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  • haskell: a data structure for storing ascending integers with a very fast lookup

    - by valya
    Hello! (This question is related to my previous question, or rather to my answer to it.) I want to store all qubes of natural numbers in a structure and look up specific integers to see if they are perfect cubes. For example, cubes = map (\x -> x*x*x) [1..] is_cube n = n == (head $ dropWhile (<n) cubes) It is much faster than calculating the cube root, but It has complexity of O(n^(1/3)) (am I right?). I think, using a more complex data structure would be better. For example, in C I could store a length of an already generated array (not list - for faster indexing) and do a binary search. It would be O(log n) with lower ?oefficient than in another answer to that question. The problem is, I can't express it in Haskell (and I don't think I should). Or I can use a hash function (like mod). But I think it would be much more memory consuming to have several lists (or a list of lists), and it won't lower the complexity of lookup (still O(n^(1/3))), only a coefficient. I thought about a kind of a tree, but without any clever ideas (sadly I've never studied CS). I think, the fact that all integers are ascending will make my tree ill-balanced for lookups. And I'm pretty sure this fact about ascending integers can be a great advantage for lookups, but I don't know how to use it properly (see my first solution which I can't express in Haskell).

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  • What type of webapp is the sweet spot for Scala's Lift framework?

    - by ajay
    What kind of applications are the sweet spot for Scala's lift web framework. My requirements: Ease of development and maintainability Ready for production purposes. i.e. good active online community, regular patches and updates for security and performance fixes etc. Framework should survive a few years. I don't want to write a app in a framework for which no updates/patches are available after 1 year. Has good UI templating engines Interoperation with Java (Scala satisfies this arleady. Just mentioning here for completeness sake) Good component oriented development. Time required to develop should be proportion to the complexity of web application. Should not be totally configuration based. I hate it when code gets automatically generated for me and does all sorts of magic under the hood. That is a debugging nightmare. Amount of Lift knowledge required to develop a webapp should be proportional to the complexity of the web application. i.e I should't have to spend 10+ hours learning Lift just to develop a simple TODO application. (I have knowledge of Databases, Scala) Does Lift satisfy these requirements?

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  • Data Access Layer, Best Practices

    - by labratmatt
    I'm looking for input on the best way to refactor the data access layer (DAL) in my PHP based web app. I follow an MVC pattern: PHP/HTML/CSS/etc. views on the front end, PHP controllers/services in the middle, and a PHP DAL sitting on top of a relational database in the model. Pretty standard stuff. Things are working fine, but my DAL is getting large (codesmell?) and becoming a bit unwieldy. My DAL contains almost all of the logic to interface with my database and is full of functions that look like this: function getUser($user_id) { $statement = "select id, name from users where user_id=:user_id"; PDO builds statement and fetchs results as an array return $array_of_results_generated_by_PDO_fetch_method; } Notes: The logic in my controller only interacts with the model using functions like the above in the DAL I am not using a framework (I'm of the opinion that PHP is a templating language and there's no need to inject complexity via a framework) I generally use PHP as a procedural language and tend to shy away from its OOP approach (I enjoy OOP development but prefer to keep that complexity out of PHP) What approaches have you taken when your DAL has reached this point? Do I have a fundamental design problem? Do I simply need to chop my DAL into a number of smaller files (logically divide it)? Thanks.

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  • The fastest way to iterate through a collection of objects

    - by Trev
    Hello all, First to give you some background: I have some research code which performs a Monte Carlo simulation, essential what happens is I iterate through a collection of objects, compute a number of vectors from their surface then for each vector I iterate through the collection of objects again to see if the vector hits another object (similar to ray tracing). The pseudo code would look something like this for each object { for a number of vectors { do some computations for each object { check if vector intersects } } } As the number of objects can be quite large and the amount of rays is even larger I thought it would be wise to optimise how I iterate through the collection of objects. I created some test code which tests arrays, lists and vectors and for my first test cases found that vectors iterators were around twice as fast as arrays however when I implemented a vector in my code in was somewhat slower than the array I was using before. So I went back to the test code and increased the complexity of the object function each loop was calling (a dummy function equivalent to 'check if vector intersects') and I found that when the complexity of the function increases the execution time gap between arrays and vectors reduces until eventually the array was quicker. Does anyone know why this occurs? It seems strange that execution time inside the loop should effect the outer loop run time.

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  • How can I cluster short messages [Tweets] based on topic ? [Topic Based Clustering]

    - by Jagira
    Hello, I am planning an application which will make clusters of short messages/tweets based on topics. The number of topics will be limited like Sports [ NBA, NFL, Cricket, Soccer ], Entertainment [ movies, music ] and so on... I can think of two approaches to this Ask for users to tag questions like Stackoverflow does. Users can select tags from a predefined list of tags. Then on server side I will cluster them on based of tags. Pros:- Simple design. Less complexity in code. Cons:- Choices for users will be restricted. Clusters will not be dynamic. If a new event occurs, the predefined tags will miss it. Take the message, delete the stopwords [ predefined in a dictionary ] and apply some clustering algorithm to make a cluster and depending on its popularity, display the cluster. The cluster will be maintained according to its sustained popularity. New messages will be skimmed and assigned to corresponding clusters. Pros:- Dynamic clustering based on the popularity of the event/accident. Cons:- Increased complexity. More server resources required. I would like to know whether there are any other approaches to this problem. Or are there any ways of improving the above mentioned methods? Also suggest some good clustering algorithms.I think "K-Nearest Clustering" algorithm is apt for this situation.

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  • Using virtualization infrastructure for J2EE application distribution- viable alternative?

    - by Dan
    Our company builds custom J2EE web solutions. At the moment, we use standard J2EE distribution mechanisms (ear/war archives). Application servers are generally administered by our clients' IT departments and since we do not have complete control over the environment, a lot of entropy can be introduced into the solution. For example: latest app. server patch not applied conflicting third party libraries inside the app. server root server runtime and tuning parameters not configured (for example, number of connections in database pool) We are looking into using virtualization infrastructure for J2EE application distribution. Instead of sending the ear/war archive, we’d send image with application server node and our application preinstalled. Some of the benefits are same as using with using virtualization infrastructure in general, namely better use of hardware resources. For us, it reduces the entropy of hosting infrastructure - distributing VM should be less affected by hosting environment. So far, the downside I see can be in application server licenses, here they will have to use dedicated servers for our solution, but this is generally already done that way. Also, there is a complexity with maintaining virtualization infrastructure, but this is often something IT departments have more experience with than with administering and fine-tuning J2EE solutions. Anyone has experience with this model? What are the downsides? Will we not just replace one type of complexity with other?

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  • Pointing to array element

    - by regular
    What I'm trying to achieve is say i have an array, i want to be able to modify a specific array element throughout my code, by pointing at it. for example in C++ i can do this int main(){ int arr [5]= {1,2,3,4,5}; int *c = &arr[3]; cout << arr[3] <<endl; *c = 0; cout << arr[3]<<endl; } I did some googling and there seems to be a way to do it through 'unsafe', but i don't really want to go that route. I guess i could create a variable to store the indexes, but I'm actually dealing with slightly more complexity (a list within a list. so having two index variables seems to add complexity to the code.) C# has a databinding class, so what I'm currently doing is binding the array element to a textbox (that i have hidden) and modifying that textbox whenever i want to modify the specific array element, but that's also not a good solution (since i have a textbox that's not being used for its intended purpose - a bit misleading).

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  • When to use a foreign key in MySQL

    - by Mel
    Is there official guidance or a threshold to indicate when it is best practice to use a foreign key in a MySQL database? Suppose you created a table for movies. One way to do it is to integrate the producer and director data into the same table. (movieID, movieName, directorName, producerName). However, suppose most directors and producers have worked on many movies. Would it be best to create two other tables for producers and directors, and use a foreign key in the movie table? When does it become best practice to do this? When many of the directors and producers are appearing several times in the column? Or is it best practice to employ a foreign key approach at the start? While it seems more efficient to use a foreign key, it also raises the complexity of the database. So when does the trade off between complexity and normalization become worth it? I'm not sure if there is a threshold or a certain number of cell repetitions that makes it more sensible to use a foreign key. I'm thinking about a database that will be used by hundreds of users, many concurrently. Many thanks!

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  • Oracle BI Server Modeling, Part 1- Designing a Query Factory

    - by bob.ertl(at)oracle.com
      Welcome to Oracle BI Development's BI Foundation blog, focused on helping you get the most value from your Oracle Business Intelligence Enterprise Edition (BI EE) platform deployments.  In my first series of posts, I plan to show developers the concepts and best practices for modeling in the Common Enterprise Information Model (CEIM), the semantic layer of Oracle BI EE.  In this segment, I will lay the groundwork for the modeling concepts.  First, I will cover the big picture of how the BI Server fits into the system, and how the CEIM controls the query processing. Oracle BI EE Query Cycle The purpose of the Oracle BI Server is to bridge the gap between the presentation services and the data sources.  There are typically a variety of data sources in a variety of technologies: relational, normalized transaction systems; relational star-schema data warehouses and marts; multidimensional analytic cubes and financial applications; flat files, Excel files, XML files, and so on. Business datasets can reside in a single type of source, or, most of the time, are spread across various types of sources. Presentation services users are generally business people who need to be able to query that set of sources without any knowledge of technologies, schemas, or how sources are organized in their company. They think of business analysis in terms of measures with specific calculations, hierarchical dimensions for breaking those measures down, and detailed reports of the business transactions themselves.  Most of them create queries without knowing it, by picking a dashboard page and some filters.  Others create their own analysis by selecting metrics and dimensional attributes, and possibly creating additional calculations. The BI Server bridges that gap from simple business terms to technical physical queries by exposing just the business focused measures and dimensional attributes that business people can use in their analyses and dashboards.   After they make their selections and start the analysis, the BI Server plans the best way to query the data sources, writes the optimized sequence of physical queries to those sources, post-processes the results, and presents them to the client as a single result set suitable for tables, pivots and charts. The CEIM is a model that controls the processing of the BI Server.  It provides the subject areas that presentation services exposes for business users to select simplified metrics and dimensional attributes for their analysis.  It models the mappings to the physical data access, the calculations and logical transformations, and the data access security rules.  The CEIM consists of metadata stored in the repository, authored by developers using the Administration Tool client.     Presentation services and other query clients create their queries in BI EE's SQL-92 language, called Logical SQL or LSQL.  The API simply uses ODBC or JDBC to pass the query to the BI Server.  Presentation services writes the LSQL query in terms of the simplified objects presented to the users.  The BI Server creates a query plan, and rewrites the LSQL into fully-detailed SQL or other languages suitable for querying the physical sources.  For example, the LSQL on the left below was rewritten into the physical SQL for an Oracle 11g database on the right. Logical SQL   Physical SQL SELECT "D0 Time"."T02 Per Name Month" saw_0, "D4 Product"."P01  Product" saw_1, "F2 Units"."2-01  Billed Qty  (Sum All)" saw_2 FROM "Sample Sales" ORDER BY saw_0, saw_1       WITH SAWITH0 AS ( select T986.Per_Name_Month as c1, T879.Prod_Dsc as c2,      sum(T835.Units) as c3, T879.Prod_Key as c4 from      Product T879 /* A05 Product */ ,      Time_Mth T986 /* A08 Time Mth */ ,      FactsRev T835 /* A11 Revenue (Billed Time Join) */ where ( T835.Prod_Key = T879.Prod_Key and T835.Bill_Mth = T986.Row_Wid) group by T879.Prod_Dsc, T879.Prod_Key, T986.Per_Name_Month ) select SAWITH0.c1 as c1, SAWITH0.c2 as c2, SAWITH0.c3 as c3 from SAWITH0 order by c1, c2   Probably everybody reading this blog can write SQL or MDX.  However, the trick in designing the CEIM is that you are modeling a query-generation factory.  Rather than hand-crafting individual queries, you model behavior and relationships, thus configuring the BI Server machinery to manufacture millions of different queries in response to random user requests.  This mass production requires a different mindset and approach than when you are designing individual SQL statements in tools such as Oracle SQL Developer, Oracle Hyperion Interactive Reporting (formerly Brio), or Oracle BI Publisher.   The Structure of the Common Enterprise Information Model (CEIM) The CEIM has a unique structure specifically for modeling the relationships and behaviors that fill the gap from logical user requests to physical data source queries and back to the result.  The model divides the functionality into three specialized layers, called Presentation, Business Model and Mapping, and Physical, as shown below. Presentation services clients can generally only see the presentation layer, and the objects in the presentation layer are normally the only ones used in the LSQL request.  When a request comes into the BI Server from presentation services or another client, the relationships and objects in the model allow the BI Server to select the appropriate data sources, create a query plan, and generate the physical queries.  That's the left to right flow in the diagram below.  When the results come back from the data source queries, the right to left relationships in the model show how to transform the results and perform any final calculations and functions that could not be pushed down to the databases.   Business Model Think of the business model as the heart of the CEIM you are designing.  This is where you define the analytic behavior seen by the users, and the superset library of metric and dimension objects available to the user community as a whole.  It also provides the baseline business-friendly names and user-readable dictionary.  For these reasons, it is often called the "logical" model--it is a virtual database schema that persists no data, but can be queried as if it is a database. The business model always has a dimensional shape (more on this in future posts), and its simple shape and terminology hides the complexity of the source data models. Besides hiding complexity and normalizing terminology, this layer adds most of the analytic value, as well.  This is where you define the rich, dimensional behavior of the metrics and complex business calculations, as well as the conformed dimensions and hierarchies.  It contributes to the ease of use for business users, since the dimensional metric definitions apply in any context of filters and drill-downs, and the conformed dimensions enable dashboard-wide filters and guided analysis links that bring context along from one page to the next.  The conformed dimensions also provide a key to hiding the complexity of many sources, including federation of different databases, behind the simple business model. Note that the expression language in this layer is LSQL, so that any expression can be rewritten into any data source's query language at run time.  This is important for federation, where a given logical object can map to several different physical objects in different databases.  It is also important to portability of the CEIM to different database brands, which is a key requirement for Oracle's BI Applications products. Your requirements process with your user community will mostly affect the business model.  This is where you will define most of the things they specifically ask for, such as metric definitions.  For this reason, many of the best-practice methodologies of our consulting partners start with the high-level definition of this layer. Physical Model The physical model connects the business model that meets your users' requirements to the reality of the data sources you have available. In the query factory analogy, think of the physical layer as the bill of materials for generating physical queries.  Every schema, table, column, join, cube, hierarchy, etc., that will appear in any physical query manufactured at run time must be modeled here at design time. Each physical data source will have its own physical model, or "database" object in the CEIM.  The shape of each physical model matches the shape of its physical source.  In other words, if the source is normalized relational, the physical model will mimic that normalized shape.  If it is a hypercube, the physical model will have a hypercube shape.  If it is a flat file, it will have a denormalized tabular shape. To aid in query optimization, the physical layer also tracks the specifics of the database brand and release.  This allows the BI Server to make the most of each physical source's distinct capabilities, writing queries in its syntax, and using its specific functions. This allows the BI Server to push processing work as deep as possible into the physical source, which minimizes data movement and takes full advantage of the database's own optimizer.  For most data sources, native APIs are used to further optimize performance and functionality. The value of having a distinct separation between the logical (business) and physical models is encapsulation of the physical characteristics.  This encapsulation is another enabler of packaged BI applications and federation.  It is also key to hiding the complex shapes and relationships in the physical sources from the end users.  Consider a routine drill-down in the business model: physically, it can require a drill-through where the first query is MDX to a multidimensional cube, followed by the drill-down query in SQL to a normalized relational database.  The only difference from the user's point of view is that the 2nd query added a more detailed dimension level column - everything else was the same. Mappings Within the Business Model and Mapping Layer, the mappings provide the binding from each logical column and join in the dimensional business model, to each of the objects that can provide its data in the physical layer.  When there is more than one option for a physical source, rules in the mappings are applied to the query context to determine which of the data sources should be hit, and how to combine their results if more than one is used.  These rules specify aggregate navigation, vertical partitioning (fragmentation), and horizontal partitioning, any of which can be federated across multiple, heterogeneous sources.  These mappings are usually the most sophisticated part of the CEIM. Presentation You might think of the presentation layer as a set of very simple relational-like views into the business model.  Over ODBC/JDBC, they present a relational catalog consisting of databases, tables and columns.  For business users, presentation services interprets these as subject areas, folders and columns, respectively.  (Note that in 10g, subject areas were called presentation catalogs in the CEIM.  In this blog, I will stick to 11g terminology.)  Generally speaking, presentation services and other clients can query only these objects (there are exceptions for certain clients such as BI Publisher and Essbase Studio). The purpose of the presentation layer is to specialize the business model for different categories of users.  Based on a user's role, they will be restricted to specific subject areas, tables and columns for security.  The breakdown of the model into multiple subject areas organizes the content for users, and subjects superfluous to a particular business role can be hidden from that set of users.  Customized names and descriptions can be used to override the business model names for a specific audience.  Variables in the object names can be used for localization. For these reasons, you are better off thinking of the tables in the presentation layer as folders than as strict relational tables.  The real semantics of tables and how they function is in the business model, and any grouping of columns can be included in any table in the presentation layer.  In 11g, an LSQL query can also span multiple presentation subject areas, as long as they map to the same business model. Other Model Objects There are some objects that apply to multiple layers.  These include security-related objects, such as application roles, users, data filters, and query limits (governors).  There are also variables you can use in parameters and expressions, and initialization blocks for loading their initial values on a static or user session basis.  Finally, there are Multi-User Development (MUD) projects for developers to check out units of work, and objects for the marketing feature used by our packaged customer relationship management (CRM) software.   The Query Factory At this point, you should have a grasp on the query factory concept.  When developing the CEIM model, you are configuring the BI Server to automatically manufacture millions of queries in response to random user requests. You do this by defining the analytic behavior in the business model, mapping that to the physical data sources, and exposing it through the presentation layer's role-based subject areas. While configuring mass production requires a different mindset than when you hand-craft individual SQL or MDX statements, it builds on the modeling and query concepts you already understand. The following posts in this series will walk through the CEIM modeling concepts and best practices in detail.  We will initially review dimensional concepts so you can understand the business model, and then present a pattern-based approach to learning the mappings from a variety of physical schema shapes and deployments to the dimensional model.  Along the way, we will also present the dimensional calculation template, and learn how to configure the many additivity patterns.

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  • Understanding the value of Customer Experience & Loyalty for the Telecommunications Industry

    - by raul.goycoolea
    Worried by economic woes and market forces, especially in mature markets, communications service providers (CSPs) increasingly focus on improving customer experience. In fact, it seems difficult to find a major message by a C-level executive in the developed world that does not include something on "meeting and exceeding customers' needs". Frequently in customer satisfaction studies by prominent firms, CSPs fall short of the leadership demonstrated by other industries that take customer-centric approaches to their bottom-line strategies. Consider the following:Despite the continued impact of global economic crisis, in July 2010, Apple Computer posted record revenue and net quarterly profit. Those who attribute the results primarily to the iPhone 4 launch should note that Apple also shipped around 30% more Macintosh computers than the same period the previous year. Even sales of the iPod line increased by 8% in a highly commoditized, shrinking media player market. Finally, Apple began selling iPads during the quarter, with total sales of more than 3 million units. What does Apple have that the others lack? Well, some great products (and services) to be sure, but it also excels at customer service and support, marketing, and distribution, and has one of the strongest brands globally. Its products are useful, simple to use, easy to acquire and augment, high quality, and considered very cool. They also evoke such an emotional response from many of Apple's customers, which they turn up their noses at competitive products.In other words, Apple appears to have mastered virtually every aspect of customer experience and the resultant loyalty of its customer base - even in difficult financial times. Through that unwavering customer focus, Apple continues to drive its revenues and profits to new heights. Other customer loyalty leaders like Wal-Mart, Google, Toyota and Honda are also doing well by focusing on customer experience as an essential driver of profitability. Service providers should note this performance and ask themselves how they might leverage the same principles to increase their own profitability. After all, that is what customer experience and loyalty are all about: profitability.To successfully manage all the critical touch points of customer experience, CSPs must shun the one-size-fits-all approach. They can no longer afford to view customer service fundamentally as an act of altruism - which mentality dates back to the industry's civil service days, when CSPs were typically government organizations that were critical to economic development and public safety.As regulators and public officials have pushed, and continue to push, service providers to new heights of reliability - using incentives and punishments - most CSPs already have some of the fundamental building blocks of customer service in place. Yet despite that history and experience, service providers still lag other industries in providing what is seen as good customer service.As we observed in the TMF's 2009 Insights Research report, Customer Experience Management: Driving Loyalty & Profitability there has been resurgence in interest by CSPs. More and more of them have stated ambitions to catch up other industries, and they are realizing that good customer service is a powerful strategy for increasing business performance and profitability, not an act of good will.CSPs are recognizing the connection between customer experience and profitability, as demonstrated in many studies. For example, according to research by Bain & Company, a 5 percent improvement in customer retention rates can yield as much as a 75 percent increase in profits for companies across a range of industries.After decades of customer experience strategy formulation, Bain partner and business author, Frederick Reichheld, considers "would you recommend us to a friend?" as the ultimate question for a customer. How many times have you or your friends recommended an iPod, iPhone or a Mac? What do your children recommend to their peers? Their peers to them?There are certain steps service providers have to take to create more personalized relationships with their customers, as well as reduce churn and increase profitability, all while becoming leaner and more agile. First, they have to define customer experience, we define it as the result of the sum of observations, perceptions, thoughts and feelings arising from interactions and relationships between customers and their service provider(s). Virtually every customer touch point - whether directly or indirectly linked to service providers and their partners - contributes to customer perception, satisfaction, loyalty, and ultimately profitability. Gaining leadership in customer experience and satisfaction will not be a simple task, as it is affected by virtually every customer-facing aspect of the service provider, and in turn impacts the service provider deeply - especially on the all-important bottom line. The scope of issues affecting customer experience is complex and dynamic.With new services, devices and applications extending the basis of customer experience to domains beyond the direct control of the service provider, it is likely to increase in complexity and dynamism.Customer loyalty = increased profitsAs stated earlier, customer experience programs are not fundamentally altruistic exercises, but a strategic means of improving competitiveness and profitability in the short and long term. Loyalty is essential to deriving long term profits from customers.Some of the earliest loyalty programs date back to the 1930s, when packaged goods companies offered embedded coupons for rewards to buyers, and eventually retail chains began offering reward programs to frequent shoppers. These programs continued for decades but were leapfrogged in the 1980s by more aggressive programs from the airlines.This movement was led by American Airlines, which launched the first full-scale loyalty marketing program of the modern era with the AAdvantage frequent flyer scheme. It was the first to reward frequent fliers with notional air miles that could be accumulated and later redeemed for free travel. Figure 1: Opportunities example of Customer loyalty driven profitOther airlines and travel providers were quick to grasp the incredible value of providing customers with an incentive to use their company exclusively. Within a few years, dozens of travel industry companies launched similar initiatives and now loyalty programs are achieving near-ubiquity in many service industries, especially those in which it is difficult to differentiate offerings by product attributes.The belief is that increased profitability will result from customer retention efforts because:•    The cost of acquisition occurs only at the beginning of a relationship: the longer the relationship, the lower the amortized cost;•    Account maintenance costs decline as a percentage of total costs, or as a percentage of revenue, over the lifetime of the relationship;•    Long term customers tend to be less inclined to switch and less price sensitive which can result in stable unit sales volume and increases in dollar-sales volume;•    Long term customers may initiate word-of-mouth promotions and referrals, which cost the company nothing and arguably are the most effective form of advertising;•    Long-term customers are more likely to buy ancillary products and higher margin supplemental products;•    Long term customers tend to be satisfied with their relationship with the company and are less likely to switch to competitors, making market entry or competitors gaining market share difficult;•    Regular customers tend to be less expensive to service, as they are familiar with the processes involved, require less 'education', and are consistent in their order placement;•    Increased customer retention and loyalty makes the employees' jobs easier and more satisfying. In turn, happy employees feed back into higher customer satisfaction in a virtuous circle. Figure 2: The virtuous circle of customer loyaltyFigure 2 represents a high-level example of a virtuous cycle driven by customer satisfaction and loyalty, depicting how superiority in product and service offerings, as well as strong customer support by competent employees, lead to higher sales and ultimately profitability. As stated above, this is not a new concept, but succeeding with it is difficult. It has eluded many a company driven to achieve profitability goals. Of course, for this circle to be virtuous, the customer relationship(s) must be profitable.Trying to maintain the loyalty of unprofitable customers is not a viable business strategy. It is, therefore, important that marketers can assess the profitability of each customer (or customer segment), and either improve or terminate relationships that are not profitable. This means each customer's 'relationship costs' must be understood and compared to their 'relationship revenue'. Customer lifetime value (CLV) is the most commonly used metric here, as it is generally accepted as a representation of exactly how much each customer is worth in monetary terms, and therefore a determinant of exactly how much a service provider should be willing to spend to acquire or retain that customer.CLV models make several simplifying assumptions and often involve the following inputs:•    Churn rate represents the percentage of customers who end their relationship with a company in a given period;•    Retention rate is calculated by subtracting the churn rate percentage from 100;•    Period/horizon equates to the units of time into which a customer relationship can be divided for analysis. A year is the most commonly used period for this purpose. Customer lifetime value is a multi-period calculation, often projecting three to seven years into the future. In practice, analysis beyond this point is viewed as too speculative to be reliable. The model horizon is the number of periods used in the calculation;•    Periodic revenue is the amount of revenue collected from a customer in a given period (though this is often extended across multiple periods into the future to understand lifetime value), such as usage revenue, revenues anticipated from cross and upselling, and often some weighting for referrals by a loyal customer to others; •    Retention cost describes the amount of money the service provider must spend, in a given period, to retain an existing customer. Again, this is often forecast across multiple periods. Retention costs include customer support, billing, promotional incentives and so on;•    Discount rate means the cost of capital used to discount future revenue from a customer. Discounting is an advanced method used in more sophisticated CLV calculations;•    Profit margin is the projected profit as a percentage of revenue for the period. This may be reflected as a percentage of gross or net profit. Again, this is generally projected across the model horizon to understand lifetime value.A strong focus on managing these inputs can help service providers realize stronger customer relationships and profits, but there are some obstacles to overcome in achieving accurate calculations of CLV, such as the complexity of allocating costs across the customer base. There are many costs that serve all customers which must be properly allocated across the base, and often a simple proportional allocation across the whole base or a segment may not accurately reflect the true cost of serving that customer;  This is made worse by the fragmentation of customer information, which is likely to be across a variety of product or operations groups, and may be difficult to aggregate due to different representations.In addition, there is the complexity of account relationships and structures to take into consideration. Complex account structures may not be understood or properly represented. For example, a profitable customer may have a separate account for a second home or another family member, which may appear to be unprofitable. If the service provider cannot relate the two accounts, CLV is not properly represented and any resultant cancellation of the apparently unprofitable account may result in the customer churning from the profitable one.In summary, if service providers are to realize strong customer relationships and their attendant profits, there must be a very strong focus on data management. This needs to be coupled with analytics that help business managers and those who work in customer-facing functions offer highly personalized solutions to customers, while maintaining profitability for the service provider. It's clear that acquiring new customers is expensive. Advertising costs, campaign management expenses, promotional service pricing and discounting, and equipment subsidies make a serious dent in a new customer's profitability. That is especially true given the rising subsidies for Smartphone users, which service providers hope will result in greater profits from profits from data services profitability in future.  The situation is made worse by falling prices and greater competition in mature markets.Customer acquisition through industry consolidation isn't cheap either. A North American service provider spent about $2,000 per subscriber in its acquisition of a smaller company earlier this year. While this has allowed it to leapfrog to become the largest mobile service provider in the country, it required a total investment of more than $28 billion (including assumption of the acquiree's debt).While many operating cost synergies clearly made this deal more attractive to the acquiring company, this is certainly an expensive way to acquire customers: the cost per subscriber in this case is not out of line with the prices others have paid for acquisitions.While growth by acquisition certainly increases overall revenues, it often creates tremendous challenges for profitability. Organic growth through increased customer loyalty and retention is a more effective driver of profit, as well as a stronger predictor of future profitability. Service providers, especially those in mature markets, are increasingly recognizing this and taking steps toward a creating a more personalized, flexible and satisfying experience for their customers.In summary, the clearest path to profitability for companies in virtually all industries is through customer retention and maximization of lifetime value. Service providers would do well to recognize this and focus attention on profitable customer relationships.

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  • C#/.NET Little Wonders: The Useful But Overlooked Sets

    - by James Michael Hare
    Once again we consider some of the lesser known classes and keywords of C#.  Today we will be looking at two set implementations in the System.Collections.Generic namespace: HashSet<T> and SortedSet<T>.  Even though most people think of sets as mathematical constructs, they are actually very useful classes that can be used to help make your application more performant if used appropriately. A Background From Math In mathematical terms, a set is an unordered collection of unique items.  In other words, the set {2,3,5} is identical to the set {3,5,2}.  In addition, the set {2, 2, 4, 1} would be invalid because it would have a duplicate item (2).  In addition, you can perform set arithmetic on sets such as: Intersections: The intersection of two sets is the collection of elements common to both.  Example: The intersection of {1,2,5} and {2,4,9} is the set {2}. Unions: The union of two sets is the collection of unique items present in either or both set.  Example: The union of {1,2,5} and {2,4,9} is {1,2,4,5,9}. Differences: The difference of two sets is the removal of all items from the first set that are common between the sets.  Example: The difference of {1,2,5} and {2,4,9} is {1,5}. Supersets: One set is a superset of a second set if it contains all elements that are in the second set. Example: The set {1,2,5} is a superset of {1,5}. Subsets: One set is a subset of a second set if all the elements of that set are contained in the first set. Example: The set {1,5} is a subset of {1,2,5}. If We’re Not Doing Math, Why Do We Care? Now, you may be thinking: why bother with the set classes in C# if you have no need for mathematical set manipulation?  The answer is simple: they are extremely efficient ways to determine ownership in a collection. For example, let’s say you are designing an order system that tracks the price of a particular equity, and once it reaches a certain point will trigger an order.  Now, since there’s tens of thousands of equities on the markets, you don’t want to track market data for every ticker as that would be a waste of time and processing power for symbols you don’t have orders for.  Thus, we just want to subscribe to the stock symbol for an equity order only if it is a symbol we are not already subscribed to. Every time a new order comes in, we will check the list of subscriptions to see if the new order’s stock symbol is in that list.  If it is, great, we already have that market data feed!  If not, then and only then should we subscribe to the feed for that symbol. So far so good, we have a collection of symbols and we want to see if a symbol is present in that collection and if not, add it.  This really is the essence of set processing, but for the sake of comparison, let’s say you do a list instead: 1: // class that handles are order processing service 2: public sealed class OrderProcessor 3: { 4: // contains list of all symbols we are currently subscribed to 5: private readonly List<string> _subscriptions = new List<string>(); 6:  7: ... 8: } Now whenever you are adding a new order, it would look something like: 1: public PlaceOrderResponse PlaceOrder(Order newOrder) 2: { 3: // do some validation, of course... 4:  5: // check to see if already subscribed, if not add a subscription 6: if (!_subscriptions.Contains(newOrder.Symbol)) 7: { 8: // add the symbol to the list 9: _subscriptions.Add(newOrder.Symbol); 10: 11: // do whatever magic is needed to start a subscription for the symbol 12: } 13:  14: // place the order logic! 15: } What’s wrong with this?  In short: performance!  Finding an item inside a List<T> is a linear - O(n) – operation, which is not a very performant way to find if an item exists in a collection. (I used to teach algorithms and data structures in my spare time at a local university, and when you began talking about big-O notation you could immediately begin to see eyes glossing over as if it was pure, useless theory that would not apply in the real world, but I did and still do believe it is something worth understanding well to make the best choices in computer science). Let’s think about this: a linear operation means that as the number of items increases, the time that it takes to perform the operation tends to increase in a linear fashion.  Put crudely, this means if you double the collection size, you might expect the operation to take something like the order of twice as long.  Linear operations tend to be bad for performance because they mean that to perform some operation on a collection, you must potentially “visit” every item in the collection.  Consider finding an item in a List<T>: if you want to see if the list has an item, you must potentially check every item in the list before you find it or determine it’s not found. Now, we could of course sort our list and then perform a binary search on it, but sorting is typically a linear-logarithmic complexity – O(n * log n) - and could involve temporary storage.  So performing a sort after each add would probably add more time.  As an alternative, we could use a SortedList<TKey, TValue> which sorts the list on every Add(), but this has a similar level of complexity to move the items and also requires a key and value, and in our case the key is the value. This is why sets tend to be the best choice for this type of processing: they don’t rely on separate keys and values for ordering – so they save space – and they typically don’t care about ordering – so they tend to be extremely performant.  The .NET BCL (Base Class Library) has had the HashSet<T> since .NET 3.5, but at that time it did not implement the ISet<T> interface.  As of .NET 4.0, HashSet<T> implements ISet<T> and a new set, the SortedSet<T> was added that gives you a set with ordering. HashSet<T> – For Unordered Storage of Sets When used right, HashSet<T> is a beautiful collection, you can think of it as a simplified Dictionary<T,T>.  That is, a Dictionary where the TKey and TValue refer to the same object.  This is really an oversimplification, but logically it makes sense.  I’ve actually seen people code a Dictionary<T,T> where they store the same thing in the key and the value, and that’s just inefficient because of the extra storage to hold both the key and the value. As it’s name implies, the HashSet<T> uses a hashing algorithm to find the items in the set, which means it does take up some additional space, but it has lightning fast lookups!  Compare the times below between HashSet<T> and List<T>: Operation HashSet<T> List<T> Add() O(1) O(1) at end O(n) in middle Remove() O(1) O(n) Contains() O(1) O(n)   Now, these times are amortized and represent the typical case.  In the very worst case, the operations could be linear if they involve a resizing of the collection – but this is true for both the List and HashSet so that’s a less of an issue when comparing the two. The key thing to note is that in the general case, HashSet is constant time for adds, removes, and contains!  This means that no matter how large the collection is, it takes roughly the exact same amount of time to find an item or determine if it’s not in the collection.  Compare this to the List where almost any add or remove must rearrange potentially all the elements!  And to find an item in the list (if unsorted) you must search every item in the List. So as you can see, if you want to create an unordered collection and have very fast lookup and manipulation, the HashSet is a great collection. And since HashSet<T> implements ICollection<T> and IEnumerable<T>, it supports nearly all the same basic operations as the List<T> and can use the System.Linq extension methods as well. All we have to do to switch from a List<T> to a HashSet<T>  is change our declaration.  Since List and HashSet support many of the same members, chances are we won’t need to change much else. 1: public sealed class OrderProcessor 2: { 3: private readonly HashSet<string> _subscriptions = new HashSet<string>(); 4:  5: // ... 6:  7: public PlaceOrderResponse PlaceOrder(Order newOrder) 8: { 9: // do some validation, of course... 10: 11: // check to see if already subscribed, if not add a subscription 12: if (!_subscriptions.Contains(newOrder.Symbol)) 13: { 14: // add the symbol to the list 15: _subscriptions.Add(newOrder.Symbol); 16: 17: // do whatever magic is needed to start a subscription for the symbol 18: } 19: 20: // place the order logic! 21: } 22:  23: // ... 24: } 25: Notice, we didn’t change any code other than the declaration for _subscriptions to be a HashSet<T>.  Thus, we can pick up the performance improvements in this case with minimal code changes. SortedSet<T> – Ordered Storage of Sets Just like HashSet<T> is logically similar to Dictionary<T,T>, the SortedSet<T> is logically similar to the SortedDictionary<T,T>. The SortedSet can be used when you want to do set operations on a collection, but you want to maintain that collection in sorted order.  Now, this is not necessarily mathematically relevant, but if your collection needs do include order, this is the set to use. So the SortedSet seems to be implemented as a binary tree (possibly a red-black tree) internally.  Since binary trees are dynamic structures and non-contiguous (unlike List and SortedList) this means that inserts and deletes do not involve rearranging elements, or changing the linking of the nodes.  There is some overhead in keeping the nodes in order, but it is much smaller than a contiguous storage collection like a List<T>.  Let’s compare the three: Operation HashSet<T> SortedSet<T> List<T> Add() O(1) O(log n) O(1) at end O(n) in middle Remove() O(1) O(log n) O(n) Contains() O(1) O(log n) O(n)   The MSDN documentation seems to indicate that operations on SortedSet are O(1), but this seems to be inconsistent with its implementation and seems to be a documentation error.  There’s actually a separate MSDN document (here) on SortedSet that indicates that it is, in fact, logarithmic in complexity.  Let’s put it in layman’s terms: logarithmic means you can double the collection size and typically you only add a single extra “visit” to an item in the collection.  Take that in contrast to List<T>’s linear operation where if you double the size of the collection you double the “visits” to items in the collection.  This is very good performance!  It’s still not as performant as HashSet<T> where it always just visits one item (amortized), but for the addition of sorting this is a good thing. Consider the following table, now this is just illustrative data of the relative complexities, but it’s enough to get the point: Collection Size O(1) Visits O(log n) Visits O(n) Visits 1 1 1 1 10 1 4 10 100 1 7 100 1000 1 10 1000   Notice that the logarithmic – O(log n) – visit count goes up very slowly compare to the linear – O(n) – visit count.  This is because since the list is sorted, it can do one check in the middle of the list, determine which half of the collection the data is in, and discard the other half (binary search).  So, if you need your set to be sorted, you can use the SortedSet<T> just like the HashSet<T> and gain sorting for a small performance hit, but it’s still faster than a List<T>. Unique Set Operations Now, if you do want to perform more set-like operations, both implementations of ISet<T> support the following, which play back towards the mathematical set operations described before: IntersectWith() – Performs the set intersection of two sets.  Modifies the current set so that it only contains elements also in the second set. UnionWith() – Performs a set union of two sets.  Modifies the current set so it contains all elements present both in the current set and the second set. ExceptWith() – Performs a set difference of two sets.  Modifies the current set so that it removes all elements present in the second set. IsSupersetOf() – Checks if the current set is a superset of the second set. IsSubsetOf() – Checks if the current set is a subset of the second set. For more information on the set operations themselves, see the MSDN description of ISet<T> (here). What Sets Don’t Do Don’t get me wrong, sets are not silver bullets.  You don’t really want to use a set when you want separate key to value lookups, that’s what the IDictionary implementations are best for. Also sets don’t store temporal add-order.  That is, if you are adding items to the end of a list all the time, your list is ordered in terms of when items were added to it.  This is something the sets don’t do naturally (though you could use a SortedSet with an IComparer with a DateTime but that’s overkill) but List<T> can. Also, List<T> allows indexing which is a blazingly fast way to iterate through items in the collection.  Iterating over all the items in a List<T> is generally much, much faster than iterating over a set. Summary Sets are an excellent tool for maintaining a lookup table where the item is both the key and the value.  In addition, if you have need for the mathematical set operations, the C# sets support those as well.  The HashSet<T> is the set of choice if you want the fastest possible lookups but don’t care about order.  In contrast the SortedSet<T> will give you a sorted collection at a slight reduction in performance.   Technorati Tags: C#,.Net,Little Wonders,BlackRabbitCoder,ISet,HashSet,SortedSet

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  • How to Make Flash Builder Package Explorer emulate Flex Builder’s Navigator window?

    - by eco_bach
    Hi Does anyone know if there is a way to make the new Package Explorer window in Flash Builder emulate Flex Builders 'Flex navigator' window? Bottom line is I don't always need to peer into SWC's, and I don't like having a 'default package' automatically created for me. Not sure why the interface wasn't made simpler, allowing access to more power and complexity only if necessary. I want to focus on the code, not on how to navigate and use the bells and whistles in the coding environment.

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  • Capturing multicast data with Wireshark with IGMP Snooping Enabled at the switch

    - by Chuu
    I am trying to capture multicast traffic via Wireshark (actually TShark), however the switch has IGMP snooping enabled and will only send Multicast traffic on the ports that have an active IGMP subscription. I am currently getting around this by having a separate application hold the groups open I wish to record, but I am trying to set up a system to start/stop recording data dynamically and this extra complexity is painful. Is there a way to force Wireshark to send out IGMP Subscriptions for multicast groups it is recording?

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  • Email continuity services i.e. Messagelabs - Caveats, lessons learned, gotchas?

    - by molecule
    Hi all, I am in the process of reviewing some email continuity solutions such as the one offered by Messagelabs. Solutions such as this are not cheap, however, I believe they reduce complexity when it comes to administration and serves as a feasible DR type solution for emails as opposed to purchasing a new server for DR purposes. Have any of you had first hand experience using this service and what are your opinions and/or feedback? Thanks in advance.

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  • WMI query to check setting "Reversible Encryption" in Windows XP

    - by Mart
    In Windows XP, there are two settings in Group Policy I'm looking at: Password must meet complexity requirements Store password using reversible encryption Both of these settings are under Local Computer Policy/Computer Config/Windows Settings/Security Settings/Account Policies/Password Policy. For the first one, I have found the setting in RSOP_SecurityEventLogSettingBoolean class in WMI. However, I can't find the latter. Does anybody know in which class in WMI can I read that particular setting?

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  • Possible to disable smart card PIN change in Windows 7?

    - by bobmagoo
    I'm looking for a way to disable the smart card PIN change ability provided with Windows 7's native minidriver. It doesn't allow us to enforce any PIN complexity requirements such that users could change their PIN to 000000 or blank without any issues so we'd like to disable that ability. I've been googling around and haven't found any way to do this, but perhaps someone has encountered a similar issue and found a resolution? A third party minidriver is the next step, but if we could do it without additional tools I'm all for it.

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  • How safe is the quicken encryption of files?

    - by jmvidal
    Quicken has a password-protection option where you type in a password and your file is encrypted. How good is this encryption and how does it depend on the length or complexity of my password? A google search reveals a lot of "quicken password recovery" programs, like this one, which make me feel like the password is just for keeping the really dumb criminals away, not the ones with large computers.

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  • Attach BCC to all emails processed through Windows Server 2008 SMTP relay

    - by Grant H.
    I currently have a relatively complicated application that sends emails via a nightly job through an SMTP server on Windows Server 2008. Is there a way to configure IIS/SMTP to send a copy of every email that's relayed to another email address? Essentially, can I add a BCC on the fly through IIS/SMTP configuration? Because of the complexity of the application, we would prefer to change the behavior this way if it's possible as opposed to making code changes to the application.

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  • Does NAT change the source MAC address?

    - by user44073
    I'm trying to secure my home network but don't really need the complexity of a VPN so I'm trying to figure out other options. I'd like to allow my iPhone remote access to my home servers but I can't depend on the IP address because it changes quite often (due to the 3G network, etc). Can I filter incoming connections on my router (pfsense) by MAC address or does NAT change the source as it's passing through the different routers on the internet?

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  • Guidance: A Branching strategy for Scrum Teams

    - by Martin Hinshelwood
    Having a good branching strategy will save your bacon, or at least your code. Be careful when deviating from your branching strategy because if you do, you may be worse off than when you started! This is one possible branching strategy for Scrum teams and I will not be going in depth with Scrum but you can find out more about Scrum by reading the Scrum Guide and you can even assess your Scrum knowledge by having a go at the Scrum Open Assessment. You can also read SSW’s Rules to Better Scrum using TFS which have been developed during our own Scrum implementations. Acknowledgements Bill Heys – Bill offered some good feedback on this post and helped soften the language. Note: Bill is a VS ALM Ranger and co-wrote the Branching Guidance for TFS 2010 Willy-Peter Schaub – Willy-Peter is an ex Visual Studio ALM MVP turned blue badge and has been involved in most of the guidance including the Branching Guidance for TFS 2010 Chris Birmele – Chris wrote some of the early TFS Branching and Merging Guidance. Dr Paul Neumeyer, Ph.D Parallel Processes, ScrumMaster and SSW Solution Architect – Paul wanted to have feature branches coming from the release branch as well. We agreed that this is really a spin-off that needs own project, backlog, budget and Team. Scenario: A product is developed RTM 1.0 is released and gets great sales.  Extra features are demanded but the new version will have double to price to pay to recover costs, work is approved by the guys with budget and a few sprints later RTM 2.0 is released.  Sales a very low due to the pricing strategy. There are lots of clients on RTM 1.0 calling out for patches. As I keep getting Reverse Integration and Forward Integration mixed up and Bill keeps slapping my wrists I thought I should have a reminder: You still seemed to use reverse and/or forward integration in the wrong context. I would recommend reviewing your document at the end to ensure that it agrees with the common understanding of these terms merge (forward integration) from parent to child (same direction as the branch), and merge  (reverse integration) from child to parent (the reverse direction of the branch). - one of my many slaps on the wrist from Bill Heys.   As I mentioned previously we are using a single feature branching strategy in our current project. The single biggest mistake developers make is developing against the “Main” or “Trunk” line. This ultimately leads to messy code as things are added and never finished. Your only alternative is to NEVER check in unless your code is 100%, but this does not work in practice, even with a single developer. Your ADD will kick in and your half-finished code will be finished enough to pass the build and the tests. You do use builds don’t you? Sadly, this is a very common scenario and I have had people argue that branching merely adds complexity. Then again I have seen the other side of the universe ... branching  structures from he... We should somehow convince everyone that there is a happy between no-branching and too-much-branching. - Willy-Peter Schaub, VS ALM Ranger, Microsoft   A key benefit of branching for development is to isolate changes from the stable Main branch. Branching adds sanity more than it adds complexity. We do try to stress in our guidance that it is important to justify a branch, by doing a cost benefit analysis. The primary cost is the effort to do merges and resolve conflicts. A key benefit is that you have a stable code base in Main and accept changes into Main only after they pass quality gates, etc. - Bill Heys, VS ALM Ranger & TFS Branching Lead, Microsoft The second biggest mistake developers make is branching anything other than the WHOLE “Main” line. If you branch parts of your code and not others it gets out of sync and can make integration a nightmare. You should have your Source, Assets, Build scripts deployment scripts and dependencies inside the “Main” folder and branch the whole thing. Some departments within MSFT even go as far as to add the environments used to develop the product in there as well; although I would not recommend that unless you have a massive SQL cluster to house your source code. We tried the “add environment” back in South-Africa and while it was “phenomenal”, especially when having to switch between environments, the disk storage and processing requirements killed us. We opted for virtualization to skin this cat of keeping a ready-to-go environment handy. - Willy-Peter Schaub, VS ALM Ranger, Microsoft   I think people often think that you should have separate branches for separate environments (e.g. Dev, Test, Integration Test, QA, etc.). I prefer to think of deploying to environments (such as from Main to QA) rather than branching for QA). - Bill Heys, VS ALM Ranger & TFS Branching Lead, Microsoft   You can read about SSW’s Rules to better Source Control for some additional information on what Source Control to use and how to use it. There are also a number of branching Anti-Patterns that should be avoided at all costs: You know you are on the wrong track if you experience one or more of the following symptoms in your development environment: Merge Paranoia—avoiding merging at all cost, usually because of a fear of the consequences. Merge Mania—spending too much time merging software assets instead of developing them. Big Bang Merge—deferring branch merging to the end of the development effort and attempting to merge all branches simultaneously. Never-Ending Merge—continuous merging activity because there is always more to merge. Wrong-Way Merge—merging a software asset version with an earlier version. Branch Mania—creating many branches for no apparent reason. Cascading Branches—branching but never merging back to the main line. Mysterious Branches—branching for no apparent reason. Temporary Branches—branching for changing reasons, so the branch becomes a permanent temporary workspace. Volatile Branches—branching with unstable software assets shared by other branches or merged into another branch. Note   Branches are volatile most of the time while they exist as independent branches. That is the point of having them. The difference is that you should not share or merge branches while they are in an unstable state. Development Freeze—stopping all development activities while branching, merging, and building new base lines. Berlin Wall—using branches to divide the development team members, instead of dividing the work they are performing. -Branching and Merging Primer by Chris Birmele - Developer Tools Technical Specialist at Microsoft Pty Ltd in Australia   In fact, this can result in a merge exercise no-one wants to be involved in, merging hundreds of thousands of change sets and trying to get a consolidated build. Again, we need to find a happy medium. - Willy-Peter Schaub on Merge Paranoia Merge conflicts are generally the result of making changes to the same file in both the target and source branch. If you create merge conflicts, you will eventually need to resolve them. Often the resolution is manual. Merging more frequently allows you to resolve these conflicts close to when they happen, making the resolution clearer. Waiting weeks or months to resolve them, the Big Bang approach, means you are more likely to resolve conflicts incorrectly. - Bill Heys, VS ALM Ranger & TFS Branching Lead, Microsoft   Figure: Main line, this is where your stable code lives and where any build has known entities, always passes and has a happy test that passes as well? Many development projects consist of, a single “Main” line of source and artifacts. This is good; at least there is source control . There are however a couple of issues that need to be considered. What happens if: you and your team are working on a new set of features and the customer wants a change to his current version? you are working on two features and the customer decides to abandon one of them? you have two teams working on different feature sets and their changes start interfering with each other? I just use labels instead of branches? That's a lot of “what if’s”, but there is a simple way of preventing this. Branching… In TFS, labels are not immutable. This does not mean they are not useful. But labels do not provide a very good development isolation mechanism. Branching allows separate code sets to evolve separately (e.g. Current with hotfixes, and vNext with new development). I don’t see how labels work here. - Bill Heys, VS ALM Ranger & TFS Branching Lead, Microsoft   Figure: Creating a single feature branch means you can isolate the development work on that branch.   Its standard practice for large projects with lots of developers to use Feature branching and you can check the Branching Guidance for the latest recommendations from the Visual Studio ALM Rangers for other methods. In the diagram above you can see my recommendation for branching when using Scrum development with TFS 2010. It consists of a single Sprint branch to contain all the changes for the current sprint. The main branch has the permissions changes so contributors to the project can only Branch and Merge with “Main”. This will prevent accidental check-ins or checkouts of the “Main” line that would contaminate the code. The developers continue to develop on sprint one until the completion of the sprint. Note: In the real world, starting a new Greenfield project, this process starts at Sprint 2 as at the start of Sprint 1 you would have artifacts in version control and no need for isolation.   Figure: Once the sprint is complete the Sprint 1 code can then be merged back into the Main line. There are always good practices to follow, and one is to always do a Forward Integration from Main into Sprint 1 before you do a Reverse Integration from Sprint 1 back into Main. In this case it may seem superfluous, but this builds good muscle memory into your developer’s work ethic and means that no bad habits are learned that would interfere with additional Scrum Teams being added to the Product. The process of completing your sprint development: The Team completes their work according to their definition of done. Merge from “Main” into “Sprint1” (Forward Integration) Stabilize your code with any changes coming from other Scrum Teams working on the same product. If you have one Scrum Team this should be quick, but there may have been bug fixes in the Release branches. (we will talk about release branches later) Merge from “Sprint1” into “Main” to commit your changes. (Reverse Integration) Check-in Delete the Sprint1 branch Note: The Sprint 1 branch is no longer required as its useful life has been concluded. Check-in Done But you are not yet done with the Sprint. The goal in Scrum is to have a “potentially shippable product” at the end of every Sprint, and we do not have that yet, we only have finished code.   Figure: With Sprint 1 merged you can create a Release branch and run your final packaging and testing In 99% of all projects I have been involved in or watched, a “shippable product” only happens towards the end of the overall lifecycle, especially when sprints are short. The in-between releases are great demonstration releases, but not shippable. Perhaps it comes from my 80’s brain washing that we only ship when we reach the agreed quality and business feature bar. - Willy-Peter Schaub, VS ALM Ranger, Microsoft Although you should have been testing and packaging your code all the way through your Sprint 1 development, preferably using an automated process, you still need to test and package with stable unchanging code. This is where you do what at SSW we call a “Test Please”. This is first an internal test of the product to make sure it meets the needs of the customer and you generally use a resource external to your Team. Then a “Test Please” is conducted with the Product Owner to make sure he is happy with the output. You can read about how to conduct a Test Please on our Rules to Successful Projects: Do you conduct an internal "test please" prior to releasing a version to a client?   Figure: If you find a deviation from the expected result you fix it on the Release branch. If during your final testing or your “Test Please” you find there are issues or bugs then you should fix them on the release branch. If you can’t fix them within the time box of your Sprint, then you will need to create a Bug and put it onto the backlog for prioritization by the Product owner. Make sure you leave plenty of time between your merge from the development branch to find and fix any problems that are uncovered. This process is commonly called Stabilization and should always be conducted once you have completed all of your User Stories and integrated all of your branches. Even once you have stabilized and released, you should not delete the release branch as you would with the Sprint branch. It has a usefulness for servicing that may extend well beyond the limited life you expect of it. Note: Don't get forced by the business into adding features into a Release branch instead that indicates the unspoken requirement is that they are asking for a product spin-off. In this case you can create a new Team Project and branch from the required Release branch to create a new Main branch for that product. And you create a whole new backlog to work from.   Figure: When the Team decides it is happy with the product you can create a RTM branch. Once you have fixed all the bugs you can, and added any you can’t to the Product Backlog, and you Team is happy with the result you can create a Release. This would consist of doing the final Build and Packaging it up ready for your Sprint Review meeting. You would then create a read-only branch that represents the code you “shipped”. This is really an Audit trail branch that is optional, but is good practice. You could use a Label, but Labels are not Auditable and if a dispute was raised by the customer you can produce a verifiable version of the source code for an independent party to check. Rare I know, but you do not want to be at the wrong end of a legal battle. Like the Release branch the RTM branch should never be deleted, or only deleted according to your companies legal policy, which in the UK is usually 7 years.   Figure: If you have made any changes in the Release you will need to merge back up to Main in order to finalise the changes. Nothing is really ever done until it is in Main. The same rules apply when merging any fixes in the Release branch back into Main and you should do a reverse merge before a forward merge, again for the muscle memory more than necessity at this stage. Your Sprint is now nearly complete, and you can have a Sprint Review meeting knowing that you have made every effort and taken every precaution to protect your customer’s investment. Note: In order to really achieve protection for both you and your client you would add Automated Builds, Automated Tests, Automated Acceptance tests, Acceptance test tracking, Unit Tests, Load tests, Web test and all the other good engineering practices that help produce reliable software.     Figure: After the Sprint Planning meeting the process begins again. Where the Sprint Review and Retrospective meetings mark the end of the Sprint, the Sprint Planning meeting marks the beginning. After you have completed your Sprint Planning and you know what you are trying to achieve in Sprint 2 you can create your new Branch to develop in. How do we handle a bug(s) in production that can’t wait? Although in Scrum the only work done should be on the backlog there should be a little buffer added to the Sprint Planning for contingencies. One of these contingencies is a bug in the current release that can’t wait for the Sprint to finish. But how do you handle that? Willy-Peter Schaub asked an excellent question on the release activities: In reality Sprint 2 starts when sprint 1 ends + weekend. Should we not cater for a possible parallelism between Sprint 2 and the release activities of sprint 1? It would introduce FI’s from main to sprint 2, I guess. Your “Figure: Merging print 2 back into Main.” covers, what I tend to believe to be reality in most cases. - Willy-Peter Schaub, VS ALM Ranger, Microsoft I agree, and if you have a single Scrum team then your resources are limited. The Scrum Team is responsible for packaging and release, so at least one run at stabilization, package and release should be included in the Sprint time box. If more are needed on the current production release during the Sprint 2 time box then resource needs to be pulled from Sprint 2. The Product Owner and the Team have four choices (in order of disruption/cost): Backlog: Add the bug to the backlog and fix it in the next Sprint Buffer Time: Use any buffer time included in the current Sprint to fix the bug quickly Make time: Remove a Story from the current Sprint that is of equal value to the time lost fixing the bug(s) and releasing. Note: The Team must agree that it can still meet the Sprint Goal. Cancel Sprint: Cancel the sprint and concentrate all resource on fixing the bug(s) Note: This can be a very costly if the current sprint has already had a lot of work completed as it will be lost. The choice will depend on the complexity and severity of the bug(s) and both the Product Owner and the Team need to agree. In this case we will go with option #2 or #3 as they are uncomplicated but severe bugs. Figure: Real world issue where a bug needs fixed in the current release. If the bug(s) is urgent enough then then your only option is to fix it in place. You can edit the release branch to find and fix the bug, hopefully creating a test so it can’t happen again. Follow the prior process and conduct an internal and customer “Test Please” before releasing. You can read about how to conduct a Test Please on our Rules to Successful Projects: Do you conduct an internal "test please" prior to releasing a version to a client?   Figure: After you have fixed the bug you need to ship again. You then need to again create an RTM branch to hold the version of the code you released in escrow.   Figure: Main is now out of sync with your Release. We now need to get these new changes back up into the Main branch. Do a reverse and then forward merge again to get the new code into Main. But what about the branch, are developers not working on Sprint 2? Does Sprint 2 now have changes that are not in Main and Main now have changes that are not in Sprint 2? Well, yes… and this is part of the hit you take doing branching. But would this scenario even have been possible without branching?   Figure: Getting the changes in Main into Sprint 2 is very important. The Team now needs to do a Forward Integration merge into their Sprint and resolve any conflicts that occur. Maybe the bug has already been fixed in Sprint 2, maybe the bug no longer exists! This needs to be identified and resolved by the developers before they continue to get further out of Sync with Main. Note: Avoid the “Big bang merge” at all costs.   Figure: Merging Sprint 2 back into Main, the Forward Integration, and R0 terminates. Sprint 2 now merges (Reverse Integration) back into Main following the procedures we have already established.   Figure: The logical conclusion. This then allows the creation of the next release. By now you should be getting the big picture and hopefully you learned something useful from this post. I know I have enjoyed writing it as I find these exploratory posts coupled with real world experience really help harden my understanding.  Branching is a tool; it is not a silver bullet. Don’t over use it, and avoid “Anti-Patterns” where possible. Although the diagram above looks complicated I hope showing you how it is formed simplifies it as much as possible.   Technorati Tags: Branching,Scrum,VS ALM,TFS 2010,VS2010

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  • Finding the Value in SOA by Stephen Bennett

    - by J Swaroop
    Here's an excerpt from a very interesting article on CIO update titled "Finding the value in SOA" by Stephen Bennett of Oracle "Because of this, SOA must not be seen as a solution development approach that starts and ends once a solution is delivered. It must be seen as an on-going process that, when coupled with a strategic framework, can change and evolve with the business over time. Unfortunately, many enterprises adopt SOA without utilizing a strategic framework, causing a host of challenges for their business. Just a few of the challenges I have seen include: More complexity and moving parts Increased costs Projects taking longer than before Solutions more fragile than ever Little or no agility Difficulty identifying and discovering services Exponentially growing governance challenges Limited service re-use Duplication of effort leading to service sprawl Multiple siloed technology focused SOAs Funding for service oriented projects being cut" Read the complete article

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  • TDD and your emerging design

    - by andrewstopford
    I was at DevWeek last week, it was a great week and I got a chance to speak with some of my geek heroes (Jeff Richter is a walking, talking CLR). One of the folks I most enjoyed listening to was ThoughtWorker Neal Ford who gave a session on emergeant design in TDD. Something struck me about the RGR cycle in TDD in that design could either be missed or misplaced if the refactor phase is never carried out and after the inital green phase the design is considered done. In TDD the emergant design that evolves as part of the cycle is key to the approach.  Neal talked about using cyclometric complexity as a measure of your emerging design but other considerations would surely include SOLID and DRY during the cycles. As you refactor to these kinds of design principles your design evolves.

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  • Cut Caseload Costs, Speed Service Delivery For Social Services

    - by michael.seback
    Lower Caseload Costs, Speedier Service Delivery with New Oracle Social Services Solution Oracle has just introduced a new solution for social services agencies that's designed to help case workers address the challenges of rising workloads and growing demands by citizens for additional services. In the past, IT departments developed custom software in an effort to meet program outcomes. "Because this capability is out of the box with the Oracle solution, there's less complexity for organizations and an overall lower total cost of ownership," says Kimberly Ellison-Taylor, Oracle's executive director of health and human services. "Self service brings costs down to just pennies per interaction and makes it possible for clients to receive government services more quickly," Ellison-Taylor says. read more

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