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  • Metro: Grouping Items in a ListView Control

    - by Stephen.Walther
    The purpose of this blog entry is to explain how you can group list items when displaying the items in a WinJS ListView control. In particular, you learn how to group a list of products by product category. Displaying a grouped list of items in a ListView control requires completing the following steps: Create a Grouped data source from a List data source Create a Grouped Header Template Declare the ListView control so it groups the list items Creating the Grouped Data Source Normally, you bind a ListView control to a WinJS.Binding.List object. If you want to render list items in groups, then you need to bind the ListView to a grouped data source instead. The following code – contained in a file named products.js — illustrates how you can create a standard WinJS.Binding.List object from a JavaScript array and then return a grouped data source from the WinJS.Binding.List object by calling its createGrouped() method: (function () { "use strict"; // Create List data source var products = new WinJS.Binding.List([ { name: "Milk", price: 2.44, category: "Beverages" }, { name: "Oranges", price: 1.99, category: "Fruit" }, { name: "Wine", price: 8.55, category: "Beverages" }, { name: "Apples", price: 2.44, category: "Fruit" }, { name: "Steak", price: 1.99, category: "Other" }, { name: "Eggs", price: 2.44, category: "Other" }, { name: "Mushrooms", price: 1.99, category: "Other" }, { name: "Yogurt", price: 2.44, category: "Other" }, { name: "Soup", price: 1.99, category: "Other" }, { name: "Cereal", price: 2.44, category: "Other" }, { name: "Pepsi", price: 1.99, category: "Beverages" } ]); // Create grouped data source var groupedProducts = products.createGrouped( function (dataItem) { return dataItem.category; }, function (dataItem) { return { title: dataItem.category }; }, function (group1, group2) { return group1.charCodeAt(0) - group2.charCodeAt(0); } ); // Expose the grouped data source WinJS.Namespace.define("ListViewDemos", { products: groupedProducts }); })(); Notice that the createGrouped() method requires three functions as arguments: groupKey – This function associates each list item with a group. The function accepts a data item and returns a key which represents a group. In the code above, we return the value of the category property for each product. groupData – This function returns the data item displayed by the group header template. For example, in the code above, the function returns a title for the group which is displayed in the group header template. groupSorter – This function determines the order in which the groups are displayed. The code above displays the groups in alphabetical order: Beverages, Fruit, Other. Creating the Group Header Template Whenever you create a ListView control, you need to create an item template which you use to control how each list item is rendered. When grouping items in a ListView control, you also need to create a group header template. The group header template is used to render the header for each group of list items. Here’s the markup for both the item template and the group header template: <div id="productTemplate" data-win-control="WinJS.Binding.Template"> <div class="product"> <span data-win-bind="innerText:name"></span> <span data-win-bind="innerText:price"></span> </div> </div> <div id="productGroupHeaderTemplate" data-win-control="WinJS.Binding.Template"> <div class="productGroupHeader"> <h1 data-win-bind="innerText: title"></h1> </div> </div> You should declare the two templates in the same file as you declare the ListView control – for example, the default.html file. Declaring the ListView Control The final step is to declare the ListView control. Here’s the required markup: <div data-win-control="WinJS.UI.ListView" data-win-options="{ itemDataSource:ListViewDemos.products.dataSource, itemTemplate:select('#productTemplate'), groupDataSource:ListViewDemos.products.groups.dataSource, groupHeaderTemplate:select('#productGroupHeaderTemplate'), layout: {type: WinJS.UI.GridLayout} }"> </div> In the markup above, six properties of the ListView control are set when the control is declared. First the itemDataSource and itemTemplate are specified. Nothing new here. Next, the group data source and group header template are specified. Notice that the group data source is represented by the ListViewDemos.products.groups.dataSource property of the grouped data source. Finally, notice that the layout of the ListView is changed to Grid Layout. You are required to use Grid Layout (instead of the default List Layout) when displaying grouped items in a ListView. Here’s the entire contents of the default.html page: <!DOCTYPE html> <html> <head> <meta charset="utf-8"> <title>ListViewDemos</title> <!-- WinJS references --> <link href="//Microsoft.WinJS.0.6/css/ui-dark.css" rel="stylesheet"> <script src="//Microsoft.WinJS.0.6/js/base.js"></script> <script src="//Microsoft.WinJS.0.6/js/ui.js"></script> <!-- ListViewDemos references --> <link href="/css/default.css" rel="stylesheet"> <script src="/js/default.js"></script> <script src="/js/products.js" type="text/javascript"></script> <style type="text/css"> .product { width: 200px; height: 100px; border: white solid 1px; font-size: x-large; } </style> </head> <body> <div id="productTemplate" data-win-control="WinJS.Binding.Template"> <div class="product"> <span data-win-bind="innerText:name"></span> <span data-win-bind="innerText:price"></span> </div> </div> <div id="productGroupHeaderTemplate" data-win-control="WinJS.Binding.Template"> <div class="productGroupHeader"> <h1 data-win-bind="innerText: title"></h1> </div> </div> <div data-win-control="WinJS.UI.ListView" data-win-options="{ itemDataSource:ListViewDemos.products.dataSource, itemTemplate:select('#productTemplate'), groupDataSource:ListViewDemos.products.groups.dataSource, groupHeaderTemplate:select('#productGroupHeaderTemplate'), layout: {type: WinJS.UI.GridLayout} }"> </div> </body> </html> Notice that the default.html page includes a reference to the products.js file: <script src=”/js/products.js” type=”text/javascript”></script> The default.html page also contains the declarations of the item template, group header template, and ListView control. Summary The goal of this blog entry was to explain how you can group items in a ListView control. You learned how to create a grouped data source, a group header template, and declare a ListView so that it groups its list items.

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  • class hierarchy design for small java project

    - by user523956
    I have written a java code which does following:- Main goal is to fetch emails from (inbox, spam) folders and store them in database. It fetches emails from gmail,gmx,web.de,yahoo and Hotmail. Following attributes are stored in mysql database. Slno, messagedigest, messageid, foldername, dateandtime, receiver, sender, subject, cc, size and emlfile. For gmail,gmy and web.de, I have used javamail API, because email form it can be fetched with IMAP. For yahoo and hotmail, I have used html parser and httpclient to fetch emails form spam folder and for inbox folder, I have used pop3 javamail API. I want to have proper class hierarchy which makes my code efficient and easily reusable. As of now I have designed class hierarchy as below: I am sure it can still be improved. So I would like to have different opinions on it. I have following classes and methods as of now. MainController:- Here I pass emailid, password and foldername from which emails have to be fetched. Abstract Class :-EmailProtocol Abstract Methods of it (All methods except executeParser contains method definition):- connectImap() // used by gmx,gmail and web.de email ids connectPop3() // used by hotmail and yahoo to fetch emails of inbox folder createMessageDigest // used by every email provider(gmx, gmail,web.de,yahoo,hotmail) establishDBConnection // used by every email emailAlreadyExists // used by every email which checks whether email already exists in db or not, if not then store it. storeemailproperties // used by every email to store emails properties to mysql database executeParser // nothing written in it. Overwridden and used by just hotmail and yahoo to fetch emails form spam folder. Imap extends EmailProtocol (nothing in it. But I have to have it to access methods of EmailProtocol. This is used to fetch emails from gmail,gmx and web.de) I know this is really a bad way but don't know how to do it other way. Hotmsil extends EmailProtocol Methods:- executeParser() :- This is used by just hotmail email id. fetchjunkemails() :- This is also very specific for only hotmail email id. Yahoo extends EmailProtocol Methods:- executeParser() storeEmailtotemptable() MoveEmailtoInbox() getFoldername() nullorEquals() All above methods are specific for yahoo email id. public DateTimeFormat(class) format() //this formats datetime of gmax,gmail and web.de emails. formatYahoodate //this formats datetime of yahoo email. formatHotmaildate // this formats datetime of hotmail email. public StringFormat ConvertStreamToString() // Accessed by every class except DateTimeFormat class. formatFromTo() // Accessed by every class except DateTimeFormat class. public Class CheckDatabaseExistance public static void checkForDatabaseTablesAvailability() (This method checks at the beginnning whether database and required tables exist in mysql or not. if not it creates them) Please see code of my MainController class so that You can have an idea about how I use different classes. public class MainController { public static void main(String[] args) throws Exception { ArrayList<String> web_de_folders = new ArrayList<String>(); web_de_folders.add("INBOX"); web_de_folders.add("Unbekannt"); web_de_folders.add("Spam"); web_de_folders.add("OUTBOX"); web_de_folders.add("SENT"); web_de_folders.add("DRAFTS"); web_de_folders.add("TRASH"); web_de_folders.add("Trash"); ArrayList<String> gmx_folders = new ArrayList<String>(); gmx_folders.add("INBOX"); gmx_folders.add("Archiv"); gmx_folders.add("Entwürfe"); gmx_folders.add("Gelöscht"); gmx_folders.add("Gesendet"); gmx_folders.add("Spamverdacht"); gmx_folders.add("Trash"); ArrayList<String> gmail_folders = new ArrayList<String>(); gmail_folders.add("Inbox"); gmail_folders.add("[Google Mail]/Spam"); gmail_folders.add("[Google Mail]/Trash"); gmail_folders.add("[Google Mail]/Sent Mail"); ArrayList<String> pop3_folders = new ArrayList<String>(); pop3_folders.add("INBOX"); CheckDatabaseExistance.checkForDatabaseTablesAvailability(); EmailProtocol imap = new Imap(); System.out.println("CHECKING FOR NEW EMAILS IN WEB.DE...(IMAP)"); System.out.println("*********************************************************************************"); imap.connectImap("[email protected]", "pwd", web_de_folders); System.out.println("\nCHECKING FOR NEW EMAILS IN GMX.DE...(IMAP)"); System.out.println("*********************************************************************************"); imap.connectImap("[email protected]", "pwd", gmx_folders); System.out.println("\nCHECKING FOR NEW EMAILS IN GMAIL...(IMAP)"); System.out.println("*********************************************************************************"); imap.connectImap("[email protected]", "pwd", gmail_folders); EmailProtocol yahoo = new Yahoo(); Yahoo y=new Yahoo(); System.out.println("\nEXECUTING YAHOO PARSER"); System.out.println("*********************************************************************************"); y.executeParser("http://de.mc1321.mail.yahoo.com/mc/welcome?ymv=0","[email protected]","pwd"); System.out.println("\nCHECKING FOR NEW EMAILS IN INBOX OF YAHOO (POP3)"); System.out.println("*********************************************************************************"); yahoo.connectPop3("[email protected]","pwd",pop3_folders); System.out.println("\nCHECKING FOR NEW EMAILS IN INBOX OF HOTMAIL (POP3)"); System.out.println("*********************************************************************************"); yahoo.connectPop3("[email protected]","pwd",pop3_folders); EmailProtocol hotmail = new Hotmail(); Hotmail h=new Hotmail(); System.out.println("\nEXECUTING HOTMAIL PARSER"); System.out.println("*********************************************************************************"); h.executeParser("https://login.live.com/ppsecure/post.srf","[email protected]","pwd"); } } I have kept DatetimeFormat and StringFormat class public so that I can access its public methods by just (DatetimeFormat.formatYahoodate for e.g. from different methods). This is the first time I have developed something in java. It serves its purpose but of course code is still not so efficient I think. I need your suggestions on this project.

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  • Nashorn, the rhino in the room

    - by costlow
    Nashorn is a new runtime within JDK 8 that allows developers to run code written in JavaScript and call back and forth with Java. One advantage to the Nashorn scripting engine is that is allows for quick prototyping of functionality or basic shell scripts that use Java libraries. The previous JavaScript runtime, named Rhino, was introduced in JDK 6 (released 2006, end of public updates Feb 2013). Keeping tradition amongst the global developer community, "Nashorn" is the German word for rhino. The Java platform and runtime is an intentional home to many languages beyond the Java language itself. OpenJDK’s Da Vinci Machine helps coordinate work amongst language developers and tool designers and has helped different languages by introducing the Invoke Dynamic instruction in Java 7 (2011), which resulted in two major benefits: speeding up execution of dynamic code, and providing the groundwork for Java 8’s lambda executions. Many of these improvements are discussed at the JVM Language Summit, where language and tool designers get together to discuss experiences and issues related to building these complex components. There are a number of benefits to running JavaScript applications on JDK 8’s Nashorn technology beyond writing scripts quickly: Interoperability with Java and JavaScript libraries. Scripts do not need to be compiled. Fast execution and multi-threading of JavaScript running in Java’s JRE. The ability to remotely debug applications using an IDE like NetBeans, Eclipse, or IntelliJ (instructions on the Nashorn blog). Automatic integration with Java monitoring tools, such as performance, health, and SIEM. In the remainder of this blog post, I will explain how to use Nashorn and the benefit from those features. Nashorn execution environment The Nashorn scripting engine is included in all versions of Java SE 8, both the JDK and the JRE. Unlike Java code, scripts written in nashorn are interpreted and do not need to be compiled before execution. Developers and users can access it in two ways: Users running JavaScript applications can call the binary directly:jre8/bin/jjs This mechanism can also be used in shell scripts by specifying a shebang like #!/usr/bin/jjs Developers can use the API and obtain a ScriptEngine through:ScriptEngine engine = new ScriptEngineManager().getEngineByName("nashorn"); When using a ScriptEngine, please understand that they execute code. Avoid running untrusted scripts or passing in untrusted/unvalidated inputs. During compilation, consider isolating access to the ScriptEngine and using Type Annotations to only allow @Untainted String arguments. One noteworthy difference between JavaScript executed in or outside of a web browser is that certain objects will not be available. For example when run outside a browser, there is no access to a document object or DOM tree. Other than that, all syntax, semantics, and capabilities are present. Examples of Java and JavaScript The Nashorn script engine allows developers of all experience levels the ability to write and run code that takes advantage of both languages. The specific dialect is ECMAScript 5.1 as identified by the User Guide and its standards definition through ECMA international. In addition to the example below, Benjamin Winterberg has a very well written Java 8 Nashorn Tutorial that provides a large number of code samples in both languages. Basic Operations A basic Hello World application written to run on Nashorn would look like this: #!/usr/bin/jjs print("Hello World"); The first line is a standard script indication, so that Linux or Unix systems can run the script through Nashorn. On Windows where scripts are not as common, you would run the script like: jjs helloWorld.js. Receiving Arguments In order to receive program arguments your jjs invocation needs to use the -scripting flag and a double-dash to separate which arguments are for jjs and which are for the script itself:jjs -scripting print.js -- "This will print" #!/usr/bin/jjs var whatYouSaid = $ARG.length==0 ? "You did not say anything" : $ARG[0] print(whatYouSaid); Interoperability with Java libraries (including 3rd party dependencies) Another goal of Nashorn was to allow for quick scriptable prototypes, allowing access into Java types and any libraries. Resources operate in the context of the script (either in-line with the script or as separate threads) so if you open network sockets and your script terminates, those sockets will be released and available for your next run. Your code can access Java types the same as regular Java classes. The “import statements” are written somewhat differently to accommodate for language. There is a choice of two styles: For standard classes, just name the class: var ServerSocket = java.net.ServerSocket For arrays or other items, use Java.type: var ByteArray = Java.type("byte[]")You could technically do this for all. The same technique will allow your script to use Java types from any library or 3rd party component and quickly prototype items. Building a user interface One major difference between JavaScript inside and outside of a web browser is the availability of a DOM object for rendering views. When run outside of the browser, JavaScript has full control to construct the entire user interface with pre-fabricated UI controls, charts, or components. The example below is a variation from the Nashorn and JavaFX guide to show how items work together. Nashorn has a -fx flag to make the user interface components available. With the example script below, just specify: jjs -fx -scripting fx.js -- "My title" #!/usr/bin/jjs -fx var Button = javafx.scene.control.Button; var StackPane = javafx.scene.layout.StackPane; var Scene = javafx.scene.Scene; var clickCounter=0; $STAGE.title = $ARG.length>0 ? $ARG[0] : "You didn't provide a title"; var button = new Button(); button.text = "Say 'Hello World'"; button.onAction = myFunctionForButtonClicking; var root = new StackPane(); root.children.add(button); $STAGE.scene = new Scene(root, 300, 250); $STAGE.show(); function myFunctionForButtonClicking(){   var text = "Click Counter: " + clickCounter;   button.setText(text);   clickCounter++;   print(text); } For a more advanced post on using Nashorn to build a high-performing UI, see JavaFX with Nashorn Canvas example. Interoperable with frameworks like Node, Backbone, or Facebook React The major benefit of any language is the interoperability gained by people and systems that can read, write, and use it for interactions. Because Nashorn is built for the ECMAScript specification, developers familiar with JavaScript frameworks can write their code and then have system administrators deploy and monitor the applications the same as any other Java application. A number of projects are also running Node applications on Nashorn through Project Avatar and the supported modules. In addition to the previously mentioned Nashorn tutorial, Benjamin has also written a post about Using Backbone.js with Nashorn. To show the multi-language power of the Java Runtime, there is another interesting example that unites Facebook React and Clojure on JDK 8’s Nashorn. Summary Nashorn provides a simple and fast way of executing JavaScript applications and bridging between the best of each language. By making the full range of Java libraries to JavaScript applications, and the quick prototyping style of JavaScript to Java applications, developers are free to work as they see fit. Software Architects and System Administrators can take advantage of one runtime and leverage any work that they have done to tune, monitor, and certify their systems. Additional information is available within: The Nashorn Users’ Guide Java Magazine’s article "Next Generation JavaScript Engine for the JVM." The Nashorn team’s primary blog or a very helpful collection of Nashorn links.

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  • C# Performance Pitfall – Interop Scenarios Change the Rules

    - by Reed
    C# and .NET, overall, really do have fantastic performance in my opinion.  That being said, the performance characteristics dramatically differ from native programming, and take some relearning if you’re used to doing performance optimization in most other languages, especially C, C++, and similar.  However, there are times when revisiting tricks learned in native code play a critical role in performance optimization in C#. I recently ran across a nasty scenario that illustrated to me how dangerous following any fixed rules for optimization can be… The rules in C# when optimizing code are very different than C or C++.  Often, they’re exactly backwards.  For example, in C and C++, lifting a variable out of loops in order to avoid memory allocations often can have huge advantages.  If some function within a call graph is allocating memory dynamically, and that gets called in a loop, it can dramatically slow down a routine. This can be a tricky bottleneck to track down, even with a profiler.  Looking at the memory allocation graph is usually the key for spotting this routine, as it’s often “hidden” deep in call graph.  For example, while optimizing some of my scientific routines, I ran into a situation where I had a loop similar to: for (i=0; i<numberToProcess; ++i) { // Do some work ProcessElement(element[i]); } .csharpcode, .csharpcode pre { font-size: small; color: black; font-family: consolas, "Courier New", courier, monospace; background-color: #ffffff; /*white-space: pre;*/ } .csharpcode pre { margin: 0em; } .csharpcode .rem { color: #008000; } .csharpcode .kwrd { color: #0000ff; } .csharpcode .str { color: #006080; } .csharpcode .op { color: #0000c0; } .csharpcode .preproc { color: #cc6633; } .csharpcode .asp { background-color: #ffff00; } .csharpcode .html { color: #800000; } .csharpcode .attr { color: #ff0000; } .csharpcode .alt { background-color: #f4f4f4; width: 100%; margin: 0em; } .csharpcode .lnum { color: #606060; } This loop was at a fairly high level in the call graph, and often could take many hours to complete, depending on the input data.  As such, any performance optimization we could achieve would be greatly appreciated by our users. After a fair bit of profiling, I noticed that a couple of function calls down the call graph (inside of ProcessElement), there was some code that effectively was doing: // Allocate some data required DataStructure* data = new DataStructure(num); // Call into a subroutine that passed around and manipulated this data highly CallSubroutine(data); // Read and use some values from here double values = data->Foo; // Cleanup delete data; // ... return bar; Normally, if “DataStructure” was a simple data type, I could just allocate it on the stack.  However, it’s constructor, internally, allocated it’s own memory using new, so this wouldn’t eliminate the problem.  In this case, however, I could change the call signatures to allow the pointer to the data structure to be passed into ProcessElement and through the call graph, allowing the inner routine to reuse the same “data” memory instead of allocating.  At the highest level, my code effectively changed to something like: DataStructure* data = new DataStructure(numberToProcess); for (i=0; i<numberToProcess; ++i) { // Do some work ProcessElement(element[i], data); } delete data; Granted, this dramatically reduced the maintainability of the code, so it wasn’t something I wanted to do unless there was a significant benefit.  In this case, after profiling the new version, I found that it increased the overall performance dramatically – my main test case went from 35 minutes runtime down to 21 minutes.  This was such a significant improvement, I felt it was worth the reduction in maintainability. In C and C++, it’s generally a good idea (for performance) to: Reduce the number of memory allocations as much as possible, Use fewer, larger memory allocations instead of many smaller ones, and Allocate as high up the call stack as possible, and reuse memory I’ve seen many people try to make similar optimizations in C# code.  For good or bad, this is typically not a good idea.  The garbage collector in .NET completely changes the rules here. In C#, reallocating memory in a loop is not always a bad idea.  In this scenario, for example, I may have been much better off leaving the original code alone.  The reason for this is the garbage collector.  The GC in .NET is incredibly effective, and leaving the allocation deep inside the call stack has some huge advantages.  First and foremost, it tends to make the code more maintainable – passing around object references tends to couple the methods together more than necessary, and overall increase the complexity of the code.  This is something that should be avoided unless there is a significant reason.  Second, (unlike C and C++) memory allocation of a single object in C# is normally cheap and fast.  Finally, and most critically, there is a large advantage to having short lived objects.  If you lift a variable out of the loop and reuse the memory, its much more likely that object will get promoted to Gen1 (or worse, Gen2).  This can cause expensive compaction operations to be required, and also lead to (at least temporary) memory fragmentation as well as more costly collections later. As such, I’ve found that it’s often (though not always) faster to leave memory allocations where you’d naturally place them – deep inside of the call graph, inside of the loops.  This causes the objects to stay very short lived, which in turn increases the efficiency of the garbage collector, and can dramatically improve the overall performance of the routine as a whole. In C#, I tend to: Keep variable declarations in the tightest scope possible Declare and allocate objects at usage While this tends to cause some of the same goals (reducing unnecessary allocations, etc), the goal here is a bit different – it’s about keeping the objects rooted for as little time as possible in order to (attempt) to keep them completely in Gen0, or worst case, Gen1.  It also has the huge advantage of keeping the code very maintainable – objects are used and “released” as soon as possible, which keeps the code very clean.  It does, however, often have the side effect of causing more allocations to occur, but keeping the objects rooted for a much shorter time. Now – nowhere here am I suggesting that these rules are hard, fast rules that are always true.  That being said, my time spent optimizing over the years encourages me to naturally write code that follows the above guidelines, then profile and adjust as necessary.  In my current project, however, I ran across one of those nasty little pitfalls that’s something to keep in mind – interop changes the rules. In this case, I was dealing with an API that, internally, used some COM objects.  In this case, these COM objects were leading to native allocations (most likely C++) occurring in a loop deep in my call graph.  Even though I was writing nice, clean managed code, the normal managed code rules for performance no longer apply.  After profiling to find the bottleneck in my code, I realized that my inner loop, a innocuous looking block of C# code, was effectively causing a set of native memory allocations in every iteration.  This required going back to a “native programming” mindset for optimization.  Lifting these variables and reusing them took a 1:10 routine down to 0:20 – again, a very worthwhile improvement. Overall, the lessons here are: Always profile if you suspect a performance problem – don’t assume any rule is correct, or any code is efficient just because it looks like it should be Remember to check memory allocations when profiling, not just CPU cycles Interop scenarios often cause managed code to act very differently than “normal” managed code. Native code can be hidden very cleverly inside of managed wrappers

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  • People, Process & Engagement: WebCenter Partner Keste

    - by Michael Snow
    v\:* {behavior:url(#default#VML);} o\:* {behavior:url(#default#VML);} w\:* {behavior:url(#default#VML);} .shape {behavior:url(#default#VML);} Within the WebCenter group here at Oracle, discussions about people, process and engagement cross over many vertical industries and products. Amidst our growing partner ecosystem, the community provides us insight into great customer use cases every day. Such is the case with our partner, Keste, who provides us a guest post on our blog today with an overview of their innovative solution for a customer in the transportation industry. Keste is an Oracle software solutions and development company headquartered in Dallas, Texas. As a Platinum member of the Oracle® PartnerNetwork, Keste designs, develops and deploys custom solutions that automate complex business processes. Seamless Customer Self-Service Experience in the Trucking Industry with Oracle WebCenter Portal  Keste, Oracle Platinum Partner Customer Overview Omnitracs, Inc., a Qualcomm company provides mobility solutions for trucking fleets to companies in the transportation industry. Omnitracs’ mobility services include basic communications such as text as well as advanced monitoring services such as GPS tracking, temperature tracking of perishable goods, load tracking and weighting distribution, and many others. Customer Business Needs Already the leading provider of mobility solutions for large trucking fleets, they chose to target smaller trucking fleets as new customers. However their existing high-touch customer support method would not be a cost effective or scalable method to manage and service these smaller customers. Omnitracs needed to provide several self-service features to make customer support more scalable while keeping customer satisfaction levels high and the costs manageable. The solution also had to be very intuitive and easy to use. The systems that Omnitracs sells to these trucking customers require professional installation and smaller customers need to track and schedule the installation. Information captured in Oracle eBusiness Suite needed to be readily available for new customers to track these purchases and delivery details. Omnitracs wanted a high impact User Interface to significantly improve customer experience with the ability to integrate with EBS, provisioning systems as well as CRM systems that were already implemented. Omnitracs also wanted to build an architecture platform that could potentially be extended to other Portals. Omnitracs’ stated goal was to deliver an “eBay-like” or “Amazon-like” experience for all of their customers so that they could reach a much broader market beyond their large company customer base. Solution Overview In order to manage the increased complexity, the growing support needs of global customers and improve overall product time-to-market in a cost-effective manner, IT began to deliver a self-service model. This self service model not only transformed numerous business processes but is also allowing the business to keep up with the growing demands of the (internal and external) customers. This solution was a customer service Portal that provided self service capabilities for large and small customers alike for Activation of mobility products, managing add-on applications for the devices (much like the Apple App Store), transferring services when trucks are sold to other companies as well as deactivation all without the involvement of a call service agent or sending multiple emails to different Omnitracs contacts. This is a conceptual view of the Customer Portal showing the details of the components that make up the solution. 12.00 The portal application for transactions was entirely built using ADF 11g R2. Omnitracs’ business had a pressing requirement to have a portal available 24/7 for its customers. Since there were interactions with EBS in the back-end, the downtimes on the EBS would negate this availability. Omnitracs devised a decoupling strategy at the database side for the EBS data. The decoupling of the database was done using Oracle Data Guard and completely insulated the solution from any eBusiness Suite down time. The customer has no knowledge whether eBS is running or not. Here are two sample screenshots of the portal application built in Oracle ADF. Customer Benefits The Customer Portal not only provided the scalability to grow the business but also provided the seamless integration with other disparate applications. Some of the key benefits are: Improved Customer Experience: With a modern look and feel and a Portal that has the aspects of an App Store, the customer experience was significantly improved. Page response times went from several seconds to sub-second for all of the pages. Enabled new product launches: After successfully dominating the large fleet market, Omnitracs now has a scalable solution to sell and manage smaller fleet customers giving them a huge advantage over their nearest competitors. Dozens of new customers have been acquired via this portal through an onboarding process that now takes minutes Seamless Integrations Improves Customer Support: ADF 11gR2 allowed Omnitracs to bring a diverse list of applications into one integrated solution. This provided a seamless experience for customers to route them from Marketing focused application to a customer-oriented portal. Internally, it also allowed Sales Representatives to have an integrated flow for taking a prospect through the various steps to onboard them as a customer. Key integrations included: Unity Core Salesforce.com Merchant e-Solution for credit card Custom Omnitracs Applications like CUPS and AUTO Security utilizing OID and OVD Back end integration with EBS (Data Guard) and iQ Database Business Impact Significant business impacts were realized through the launch of customer portal. It not only allows the business to push through in underserved segments, but also reduces the time it needs to spend on customer support—allowing the business to focus more on sales and identifying the market for new products. Some of the Immediate Benefits are The entire onboarding process is now completely automated and now completes in minutes. This represents an 85% productivity improvement over their previous processes. And it was 160 times faster! With the success of this self-service solution, the business is now targeting about 3X customer growth in the next five years. This represents a tripling of their overall customer base and significant downstream revenue for the ongoing services. 90%+ improvement of customer onboarding and management process by utilizing, single sign on integration using OID/OAM solution, performance improvements and new self-service functionality Unified login for all Customers, Partners and Internal Users enables login to a common portal and seamless access to all other integrated applications targeted at the respective audience Significantly improved customer experience with a better look and feel with a more user experience focused Portal screens. Helped sales of the new product by having an easy way of ordering and activating the product. Data Guard helped increase availability of the Portal to 99%+ and make it independent of EBS downtime. This gave customers the feel of high availability of the portal application. Some of the anticipated longer term Benefits are: Platform that can be leveraged to launch any new product introduction and enable all product teams to reach new customers and new markets Easy integration with content management to allow business owners more control of the product catalog Overall reduced TCO with standardization of the Oracle platform Managed IT support cost savings through optimization of technology skills needed to support and modify this solution ------------------------------------------------------------ 12.00 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-family:"Times New Roman","serif";}

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  • The SPARC SuperCluster

    - by Karoly Vegh
    Oracle has been providing a lead in the Engineered Systems business for quite a while now, in accordance with the motto "Hardware and Software Engineered to Work Together." Indeed it is hard to find a better definition of these systems.  Allow me to summarize the idea. It is:  Build a compute platform optimized to run your technologies Develop application aware, intelligently caching storage components Take an impressively fast network technology interconnecting it with the compute nodes Tune the application to scale with the nodes to yet unseen performance Reduce the amount of data moving via compression Provide this all in a pre-integrated single product with a single-pane management interface All these ideas have been around in IT for quite some time now. The real Oracle advantage is adding the last one to put these all together. Oracle has built quite a portfolio of Engineered Systems, to run its technologies - and run those like they never ran before. In this post I'll focus on one of them that serves as a consolidation demigod, a multi-purpose engineered system.  As you probably have guessed, I am talking about the SPARC SuperCluster. It has many great features inherited from its predecessors, and it adds several new ones. Allow me to pick out and elaborate about some of the most interesting ones from a technological point of view.  I. It is the SPARC SuperCluster T4-4. That is, as compute nodes, it includes SPARC T4-4 servers that we learned to appreciate and respect for their features: The SPARC T4 CPUs: Each CPU has 8 cores, each core runs 8 threads. The SPARC T4-4 servers have 4 sockets. That is, a single compute node can in parallel, simultaneously  execute 256 threads. Now, a full-rack SPARC SuperCluster has 4 of these servers on board. Remember the keyword demigod.  While retaining the forerunner SPARC T3's exceptional throughput, the SPARC T4 CPUs raise the bar with single performance too - a humble 5x better one than their ancestors.  actually, the SPARC T4 CPU cores run in both single-threaded and multi-threaded mode, and switch between these two on-the-fly, fulfilling not only single-threaded OR multi-threaded applications' needs, but even mixed requirements (like in database workloads!). Data security, anyone? Every SPARC T4 CPU core has a built-in encryption engine, that is, encryption algorithms cast into silicon.  A PCI controller right on the chip for customers who need I/O performance.  Built-in, no-cost Virtualization:  Oracle VM for SPARC (the former LDoms or Logical Domains) is not a server-emulation virtualization technology but rather a serverpartitioning one, the hypervisor runs in the server firmware, and all the VMs' HW resources (I/O, CPU, memory) are accessed natively, without performance overhead.  This enables customers to run a number of Solaris 10 and Solaris 11 VMs separated, independent of each other within a physical server II. For Database performance, it includes Exadata Storage Cells - one of the main reasons why the Exadata Database Machine performs at diabolic speed. What makes them important? They provide DB backend storage for your Oracle Databases to run on the SPARC SuperCluster, that is what they are built and tuned for DB performance.  These storage cells are SQL-aware.  That is, if a SPARC T4 database compute node executes a query, it doesn't simply request tons of raw datablocks from the storage, filters the received data, and throws away most of it where the statement doesn't apply, but provides the SQL query to the storage node too. The storage cell software speaks SQL, that is, it is able to prefilter and through that transfer only the relevant data. With this, the traffic between database nodes and storage cells is reduced immensely. Less I/O is a good thing - as they say, all the CPUs of the world do one thing just as fast as any other - and that is waiting for I/O.  They don't only pre-filter, but also provide data preprocessing features - e.g. if a DB-node requests an aggregate of data, they can calculate it, and handover only the results, not the whole set. Again, less data to transfer.  They support the magical HCC, (Hybrid Columnar Compression). That is, data can be stored in a precompressed form on the storage. Less data to transfer.  Of course one can't simply rely on disks for performance, there is Flash Storage included there for caching.  III. The low latency, high-speed backbone network: InfiniBand, that interconnects all the members with: Real High Speed: 40 Gbit/s. Full Duplex, of course. Oh, and a really low latency.  RDMA. Remote Direct Memory Access. This technology allows the DB nodes to do exactly that. Remotely, directly placing SQL commands into the Memory of the storage cells. Dodging all the network-stack bottlenecks, avoiding overhead, placing requests directly into the process queue.  You can also run IP over InfiniBand if you please - that's the way the compute nodes can communicate with each other.  IV. Including a general-purpose storage too: the ZFSSA, which is a unified storage, providing NAS and SAN access too, with the following features:  NFS over RDMA over InfiniBand. Nothing is faster network-filesystem-wise.  All the ZFS features onboard, hybrid storage pools, compression, deduplication, snapshot, replication, NFS and CIFS shares Storageheads in a HA-Cluster configuration providing availability of the data  DTrace Live Analytics in a web-based Administration UI Being a general purpose application data storage for your non-database applications running on the SPARC SuperCluster over whichever protocol they prefer, easily replicating, snapshotting, cloning data for them.  There's a lot of great technology included in Oracle's SPARC SuperCluster, we have talked its interior through. As for external scalability: you can start with a half- of full- rack SPARC SuperCluster, and scale out to several racks - that is, stacking not separate full-rack SPARC SuperClusters, but extending always one large instance of the size of several full-racks. Yes, over InfiniBand network. Add racks as you grow.  What technologies shall run on it? SPARC SuperCluster is a general purpose scaleout consolidation/cloud environment. You can run Oracle Databases with RAC scaling, or Oracle Weblogic (end enjoy the SPARC T4's advantages to run Java). Remember, Oracle technologies have been integrated with the Oracle Engineered Systems - this is the Oracle on Oracle advantage. But you can run other software environments such as SAP if you please too. Run any application that runs on Oracle Solaris 10 or Solaris 11. Separate them in Virtual Machines, or even Oracle Solaris Zones, monitor and manage those from a central UI. Here the key takeaways once again: The SPARC SuperCluster: Is a pre-integrated Engineered System Contains SPARC T4-4 servers with built-in virtualization, cryptography, dynamic threading Contains the Exadata storage cells that intelligently offload the burden of the DB-nodes  Contains a highly available ZFS Storage Appliance, that provides SAN/NAS storage in a unified way Combines all these elements over a high-speed, low-latency backbone network implemented with InfiniBand Can grow from a single half-rack to several full-rack size Supports the consolidation of hundreds of applications To summarize: All these technologies are great by themselves, but the real value is like in every other Oracle Engineered System: Integration. All these technologies are tuned to perform together. Together they are way more than the sum of all - and a careful and actually very time consuming integration process is necessary to orchestrate all these for performance. The SPARC SuperCluster's goal is to enable infrastructure operations and offer a pre-integrated solution that can be architected and delivered in hours instead of months of evaluations and tests. The tedious and most importantly time and resource consuming part of the work - testing and evaluating - has been done.  Now go, provide services.   -- charlie  

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  • Oracle Tutor: Top 10 to Implement Sustainable Policies and Procedures

    - by emily.chorba(at)oracle.com
    Overview Your organization (executives, managers, and employees) understands the value of having written business process documents (process maps, procedures, instructions, reference documents, and form abstracts). Policies and procedures should be documented because they help to reduce the range of individual decisions and encourage management by exception: the manager only needs to give special attention to unusual problems, not covered by a specific policy or procedure. As more and more procedures are written to cover recurring situations, managers will begin to make decisions which will be consistent from one functional area to the next.Companies should take a project management approach when implementing an environment for a sustainable documentation program and do the following:1. Identify an Executive Champion2. Put together a winning team3. Assign ownership4. Centralize publishing5. Establish the Document Maintenance Process Up Front6. Document critical activities only7. Document actual practice8. Minimize documentation9. Support continuous improvement10. Keep it simple 1. Identify an Executive ChampionAppoint a top down driver. Select one key individual to be a mentor for the procedure planning team. The individual should be a senior manager, such as your company president, CIO, CFO, the vice-president of quality, manufacturing, or engineering. Written policies and procedures can be important supportive aids when known to express the thinking for the chief executive officer and / or the president and to have his or her full support. 2. Put Together a Winning TeamChoose a strong Project Management Leader and staff the procedure planning team with management members from cross functional groups. Make sure team members have the responsibility - and the authority - to make things happen.The winning team should consist of the Documentation Project Manager, Document Owners (one for each functional area), a Document Controller, and Document Specialists (as needed). The Tutor Implementation Guide has complete job descriptions for these roles. 3. Assign Ownership It is virtually impossible to keep process documentation simple and meaningful if employees who are far removed from the activity itself create it. It is impossible to keep documentation up-to-date when responsibility for the document is not clearly understood.Key to the Tutor methodology, therefore, is the concept of ownership. Each document has a single owner, who is responsible for ensuring that the document is necessary and that it reflects actual practice. The owner must be a person who is knowledgeable about the activity and who has the authority to build consensus among the persons who participate in the activity as well as the authority to define or change the way an activity is performed. The owner must be an advocate of the performers and negotiate, not dictate practices.In the Tutor environment, a document's owner is the only person with the authority to approve an update to that document. 4. Centralize Publishing Although it is tempting (especially in a networked environment and with document management software solutions) to decentralize the control of all documents -- with each owner updating and distributing his own -- Tutor promotes centralized publishing by assigning the Document Administrator (gate keeper) to manage the updates and distribution of the procedures library. 5. Establish a Document Maintenance Process Up Front (and stick to it) Everyone in your organization should know they are invited to suggest changes to procedures and should understand exactly what steps to take to do so. Tutor provides a set of procedures to help your company set up a healthy document control system. There are many document management products available to automate some of the document change and maintenance steps. Depending on the size of your organization, a simple document management system can reduce the effort it takes to track and distribute document changes and updates. Whether your company decides to store the written policies and procedures on a file server or in a database, the essential tasks for maintaining documents are the same, though some tasks are automated. 6. Document Critical Activities Only The best way to keep your documentation simple is to reduce the number of process documents to a bare minimum and to include in those documents only as much detail as is absolutely necessary. The first step to reducing process documentation is to document only those activities that are deemed critical. Not all activities require documentation. In fact, some critical activities cannot and should not be standardized. Others may be sufficiently documented with an instruction or a checklist and may not require a procedure. A document should only be created when it enhances the performance of the employee performing the activity. If it does not help the employee, then there is no reason to maintain the document. Activities that represent little risk (such as project status), activities that cannot be defined in terms of specific tasks (such as product research), and activities that can be performed in a variety of ways (such as advertising) often do not require documentation. Sometimes, an activity will evolve to the point where documentation is necessary. For example, an activity performed by single employee may be straightforward and uncomplicated -- that is, until the activity is performed by multiple employees. Sometimes, it is the interaction between co-workers that necessitates documentation; sometimes, it is the complexity or the diversity of the activity.7. Document Actual Practices The only reason to maintain process documentation is to enhance the performance of the employee performing the activity. And documentation can only enhance performance if it reflects reality -- that is, current best practice. Documentation that reflects an unattainable ideal or outdated practices will end up on the shelf, unused and forgotten.Documenting actual practice means (1) auditing the activity to understand how the work is really performed, (2) identifying best practices with employees who are involved in the activity, (3) building consensus so that everyone agrees on a common method, and (4) recording that consensus.8. Minimize Documentation One way to keep it simple is to document at the highest level possible. That is, include in your documents only as much detail as is absolutely necessary.When writing a document, you should ask yourself, What is the purpose of this document? That is, what problem will it solve?By focusing on this question, you can target the critical information.• What questions are the end users likely to have?• What level of detail is required?• Is any of this information extraneous to the document's purpose? Short, concise documents are user friendly and they are easier to keep up to date. 9. Support Continuous Improvement Employees who perform an activity are often in the best position to identify improvements to the process. In other words, continuous improvement is a natural byproduct of the work itself -- but only if the improvements are communicated to all employees who are involved in the process, and only if there is consensus among those employees.Traditionally, process documentation has been used to dictate performance, to limit employees' actions. In the Tutor environment, process documents are used to communicate improvements identified by employees. How does this work? The Tutor methodology requires a process document to reflect actual practice, so the owner of a document must routinely audit its content -- does the document match what the employees are doing? If it doesn't, the owner has the responsibility to evaluate the process, to build consensus among the employees, to identify "best practices," and to communicate these improvements via a document update. Continuous improvement can also be an outgrowth of corrective action -- but only if the solutions to problems are communicated effectively. The goal should be to solve a problem once and only once, which means not only identifying the solution, but ensuring that the solution becomes part of the process. The Tutor system provides the method through which improvements and solutions are documented and communicated to all affected employees in a cost-effective, timely manner; it ensures that improvements are not lost or confined to a single employee. 10. Keep it Simple Process documents don't have to be complex and unfriendly. In fact, the simpler the format and organization, the more likely the documents will be used. And the simpler the method of maintenance, the more likely the documents will be kept up-to-date. Keep it simply by:• Minimizing skills and training required• Following the established Tutor document format and layout• Avoiding technology just for technology's sake No other rule has as major an impact on the success of your internal documentation as -- keep it simple. Learn More For more information about Tutor, visit Oracle.Com or the Tutor Blog. Post your questions at the Tutor Forum.   Emily Chorba Principle Product Manager Oracle Tutor & BPM 

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  • Design for complex ATG applications

    - by Glen Borkowski
    Overview Needless to say, some ATG applications are more complex than others.  Some ATG applications support a single site, single language, single catalog, single currency, have a single development staff, single business team, and a relatively simple business model.  The real complex applications have to support multiple sites, multiple languages, multiple catalogs, multiple currencies, a couple different development teams, multiple business teams, and a highly complex business model (and processes to go along with it).  While it's still important to implement a proper design for simple applications, it's absolutely critical to do this for the complex applications.  Why?  It's all about time and money.  If you are unable to manage your complex applications in an efficient manner, the cost of managing it will increase dramatically as will the time to get things done (time to market).  On the positive side, your competition is most likely in the same situation, so you just need to be more efficient than they are. This article is intended to discuss a number of key areas to think about when designing complex applications on ATG.  Some of this can get fairly technical, so it may help to get some background first.  You can get enough of the required background information from this post.  After reading that, come back here and follow along. Application Design Of all the various types of ATG applications out there, the most complex tend to be the ones in the telecommunications industry - especially the ones which operate in multiple countries.  To get started, let's assume that we are talking about an application like that.  One that has these properties: Operates in multiple countries - must support multiple sites, catalogs, languages, and currencies The organization is fairly loosely-coupled - single brand, but different businesses across different countries There is some common functionality across all sites in all countries There is some common functionality across different sites within the same country Sites within a single country may have some unique functionality - relative to other sites in the same country Complex product catalog (mostly in terms of bundles, eligibility, and compatibility) At this point, I'll assume you have read through the required reading and have a decent understanding of how ATG modules work... Code / configuration - assemble into modules When it comes to defining your modules for a complex application, there are a number of goals: Divide functionality between the modules in a way that maps to your business Group common functionality 'further down in the stack of modules' Provide a good balance between shared resources and autonomy for countries / sites Now I'll describe a high level approach to how you could accomplish those goals...  Let's start from the bottom and work our way up.  At the very bottom, you have the modules that ship with ATG - the 'out of the box' stuff.  You want to make sure that you are leveraging all the modules that make sense in order to get the most value from ATG as possible - and less stuff you'll have to write yourself.  On top of the ATG modules, you should create what we'll refer to as the Corporate Foundation Module described as follows: Sits directly on top of ATG modules Used by all applications across all countries and sites - this is the foundation for everyone Contains everything that is common across all countries / all sites Once established and settled, will change less frequently than other 'higher' modules Encapsulates as many enterprise-wide integrations as possible Will provide means of code sharing therefore less development / testing - faster time to market Contains a 'reference' web application (described below) The next layer up could be multiple modules for each country (you could replace this with region if that makes more sense).  We'll define those modules as follows: Sits on top of the corporate foundation module Contains what is unique to all sites in a given country Responsible for managing any resource bundles for this country (to handle multiple languages) Overrides / replaces corporate integration points with any country-specific ones Finally, we will define what should be a fairly 'thin' (in terms of functionality) set of modules for each site as follows: Sits on top of the country it resides in module Contains what is unique for a given site within a given country Will mostly contain configuration, but could also define some unique functionality as well Contains one or more web applications The graphic below should help to indicate how these modules fit together: Web applications As described in the previous section, there are many opportunities for sharing (minimizing costs) as it relates to the code and configuration aspects of ATG modules.  Web applications are also contained within ATG modules, however, sharing web applications can be a bit more difficult because this is what the end customer actually sees, and since each site may have some degree of unique look & feel, sharing becomes more challenging.  One approach that can help is to define a 'reference' web application at the corporate foundation layer to act as a solid starting point for each site.  Here's a description of the 'reference' web application: Contains minimal / sample reference styling as this will mostly be addressed at the site level web app Focus on functionality - ensure that core functionality is revealed via this web application Each individual site can use this as a starting point There may be multiple types of web apps (i.e. B2C, B2B, etc) There are some techniques to share web application assets - i.e. multiple web applications, defined in the web.xml, and it's worth investigating, but is out of scope here. Reference infrastructure In this complex environment, it is assumed that there is not a single infrastructure for all countries and all sites.  It's more likely that different countries (or regions) could have their own solution for infrastructure.  In this case, it will be advantageous to define a reference infrastructure which contains all the hardware and software that make up the core environment.  Specifications and diagrams should be created to outline what this reference infrastructure looks like, as well as it's baseline cost and the incremental cost to scale up with volume.  Having some consistency in terms of infrastructure will save time and money as new countries / sites come online.  Here are some properties of the reference infrastructure: Standardized approach to setup of hardware Type and number of servers Defines application server, operating system, database, etc... - including vendor and specific versions Consistent naming conventions Provides a consistent base of terminology and understanding across environments Defines which ATG services run on which servers Production Staging BCC / Preview Each site can change as required to meet scale requirements Governance / organization It should be no surprise that the complex application we're talking about is backed by an equally complex organization.  One of the more challenging aspects of efficiently managing a series of complex applications is to ensure the proper level of governance and organization.  Here are some ideas and goals to work towards: Establish a committee to make enterprise-wide decisions that affect all sites Representation should be evenly distributed Should have a clear communication procedure Focus on high level business goals Evaluation of feature / function gaps and how that relates to ATG release schedule / roadmap Determine when to upgrade & ensure value will be realized Determine how to manage various levels of modules Who is responsible for maintaining corporate / country / site layers Determine a procedure for controlling what goes in the corporate foundation module Standardize on source code control, database, hardware, OS versions, J2EE app servers, development procedures, etc only use tested / proven versions - this is something that should be centralized so that every country / site does not have to worry about compatibility between versions Create a innovation team Quickly develop new features, perform proof of concepts All teams can benefit from their findings Summary At this point, it should be clear why the topics above (design, governance, organization, etc) are critical to being able to efficiently manage a complex application.  To summarize, it's all about competitive advantage...  You will need to reduce costs and improve time to market with the goal of providing a better experience for your end customers.  You can reduce cost by reducing development time, time allocated to testing (don't have to test the corporate foundation module over and over again - do it once), and optimizing operations.  With an efficient design, you can improve your time to market and your business will be more flexible  and agile.  Over time, you'll find that you're becoming more focused on offering functionality that is new to the market (creativity) and this will be rewarded - you're now a leader. In addition to the above, you'll realize soft benefits as well.  Your staff will be operating in a culture based on sharing.  You'll want to reward efforts to improve and enhance the foundation as this will benefit everyone.  This culture will inspire innovation, which can only lend itself to your competitive advantage.

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  • Waterfall Model (SDLC) vs. Prototyping Model

    The characters in the fable of the Tortoise and the Hare can easily be used to demonstrate the similarities and differences between the Waterfall and Prototyping software development models. This children fable is about a race between a consistently slow moving but steadfast turtle and an extremely fast but unreliable rabbit. After closely comparing each character’s attributes in correlation with both software development models, a trend seems to appear in that the Waterfall closely resembles the Tortoise in that Waterfall Model is typically a slow moving process that is broken up in to multiple sequential steps that must be executed in a standard linear pattern. The Tortoise can be quoted several times in the story saying “Slow and steady wins the race.” This is the perfect mantra for the Waterfall Model in that this model is seen as a cumbersome and slow moving. Waterfall Model Phases Requirement Analysis & Definition This phase focuses on defining requirements for a project that is to be developed and determining if the project is even feasible. Requirements are collected by analyzing existing systems and functionality in correlation with the needs of the business and the desires of the end users. The desired output for this phase is a list of specific requirements from the business that are to be designed and implemented in the subsequent steps. In addition this phase is used to determine if any value will be gained by completing the project. System Design This phase focuses primarily on the actual architectural design of a system, and how it will interact within itself and with other existing applications. Projects at this level should be viewed at a high level so that actual implementation details are decided in the implementation phase. However major environmental decision like hardware and platform decision are typically decided in this phase. Furthermore the basic goal of this phase is to design an application at the system level in those classes, interfaces, and interactions are defined. Additionally decisions about scalability, distribution and reliability should also be considered for all decisions. The desired output for this phase is a functional  design document that states all of the architectural decisions that have been made in regards to the project as well as a diagrams like a sequence and class diagrams. Software Design This phase focuses primarily on the refining of the decisions found in the functional design document. Classes and interfaces are further broken down in to logical modules based on the interfaces and interactions previously indicated. The output of this phase is a formal design document. Implementation / Coding This phase focuses primarily on implementing the previously defined modules in to units of code. These units are developed independently are intergraded as the system is put together as part of a whole system. Software Integration & Verification This phase primarily focuses on testing each of the units of code developed as well as testing the system as a whole. There are basic types of testing at this phase and they include: Unit Test and Integration Test. Unit Test are built to test the functionality of a code unit to ensure that it preforms its desired task. Integration testing test the system as a whole because it focuses on results of combining specific units of code and validating it against expected results. The output of this phase is a test plan that includes test with expected results and actual results. System Verification This phase primarily focuses on testing the system as a whole in regards to the list of project requirements and desired operating environment. Operation & Maintenance his phase primarily focuses on handing off the competed project over to the customer so that they can verify that all of their requirements have been met based on their original requirements. This phase will also validate the correctness of their requirements and if any changed need to be made. In addition, any problems not resolved in the previous phase will be handled in this section. The Waterfall Model’s linear and sequential methodology does offer a project certain advantages and disadvantages. Advantages of the Waterfall Model Simplistic to implement and execute for projects and/or company wide Limited demand on resources Large emphasis on documentation Disadvantages of the Waterfall Model Completed phases cannot be revisited regardless if issues arise within a project Accurate requirement are never gather prior to the completion of the requirement phase due to the lack of clarification in regards to client’s desires. Small changes or errors that arise in applications may cause additional problems The client cannot change any requirements once the requirements phase has been completed leaving them no options for changes as they see their requirements changes as the customers desires change. Excess documentation Phases are cumbersome and slow moving Learn more about the Major Process in the Sofware Development Life Cycle and Waterfall Model. Conversely, the Hare shares similar traits with the prototyping software development model in that ideas are rapidly converted to basic working examples and subsequent changes are made to quickly align the project with customers desires as they are formulated and as software strays from the customers vision. The basic concept of prototyping is to eliminate the use of well-defined project requirements. Projects are allowed to grow as the customer needs and request grow. Projects are initially designed according to basic requirements and are refined as requirement become more refined. This process allows customer to feel their way around the application to ensure that they are developing exactly what they want in the application This model also works well for determining the feasibility of certain approaches in regards to an application. Prototypes allow for quickly developing examples of implementing specific functionality based on certain techniques. Advantages of Prototyping Active participation from users and customers Allows customers to change their mind in specifying requirements Customers get a better understanding of the system as it is developed Earlier bug/error detection Promotes communication with customers Prototype could be used as final production Reduced time needed to develop applications compared to the Waterfall method Disadvantages of Prototyping Promotes constantly redefining project requirements that cause major system rewrites Potential for increased complexity of a system as scope of the system expands Customer could believe the prototype as the working version. Implementation compromises could increase the complexity when applying updates and or application fixes When companies trying to decide between the Waterfall model and Prototype model they need to evaluate the benefits and disadvantages for both models. Typically smaller companies or projects that have major time constraints typically head for more of a Prototype model approach because it can reduce the time needed to complete the project because there is more of a focus on building a project and less on defining requirements and scope prior to the start of a project. On the other hand, Companies with well-defined requirements and time allowed to generate proper documentation should steer towards more of a waterfall model because they are in a position to obtain clarified requirements and have to design and optimal solution prior to the start of coding on a project.

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  • PASS: Election Changes for 2011

    - by Bill Graziano
    Last year after the election, the PASS Board created an Election Review Committee.  This group was charged with reviewing our election procedures and making suggestions to improve the process.  You can read about the formation of the group and review some of the intermediate work on the site – especially in the forums. I was one of the members of the group along with Joe Webb (Chair), Lori Edwards, Brian Kelley, Wendy Pastrick, Andy Warren and Allen White.  This group worked from October to April on our election process.  Along the way we: Interviewed interested parties including former NomCom members, Board candidates and anyone else that came forward. Held a session at the Summit to allow interested parties to discuss the issues Had numerous conference calls and worked through the various topics I can’t thank these people enough for the work they did.  They invested a tremendous number of hours thinking, talking and writing about our elections.  I’m proud to say I was a member of this group and thoroughly enjoyed working with everyone (even if I did finally get tired of all the calls.) The ERC delivered their recommendations to the PASS Board prior to our May Board meeting.  We reviewed those and made a few modifications.  I took their recommendations and rewrote them as procedures while incorporating those changes.  Their original recommendations as well as our final document are posted at the ERC documents page.  Please take a second and read them BEFORE we start the elections.  If you have any questions please post them in the forums on the ERC site. (My final document includes a change log at the end that I decided to leave in.  If you want to know which areas to pay special attention to that’s a good start.) Many of those recommendations were already posted in the forums or in the blogs of individual ERC members.  Hopefully nothing in the ERC document is too surprising. In this post I’m going to walk through some of the key changes and talk about what I remember from both ERC and Board discussions.  I’ll pay a little extra attention to things the Board changed from the ERC.  I’d also encourage any of the Board or ERC members to blog their thoughts on this. The Nominating Committee will continue to exist.  Personally, I was curious to see what the non-Board ERC members would think about the NomCom.  There was broad agreement that a group to vet candidates had value to the organization. The NomCom will be composed of five members.  Two will be Board members and three will be from the membership at large.  The only requirement for the three community members is that you’ve volunteered in some way (and volunteering is defined very broadly).  We expect potential at-large NomCom members to participate in a forum on the PASS site to answer questions from the other PASS members. We’re going to hold an election to determine the three community members.  It will be closer to voting for Summit sessions than voting for Board members.  That means there won’t be multiple dedicated emails.  If you’re at all paying attention it will be easy to participate.  Personally I wanted it easy for those that cared to participate but not overwhelm those that didn’t care.  I think this strikes a good balance. There’s also a clause that in order to be considered a winner in this NomCom election, you must receive 10 votes.  This is something I suggested.  I have no idea how popular the NomCom election is going to be.  I just wanted a fallback that if no one participated and some random person got in with one or two votes.  Any open slots will be filled by the NomCom chair (usually the PASS Immediate Past President).  My assumption is that they would probably take the next highest vote getters unless they were throwing flames in the forums or clearly unqualified.  As a final check, the Board still approves the final NomCom. The NomCom is going to rank candidates instead of rating them.  This has interesting implications.  This was championed by another ERC member and I’m hoping they write something about it.  This will really force the NomCom to make decisions between candidates.  You can’t just rate everyone a 3 and be done with it.  It may also make candidates appear further apart than they actually are.  I’m looking forward talking with the NomCom after this election and getting their feedback on this. The PASS Board added an option to remove a candidate with a unanimous vote of the NomCom.  This was primarily put in place to handle people that lied on their application or had a criminal background or some other unusual situation and we figured it out. We list an explicit goal of three candidate per open slot. We also wanted an easy way to find the NomCom candidate rankings from the ballot.  Hopefully this will satisfy those that want a broad candidate pool and those that want the NomCom to identify the most qualified candidates. The primary spokesperson for the NomCom is the committee chair.  After the issues around the election last year we didn’t have a good communication plan in place.  We should have and that was a failure on the part of the Board.  If there is criticism of the election this year I hope that falls squarely on the Board.  The community members of the NomCom shouldn’t be fielding complaints over the election process.  That said, the NomCom is ranking candidates and we are forcing them to rank some lower than others.  I’m sure you’ll each find someone that you think should have been ranked differently.  I also want to highlight one other change to the process that we started last year and isn’t included in these documents.  I think the candidate forums on the PASS site were tremendously helpful last year in helping people to find out more about candidates.  That gives our members a way to ask hard questions of the candidates and publicly see their answers. This year we have two important groups to fill.  The first is the NomCom.  We need three people from our membership to step up and fill this role.  It won’t be easy.  You will have to make subjective rankings of your fellow community members.  Your actions will be important in deciding who the future leaders of PASS will be.  There’s a 50/50 chance that one of the people you interview will be the President of PASS someday.  This is not a responsibility to be taken lightly. The second is the slate of candidates.  If you’ve ever thought about running for the Board this is the year.  We’ve never had nine candidates on the ballot before.  Your chance of making it through the NomCom are higher than in any previous year.  Unfortunately the more of you that run, the more of you that will lose in the election.  And hopefully that competition will mean more community involvement and better Board members for PASS. Is this the end of changes to the election process?  It isn’t.  Every year that I’ve been on the Board the election process has changed.  Some years there have been small changes and some years there have been large changes.  After this election we’ll look at how the process worked and decide what steps to take – just like we do every year.

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  • 6 Facts About GlassFish Announcement

    - by Bruno.Borges
    Since Oracle announced the end of commercial support for future Oracle GlassFish Server versions, the Java EE world has started wondering what will happen to GlassFish Server Open Source Edition. Unfortunately, there's a lot of misleading information going around. So let me clarify some things with facts, not FUD. Fact #1 - GlassFish Open Source Edition is not dead GlassFish Server Open Source Edition will remain the reference implementation of Java EE. The current trunk is where an implementation for Java EE 8 will flourish, and this will become the future GlassFish 5.0. Calling "GlassFish is dead" does no good to the Java EE ecosystem. The GlassFish Community will remain strong towards the future of Java EE. Without revenue-focused mind, this might actually help the GlassFish community to shape the next version, and set free from any ties with commercial decisions. Fact #2 - OGS support is not over As I said before, GlassFish Server Open Source Edition will continue. Main change is that there will be no more future commercial releases of Oracle GlassFish Server. New and existing OGS 2.1.x and 3.1.x commercial customers will continue to be supported according to the Oracle Lifetime Support Policy. In parallel, I believe there's no other company in the Java EE business that offers commercial support to more than one build of a Java EE application server. This new direction can actually help customers and partners, simplifying decision through commercial negotiations. Fact #3 - WebLogic is not always more expensive than OGS Oracle GlassFish Server ("OGS") is a build of GlassFish Server Open Source Edition bundled with a set of commercial features called GlassFish Server Control and license bundles such as Java SE Support. OGS has at the moment of this writing the pricelist of U$ 5,000 / processor. One information that some bloggers are mentioning is that WebLogic is more expensive than this. Fact 3.1: it is not necessarily the case. The initial edition of WebLogic is called "Standard Edition" and falls into a policy where some “Standard Edition” products are licensed on a per socket basis. As of current pricelist, US$ 10,000 / socket. If you do the math, you will realize that WebLogic SE can actually be significantly more cost effective than OGS, and a customer can save money if running on a CPU with 4 cores or more for example. Quote from the price list: “When licensing Oracle programs with Standard Edition One or Standard Edition in the product name (with the exception of Java SE Support, Java SE Advanced, and Java SE Suite), a processor is counted equivalent to an occupied socket; however, in the case of multi-chip modules, each chip in the multi-chip module is counted as one occupied socket.” For more details speak to your Oracle sales representative - this is clearly at list price and every customer typically has a relationship with Oracle (like they do with other vendors) and different contractual details may apply. And although OGS has always been production-ready for Java EE applications, it is no secret that WebLogic has always been more enterprise, mission critical application server than OGS since BEA. Different editions of WLS provide features and upgrade irons like the WebLogic Diagnostic Framework, Work Managers, Side by Side Deployment, ADF and TopLink bundled license, Web Tier (Oracle HTTP Server) bundled licensed, Fusion Middleware stack support, Oracle DB integration features, Oracle RAC features (such as GridLink), Coherence Management capabilities, Advanced HA (Whole Service Migration and Server Migration), Java Mission Control, Flight Recorder, Oracle JDK support, etc. Fact #4 - There’s no major vendor supporting community builds of Java EE app servers There are no major vendors providing support for community builds of any Open Source application server. For example, IBM used to provide community support for builds of Apache Geronimo, not anymore. Red Hat does not commercially support builds of WildFly and if I remember correctly, never supported community builds of former JBoss AS. Oracle has never commercially supported GlassFish Server Open Source Edition builds. Tomitribe appears to be the exception to the rule, offering commercial support for Apache TomEE. Fact #5 - WebLogic and GlassFish share several Java EE implementations It has been no secret that although GlassFish and WebLogic share some JSR implementations (as stated in the The Aquarium announcement: JPA, JSF, WebSockets, CDI, Bean Validation, JAX-WS, JAXB, and WS-AT) and WebLogic understands GlassFish deployment descriptors, they are not from the same codebase. Fact #6 - WebLogic is not for GlassFish what JBoss EAP is for WildFly WebLogic is closed-source offering. It is commercialized through a license-based plus support fee model. OGS although from an Open Source code, has had the same commercial model as WebLogic. Still, one cannot compare GlassFish/WebLogic to WildFly/JBoss EAP. It is simply not the same case, since Oracle has had two different products from different codebases. The comparison should be limited to GlassFish Open Source / Oracle GlassFish Server versus WildFly / JBoss EAP. But the message now is much clear: Oracle will commercially support only the proprietary product WebLogic, and invest on GlassFish Server Open Source Edition as the reference implementation for the Java EE platform and future Java EE 8, as a developer-friendly community distribution, and encourages community participation through Adopt a JSR and contributions to GlassFish. In comparison Oracle's decision has pretty much the same goal as to when IBM killed support for Websphere Community Edition; and to when Red Hat decided to change the name of JBoss Community Edition to WildFly, simplifying and clarifying marketing message and leaving the commercial field wide open to JBoss EAP only. Oracle can now, as any other vendor has already been doing, focus on only one commercial offer. Some users are saying they will now move to WildFly, but it is important to note that Red Hat does not offer commercial support for WildFly builds. Although the future JBoss EAP versions will come from the same codebase as WildFly, the builds will definitely not be the same, nor sharing 100% of their functionalities and bug fixes. This means there will be no company running a WildFly build in production with support from Red Hat. This discussion has also raised an important and interesting information: Oracle offers a free for developers OTN License for WebLogic. For other environments this is different, but please note this is the same policy Red Hat applies to JBoss EAP, as stated in their download page and terms. Oracle had the same policy for OGS. TL;DR; GlassFish Server Open Source Edition isn’t dead. Current and new OGS 2.x/3.x customers will continue to have support (respecting LSP). WebLogic is not necessarily more expensive than OGS. Oracle will focus on one commercially supported Java EE application server, like other vendors also limit themselves to support one build/product only. Community builds are hardly supported. Commercially supported builds of Open Source products are not exactly from the same codebase as community builds. What's next for GlassFish and the Java EE community? There are conversations in place to tackle some of the community desires, most of them stated by Markus Eisele in his blog post. We will keep you posted.

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  • Securing an ADF Application using OES11g: Part 1

    - by user12587121
    Future releases of the Oracle stack should allow ADF applications to be secured natively with Oracle Entitlements Server (OES). In a sequence of postings here I explore one way to achive this with the current technology, namely OES 11.1.1.5 and ADF 11.1.1.6. ADF Security Basics ADF Bascis The Application Development Framework (ADF) is Oracle’s preferred technology for developing GUI based Java applications.  It can be used to develop a UI for Swing applications or, more typically in the Oracle stack, for Web and J2EE applications.  ADF is based on and extends the Java Server Faces (JSF) technology.  To get an idea, Oracle provides an online demo to showcase ADF components. ADF can be used to develop just the UI part of an application, where, for example, the data access layer is implemented using some custom Java beans or EJBs.  However ADF also has it’s own data access layer, ADF Business Components (ADF BC) that will allow rapid integration of data from data bases and Webservice interfaces to the ADF UI component.   In this way ADF helps implement the MVC  approach to building applications with UI and data components. The canonical tutorial for ADF is to open JDeveloper, define a connection to a database, drag and drop a table from the database view to a UI page, build and deploy.  One has an application up and running very quickly with the ability to quickly integrate changes to, for example, the DB schema. ADF allows web pages to be created graphically and components like tables, forms, text fields, graphs and so on to be easily added to a page.  On top of JSF Oracle have added drag and drop tooling with JDeveloper and declarative binding of the UI to the data layer, be it database, WebService or Java beans.  An important addition is the bounded task flow which is a reusable set of pages and transitions.   ADF adds some steps to the page lifecycle defined in JSF and adds extra widgets including powerful visualizations. It is worth pointing out that the Oracle Web Center product (portal, content management and so on) is based on and extends ADF. ADF Security ADF comes with it’s own security mechanism that is exposed by JDeveloper at development time and in the WLS Console and Enterprise Manager (EM) at run time. The security elements that need to be addressed in an ADF application are: authentication, authorization of access to web pages, task-flows, components within the pages and data being returned from the model layer. One  typically relies on WLS to handle authentication and because of this users and groups will also be handled by WLS.  Typically in a Dev environment, users and groups are stored in the WLS embedded LDAP server. One has a choice when enabling ADF security (Application->Secure->Configure ADF Security) about whether to turn on ADF authorization checking or not: In the case where authorization is enabled for ADF one defines a set of roles in which we place users and then we grant access to these roles to the different ADF elements (pages or task flows or elements in a page). An important notion here is the difference between Enterprise Roles and Application Roles. The idea behind an enterprise role is that is defined in terms of users and LDAP groups from the WLS identity store.  “Enterprise” in the sense that these are things available for use to all applications that use that store.  The other kind of role is an Application Role and the idea is that  a given application will make use of Enterprise roles and users to build up a set of roles for it’s own use.  These application roles will be available only to that application.   The general idea here is that the enterprise roles are relatively static (for example an Employees group in the LDAP directory) while application roles are more dynamic, possibly depending on time, location, accessed resource and so on.  One of the things that OES adds that is that we can define these dynamic membership conditions in Role Mapping Policies. To make this concrete, here is how, at design time in Jdeveloper, one assigns these rights in Jdeveloper, which puts them into a file called jazn-data.xml: When the ADF app is deployed to a WLS this JAZN security data is pushed to the system-jazn-data.xml file of the WLS deployment for the policies and application roles and to the WLS backing LDAP for the users and enterprise roles.  Note the difference here: after deploying the application we will see the users and enterprise roles show up in the WLS LDAP server.  But the policies and application roles are defined in the system-jazn-data.xml file.  Consult the embedded WLS LDAP server to manage users and enterprise roles by going to the domain console and then Security Realms->myrealm->Users and Groups: For production environments (or in future to share this data with OES) one would then perform the operation of “reassociating” this security policy and application role data to a DB schema (or an LDAP).  This is done in the EM console by reassociating the Security Provider.  This blog posting has more explanations and references on this reassociation process. If ADF Authentication and Authorization are enabled then the Security Policies for a deployed application can be managed in EM.  Our goal is to be able to manage security policies for the applicaiton rather via OES and it's console. Security Requirements for an ADF Application With this package tour of ADF security we can see that to secure an ADF application with we would expect to be able to take care of at least the following items: Authentication, including a user and user-group store Authorization for page access Authorization for bounded Task Flow access.  A bounded task flow has only one point of entry and so if we protect that entry point by calling to OES then all the pages in the flow are protected.  Authorization for viewing data coming from the data access layer In the next posting we will describe a sample ADF application and required security policies. References ADF Dev Guide: Fusion Middleware Fusion Developer's Guide for Oracle Application Development Framework: Enabling ADF Security in a Fusion Web Application Oracle tutorial on securing a sample ADF application, appears to require ADF 11.1.2 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:"Calibri","sans-serif"; mso-bidi-font-family:"Times New Roman";} 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;}

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  • Thou shalt not put code on a piedestal - Code is a tool, no more, no less

    - by Ralf Westphal
    “Write great code and everything else becomes easier” is what Paul Pagel believes in. That´s his version of an adage by Brian Marick he cites: “treat code as an end, not just a means.” And he concludes: “My post-Agile world is software craftsmanship.” I wonder, if that´s really the way to go. Will “simply” writing great code lead the software industry into the light? He´s alluding to the philosopher Kant who proposed, a human beings should never be treated as a means, but always as an end. But should we transfer this ethical statement into the world of software? I doubt it.   Reason #1: Human beings are categorially different from code. They are autonomous entities who need to find a way of living happily together. To Kant it seemed this goal could only be reached if nobody (ab)used a human being for his/her purposes. Because using a human being, i.e. treating it as a means, would contradict the fundamental autonomy and freedom of human beings. People should hold up a symmetric view of their relationships: Since nobody wants to be (ab)used, nobody should (ab)use anybody else. If you want to be treated decently, with respect, in accordance with your own free will - which means as an end - then do the same to other people. Code is dead, it´s a product, it´s a tool for people to reach their goals. No company spends any money on code other than to save money or earn money in the long run. Code is not a puppy. Enterprises do not commission software development to just feel good in its company. Code is not a buddy. Code is a slave, if you will. A mechanical slave, a non-tangible robot. Code is a tool, is a tool. And if we start to treat it differently, if we elevate its status unduely… I guess that will contort our relationship in a contraproductive way. Please get me right: Just because something is “just a tool”, “just a product” does not mean we should not be careful while designing, building, using it. Right to the contrary. We should be very careful when writing code – but not for the code´s sake! We should be careful because we respect our customers who are fellow human beings who should be treated as an end. If we are careless, neglectful, ignorant when producing code on their behalf, then we´re using them. Being sloppy means you´re caring more for yourself that for your customer. You´re then treating the customer as a means to fulfill some of your own needs. That´s plain unethical behavior.   Reason #2: The focus should always be on your purpose, not on any tool. But if code is treated as an end, then the focus is on the code. That might sound right, because where else should be your focus as a software developer? But, well, I´d say, your focus should be on delivering value to your customer. Because in the end your customer does not care if you write a single line of code. She just wants her problem to be solved. Solving problems is the purpose of any contractor. Code must be treated just as a means, a tool we know how to handle very well. But if we´re really trying to be craftsmen then we should be conscious about exactly that and act ethically. That means we must never be so focused on our tool as to be unable to suggest better solutions to the problems of our customers than code.   I´m all with Paul when he urges us to “Write great code”. Sure, if you need to write code, then by all means do so. Write the best code you can think of – and then try to improve it. Paul has all the best intentions when he signs Brians “treat code as an end” - but as we all know: “The road to hell is paved with best intentions” ;-) Yes, I can imagine a “hell of code focus”. In fact, I don´t need to imagine it, I´m seeing it quite often. Because code hell is whereever two developers stand together and are so immersed in talking about all sorts of coding tricks, design patterns, code smells, technologies, platforms, tools that they lose sight of the big picture. Talking about TDD or SOLID or refactoring is a sign of consciousness – relative to the “cowboy coders” view of the world. But from yet another point of view TDD, SOLID, and refactoring are just cures for ailments within a system. And I fear, if “Writing great code” is the only focus or the main focus of software development, then we as an industry lose the ability to see that. Focus draws a line around something, it defines a horizon for perceptions and thinking. So if we focus on code our horizon ends where “the land of code” ends. I don´t think that should be our professional attitude.   So what about Software Craftsmanship as the next big thing after Agility? I think Software Craftsmanship has an important message for all software developers and beyond. But to make it the successor of the Agility movement seems to miss a point. Agility never claimed to solve all software development problems, I´d say. So to blame it for having missed out on certain aspects of it is wrong. If I had to summarize Agility in one word I´d say “Value”. Agility put value for the customer back in software development. Focus on delivering value early and often – that´s Agility´s mantra. All else follows from that. And I ask you: Is that obsolete? Is delivering value not hip anymore? No, sure not. That´s our very purpose as software developers. So how can Agility become obsolete and need to be replaced? We need to do away with this “either/or”-thinking. It´s either Agility or Lean or Software Craftsmanship or whatnot. Instead we should start integrating concepts and movements. Think “both/and”. Think Agility plus Software Craftsmanship plus Lean plus whatnot. We don´t neet to tear down anything from a piedestal and replace it with a new idol. Instead we should do away with piedestals and arrange whatever is helpful is a circle. Then we can turn to concepts, movements for whatever they are best. After 10 years of Agility we should be able to identify what it was good at – and keep that. Keep Agility around and add whatever Agility was lacking or never concerned with. Add whatever is at the core of Software Craftsmanship. Add whatever is at the core of Lean etc. But don´t call out the age of Post-Agility. Because it better never will end. Because once we start to lose Agility´s core we´re losing focus of the customer.

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  • The Future of Project Management is Social

    - by Natalia Rachelson
    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;} A guest post by Kazim Isfahani, Director, Product Marketing, Oracle Rapid Ascent. Breakneck Speed. Lightning Fast. Perhaps even overwhelming. No matter which set of adjectives we use to describe it, social media’s rise into the enterprise mainstream has been unprecedented. Indeed, the big 4 social media powerhouses (Facebook, Google+, LinkedIn, and Twitter), have nearly 2 Billion users between them. You may be asking (as you should really) “That’s all well and good for the consumer, but for me at my company, what’s your point? Beyond the fact that I can check and post updates, that is.” Good question, kind sir. Impact of Social and Collaboration on Project Management I’ll dovetail this discussion to the project management realm, since that’s what I’m writing about. Speed is a big challenge for project-driven organizations. Anything that can help speed up project delivery - be it a new product introduction effort or a geographical expansion project - fast is a good thing. So where does this whole social thing fit particularly since there are already a host of tools to help with traditional project execution? The fact is companies have seen improvements in their productivity by deploying departmental collaboration and other social-oriented solutions. McKinsey’s survey on social tools shows we have reached critical scale: 72% of respondents report that their companies use at least one and over 40% say they are using social networks and blogs. We don’t hear as much about the impact of social media technologies at the project and project manager level, but that does not mean there is none. Consider the new hire. The type of individual entering the workforce and executing on projects is a generation of worker expecting visually appealing, easy to use and easy to understand technology meshing hand-in-hand with business processes. Consider the project manager. The social era has enhanced the role that the project manager must play. Today’s project manager must be a supreme communicator, an influencer, a sympathizer, a negotiator, and still manage to keep all stakeholders in the loop on project progress. Social tools play a significant role in this effort. Now consider the impact to the project team. The way that a project team functions has changed, with newer, social oriented technologies making the process of information dissemination and team communications much more fluid. It’s clear that a shift is occurring where “social” is intersecting with project management. The Rise of Social Project Management We refer to the melding of project management and social networking as Social Project Management. Social Project Management is based upon the philosophy that the project team is one part of an integrated whole, and that valuable and unique abilities exist within the larger organization. For this reason, Social Project Management systems should be integrated into the collaborative platform(s) of an organization, allowing communication to proceed outside the project boundaries. What makes social project management "social" is an implicit awareness where distributed teams build connected links in ways that were previously restricted to teams that were co-located. Just as critical, Social Project Management embraces the vision of seamless online collaboration within a project team, but also provides for, (and enhances) the use of rigorous project management techniques. Social Project Management acknowledges that projects (particularly large projects) are a social activity - people doing work with people, for other people, with commitments to yet other people. The more people (larger projects), the more interpersonal the interactions, and the more social affects the project. The Epitome of Social - Fusion Project Portfolio Management If I take this one level further to discuss Fusion Project Portfolio Management, the notion of Social Project Management is on full display. With Fusion Project Portfolio Management, project team members have a single place for interaction on projects and access to any other resources working within the Fusion ERP applications. This allows team members the opportunity to be informed with greater participation and provide better information. The application’s the visual appeal, and highly graphical nature makes it easy to navigate information. The project activity stream adds to the intuitive user experience. The goal of productivity is pervasive throughout Fusion Project Portfolio Management. Field research conducted with Oracle customers and partners showed that users needed a way to stay in the context of their core transactions and yet easily access social networking tools. This is manifested in the application so when a user executes a business process, they not only have the transactional application at their fingertips, but also have things like e-mail, SMS, text, instant messaging, chat – all providing a number of different ways to interact with people and/or groups of people, both internal and external to the project and enterprise. But in the end, connecting people is relatively easy. The larger issue is finding a way to serve up relevant, system-generated, actionable information, in real time, which will allow for more streamlined execution on key business processes. Fusion Project Portfolio Management’s design concept enables users to create project communities, establish discussion threads, manage event calendars as well as deliver project based work spaces to organize communications within the context of a project – all within a secure business environment. We’d love to hear from you and get your thoughts and ideas about how Social Project Management is impacting your organization. To learn more about Oracle Fusion Project Portfolio Management, please visit this link

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  • 5 Best Practices - Laying the Foundation for WebCenter Projects

    - by Kellsey Ruppel
    Today’s guest post comes from Oracle WebCenter expert John Brunswick. John specializes in enterprise portal and content management solutions and actively contributes to the enterprise software business community and has authored a series of articles about optimal business involvement in portal, business process management and SOA development, examining ways of helping organizations move away from monolithic application development. We’re happy to have John join us today! Maximizing success with Oracle WebCenter portal requires a strategic understanding of Oracle WebCenter capabilities.  The following best practices enable the creation of portal solutions with minimal resource overhead, while offering the greatest flexibility for progressive elaboration. They are inherently project agnostic, enabling a strong foundation for future growth and an expedient return on your investment in the platform.  If you are able to embrace even only a few of these practices, you will materially improve your deployment capability with WebCenter. 1. Segment Duties Around 3Cs - Content, Collaboration and Contextual Data "Agility" is one of the most common business benefits touted by modern web platforms.  It sounds good - who doesn't want to be Agile, right?  How exactly IT organizations go about supplying agility to their business counterparts often lacks definition - hamstrung by ambiguity. Ultimately, businesses want to benefit from reduced development time to deliver a solution to a particular constituent, which is augmented by as much self-service as possible to develop and manage the solution directly. All done in the absence of direct IT involvement. With Oracle WebCenter's depth in the areas of content management, pallet of native collaborative services, enterprise mashup capability and delegated administration, it is very possible to execute on this business vision at a technical level. To realize the benefits of the platform depth we can think of Oracle WebCenter's segmentation of duties along the lines of the 3 Cs - Content, Collaboration and Contextual Data.  All three of which can have their foundations developed by IT, then provisioned to the business on a per role basis. Content – Oracle WebCenter benefits from an extremely mature content repository.  Work flow, audit, notification, office integration and conversion capabilities for documents (HTML & PDF) make this a haven for business users to take control of content within external and internal portals, custom applications and web sites.  When deploying WebCenter portal take time to think of areas in which IT can provide the "harness" for content to reside, then allow the business to manage any content items within the site, using the content foundation to ensure compliance with business rules and process.  This frees IT to work on more mission critical challenges and allows the business to respond in short order to emerging market needs. Collaboration – Native collaborative services and WebCenter spaces are a perfect match for business users who are looking to enable document sharing, discussions and social networking.  The ability to deploy the services is granular and on the basis of roles scoped to given areas of the system - much like the first C “content”.  This enables business analysts to design the roles required and IT to provision with peace of mind that users leveraging the collaborative services are only able to do so in explicitly designated areas of a site. Bottom line - business will not need to wait for IT, but cannot go outside of the scope that has been defined based on their roles. Contextual Data – Collaborative capabilities are most powerful when included within the context of business data.  The ability to supply business users with decision shaping data that they can include in various parts of a portal or portals, just as they would with content items, is one of the most powerful aspects of Oracle WebCenter.  Imagine a discussion about new store selection for a retail chain that re-purposes existing information from business intelligence services about various potential locations and or custom backend systems - presenting it directly in the context of the discussion.  If there are some data sources that are preexisting in your enterprise take a look at how they can be made into discrete offerings within the portal, then scoped to given business user roles for inclusion within collaborative activities. 2. Think Generically, Execute Specifically Constructs.  Anyone who has spent much time around me knows that I am obsessed with this word.  Why? Because Constructs offer immense power - more than APIs, Web Services or other technical capability. Constructs offer organizations the ability to leverage a platform's native characteristics to offer substantial business functionality - without writing code.  This concept becomes more powerful with the additional understanding of the concepts from the platform that an organization learns over time.  Let's take a look at an example of where an Oracle WebCenter construct can substantially reduce the time to get a subscription-based site out the door and into the hands of the end consumer. Imagine a site that allows members to subscribe to specific disciplines to access information and application data around that various discipline.  A space is a collection of secured pages within Oracle WebCenter.  Spaces are not only secured, but also default content stored within it to be scoped automatically to that space. Taking this a step further, Oracle WebCenter’s Activity Stream surfaces events, discussions and other activities that are scoped to the given user on the basis of their space affiliations.  In order to have a portal that would allow users to "subscribe" to information around various disciplines - spaces could be used out of the box to achieve this capability and without using any APIs or low level technical work to achieve this. 3. Make Governance Work for You Imagine driving down the street without the painted lines on the road.  The rules of the road are so ingrained in our minds, we often do not think about the process, but seemingly mundane lane markers are critical enablers. Lane markers allow us to travel at speeds that would be impossible if not for the agreed upon direction of flow. Additionally and more importantly, it allows people to act autonomously - going where they please at any given time. The return on the investment for mobility is high enough for people to buy into globally agreed up governance processes. In Oracle WebCenter we can use similar enablers to lane markers.  Our goal should be to enable the flow of information and provide end users with the ability to arrive at business solutions as needed, not on the basis of cumbersome processes that cannot meet the business needs in a timely fashion. How do we do this? Just as with "Segmentation of Duties" Oracle WebCenter technologies offer the opportunity to compartmentalize various business initiatives from each other within the system due to constructs and security that are available to use within the platform. For instance, when a WebCenter space is created, any content added within that space by default will be secured to that particular space and inherits meta data that is associated with a folder created for the space. Oracle WebCenter content uses meta data to support a broad range of rich ECM functionality and can automatically impart retention, workflow and other policies automatically on the basis of what has been defaulted for that space. Depending on your business needs, this paradigm will also extend to sub sections of a space, offering some interesting possibilities to enable automated management around content. An example may be press releases within a particular area of an extranet that require a five year retention period and need to the reviewed by marketing and legal before release.  The underlying content system will transparently take care of this process on the basis of the above rules, enabling peace of mind over unstructured data - which could otherwise become overwhelming. 4. Make Your First Project Your Second Imagine if Michael Phelps was competing in a swimming championship, but told right before his race that he had to use a brand new stroke.  There is no doubt that Michael is an outstanding swimmer, but chances are that he would like to have some time to get acquainted with the new stroke. New technologies should not be treated any differently.  Before jumping into the deep end it helps to take time to get to know the new approach - even though you may have been swimming thousands of times before. To quickly get a handle on Oracle WebCenter capabilities it can be helpful to deploy a sandbox for the team to use to share project documents, discussions and announcements in an effort to help the actual deployment get under way, while increasing everyone’s knowledge of the platform and its functionality that may be helpful down the road. Oracle Technology Network has made a pre-configured virtual machine available for download that can be a great starting point for this exercise. 5. Get to Know the Community If you are reading this blog post you have most certainly faced a software decision or challenge that was solved on the basis of a small piece of missing critical information - which took substantial research to discover.  Chances were also good that somewhere, someone had already come across this information and would have been excited to share it. There is no denying the power of passionate, connected users, sharing key tips around technology.  The Oracle WebCenter brand has a rich heritage that includes industry-leading technology and practitioners.  With the new Oracle WebCenter brand, opportunities to connect with these experts has become easier. Oracle WebCenter Blog Oracle Social Enterprise LinkedIn WebCenter Group Oracle WebCenter Twitter Oracle WebCenter Facebook Oracle User Groups Additionally, there are various Oracle WebCenter related blogs by an excellent grouping of services partners.

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  • The Sensemaking Spectrum for Business Analytics: Translating from Data to Business Through Analysis

    - by Joe Lamantia
    One of the most compelling outcomes of our strategic research efforts over the past several years is a growing vocabulary that articulates our cumulative understanding of the deep structure of the domains of discovery and business analytics. Modes are one example of the deep structure we’ve found.  After looking at discovery activities across a very wide range of industries, question types, business needs, and problem solving approaches, we've identified distinct and recurring kinds of sensemaking activity, independent of context.  We label these activities Modes: Explore, compare, and comprehend are three of the nine recognizable modes.  Modes describe *how* people go about realizing insights.  (Read more about the programmatic research and formal academic grounding and discussion of the modes here: https://www.researchgate.net/publication/235971352_A_Taxonomy_of_Enterprise_Search_and_Discovery) By analogy to languages, modes are the 'verbs' of discovery activity.  When applied to the practical questions of product strategy and development, the modes of discovery allow one to identify what kinds of analytical activity a product, platform, or solution needs to support across a spread of usage scenarios, and then make concrete and well-informed decisions about every aspect of the solution, from high-level capabilities, to which specific types of information visualizations better enable these scenarios for the types of data users will analyze. The modes are a powerful generative tool for product making, but if you've spent time with young children, or had a really bad hangover (or both at the same time...), you understand the difficult of communicating using only verbs.  So I'm happy to share that we've found traction on another facet of the deep structure of discovery and business analytics.  Continuing the language analogy, we've identified some of the ‘nouns’ in the language of discovery: specifically, the consistently recurring aspects of a business that people are looking for insight into.  We call these discovery Subjects, since they identify *what* people focus on during discovery efforts, rather than *how* they go about discovery as with the Modes. Defining the collection of Subjects people repeatedly focus on allows us to understand and articulate sense making needs and activity in more specific, consistent, and complete fashion.  In combination with the Modes, we can use Subjects to concretely identify and define scenarios that describe people’s analytical needs and goals.  For example, a scenario such as ‘Explore [a Mode] the attrition rates [a Measure, one type of Subject] of our largest customers [Entities, another type of Subject] clearly captures the nature of the activity — exploration of trends vs. deep analysis of underlying factors — and the central focus — attrition rates for customers above a certain set of size criteria — from which follow many of the specifics needed to address this scenario in terms of data, analytical tools, and methods. We can also use Subjects to translate effectively between the different perspectives that shape discovery efforts, reducing ambiguity and increasing impact on both sides the perspective divide.  For example, from the language of business, which often motivates analytical work by asking questions in business terms, to the perspective of analysis.  The question posed to a Data Scientist or analyst may be something like “Why are sales of our new kinds of potato chips to our largest customers fluctuating unexpectedly this year?” or “Where can innovate, by expanding our product portfolio to meet unmet needs?”.  Analysts translate questions and beliefs like these into one or more empirical discovery efforts that more formally and granularly indicate the plan, methods, tools, and desired outcomes of analysis.  From the perspective of analysis this second question might become, “Which customer needs of type ‘A', identified and measured in terms of ‘B’, that are not directly or indirectly addressed by any of our current products, offer 'X' potential for ‘Y' positive return on the investment ‘Z' required to launch a new offering, in time frame ‘W’?  And how do these compare to each other?”.  Translation also happens from the perspective of analysis to the perspective of data; in terms of availability, quality, completeness, format, volume, etc. By implication, we are proposing that most working organizations — small and large, for profit and non-profit, domestic and international, and in the majority of industries — can be described for analytical purposes using this collection of Subjects.  This is a bold claim, but simplified articulation of complexity is one of the primary goals of sensemaking frameworks such as this one.  (And, yes, this is in fact a framework for making sense of sensemaking as a category of activity - but we’re not considering the recursive aspects of this exercise at the moment.) Compellingly, we can place the collection of subjects on a single continuum — we call it the Sensemaking Spectrum — that simply and coherently illustrates some of the most important relationships between the different types of Subjects, and also illuminates several of the fundamental dynamics shaping business analytics as a domain.  As a corollary, the Sensemaking Spectrum also suggests innovation opportunities for products and services related to business analytics. The first illustration below shows Subjects arrayed along the Sensemaking Spectrum; the second illustration presents examples of each kind of Subject.  Subjects appear in colors ranging from blue to reddish-orange, reflecting their place along the Spectrum, which indicates whether a Subject addresses more the viewpoint of systems and data (Data centric and blue), or people (User centric and orange).  This axis is shown explicitly above the Spectrum.  Annotations suggest how Subjects align with the three significant perspectives of Data, Analysis, and Business that shape business analytics activity.  This rendering makes explicit the translation and bridging function of Analysts as a role, and analysis as an activity. Subjects are best understood as fuzzy categories [http://georgelakoff.files.wordpress.com/2011/01/hedges-a-study-in-meaning-criteria-and-the-logic-of-fuzzy-concepts-journal-of-philosophical-logic-2-lakoff-19731.pdf], rather than tightly defined buckets.  For each Subject, we suggest some of the most common examples: Entities may be physical things such as named products, or locations (a building, or a city); they could be Concepts, such as satisfaction; or they could be Relationships between entities, such as the variety of possible connections that define linkage in social networks.  Likewise, Events may indicate a time and place in the dictionary sense; or they may be Transactions involving named entities; or take the form of Signals, such as ‘some Measure had some value at some time’ - what many enterprises understand as alerts.   The central story of the Spectrum is that though consumers of analytical insights (represented here by the Business perspective) need to work in terms of Subjects that are directly meaningful to their perspective — such as Themes, Plans, and Goals — the working realities of data (condition, structure, availability, completeness, cost) and the changing nature of most discovery efforts make direct engagement with source data in this fashion impossible.  Accordingly, business analytics as a domain is structured around the fundamental assumption that sense making depends on analytical transformation of data.  Analytical activity incrementally synthesizes more complex and larger scope Subjects from data in its starting condition, accumulating insight (and value) by moving through a progression of stages in which increasingly meaningful Subjects are iteratively synthesized from the data, and recombined with other Subjects.  The end goal of  ‘laddering’ successive transformations is to enable sense making from the business perspective, rather than the analytical perspective.Synthesis through laddering is typically accomplished by specialized Analysts using dedicated tools and methods. Beginning with some motivating question such as seeking opportunities to increase the efficiency (a Theme) of fulfillment processes to reach some level of profitability by the end of the year (Plan), Analysts will iteratively wrangle and transform source data Records, Values and Attributes into recognizable Entities, such as Products, that can be combined with Measures or other data into the Events (shipment of orders) that indicate the workings of the business.  More complex Subjects (to the right of the Spectrum) are composed of or make reference to less complex Subjects: a business Process such as Fulfillment will include Activities such as confirming, packing, and then shipping orders.  These Activities occur within or are conducted by organizational units such as teams of staff or partner firms (Networks), composed of Entities which are structured via Relationships, such as supplier and buyer.  The fulfillment process will involve other types of Entities, such as the products or services the business provides.  The success of the fulfillment process overall may be judged according to a sophisticated operating efficiency Model, which includes tiered Measures of business activity and health for the transactions and activities included.  All of this may be interpreted through an understanding of the operational domain of the businesses supply chain (a Domain).   We'll discuss the Spectrum in more depth in succeeding posts.

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  • Unlocking Productivity

    - by Michael Snow
    Unlocking Productivity in Life Sciences with Consolidated Content Management by Joe Golemba, Vice President, Product Management, Oracle WebCenter As life sciences organizations look to become more operationally efficient, the ability to effectively leverage information is a competitive advantage. Whether data mining at the drug discovery phase or prepping the sales team before a product launch, content management can play a key role in developing, organizing, and disseminating vital information. The goal of content management is relatively straightforward: put the information that people need where they can find it. A number of issues can complicate this; information sits in many different systems, each of those systems has its own security, and the information in those systems exists in many different formats. Identifying and extracting pertinent information from mountains of farflung data is no simple job, but the alternative—wasted effort or even regulatory compliance issues—is worse. An integrated information architecture can enable health sciences organizations to make better decisions, accelerate clinical operations, and be more competitive. Unstructured data matters Often when we think of drug development data, we think of structured data that fits neatly into one or more research databases. But structured data is often directly supported by unstructured data such as experimental protocols, reaction conditions, lot numbers, run times, analyses, and research notes. As life sciences companies seek integrated views of data, they are typically finding diverse islands of data that seemingly have no relationship to other data in the organization. Information like sales reports or call center reports can be locked into siloed systems, and unavailable to the discovery process. Additionally, in the increasingly networked clinical environment, Web pages, instant messages, videos, scientific imaging, sales and marketing data, collaborative workspaces, and predictive modeling data are likely to be present within an organization, and each source potentially possesses information that can help to better inform specific efforts. Historically, content management solutions that had 21CFR Part 11 capabilities—electronic records and signatures—were focused mainly on content-enabling manufacturing-related processes. Today, life sciences companies have many standalone repositories, requiring different skills, service level agreements, and vendor support costs to manage them. With the amount of content doubling every three to six months, companies have recognized the need to manage unstructured content from the beginning, in order to increase employee productivity and operational efficiency. Using scalable and secure enterprise content management (ECM) solutions, organizations can better manage their unstructured content. These solutions can also be integrated with enterprise resource planning (ERP) systems or research systems, making content available immediately, in the context of the application and within the flow of the employee’s typical business activity. Administrative safeguards—such as content de-duplication—can also be applied within ECM systems, so documents are never recreated, eliminating redundant efforts, ensuring one source of truth, and maintaining content standards in the organization. Putting it in context Consolidating structured and unstructured information in a single system can greatly simplify access to relevant information when it is needed through contextual search. Using contextual filters, results can include therapeutic area, position in the value chain, semantic commonalities, technology-specific factors, specific researchers involved, or potential business impact. The use of taxonomies is essential to organizing information and enabling contextual searches. Taxonomy solutions are composed of a hierarchical tree that defines the relationship between different life science terms. When overlaid with additional indexing related to research and/or business processes, it becomes possible to effectively narrow down the amount of data that is returned during searches, as well as prioritize results based on specific criteria and/or prior search history. Thus, search results are more accurate and relevant to an employee’s day-to-day work. For example, a search for the word "tissue" by a lab researcher would return significantly different results than a search for the same word performed by someone in procurement. Of course, diverse data repositories, combined with the immense amounts of data present in an organization, necessitate that the data elements be regularly indexed and cached beforehand to enable reasonable search response times. In its simplest form, indexing of a single, consolidated data warehouse can be expected to be a relatively straightforward effort. However, organizations require the ability to index multiple data repositories, enabling a single search to reference multiple data sources and provide an integrated results listing. Security and compliance Beyond yielding efficiencies and supporting new insight, an enterprise search environment can support important security considerations as well as compliance initiatives. For example, the systems enable organizations to retain the relevance and the security of the indexed systems, so users can only see the results to which they are granted access. This is especially important as life sciences companies are working in an increasingly networked environment and need to provide secure, role-based access to information across multiple partners. Although not officially required by the 21 CFR Part 11 regulation, the U.S. Food and Drug Administraiton has begun to extend the type of content considered when performing relevant audits and discoveries. Having an ECM infrastructure that provides centralized management of all content enterprise-wide—with the ability to consistently apply records and retention policies along with the appropriate controls, validations, audit trails, and electronic signatures—is becoming increasingly critical for life sciences companies. Making the move Creating an enterprise-wide ECM environment requires moving large amounts of content into a single enterprise repository, a daunting and risk-laden initiative. The first key is to focus on data taxonomy, allowing content to be mapped across systems. The second is to take advantage new tools which can dramatically speed and reduce the cost of the data migration process through automation. Additional content need not be frozen while it is migrated, enabling productivity throughout the process. The ability to effectively leverage information into success has been gaining importance in the life sciences industry for years. The rapid adoption of enterprise content management, both in operational processes as well as in scientific management, are clear indicators that the companies are looking to use all available data to be better informed, improve decision making, minimize risk, and increase time to market, to maintain profitability and be more competitive. As more and more varieties and sources of information are brought under the strategic management umbrella, the ability to divine knowledge from the vast pool of information is increasingly difficult. Simple search engines and basic content management are increasingly unable to effectively extract the right information from the mountains of data available. By bringing these tools into context and integrating them with business processes and applications, we can effectively focus on the right decisions that make our organizations more profitable. More Information Oracle will be exhibiting at DIA 2012 in Philadelphia on June 25-27. Stop by our booth 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;} (#2825) to learn more about the advantages of a centralized ECM strategy and see the Oracle WebCenter Content solution, our 21 CFR Part 11 compliant content management platform.

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  • Five Key Strategies in Master Data Management

    - by david.butler(at)oracle.com
    Here is a very interesting Profit Magazine article on MDM: A recent customer survey reveals the deleterious effects of data fragmentation. by Trevor Naidoo, December 2010   Across industries and geographies, IT organizations have grown in complexity, whether due to mergers and acquisitions, or decentralized systems supporting functional or departmental requirements. With systems architected over time to support unique, one-off process needs, they are becoming costly to maintain, and the Internet has only further added to the complexity. Data fragmentation has become a key inhibitor in delivering flexible, user-friendly systems. The Oracle Insight team conducted a survey assessing customers' master data management (MDM) capabilities over the past two years to get a sense of where they are in terms of their capabilities. The responses, by 27 respondents from six different industries, reveal five key areas in which customers need to improve their data management in order to get better financial results. 1. Less than 15 percent of organizations surveyed understand the sources and quality of their master data, and have a roadmap to address missing data domains. Examples of the types of master data domains referred to are customer, supplier, product, financial and site. Many organizations have multiple sources of master data with varying degrees of data quality in each source -- customer data stored in the customer relationship management system is inconsistent with customer data stored in the order management system. Imagine not knowing how many places you stored your customer information, and whether a customer's address was the most up to date in each source. In fact, more than 55 percent of the respondents in the survey manage their data quality on an ad-hoc basis. It is important for organizations to document their inventory of data sources and then profile these data sources to ensure that there is a consistent definition of key data entities throughout the organization. Some questions to ask are: How do we define a customer? What is a product? How do we define a site? The goal is to strive for one common repository for master data that acts as a cross reference for all other sources and ensures consistent, high-quality master data throughout the organization. 2. Only 18 percent of respondents have an enterprise data management strategy to ensure that data is treated as an asset to the organization. Most respondents handle data at the department or functional level and do not have an enterprise view of their master data. The sales department may track all their interactions with customers as they move through the sales cycle, the service department is tracking their interactions with the same customers independently, and the finance department also has a different perspective on the same customer. The salesperson may not be aware that the customer she is trying to sell to is experiencing issues with existing products purchased, or that the customer is behind on previous invoices. The lack of a data strategy makes it difficult for business users to turn data into information via reports. Without the key building blocks in place, it is difficult to create key linkages between customer, product, site, supplier and financial data. These linkages make it possible to understand patterns. A well-defined data management strategy is aligned to the business strategy and helps create the governance needed to ensure that data stewardship is in place and data integrity is intact. 3. Almost 60 percent of respondents have no strategy to integrate data across operational applications. Many respondents have several disparate sources of data with no strategy to keep them in sync with each other. Even though there is no clear strategy to integrate the data (see #2 above), the data needs to be synced and cross-referenced to keep the business processes running. About 55 percent of respondents said they perform this integration on an ad hoc basis, and in many cases, it is done manually with the help of Microsoft Excel spreadsheets. For example, a salesperson needs a report on global sales for a specific product, but the product has different product numbers in different countries. Typically, an analyst will pull all the data into Excel, manually create a cross reference for that product, and then aggregate the sales. The exact same procedure has to be followed if the same report is needed the following month. A well-defined consolidation strategy will ensure that a central cross-reference is maintained with updates in any one application being propagated to all the other systems, so that data is synchronized and up to date. This can be done in real time or in batch mode using integration technology. 4. Approximately 50 percent of respondents spend manual efforts cleansing and normalizing data. Information stored in various systems usually follows different standards and formats, making it difficult to match the data. A customer's address can be stored in different ways using a variety of abbreviations -- for example, "av" or "ave" for avenue. Similarly, a product's attributes can be stored in a number of different ways; for example, a size attribute can be stored in inches and can also be entered as "'' ". These types of variations make it difficult to match up data from different sources. Today, most customers rely on manual, heroic efforts to match, cleanse, and de-duplicate data -- clearly not a scalable, sustainable model. To solve this challenge, organizations need the ability to standardize data for customers, products, sites, suppliers and financial accounts; however, less than 10 percent of respondents have technology in place to automatically resolve duplicates. It is no wonder, therefore, that we get communications about products we don't own, at addresses we don't reside, and using channels (like direct mail) we don't like. An all-too-common example of a potential challenge follows: Customers end up receiving duplicate communications, which not only impacts customer satisfaction, but also incurs additional mailing costs. Cleansing, normalizing, and standardizing data will help address most of these issues. 5. Only 10 percent of respondents have the ability to share data that was mastered in a master data hub. Close to 60 percent of respondents have efforts in place that profile, standardize and cleanse data manually, and the output of these efforts are stored in spreadsheets in various parts of the organization. This valuable information is not easily shared with the rest of the organization and, more importantly, this enriched information cannot be sent back to the source systems so that the data is fixed at the source. A key benefit of a master data management strategy is not only to clean the data, but to also share the data back to the source systems as well as other systems that need the information. Aside from the source systems, another key beneficiary of this data is the business intelligence system. Having clean master data as input to business intelligence systems provides more accurate and enhanced reporting.  Characteristics of Stellar MDM When deciding on the right master data management technology, organizations should look for solutions that have four main characteristics: enterprise-grade MDM performance complete technology that can be rapidly deployed and addresses multiple business issues end-to-end MDM process management with data quality monitoring and assurance pre-built MDM business relevant applications with data stores and workflows These master data management capabilities will aid in moving closer to a best-practice maturity level, delivering tremendous efficiencies and savings as well as revenue growth opportunities as a result of better understanding your customers.  Trevor Naidoo is a senior director in Industry Strategy and Insight at Oracle. 

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  • Book Review: Brownfield Application Development in .NET

    - by DotNetBlues
    I recently finished reading the book Brownfield Application Development in .NET by Kyle Baley and Donald Belcham.  The book is available from Manning.  First off, let me say that I'm a huge fan of Manning as a publisher.  I've found their books to be top-quality, over all.  As a Kindle owner, I also appreciate getting an ebook copy along with the dead tree copy.  I find ebooks to be much more convenient to read, but hard-copies are easier to reference. The book covers, surprisingly enough, working with brownfield applications.  Which is well and good, if that term has meaning to you.  It didn't for me.  Without retreading a chunk of the first chapter, the authors break code bases into three broad categories: greenfield, brownfield, and legacy.  Greenfield is, essentially, new development that hasn't had time to rust and is (hopefully) being approached with some discipline.  Legacy applications are those that are more or less stable and functional, that do not expect to see a lot of work done to them, and are more likely to be replaced than reworked. Brownfield code is the gray (brown?) area between the two and the authors argue, quite effectively, that it is the most likely state for an application to be in.  Brownfield code has, in some way, been allowed to tarnish around the edges and can be difficult to work with.  Although I hadn't realized it, most of the code I've worked on has been brownfield.  Sometimes, there's talk of scrapping and starting over.  Sometimes, the team dismisses increased discipline as ivory tower nonsense.  And, sometimes, I've been the ignorant culprit vexing my future self. The book is broken into two major sections, plus an introduction chapter and an appendix.  The first section covers what the authors refer to as "The Ecosystem" which consists of version control, build and integration, testing, metrics, and defect management.  The second section is on actually writing code for brownfield applications and discusses object-oriented principles, architecture, external dependencies, and, of course, how to deal with these when coming into an existing code base. The ecosystem section is just shy of 140 pages long and brings some real meat to the matter.  The focus on "pain points" immediately sets the tone as problem-solution, rather than academic.  The authors also approach some of the topics from a different angle than some essays I've read on similar topics.  For example, the chapter on automated testing is on just that -- automated testing.  It's all well and good to criticize a project as conflating integration tests with unit tests, but it really doesn't make anyone's life better.  The discussion on testing is more focused on the "right" level of testing for existing projects.  Sometimes, an integration test is the best you can do without gutting a section of functional code.  Even if you can sell other developers and/or management on doing so, it doesn't actually provide benefit to your customers to rewrite code that works.  This isn't to say the authors encourage sloppy coding.  Far from it.  Just that they point out the wisdom of ignoring the sleeping bear until after you deal with the snarling wolf. The other sections take a similarly real-world, workable approach to the pain points they address.  As the section moves from technical solutions like version control and continuous integration (CI) to the softer, process issues of metrics and defect tracking, the authors begin to gently suggest moving toward a zero defect count.  While that really sounds like an unreasonable goal for a lot of ongoing projects, it's quite apparent that the authors have first-hand experience with taming some gruesome projects.  The suggestions are grounded and workable, and the difficulty of some situations is explicitly acknowledged. I have to admit that I started getting bored by the end of the ecosystem section.  No matter how valuable I think a good project manager or business analyst is to a successful ALM, at the end of the day, I'm a gear-head.  Also, while I agreed with a lot of the ecosystem ideas, in theory, I didn't necessarily feel that a lot of the single-developer projects that I'm often involved in really needed that level of rigor.  It's only after reading the sidebars and commentary in the coding section that I had the context for the arguments made in favor of a strong ecosystem supporting the development process.  That isn't to say that I didn't support good product management -- indeed, I've probably pushed too hard, on occasion, for a strong ALM outside of just development.  This book gave me deeper insight into why some corners shouldn't be cut and how damaging certain sins of omission can be. The code section, though, kept me engaged for its entirety.  Many technical books can be used as reference material from day one.  The authors were clear, however, that this book is not one of these.  The first chapter of the section (chapter seven, over all) addresses object oriented (OO) practices.  I've read any number of definitions, discussions, and treatises on OO.  None of the chapter was new to me, but it was a good review, and I'm of the opinion that it's good to review the foundations of what you do, from time to time, so I didn't mind. The remainder of the book is really just about how to apply OOP to existing code -- and, just because all your code exists in classes does not mean that it's object oriented.  That topic has the potential to be extremely condescending, but the authors miraculously managed to never once make me feel like a dolt or that they were wagging their finger at me for my prior sins.  Instead, they continue the "pain points" and problem-solution presentation to give concrete examples of how to apply some pretty academic-sounding ideas.  That's a point worth emphasizing, as my experience with most OO discussions is that they stay in the academic realm.  This book gives some very, very good explanations of why things like the Liskov Substitution Principle exist and why a corporate programmer should even care.  Even if you know, with absolute certainty, that you'll never have to work on an existing code-base, I would recommend this book just for the clarity it provides on OOP. This book goes beyond just theory, or even real-world application.  It presents some methods for fixing problems that any developer can, and probably will, encounter in the wild.  First, the authors address refactoring application layers and internal dependencies.  Then, they take you through those layers from the UI to the data access layer and external dependencies.  Finally, they come full circle to tie it all back to the overall process.  By the time the book is done, you're left with a lot of ideas, but also a reasonable plan to begin to improve an existing project structure. Throughout the book, it's apparent that the authors have their own preferred methodology (TDD and domain-driven design), as well as some preferred tools.  The "Our .NET Toolbox" is something of a neon sign pointing to that latter point.  They do not beat the reader over the head with anything resembling a "One True Way" mentality.  Even for the most emphatic points, the tone is quite congenial and helpful.  With some of the near-theological divides that exist within the tech community, I found this to be one of the more remarkable characteristics of the book.  Although the authors favor tools that might be considered Alt.NET, there is no reason the advice and techniques given couldn't be quite successful in a pure Microsoft shop with Team Foundation Server.  For that matter, even though the book specifically addresses .NET, it could be applied to a Java and Oracle shop, as well.

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  • Following my passion

    - by Maria Sandu
    Normal 0 false false false EN-US X-NONE X-NONE /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0cm 5.4pt 0cm 5.4pt; mso-para-margin-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-family:"Calibri","sans-serif"; mso-ascii- mso-ascii-theme-font:minor-latin; mso-hansi- mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi; mso-ansi-language:RO;} Normal 0 false false false EN-US X-NONE X-NONE /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0cm 5.4pt 0cm 5.4pt; mso-para-margin-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-family:"Calibri","sans-serif"; mso-ascii- mso-ascii-theme-font:minor-latin; mso-hansi- mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi; mso-ansi-language:RO;} Normal 0 false false false EN-US X-NONE X-NONE /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0cm 5.4pt 0cm 5.4pt; mso-para-margin-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-family:"Calibri","sans-serif"; mso-ascii- mso-ascii-theme-font:minor-latin; mso-hansi- mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi; mso-ansi-language:RO;} What makes you go the extra mile? What makes you move forward and be ambitious? My name is Alin Gheorghe and I am currently working as a Contracts Administrator in the Shared Service Centre in Bucharest, Romania. I have graduated from the Political Science Faculty of the National School of Political and Administrative Studies here in Bucharest and I am currently undergoing a Master Program on Security and Diplomacy at the same university. Although I have been working a full time job here at Oracle since January 2011 and also going to school after work, I am going to tell you how I spend my spare time and about my passion. I always thought that if one doesn’t have something that he would consider a passion it’s always just a matter of time until he would discover one. Looking back, I can tell you that I discovered mine when I was 14 years old and I remember watching a football game when suddenly I became fascinated by the “man in black” that all football players obeyed during the match. That year I attended and promoted a referee course within my local referee committee and about 6 months later I was delegated to my first official game at youth tournament. Almost 10 years have passed since then and I can tell you that I very much love and appreciate this activity that I have spent doing, each and every weekend, 9 months every year, acquiring more than 600 official games until now. And even if not having a real free weekend or holiday might be sound very consuming, I can say that having something I am passionate about helps me to keep myself balanced and happy while giving me an option to channel any stress or anxiety I may feel. I think it’s important to have something of your own besides work that you spend time and effort on. Whether it’s painting, writing or a sport, having a passion can only have a positive effect on your life. And as every extra thing, it’s not always easy to follow your passion, but is it worth it? Speaking from my own experience I am sure it is, and here are some tips and tricks I constantly use not to give up on my passion: Normal 0 false false false EN-US X-NONE X-NONE -"/ /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0cm 5.4pt 0cm 5.4pt; mso-para-margin-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-family:"Calibri","sans-serif"; mso-ascii- mso-ascii-theme-font:minor-latin; mso-hansi- mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi; mso-ansi-language:RO;} No matter how much time you spend at work and how much credit you get for that, it will always be the passion related achievements that will comfort you more and boost your self esteem and nothing compares to that feeling you get. I always try to keep this in mind so that each time I think about giving up I get even more ambitious to move forward. Everybody can just do what they are paid to do or what they are requested to do at work but not everybody can go that extra mile when it comes to following their passion and putting in extra work for that. By exercising this constantly you get used to also applying this attitude on the work related tasks. It takes accurate planning, anticipation and forecasting in order to combine your work with your passion. Therefore having a full schedule and keeping up with it will only help develop and exercise such skills and also will prove to you that you are up to such a challenge. I always keep in mind as a final goal that if you get very good at your passion you can actually start earning from it. And I think that is the ultimate level when you can say that you make a living by doing exactly what you are passionate about. In conclusion, by taking the easy way not only do you miss out on something nice, but life’s priceless rewards are usually given by those things that you actually believe in and know how to stand up for over time.

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  • CodePlex Daily Summary for Monday, August 11, 2014

    CodePlex Daily Summary for Monday, August 11, 2014Popular ReleasesSpace Engineers Server Manager: SESM V1.15: V1.15 - Updated Quartz library - Correct a bug in the new mod managment - Added a warning if you have backup enabled on a server but no static map configuredAspose for Apache POI: Missing Features of Apache POI SS - v 1.2: Release contain the Missing Features in Apache POI SS SDK in comparison with Aspose.Cells What's New ? Following Examples: Create Pivot Charts Detect Merged Cells Sort Data Printing Workbooks Feedback and Suggestions Many more examples are available at Aspose Docs. Raise your queries and suggest more examples via Aspose Forums or via this social coding site.AngularGo (SPA Project Template): AngularGo.VS2013.vsix: First ReleaseTouchmote: Touchmote 1.0 beta 13: Changes Less GPU usage Works together with other Xbox 360 controls Bug fixesPublic Key Infrastructure PowerShell module: PowerShell PKI Module v3.0: Important: I would like to hear more about what you are thinking about the project? I appreciate that you like it (2000 downloads over past 6 months), but may be you have to say something? What do you dislike in the module? Maybe you would love to see some new functionality? Tell, what you think! Installation guide:Use default installation path to install this module for current user only. To install this module for all users — enable "Install for all users" check-box in installation UI ...Modern UI for WPF: Modern UI 1.0.6: The ModernUI assembly including a demo app demonstrating the various features of Modern UI for WPF. BREAKING CHANGE LinkGroup.GroupName renamed to GroupKey NEW FEATURES Improved rendering on high DPI screens, including support for per-monitor DPI awareness available in Windows 8.1 (see also Per-monitor DPI awareness) New ModernProgressRing control with 8 builtin styles New LinkCommands.NavigateLink routed command New Visual Studio project templates 'Modern UI WPF App' and 'Modern UI W...ClosedXML - The easy way to OpenXML: ClosedXML 0.74.0: Multiple thread safe improvements including AdjustToContents XLHelper XLColor_Static IntergerExtensions.ToStringLookup Exception now thrown when saving a workbook with no sheets, instead of creating a corrupt workbook Fix for hyperlinks with non-ASCII Characters Added basic workbook protection Fix for error thrown, when a spreadsheet contained comments and images Fix to Trim function Fix Invalid operation Exception thrown when the formula functions MAX, MIN, and AVG referenc...SEToolbox: SEToolbox 01.042.019 Release 1: Added RadioAntenna broadcast name to ship name detail. Added two additional columns for Asteroid material generation for Asteroid Fields. Added Mass and Block number columns to main display. Added Ellipsis to some columns on main display to reduce name confusion. Added correct SE version number in file when saving. Re-added in reattaching Motor when drag/dropping or importing ships (KeenSH have added RotorEntityId back in after removing it months ago). Added option to export and r...jQuery List DragSort: jQuery List DragSort 0.5.2: Fixed scrollContainer removing deprecated use of $.browser so should now work with latest version of jQuery. Added the ability to return false in dragEnd to revert sort order Project changes Added nuget package for dragsort https://www.nuget.org/packages/dragsort Converted repository from SVN to MercurialBraintree Client Library: Braintree 2.32.0: Allow credit card verification options to be passed outside of the nonce for PaymentMethod.create Allow billingaddress parameters and billingaddress_id to be passed outside of the nonce for PaymentMethod.create Add Subscriptions to paypal accounts Add PaymentMethod.update Add failonduplicatepaymentmethod option to PaymentMethod.create Add support for dispute webhooksThe Mario Kart 8 App: V1.0.2.1: First Codeplex release. WINDOWS INSTALLER ONLYAspose Java for Docx4j: Aspose.Words vs Docx4j - v 1.0: Release contain the Code Comparison for Features in Docx4j SDK and Aspose.Words What's New ?Following Examples: Accessing Document Properties Add Bookmarks Convert to Formats Delete Bookmarks Working with Comments Feedback and Suggestions Many more examples are available at Aspose Docs. Raise your queries and suggest more examples via Aspose Forums or via this social coding site.File System Security PowerShell Module: NTFSSecurity 2.4.1: Add-Access and Remove-Access now take multiple accoutsYourSqlDba: YourSqlDba 5.2.1.: This version improves alert message that comes a while after you install the script. First it says to get it from YourSqlDba.CodePlex.com If you don't want to update now, just-rerun the script from your installed version. To get actual version running just execute install.PrintVersionInfo. . You can go to source code / history and click on change set 72957 to see changes in the script.Manipulator: Manipulator: manipulatorXNB filetype plugin for Paint.NET: Paint.NET XNB plugin v0.4.0.0: CHANGELOG Reverted old incomplete changes. Updated library for compatibility with Paint .NET 4. Updated project to NET 4.5. Updated version to 0.4.0.0. INSTALLATION INSTRUCTIONS Extract the ZIP file to your Paint.NET\FileTypes folder.EdiFabric: Release 4.1: Changed MessageContextWix# (WixSharp) - managed interface for WiX: Release 1.0.0.0: Release 1.0.0.0 Custom UI Custom MSI Dialog Custom CLR Dialog External UIMath.NET Numerics: Math.NET Numerics v3.2.0: Linear Algebra: Vector.Map2 (map2 in F#), storage-optimized Linear Algebra: fix RemoveColumn/Row early index bound check (was not strict enough) Statistics: Entropy ~Jeff Mastry Interpolation: use Array.BinarySearch instead of local implementation ~Candy Chiu Resources: fix a corrupted exception message string Portable Build: support .Net 4.0 as well by using profile 328 instead of 344. .Net 3.5: F# extensions now support .Net 3.5 as well .Net 3.5: NuGet package now contains pro...babelua: 1.6.5.1: V1.6.5.1 - 2014.8.7New feature: Formatting code; Stability improvement: fix a bug that pop up error "System.Net.WebResponse EndGetResponse";New ProjectsDouDou: a little project.Dynamic MVC: Dynamically generate views from your model objects for a data centric MVC application.EasyDb - Simple Data Access: EasyDb is a simple library for data access that allows you to write less code.ExpressToAbroad: just go!!!!!Full Silverlight Web Video/Voice Conferencing: The Goal of this project is to provide complete Open Source (Voice/Video Chatting Client/Server) Modules Using SilverlightGaia: Gaia is an app for Windows plataform, Gaia is like Siri and Google Now or Betty but Gaia use only text commands.pxctest: pxctestSTACS: Career Management System for MIT by Team "STACS"StrongWorld: StrongWorld.WebSuiteXevas Tools: Xevas is a professional coders group of 'Nimbuzz'. We make all tools for worldwide users of nimbuzz at free of cost.????????: ????????????????: ???????????????: ??????????????: ??????????????: ??????????????: ??????????????: ??????????????: ????????????????: ????????????????: ???????????????: ???????????????: ??????????????: ??????????????: ??????????????: ??????????????: ??????????????: ??????????????: ??????????????: ???????????????: ???????????????: ??????????????: ??????????????: ??????????????: ????????????????: ????????????????: ???????????????: ???????????????: ??????????????: ??????????????: ??????????????: ??????????????: ??????????????: ??????????????: ??????????????: ??????????????: ??????????????: ??????????????: ??????????????: ??????????????: ??????????????: ??????????????: ??????????????: ??????????????: ??????????????: ???????????????: ???????????????: ??????????????: ??????????????: ??????????????: ???????????????: ???????????????: ??????????????: ??????????????: ??????????????: ??????????????: ??????????????: ??????????????: ??????????????: ??????????????: ??????????????: ??????????????: ??????????????: ??????????????: ??????????????: ??????????????: ??????????????: ??????????????: ??????????????: ??????????????: ??????????????: ??????????????: ??????????????: ??????????????: ??????????????: ??????????????: ??????????????: ??????????????: ??????????????: ??????????????: ??????????????: ??????????????: ??????????????: ??????????????: ??????????????: ??????????????: ??????????????: ??????????????: ??????????????: ??????????????: ??????????????: ???????????????: ???????????????: ??????????????: ??????????????: ??????????????: ???????????????: ????????????????: ???????????????: ??????????????: ??????????????: ??????????????: ??????????????: ??????????????: ??????????????: ???????????????: ???????????????: ??????????????: ??????????????: ??????????????: ??????????????: ??????????????: ??????????????: ??????????????: ??????????????: ???????????????: ???????????????: ??????????????: ??????????????: ??????????????: ??????????????: ????????????????: ????????????????: ??????????????: ??????????????: ??????????????: ??????????????: ??????????????: ??????????????: ??????????????: ??????????????: ??????????????: ??????????????: ??????????????: ??????????????: ??????????????: ???????????????: ???????????????: ??????????????: ??????????????: ??????????????: ????????????????: ?????????

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  • Conducting Effective Web Meetings

    - by BuckWoody
    There are several forms of corporate communication. From immediate, rich communications like phones and IM messaging to historical transactions like e-mail, there are a lot of ways to get information to one or more people. From time to time, it's even useful to have a meeting. (This is where a witty picture of a guy sleeping in a meeting goes. I won't bother actually putting one here; you're already envisioning it in your mind) Most meetings are pointless, and a complete waste of time. This is the fault, completely and solely, of the organizer. It's because he or she hasn't thought things through enough to think about alternate forms of information passing. Here's the criteria for a good meeting - whether in-person or over the web: 100% of the content of a meeting should require the participation of 100% of the attendees for 100% of the time It doesn't get any simpler than that. If it doesn't meet that criteria, then don't invite that person to that meeting. If you're just conveying information and no one has the need for immediate interaction with that information (like telling you something that modifies the message), then send an e-mail. If you're a manager, and you need to get status from lots of people, pick up the phone.If you need a quick answer, use IM. I once had a high-level manager that called frequent meetings. His real need was status updates on various processes, so 50 of us would sit in a room while he asked each one of us questions. He believed this larger meeting helped us "cross pollinate ideas". In fact, it was a complete waste of time for most everyone, except in the one or two moments that they interacted with him. So I wrote some code for a Palm Pilot (which was a kind of SmartPhone but with no phone and no real graphics, but this was in the days when we had just discovered fire and the wheel, although the order of those things is still in debate) that took an average of the salaries of the people in the room (I guessed at it) and ran a timer which multiplied the number of people against the salaries. I left that running in plain sight for him, and when he asked about it, I explained how much the meetings were really costing the company. We had far fewer meetings after. Meetings are now web-enabled. I believe that's largely a good thing, since it saves on travel time and allows more people to participate, but I think the rule above still holds. And in fact, there are some other rules that you should follow to have a great meeting - and fewer of them. Be Clear About the Goal This is important in any meeting, but all of us have probably gotten an invite with a web link and an ambiguous title. Then you get to the meeting, and it's a 500-level deep-dive on something everyone expects you to know. This is unfair to the "expert" and to the participants. I always tell people that invite me to a meeting that I will be as detailed as I can - but the more detail they can tell me about the questions, the more detailed I can be in my responses. Granted, there are times when you don't know what you don't know, but the more you can say about the topic the better. There's another point here - and it's that you should have a clearly defined "win" for the meeting. When the meeting is over, and everyone goes back to work, what were you expecting them to do with the information? Have that clearly defined in your head, and in the meeting invite. Understand the Technology There are several web-meeting clients out there. I use them all, since I meet with clients all over the world. They all work differently - so I take a few moments and read up on the different clients and find out how I can use the tools properly. I do this with the technology I use for everything else, and it's important to understand it if the meeting is to be a success. If you're running the meeting, know the tools. I don't care if you like the tools or not, learn them anyway. Don't waste everyone else's time just because you're too bitter/snarky/lazy to spend a few minutes reading. Check your phone or mic. Check your video size. Install (and learn to use)  ZoomIT (http://technet.microsoft.com/en-us/sysinternals/bb897434.aspx). Format your slides or screen or output correctly. Learn to use the voting features of the meeting software, and especially it's whiteboard features. Figure out how multiple monitors work. Try a quick meeting with someone to test all this. Do this *before* you invite lots of other people to your meeting.   Use a WebCam I'm not a pretty man. I have a face fit for radio. But after attending a meeting with clients where one Microsoft person used a webcam and another did not, I'm convinced that people pay more attention when a face is involved. There are tons of studies around this, or you can take my word for it, but toss a shirt on over those pajamas and turn the webcam on. Set Up Early Whether you're attending or leading the meeting, don't wait to sign on to the meeting at the time when it starts. I can almost plan that a 10:00 meeting will actually start at 10:10 because the participants/leader is just now installing the web client for the meeting at 10:00. Sign on early, go on mute, and then wait for everyone to arrive. Mute When Not Talking No one wants to hear your screaming offspring / yappy dog / other cubicle conversations / car wind noise (are you driving in a desert storm or something?) while the person leading the meeting is trying to talk. I use the Lync software from Microsoft for my meetings, and I mute everyone by default, and then tell them to un-mute to talk to the group. Share Collateral If you have a PowerPoint deck, mail it out in case you have a tech failure. If you have a document, share it as an attachment to the meeting. Don't make people ask you for the information - that's why you're there to begin with. Even better, send it out early. "But", you say, "then no one will come to the meeting if they have the deck first!" Uhm, then don't have a meeting. Send out the deck and a quick e-mail and let everyone get on with their productive day. Set Actions At the Meeting A meeting should have some sort of outcome (see point one). That means there are actions to take, a follow up, or some deliverable. Otherwise, it's an e-mail. At the meeting, decide who will do what, when things are needed, and so on. And avoid, if at all possible, setting up another meeting, unless absolutely necessary. So there you have it. Whether it's on-premises or on the web, meetings are a necessary evil, and should be treated that way. Like politicians, you should have as few of them as are necessary to keep the roads paved and public libraries open.

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  • PASS: The Budget Process

    - by Bill Graziano
    Every fiscal year PASS creates a detailed budget.  This helps us set priorities and communicate to our members what we’re going to do in the upcoming year.  You can review the current budget on the PASS Governance page.  That page currently requires you to login but I’m talking with HQ to see if there are any legal issues with opening that up. The Accounting Team The PASS accounting team is two people.  The Executive Vice-President of Finance (“EVP”) and the PASS Accounting Manager.  Sandy Cherry is the accounting manager and works at PASS HQ.  Sandy has been with PASS since we switched management companies in 2007.  Throughout this document when I talk about any actual work related to the budget that’s all Sandy :)  She’s the glue that gets us through this process.  Last year we went through 32 iterations of the budget before the Board approved so it’s a pretty busy time for her us – well, mostly her. Fiscal Year The PASS fiscal year runs from July 1st through June 30th the following year.  Right now we’re in fiscal year 2011.  Our 2010 Summit actually occurred in FY2011.  We switched to this schedule from a calendar year in 2006.  Our goal was to have the Summit occur early in our fiscal year.  That gives us the rest of the year to handle any significant financial impact from the Summit.  If registrations are down we can reduce spending.  If registrations are up we can decide how much to increase our reserves and how much to spend.  Keep in mind that the Summit is budgeted to generate 82% of our revenue this year.  How it performs has a significant impact on our financials.  The other benefit of this fiscal year is that it matches the Microsoft fiscal year.  We sign an annual sponsorship agreement with Microsoft and it’s very helpful that our fiscal years match. This year our budget process will probably start in earnest in March or April.  I’d like to be done in early June so we can publish before July 1st.  I was late publishing it this year and I’m trying not to repeat that. Our Budget Our actual budget is an Excel spreadsheet with 36 sheets.  We remove some of those when we publish it since they include salary information.  The budget is broken up into various portfolios or departments.  We have 20 portfolios.  They include chapters, marketing, virtual chapters, marketing, etc.  Ideally each portfolio is assigned to a Board member.  Each portfolio also typically has a staff person assigned to it.  Portfolios that aren’t assigned to a Board member are monitored by HQ and the ExecVP-Finance (me).  These are typically smaller portfolios such as deferred membership or Summit futures.  (More on those in a later post.)  All portfolios are reviewed by all Board members during the budget approval process, when interim financials are released internally and at year-end. The Process Our first step is to budget revenues.  The Board determines a target attendee number.  We have formulas based on historical performance that convert that to an overall attendee revenue number.  Other revenue projections (such as vendor sponsorships) come from different parts of the organization.  I hope to have another post with more details on how we project revenues. The next step is to budget expenses.  Board members fill out a sample spreadsheet with their budget for the year.  They can add line items and notes describing what the amounts are for.  Each Board portfolio typically has from 10 to 30 line items.  Any new initiatives they want to pursue needs to be budgeted.  The Summit operations budget is managed by HQ.  It includes the cost for food, electrical, internet, etc.  Most of these come from our estimate of attendees and our contract with the convention center.  During this process the Board can ask for more or less to be spent on various line items.  For example, if we weren’t happy with the Internet at the last Summit we can ask them to look into different options and/or increasing the budget.  HQ will also make adjustments to these numbers based on what they see at the events and the feedback we receive on the surveys. After we have all the initial estimates we start reviewing the entire budget.  It is sent out to the Board and we can see what each portfolio requested and what the overall profit and loss number is.  We usually start with too much in expenses and need to cut.  In years past the Board started haggling over these numbers as a group.  This past year they decided I should take a first cut and present them with a reasonable budget and a list of what I changed.  That worked well and I think we’ll continue to do that in the future. We go through a number of iterations on the budget.  If I remember correctly, we went through 32 iterations before we passed the budget.  At each iteration various revenue and expense numbers can change.  Keep in mind that the PASS budget has 200+ line items spread over 20 portfolios.  Many of these depend on other numbers.  For example, if we decide increase the projected attendees that cascades through our budget.  At each iteration we list what changed and the impact.  Ideally these discussions will take place at a face-to-face Board meeting.  Many of them also take place over the phone.  Board members explain any increase they are asking for while performing due diligence on other budget requests.  Eventually a budget emerges and is passed. Publishing After the budget is passed we create a version without the formulas and salaries for posting on the web site.  Sandy also creates some charts to help our members understand the budget.  The EVP writes a nice little letter describing some of the changes from last year’s budget.  You can see my letter and our budget on the PASS Governance page. And then, eight months later, we start all over again.

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  • Scheduling thread tiles with C++ AMP

    - by Daniel Moth
    This post assumes you are totally comfortable with, what some of us call, the simple model of C++ AMP, i.e. you could write your own matrix multiplication. We are now ready to explore the tiled model, which builds on top of the non-tiled one. Tiling the extent We know that when we pass a grid (which is just an extent under the covers) to the parallel_for_each call, it determines the number of threads to schedule and their index values (including dimensionality). For the single-, two-, and three- dimensional cases you can go a step further and subdivide the threads into what we call tiles of threads (others may call them thread groups). So here is a single-dimensional example: extent<1> e(20); // 20 units in a single dimension with indices from 0-19 grid<1> g(e);      // same as extent tiled_grid<4> tg = g.tile<4>(); …on the 3rd line we subdivided the single-dimensional space into 5 single-dimensional tiles each having 4 elements, and we captured that result in a concurrency::tiled_grid (a new class in amp.h). Let's move on swiftly to another example, in pictures, this time 2-dimensional: So we start on the left with a grid of a 2-dimensional extent which has 8*6=48 threads. We then have two different examples of tiling. In the first case, in the middle, we subdivide the 48 threads into tiles where each has 4*3=12 threads, hence we have 2*2=4 tiles. In the second example, on the right, we subdivide the original input into tiles where each has 2*2=4 threads, hence we have 4*3=12 tiles. Notice how you can play with the tile size and achieve different number of tiles. The numbers you pick must be such that the original total number of threads (in our example 48), remains the same, and every tile must have the same size. Of course, you still have no clue why you would do that, but stick with me. First, we should see how we can use this tiled_grid, since the parallel_for_each function that we know expects a grid. Tiled parallel_for_each and tiled_index It turns out that we have additional overloads of parallel_for_each that accept a tiled_grid instead of a grid. However, those overloads, also expect that the lambda you pass in accepts a concurrency::tiled_index (new in amp.h), not an index<N>. So how is a tiled_index different to an index? A tiled_index object, can have only 1 or 2 or 3 dimensions (matching exactly the tiled_grid), and consists of 4 index objects that are accessible via properties: global, local, tile_origin, and tile. The global index is the same as the index we know and love: the global thread ID. The local index is the local thread ID within the tile. The tile_origin index returns the global index of the thread that is at position 0,0 of this tile, and the tile index is the position of the tile in relation to the overall grid. Confused? Here is an example accompanied by a picture that hopefully clarifies things: array_view<int, 2> data(8, 6, p_my_data); parallel_for_each(data.grid.tile<2,2>(), [=] (tiled_index<2,2> t_idx) restrict(direct3d) { /* todo */ }); Given the code above and the picture on the right, what are the values of each of the 4 index objects that the t_idx variables exposes, when the lambda is executed by T (highlighted in the picture on the right)? If you can't work it out yourselves, the solution follows: t_idx.global       = index<2> (6,3) t_idx.local          = index<2> (0,1) t_idx.tile_origin = index<2> (6,2) t_idx.tile             = index<2> (3,1) Don't move on until you are comfortable with this… the picture really helps, so use it. Tiled Matrix Multiplication Example – part 1 Let's paste here the C++ AMP matrix multiplication example, bolding the lines we are going to change (can you guess what the changes will be?) 01: void MatrixMultiplyTiled_Part1(vector<float>& vC, const vector<float>& vA, const vector<float>& vB, int M, int N, int W) 02: { 03: 04: array_view<const float,2> a(M, W, vA); 05: array_view<const float,2> b(W, N, vB); 06: array_view<writeonly<float>,2> c(M, N, vC); 07: parallel_for_each(c.grid, 08: [=](index<2> idx) restrict(direct3d) { 09: 10: int row = idx[0]; int col = idx[1]; 11: float sum = 0.0f; 12: for(int i = 0; i < W; i++) 13: sum += a(row, i) * b(i, col); 14: c[idx] = sum; 15: }); 16: } To turn this into a tiled example, first we need to decide our tile size. Let's say we want each tile to be 16*16 (which assumes that we'll have at least 256 threads to process, and that c.grid.extent.size() is divisible by 256, and moreover that c.grid.extent[0] and c.grid.extent[1] are divisible by 16). So we insert at line 03 the tile size (which must be a compile time constant). 03: static const int TS = 16; ...then we need to tile the grid to have tiles where each one has 16*16 threads, so we change line 07 to be as follows 07: parallel_for_each(c.grid.tile<TS,TS>(), ...that means that our index now has to be a tiled_index with the same characteristics as the tiled_grid, so we change line 08 08: [=](tiled_index<TS, TS> t_idx) restrict(direct3d) { ...which means, without changing our core algorithm, we need to be using the global index that the tiled_index gives us access to, so we insert line 09 as follows 09: index<2> idx = t_idx.global; ...and now this code just works and it is tiled! Closing thoughts on part 1 The process we followed just shows the mechanical transformation that can take place from the simple model to the tiled model (think of this as step 1). In fact, when we wrote the matrix multiplication example originally, the compiler was doing this mechanical transformation under the covers for us (and it has additional smarts to deal with the cases where the total number of threads scheduled cannot be divisible by the tile size). The point is that the thread scheduling is always tiled, even when you use the non-tiled model. But with this mechanical transformation, we haven't gained anything… Hint: our goal with explicitly using the tiled model is to gain even more performance. In the next post, we'll evolve this further (beyond what the compiler can automatically do for us, in this first release), so you can see the full usage of the tiled model and its benefits… Comments about this post by Daniel Moth welcome at the original blog.

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  • Effectiveness and Efficiency

    - by Daniel Moth
    In the professional environment, i.e. at work, I am always seeking personal growth and to be challenged. The result is that my assignments, my work list, my tasks, my goals, my commitments, my [insert whatever word resonates with you] keep growing (in scope and desired impact). Which in turn means I have to keep finding new ways to deliver more value, while not falling into the trap of working more hours. To do that I continuously evaluate both my effectiveness and my efficiency. EFFECTIVENESS The first thing I check is my effectiveness: Am I doing the right things? Am I focusing too much on unimportant things? Am I spending more time doing stuff that is important to my team/org/division/business/company, or am I spending it on stuff that is important to me and that I enjoy doing? Am I valuing activities that maybe I have outgrown and should be delegated to others who are at a stage I have surpassed (in Microsoft speak: is the work I am doing level appropriate or am I still operating at the previous level)? Notice how the answers to those questions change over time and due to certain events, so I have to remind myself to revisit them frequently. Events that force me to re-examine them are: change of role, change of team/org/etc, change of direction of team/org/etc, re-org, new hires on the team that take on some of the work I did, personal promotion, change of manager... and if none of those events has occurred since the last annual review, I ask myself those at each annual review anyway. If you think you are not being effective at work, make a list of the stuff that you do and start tracking where your time goes. In parallel, have a discussion with your manager about where they think your time should go. Ultimately your time is finite and hence it is your most precious investment, don't waste it. If your management doesn't value as highly what you spend your time on, then either convince your management, or stop spending your time on it, or find different management: Lead, Follow, or get out of the way! That's my view on effectiveness. You have to fix that before moving to being efficient, or you may end up being very efficient at stuff that nobody wants you to be doing in the first place. For example, you may be spending your time writing blog posts and becoming better and faster at it all the time. If your manager thinks that is not even part of your job description, you are wasting your time to satisfy your inner desires. Nobody can help you with your effectiveness other than your management chain and your management peers - they are the judges of it. EFFICIENCY The second thing I check is my efficiency: Am I doing things right? For me, doing things right means that I deliver the same quality of work faster [than what I used to, and than my peers, and than expected of me]. The result is that I can achieve more [than what I used to, and than my peers, and than expected of me]. Notice how the efficiency goal is a more portable one. If, by whatever criteria, you think you are the best at [insert your own skill here], this can change at two events: because you have new colleagues (who are potentially better than your older ones), and it can change with a change of manager (who has potentially higher expectations). That's about it. Once you are efficient at something, you carry that with you... All you need to really be doing here is, when taking on new kinds of work that you haven't done before, try a few approaches and devise a system so that you can become efficient at this new activity too... Just keep "collecting" stuff that you are efficient at. If you think you are not being efficient at something, break it down: What are the steps you take to complete that task? How long do you spend on each step? Talk to others about what steps they take, to see if you can optimize some steps away or trade them for better steps, or just learn how to complete a step faster. Have a system for every task you take so that you can have repeatable success. That's my view on efficiency. You have to fix it so that you can free up time to do more. When you plan a route from A to B - all else being equal - you try to get there as fast as possible so why would you not want to do that with your everyday work? For example, imagine you are inefficient at processing email: You spend more time than necessary dealing with email, and you still end up with dropped email threads and with slower response times than others. How can you improve? Talk to someone that you think is good at this, understand their system (e.g. here is my email processing system) and come up with one that works for you. Parting Thoughts Are you considered, by your colleagues and manager, an effective and efficient person at your workplace? If you are, what would you change if you were asked by your management to do the job of two people? Seriously, think about that! Your immediate reaction may be "that is not possible", but it actually is. You just have to re-assess what things that were previously important will now stop being important, by discussing them with your management and reaching agreement on relative priorities. For example, stuff that was previously on your plate may now have to be delegated or dropped. Where you thought you were efficient, maybe now you have to find an even faster path to completion, perhaps keeping in mind that Perfect is the Enemy of “Good Enough”. My personal experience (from both observing others and from my own reflection) is that when folks are struggling to keep up at work it is because of two reasons: They are investing energy in stuff that they enjoy doing which the business regards as having a lower priority than a lot of other things on their plate. They are completing tasks to a level of higher quality than what is required (due to personal pride) missing the big picture which almost always mandates completing three tasks at good enough quality than knocking only one of them out of the park while the other two come in late or not at all. There is a lot of content on the web, so I strongly encourage you to use your favorite search engine to read other views on effectiveness and efficiency (Bing, Google). Comments about this post by Daniel Moth welcome at the original blog.

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