d megaraid,3 /dev/sdb yields: smartctl 5.40 2010-07-12 r3124 [x86_64-unknown-linux-gnu] (local build) Copyright (C) 2002-10 by Bruce Allen, http://smartmontools.sourceforge.net Device: SEAGATE ST3500620SS Version: MS05 Serial number: Device type: disk Transport protocol: SAS Local Time is: Mon Oct 14 20:37:26 2013 CEST Device supports SMART and is Enabled Temperature Warning Disabled or Not Supported SMART Health Status: OK Current Drive Temperature: 19 C Drive Trip Temperature: 68 C Elements in grown defect list: 0 Vendor (Seagate) cache information Blocks sent to initiator = 288745640 Blocks received from initiator = 1097848399 Blocks read from cache and sent to initiator = 1304149705 Number of read and write commands whose size <= segment size = 527414694 Number of read and write commands whose size > segment size = 51986460 Vendor (Seagate/Hitachi) factory information number of hours powered up = 36596.83 number of minutes until next internal SMART test = 28 Error counter log: Errors Corrected by Total Correction Gigabytes Total ECC rereads/ errors algorithm processed uncorrected fast | delayed rewrites corrected invocations [10^9 bytes] errors read: 610862490 44 0 610862534 610862534 20470.133 0 write: 0 0 0 0 0 5022.480 0 verify: 2861227413 203 0 2861227616 2861227616 100872.443 0 Non-medium error count: 1 SMART Self-test log Num Test Status segment LifeTime LBA_first_err [SK ASC ASQ] Description number (hours) # 1 Background short Completed 16 36580 - [- - -] # 2 Background short Completed 16 36556 - [- - -] # 3 Background short Completed 16 36532 - [- - -] # 4 Background short Completed 16 36508 - [- - -] # 5 Background short Completed 16 36484 - [- - -] # 6 Background long Completed 16 36462 - [- - -] # 7 Background short Completed 16 36436 - [- - -] # 8 Background short Completed 16 36412 - [- - -] # 9 Background long Completed 16 36404 - [- - -] #10 Background short Completed 16 36401 - [- - -] #11 Background long Completed 16 2 - [- - -] #12 Background short Completed 16 0 - [- - -] Long (extended) Self Test duration: 6798 seconds [113.3 minutes]

    Read the article

  • Moving users folder on Windows-7 to another partition - bad idea?

    - by Donat
    Hi, I'd like to re-submit here a question posted by Benjol on Aug 17at 5:57 "Moving users folder on Windows Vista to another partition - bad idea?" (I can't post one than one link until I earn "10 reputation" and removed my "answer" there to post my follow-up questions here). I am anxiously getting ready at long last to to carry out a clean install (using custom install option) from Vista to Windows-7 Home Premium 64bit with the free upgrade I received late October. For my Vista system I successfully set-up last Summer a multi-partitions scheme with Users and Program Data on a a different partition than the operating system (see link below, and its subsequent links in my comment for details). http://tuts4tech.net/2009/08/05/windows-7-move-the-users-and-program-files-directories-to-a-different-partition/comment-page-1/#comment-562 I was planning a similar set-up for windows 7, a little more streamlined, with OS, Program Files on C:, Users and Program Data on D:, and TV media recording on a separate partition. Reading the Question submitted by Benjol, I am second guessing too. Is moving Users and Program Data on a different partition than the default primary partition with OS and Program Files such a good idea? The couple of people I talked to at the official Microsoft Windows 7 booth at CES 2010 gave the same answer to the intention of moving the Users profile folder to another partition. In a nutshell, they all told me that they used to do this in XP and less in Vista but not anymore with Windows 7... "It is stable, after two months still no problem" I had the feeling it was a scripted answer to emphasize how Windows 7 is so stable and efficient... (Will Windows-7 system not become bugged down over the course of several months to a year or two? Only time will tell) Long story short, I share the same view than Benjol expressed with respect to being "able to backup and restore system and user data independently." I just received a 2TB usb2, eSATA external hard drive as a back-up drive, which includes NTI Shadow 4 (4.1.0.150) for back-up solution. I took note of the issue with NTUSER.DAT and I will read more about Volume Shadow Copy Service (VSS) for Windows 7. I am willing to put the effort if placing Users and Program Data on a different partition would allow to restore a fresher OS+Program image when the system gets bugged down. Questions: Is it such a bad idea? What is the "easy route" referred by Benjol in his post? Is it to just relocate folders to another partition using the Folder property tool? (It is not practical for several users and might not provide a straightforward restore process of just OS and Program Files when needed.) I am starting to learn about Windows 7 libraries. Would Windows 7 libraries be another alternative to achieve this? All this reading to decide how to organize the partition scheme for my custom system is starting to be confusing. I apologize for this lengthy Question. It is my first day here on SuperUser and I am just learning how different from a discussion thread it is. Thank you in advance for all your suggestions and comments. Donat

    Read the article

  • Determining the required depth and specifications for a server cabinet

    - by Bingu Bingme
    I'm trying to understand the considerations ("why") that go into determining the specifications ("what") for a rackmount server cabinet, in order to determine what sort of rack I should purchase for my home use. Since this is for home use, I won't be following certain best practices (eg. hot/cold aisle, not even air conditioning) and may be willing to sacrifice in various areas in order to reduce cost and footprint - but please advise if there are safety concerns or other considerations to note. The most basic specs for a server cabinet are the dimensions (external width x external depth x usable height). Width: commonly 600mm or 800mm (if the use case requires extra clearance around the sides, such as if there is lots of cabling). In my case and most common cases, I'm going to stick with 600mm. Height: Select a sufficiently tall rack to fit my equipment. But how much may I stuff into it? Eg, if there is a 15U rack, can I really populate it with 15U of servers, or should I leave 1U at top and bottom for air circulation? Depth: Racks commonly have external depth of 600mm (network equipment), 800mm, 1000mm, or even longer. I'm trying to see how to fit into the 800mm depth. With reference to http://www.server-racks.com/rack-mount-depth.html, I'm hoping to have the front and rear posts mounted ~ 28.5" (72cm) apart, which would leave only 8cm for front space and rear space. How much rear space (from rear posts to back of rack) do I really need? I won't use cable management arms, so can I mount a 72cm depth server since the power, KVM, network cables won't take up much depth? My most important equipment are all < 60cm depth (4U chassis) and should comfortably fit within the 800mm cabinet. The rest of the equipment are very old 1U servers that range from 65-72cm depth. I might still want to make further use of them, or I might discard them since they are so old. Even if the 72cm servers cannot be powered on in an 800mm rack, I should be able to use them as 1U shelves. But, what server depth can I expect to be able to operate? Or am I forced to upgrade to 1000mm depth racks in order to use any servers deeper than 60cm? With reference to best practices for HP racks, some other specs and installation considerations: There aren't any minimum recommendations for clearance on the sides of the rack. It is recommended to leave 48" front clearance. The 48" front clearance is based on 32" chassis depth, 13" to extend the rack rails and mate the inner/outer rails, and 3" for movement. If I don't use such rails (eg, use shelves instead), it should be sufficient to leave front clearance of chassis depth + 3". It is recommended to leave 30" rear clearance "to provide space for servicing the rack". I'm planning to back the rack into a corner of the room, and wheel it slightly out when I need to access the rear. If the wheeling plan is ok, I still need to know how much rear clearance is required for air circulation and ventilation purposes. Castor wheels and stabilising feet. Since I'm backing the rack into a corner of the room, I'll only be able to set the stabilising feet on the front corners. Thoughts on safety? The rack that I'm considering has front glass doors with side ventilation slits and fully perforated rear doors. I'm hoping this will be a good balance between temperature and noise (only ventilation slits facing out the front, while the rear is facing the walls). Or is the sound of high-rpm fans going to escape through the front slits anyway and destroy my sanity?

    Read the article

  • Problems with XP, Office, and PC in general - any ideas?

    - by molecule
    Hi all This may not make a whole lot of sense so pls bear with me... I am about to perform a routine check on one of my user's PC. Some background - the PC has a Xeon processor and 4Gb of RAM and running XP SP3 He has 2xHDD and pagefile is hosted on the secondary HDD (D:) and min/max values are set to 4096. NO pagefile on C: This user has 6 monitors so he has an NVIDIA Quadro NVS440 hosting 4xmonitors and an NVIDIA Quadro NVS290 hosting 2xmonitors. There is a video card driver from NVIDIA which is compatible with both NVS440 and NVS290 and he is on the latest version of that driver. (Note: Make of video cards are different - one is from leadtek and the other from Nvidia) He is a heavy Bloomberg, Outlook, Word, and Excel user and runs two Citrix applications. Other apps are FoxIt PDF and IE. Problems - Outlook and Excel frequently crashes - I am going to perform an Outlook and Excel repair and also check/remove unnecessary addins - will he lose any customizations if I repaired and chose "Restore my shortcuts while repairing" and do not select "Discard my customized settings and restore default settings". Does repair really repair anything? FYI - It stopped crashing ever since i moved a large spreadsheet he has open to his local HDD instead of over the network. This spreadsheet "refreshes" constantly as it is pulling live data to update cells and I suspect it was auto-saving so frequently that it caused crashes if saving over the network. At times, his right click completely fails to respond. His left click works fine but he can't right click on anything in any Window and even on the desktop. Sometimes, he needs to start to close certain applications such as Adobe and the right click will start functioning again. I removed Adobe and installed FoxIt as I figured it was a resource issue but I do not think so as he does have sufficient resources when the problem is happening. Sometimes he can't bring task manager up until he kills certain apps. Definitely sounds like a resource issue but I am not confident that is the root cause. Also not sure if this is related to one of the apps installed but his Start bar flickers (does not completely disappear) intermittently from time to time. The taskbar icons which are hidden appear and then get hidden again as if it was having "fits". I have performed reg scans, malware scans etc but problems do not go away. I am planning to perform sfc /scannow and office repair but would like to know if anyone has any other suggestions. What about setting a "small" pagefile on C:. I have heard that this is recommended and may be the reason why a minidmp file was not generated when he encountered a blue screen. Also, any feedback on his video cards? Do you think different models would cause problems? The drivers seem to work but he only has 2.5Gb out of 4Gb available RAM as I believe the video card chomped up a portion of this. I have recommended creating a new profile for him but due to the amount of customisations he has and the amount of time and effort it will take to get him up and running again, he prefers to bear with the problem than to go down that path. However, at least once a week, his PC acts up and I can't think of any other tools or techniques to rectify his problems. I guess we are at a stage where we just want to "stabilize" things so he won't encounter issues that frequently. Any feedback is very much appreciated.

    Read the article

  • Backup, Migrate or Clone Failing CentOS 4 (LVM)

    - by Hegelworm
    I've been running a BlueQuartz CentOS 4 system (Nuonce.net distro) for a few years now and although the hard drive (Deskstar) has always been a bit noisy, on a few recent occasions I've heard it having trouble spinning up. Basically, I want to clone this drive to a similar sized one (80 Gig). I've spent many hours reading upon dd, dd_rescue, rsync, clonezilla and LVM mirroring yet the sheer number of options and nightmarish accounts has left me frozen - unable to make an informed decision as to how to start. I've made a few attempts. dd failed after about 2 hours, as, although the drives appeared to be identical on the surface (ATA Seagate Barracudas, Thai not Chinese), the destination drive is slightly smaller. My most recent attempt involved using a Debian CD to format the new drive and then rsync-ing everything over and editing the new drive's grub and fstab to reflect the changes. No joy here either as I hadn't chosen LVM when partitioning the destination drive and it wouldn't boot. As you can probably tell, I'm out of my depth here and a panic-invoking mixture of caution and frustration has prompted me to sign up here. The server itself, although not strictly a production environment, has a very specific installation of Festival, LAME and ffMpeg and provides the back-end for a Text-to-Speech jQuery plugin that I've built over the last 2 years. I'm also planning to rebuild the whole TTS system on Debian as the existing CentOS system still has PHP4 etc. For now though, I'd really like to just shift everything over to a new drive. As this is my first post, please feel free to lay any house rules on me that I might've overlooked; I've been hovering around StackOverflow for a while now but have only just signed up. Many thanks. Update: Thanks for your responses so far - it's much appreciated and makes me feel a little more confident when I can double-check things here. I had the idea of doing a fresh install of CentOS (from the original disk) on the new drive so the partitions and LVM were all set up correctly (after disconnecting my source drive to prevent painful mistakes). I then booted into rescue mode from the same CD, and, to avoid a conflicting label, changed the /boot partition's label using e2label to /bootnew. I then changed the VolGroup name using lvm vgrename from VolGroup00 to VolGroup001. I could then boot with both drives in. After mounting the new drive (via its VolGroup001 alias) into /newhd, I rsync-ed over everything I could to the new drive, using -avr switches and backslashes. Like mentioned here. I then disconnected my original source drive again, booted from the liveCD again, changed back the boot partition label from /bootnew to /boot using e2label and then renamed the VolGroup back to VolGroup00. I then rebooted and it went through the familiar start-up routine only to not find a host of files in proc, usr, lib, var etc. The boot did complete but there were lots of red 'FAILS'. I could log in with my existing creds, but the network was kaput, I couldn't startX (desktop GUI) and there were also a few (a lot) of error messages pertaining to iptables. Back to square one. I naively thought I'd nailed it. Shall I just buy a bigger hard drive and attempt the dd route? I've read that this can mess with LVM setups and there's the added risk of working on two unmounted drives at once with a low-level tool. Thanks again.

    Read the article

  • Computer science undergraduate project ideas

    - by Mehrdad Afshari
    Hopefully, I'm going to finish my undergraduate studies next semester and I'm thinking about the topic of my final project. And yes, I've read the questions with duplicate title. I'm asking this from a bit different viewpoint, so it's not an exact dupe. I've spent at least half of my life coding stuff in different languages and frameworks so I'm not looking at this project as a way to learn much about coding and preparing for real world apps or such. I've done lots of those already. But since I have to do it to complete my degree, I felt I should spend my time doing something useful instead of throwing the whole thing out. I'm planning to make it an open source project or a hosted Web app (depending on the type) if I can make a high quality thing out of it, so I decided to ask StackOverflow what could make a useful project. Situation I've plenty of freedom about the topic. They also require 30-40 pages of text describing the project. I have the following points in mind (the more satisfied, the better): Something useful for software development Something that benefits the community Having academic value is great Shouldn't take more than a month of development (I know I'm lazy). Shouldn't be related to advanced theoretical stuff (soft computing, fuzzy logic, neural networks, ...). I've been a business-oriented software developer. It should be software oriented. While I love hacking microcontrollers and other fun embedded electronic things, I'm not really good at soldering and things like that. I'm leaning toward a Web application (think StackOverflow, PasteBin, NerdDinner, things like those). Technology It's probably going to be done in .NET (C#, F#) and Windows platform. If I really like the project (cool low level hacking), I might actually slip to C/C++. But really, C# is what I'm efficient at. Ideas Programming language, parsing and compiler related stuff: Designing a domain specific programming language and compiler Templating language compiled to C# or IL Database tools and related code generation stuff Web related technologies: ASP.NET MVC View engine doing something cool (don't know what exactly...) Specific-purpose, small, fast ASP.NET-based Web framework Applications: Visual Studio plugin to integrate with Bazaar (it's too much work, I think). ASP.NET based, jQuery-powered issue tracker (and possibly, project lifecycle management as a whole - poor man's TFS) Others: Something related to GPGPU Looking forward for great ideas! Unfortunately, I can't help on a currently existing project. I need to start my own to prevent further problems (as it's an undergrad project, nevertheless).

    Read the article

  • List of freely available programming books

    - by Karan Bhangui
    I'm trying to amass a list of programming books with opensource licenses, like Creative Commons, GPL, etc. The books can be about a particular programming language or about computers in general. Hoping you guys could help: Languages BASH Advanced Bash-Scripting Guide (An in-depth exploration of the art of shell scripting) C The C book C++ Thinking in C++ C++ Annotations How to Think Like a Computer Scientist C# .NET Book Zero: What the C or C++ Programmer Needs to Know About C# and the .NET Framework Illustrated C# 2008 (Dead Link) Data Structures and Algorithms with Object-Oriented Design Patterns in C# Threading in C# Common Lisp Practical Common Lisp On Lisp Java Thinking in Java How to Think Like a Computer Scientist Java Thin-Client Programming JavaScript Eloquent JavaScript Haskell Real world Haskell Learn You a Haskell for Great Good! Objective-C The Objective-C Programming Language Perl Extreme Perl (license not specified - home page is saying "freely available") The Mason Book (Open Publication License) Practical mod_perl (CreativeCommons Attribution Share-Alike License) Higher-Order Perl Learning Perl the Hard Way PHP Practical PHP Programming Zend Framework: Survive the Deep End PowerShell Mastering PowerShell Prolog Building Expert Systems in Prolog Adventure in Prolog Prolog Programming A First Course Logic, Programming and Prolog (2ed) Introduction to Prolog for Mathematicians Learn Prolog Now! Natural Language Processing Techniques in Prolog Python Dive Into Python Dive Into Python 3 How to Think Like a Computer Scientist A Byte of Python Python for Fun Invent Your Own Computer Games With Python Ruby Why's (Poignant) Guide to Ruby Programming Ruby - The Pragmatic Programmer's Guide Mr. Neighborly's Humble Little Ruby Book SQL Practical PostgreSQL x86 assembly Paul Carter's tutorial Lua Programming In Lua (for v5 but still largely relevant) Algorithms and Data Structures Algorithms Data Structures and Algorithms with Object-Oriented Design Patterns in Java Planning Algorithms Frameworks/Projects The Django Book The Pylons Book Introduction to Design Patterns in C++ with Qt 4 (Open Publication License) Version control The SVN Book Mercurial: The Definitive Guide Pro Git UNIX / Linux The Art of Unix Programming Linux Device Drivers, Third Edition Others Structure and Interpretation of Computer Programs The Little Book of Semaphores Mathematical Logic - an Introduction An Introduction to the Theory of Computation Developers Developers Developers Developers Linkers and loaders Beej's Guide to Network Programming Maven: The Definitive Guide I will expand on this list as I get comments or when I think of more :D Related: Programming texts and reference material for my Kindle What are some good free programming books? Can anyone recommend a free software engineering book? Edit: Oh I didn't notice the community wiki feature. Feel free to edit your suggestions right in!

    Read the article

  • Best programming aids for a quadriplegic programmer

    - by Peter Rowell
    Before you jump to conclusions, yes, this is programming related. It covers a situation that comes under the heading of, "There, but for the grace of God, go you or I." This is brand new territory for me so I'm asking for some serious help here. A young man, Honza Ripa, in a nearby town did the classic Dumb Thing two weeks after graduating from High School -- he dove into shallow water in the Russian River and had a C-4/C-5 break, sometimes called a Swimming Pool break. In a matter of seconds he went from an exceptional golfer and wrestler to a quadriplegic. (Read the story ... all of us should have been so lucky as to have a girlfriend like Brianna.) That was 10 months ago and he has regained only tiny amounts of control of his right index finger and a couple of other hand/foot motions, none of them fine-grained. His total control of his computer (currently running Win7, but we can change that as needed) is via voice command. Honza's not dumb. He had a 3.7 GPA with AP math and physics. The Problems: Since all of his input is via voice command, he is concerned that the predominance of special characters in programming will require vast amount of verbose commands. Does anyone know of any well done voice input system specifically designed for programmers? I'm thinking about something that might be modal--e.g. you say "Python input" and it goes into a macro mode for doing class definitions, etc. Given all of the RSI in programmer-land there's got to be something out there. What OS(es) does it run on? I am planning on teaching him Python, which is my preferred language for programming and teaching. Are there any applications / whatevers that are written in Python and would be a particularly good match for engaging him mentally while supporting his disability? One of his expressed interests is in stock investing, but that not might be a good starting point for a brand-new programmer. There are a lot of environments (Flash, JavaScript, etc) that are not particularly friendly to people with accessibility challenges. I vaguely remember (but cannot find) a research project that basically created an overlay system on top of a screen environment and then allowed macro command construction on top of the screen image. If we can get/train this system, we may be able to remove many hurdles to using the net. I am particularly interested in finding open source Python-based robotics and robotic prostheses projects so that he can simultaneously learn advanced programming concepts while learning to solve some of his own immediate problems. I've done a ton of googling on this, but I know there things I'm missing. I'm asking the SO community to step up to the plate here. I know this group has the answers, so let me hear them! Overwhelm me with the opportunities that any of us might have/need to still program after such a life-changing event.

    Read the article

  • Reading a POP3 server with only TcpClient and StreamWriter/StreamReader[SOLVED]

    - by WebDevHobo
    I'm trying to read mails from my live.com account, via the POP3 protocol. I've found the the server is pop3.live.com and the port if 995. I'm not planning on using a pre-made library, I'm using NetworkStream and StreamReader/StreamWriter for the job. I need to figure this out. So, any of the answers given here: http://stackoverflow.com/questions/44383/reading-email-using-pop3-in-c are not usefull. It's part of a larger program, but I made a small test to see if it works. Eitherway, i'm not getting anything. Here's the code I'm using, which I think should be correct. EDIT: this code is old, please refer to the second block problem solved. public Program() { string temp = ""; using(TcpClient tc = new TcpClient(new IPEndPoint(IPAddress.Parse("127.0.0.1"),8000))) { tc.Connect("pop3.live.com",995); using(NetworkStream nws = tc.GetStream()) { using(StreamReader sr = new StreamReader(nws)) { using(StreamWriter sw = new StreamWriter(nws)) { sw.WriteLine("USER " + user); sw.Flush(); sw.WriteLine("PASS " + pass); sw.Flush(); sw.WriteLine("LIST"); sw.Flush(); while(temp != ".") { temp += sr.ReadLine(); } } } } } Console.WriteLine(temp); } Visual Studio debugger constantly falls over tc.Connect("pop3.live.com",995); Which throws an "A socket operation was attempted to an unreachable network 65.55.172.253:995" error. So, I'm sending from port 8000 on my machine to port 995, the hotmail pop3 port. And I'm getting nothing, and I'm out of ideas. Second block: Problem was apparently that I didn't write the quit command. The Code: public Program() { string str = string.Empty; string strTemp = string.Empty; using(TcpClient tc = new TcpClient()) { tc.Connect("pop3.live.com",995); using(SslStream sl = new SslStream(tc.GetStream())) { sl.AuthenticateAsClient("pop3.live.com"); using(StreamReader sr = new StreamReader(sl)) { using(StreamWriter sw = new StreamWriter(sl)) { sw.WriteLine("USER " + user); sw.Flush(); sw.WriteLine("PASS " + pass); sw.Flush(); sw.WriteLine("LIST"); sw.Flush(); sw.WriteLine("QUIT "); sw.Flush(); while((strTemp = sr.ReadLine()) != null) { if(strTemp == "." || strTemp.IndexOf("-ERR") != -1) { break; } str += strTemp; } } } } } Console.WriteLine(str); }

    Read the article

  • How to arrange models, views, controllers in a Kohana 3 project

    - by Pekka
    I'm looking at how to set up a mid-sized web application with Kohana 3. I have implemented MVC patterns in the past but never worked against a "formalized" MVC framework so I'm still getting my head around the terminology - toying around with basic examples, building views and templates, and so on. I'm progressing fairly well but I want to set up a real-world web project (one of my own that I've been planning for quite some time now) as a learning object. I learn best by example, but example-based documentation is a bit sparse for Kohana 3 right now - they say so themselves on the site. While I'm not worried about getting into the framework soon enough, I'm a bit concerned about arranging a healthily structured code base from the start - i.e. how to split up controllers, how to name them, and how to separate the functionality into the appropriate models. My application could, in its core, be described as a business directory with a main businesses table. Businesses can be listed by category and by street name. Each business has a detail page. Business owners can log in and edit their business's entry. Businesses can post offers into an offers table. I know this is not very detailed, but I don't want to cram too much information into this question. I'll be more than happy to go into more detail if needed. Supposing I have all the basic functionality worked out and in place already - list all businesses, edit business, list businesses by street name, create offer logged in as business, and so on, and I'm just looking for how to fit the functionality into a MVC pattern and into a Kohana application structure that can be easily extended: Do you know real-life, publicly accessible examples of "database-heavy" applications like directories, online communities... with a log-in area built on Kohana 3 where I could take a peek how they do it? Are there conventions or best practices on how to structure an extendable login area for end users in a Kohana project that is not only able to handle a business directory page, but further products on separate pages as well? Do you know application structuring HOWTOs or best practices for Kohana 3 not mentioned in the user guide and the inofficial Wiki? Have you built something similar and could give me some recommendations?

    Read the article

  • Jquery flowplayer - tabs - content inside div tags not displaying

    - by Gublooo
    Hey guys, I'm looking for a simple example of JQuery tabs in which I am planning to show two different forms. I came across this example http://flowplayer.org/tools/demos/tabs/index.htm which is perfect for my needs. So I implemented the simple example. The code in question is: <div class="panes" <divFirst tab content. Tab contents are called "panes"</div <divSecond tab content</div <divThird tab content</div </div Now my content for the first tab is a form which has several of its own div tags - when I put that form with div tags as the content for the first tab - nothing appears. So I made a simple change and added another div tag to the content of the first tab as shown below and still nothing appears: <div class="panes" <div<divFirst tab content. Tab contents are called "panes"</div</div <divSecond tab content</div <divThird tab content</div </div Is there a simple way to fix this. This is the content that I want to display in my first tab - Thanks for your help <div id="formbox" class="formbox" <form id="shopping_form" method="post" <div id="3" style="width:520px;" <textarea id="message" name="message" rows="3" cols="50"</textarea </div <div id="store_row" style="width:220px;float:left;padding-bottom:10px;"<bStore</b <input type="text" id="store" name="store" class="required" size="20" / <input type="hidden" id="store_id"/ </div <div id="city_column" style="width:200px;float:left;padding-bottom:10px;"<bCity</b <input type="text" id="city" name="city" size="15"/ </div <div id="findbutton_column" style="vertical-align:top;width:80px;float:left;" <input class="find_address" id="findaddress" type="button" value="Find Store"/ </div <div id="googlerow" style="width:120px;float:left;padding-bottom:10px;" <bSelect Store</b<select id="google_stores" name="google_stores"</select <input type="hidden" id="google_address"/ </div <div id="google_message" style="float:left;padding-bottom:10px;display:none;"</div <div id="locationrow" style="float:left;padding-bottom:10px;display:none;" <bAddress/Country</b <input type="text" id="address" name="address" size="20" / <input type="text" id="country" name="country" size="20"/ </div <div style="width:520px;float:left;padding-bottom:10px;" <bPrice    <input type="text" id="price" name="price" size="20" / </div <div id="buttonrow" style="width:200px;float:right;display:none;" <input id="it" type="image" src="http://images.pe.com.s3.amazonaws.com/it.png" height="35px"/ </div </form </div

    Read the article

< Previous Page | 134 135 136 137 138 139 140 141 142 143 144 145  | Next Page >