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  • Get Your Business Going With Website Development and More

    Getting a business of the ground can be tough, and in today's world where most businesses at least have a branch online, website development is going to be key. If you need a website, having a quality one is important to your success and a good professional can take care of this, custom application development, and a whole lot more to help you get your business going.

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  • 10 Important On Page Optimization Factors

    On page optimization plays a major role in determining your search engine rankings and the success of your SEO campaign. This should be done with utter care and accuracy so that your do not lag behind your competitors in search rankings.

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  • Mac OS X 10.6 Setup for Apache/MySQL/Perl

    - by Russell C.
    I just got a new Mac and have been trying to setup a local development environment for my perl applications for a few days now with no luck. I'm getting no where fast so I hope someone else who has done this successfully could help. I started by installing MAMP which I thought would take care of everything for me but unfortunately it doesn't take care of some important perl modules. I used CPAN to install all our required modules except that it seems DBD::mysql doesn't install correctly through CPAN. After reading a lot online, lots of people reported problems with this and recommended using MacPorts to install the module which I have tried doing with no luck using the following command: sudo port install p5-dbd-mysql After what seems like a successful install of DBD::mysql, Apache continues to report the following error when trying to run any of our Perl scripts: [Fri Apr 30 18:51:07 2010] [error] [client 127.0.0.1] install_driver(mysql) failed: Can't locate DBD/mysql.pm in @INC (@INC contains: /Library/Perl/Updates/5.10.0/darwin-thread-multi-2level /Library/Perl/Updates/5.10.0 /System/Library/Perl/5.10.0/darwin-thread-multi-2level /System/Library/Perl/5.10.0 /Library/Perl/5.10.0/darwin-thread-multi-2level /Library/Perl/5.10.0 /Network/Library/Perl/5.10.0/darwin-thread-multi-2level /Network/Library/Perl/5.10.0 /Network/Library/Perl /System/Library/Perl/Extras/5.10.0/darwin-thread-multi-2level /System/Library/Perl/Extras/5.10.0 .) at (eval 1835) line 3. [Fri Apr 30 18:51:07 2010] [error] [client 127.0.0.1] Perhaps the DBD::mysql perl module hasn't been fully installed, [Fri Apr 30 18:51:07 2010] [error] [client 127.0.0.1] or perhaps the capitalisation of 'mysql' isn't right. [Fri Apr 30 18:51:07 2010] [error] [client 127.0.0.1] Available drivers: DBM, ExampleP, File, Gofer, Proxy, SQLite, Sponge. I'm not sure where to go from here but my Mac isn't much of a development environment if Perl isn't able to talk to the database. I'd really appreciate any help and advice you might be able to provide in getting my system setup successfully. Thanks in advance!

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  • Redundant Microsoft server solution for small company

    - by MadBoy
    I'm planning to change one server Microsoft SBS 2003 with SharePoint, Exchange and SQL database into something that will provide me with some redundancy and won't be single point of failure. I was thinking to buy 2x exactly the same physical servers and put 2 virtualized servers on HyperV or VMWare on each. Then i would put SharePoint, Exchange and SQL on that 1 physical server (shared onto 2x VM's). I would like 2nd physical server to be exact duplicate of the first one so that when 1st server goes down (for reboot or hw failure), 2nd takes care of everything so that users don't even see anything changed (in terms all their emails, sharepoint stuff is available). My questions are: Will I have to pay for licenses for both servers even thou only one instance of SharePoint, Exchange, SQL will be used at same time? What are proposed solutions to do that? Any additional hardware I would need, any complicated software configuration to be expected to configure such redundancy so that when one physical server goes down 2nd one is taking care of rest? What problems should I expect? This solution is for 60 people. Later on it may or may expand.

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  • Problems with image/file upload in MediaWiki on Windows 2008 Server R2, using wrong temp directory

    - by Lasse V. Karlsen
    I have installed MediaWiki 1.15.2 under IIS as per the MediaWiki installation instructions for Windows 2008 Server. I have configured PHP to use a specific temp directory: upload_tmp_dir="C:\php\uploadtemp" I have specified that MediaWiki is allowed to upload: $wgEnableUploads = true; But when I try to upload an image, I get this error message in my browser: Internal error Could not find file "C:\Windows\Temp\php1AEA.tmp". Retrying will simply give me a new filename, but in the same location. The directory does not have any php* files in it, but since they're "temporary", they might be gone in a flash before Windows Explorer is able to show them so that might be a red herring. I've googled for this, and the most promising lead I found was on this page: Image upload problem - Is this bug fixed?, but since the text says "a bugfix was posted on the bug-report page", but provides no link to which bug page this relates to (php or mediawiki) nor the actual bug report, I've not found conclusively the bug report in question so that didn't help me much. Lots of pages indicates that this is a permission issue, so I tried setting permissions on c:\windows\temp as Modify by Everyone, still no dice. I tried changing the two system environment variables TEMP and TMP to point to C:\Temp instead, but MediaWiki still complains about not finding the file in C:\Windows\Temp. Note that I don't care a lot about where the files will actually be stored temporarily, so c:\windows\temp is fine by me. I do, however, care about them actually being uploaded correctly. Does anyone know of a fix, have any leads I can follow, or whatnot? The server is running Windows 2008 Server R2, all patches installed, and the PHP installed is 5.3.2, using IIS FastCGI.

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  • How to manage mounted partitions (fstab + mount points) from puppet

    - by Cristian Ciupitu
    I want to manage the mounted partitions from puppet which includes both modifying /etc/fstab and creating the directories used as mount points. The mount resource type updates fstab just fine, but using file for creating the mount points is bit tricky. For example, by default the owner of the directory is root and if the root (/) of the mounted partition has another owner, puppet will try to change it and I don't want this. I know that I can set the owner of that directory, but why should I care what's on the mounted partition? All I want to do is mount it. Is there a way to make puppet not to care about the permissions of the directory used as the mount point? This is what I'm using right now: define extra_mount_point( $device, $location = "/mnt", $fstype = "xfs", $owner = "root", $group = "root", $mode = 0755, $seltype = "public_content_t" $options = "ro,relatime,nosuid,nodev,noexec", ) { file { "${location}/${name}": ensure => directory, owner => "${owner}", group => "${group}", mode => $mode, seltype => "${seltype}", } mount { "${location}/${name}": atboot => true, ensure => mounted, device => "${device}", fstype => "${fstype}", options => "${options}", dump => 0, pass => 2, require => File["${location}/${name}"], } } extra_mount_point { "sda3": device => "/dev/sda3", fstype => "xfs", owner => "ciupicri", group => "ciupicri", $options = "relatime,nosuid,nodev,noexec", } In case it matters, I'm using puppet-0.25.4-1.fc13.noarch.rpm and puppet-server-0.25.4-1.fc13.noarch.rpm.

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  • emails not sending from CentOS 5.6 VM on Win7 via PHP code

    - by crmpicco
    I am experiencing an issue where my CentOS 5.6 (Final) VM running on Windows 7 has stopped sending emails from my PHP code. I'm confident this isn't a coding issue as I have the exact same code running in my office and emails send correctly from there, hence why I believe this to be a networking/configuration issue. In my /etc/hosts/ file on my VM I have the following: 127.0.0.1 localhost.localdomain localhost 192.168.0.9 crmpicco.co.uk m.crmpicco.co.uk dev53.localdomain When I run setup on my VM the DNS configuration is set to dev53.localdomain and my Primary DNS is 192.168.0.1. In My /var/log/maillog files I see a lot of this sort of thing: Nov 19 14:36:58 dev53 sendmail[21696]: qAJEawI7021696: from=<[email protected]>, size=12858, class=0, nrcpts=1, msgid=<1353335817.9103820024efb30b451d006dc4ab3370@PHPMAILSERVER>, proto=ESMTP, daemon=MTA, relay=localhost.localdomain [127.0.0.1] Nov 19 14:36:58 dev53 sendmail[21693]: qAJEawvd021693: [email protected], [email protected] (48/48), delay=00:00:00, xdelay=00:00:00, mailer=relay, pri=42681, relay=[127.0.0.1] [127.0.0.1], dsn=2.0.0, stat=Sent (qAJEawI7021696 Message accepted for delivery) Nov 19 14:36:59 dev53 sendmail[21698]: qAJEawI7021696: to=<[email protected]>, delay=00:00:01, xdelay=00:00:01, mailer=esmtp, pri=132858, relay=mailserver.fletcher.co.uk. [213.171.216.114], dsn=5.0.0, stat=Service unavailable Is this likely to be a configuration issue?

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  • Conditionally permitting HTTP-only requests to Tomcat?

    - by Mike
    I have 2 versions of a system: Tomcat webserver Nginx reverse-proxy sitting in front of a tomcat webserver. In version 2, nginx only ever talks to Tomcat over HTTP. A user could configure the system so that only HTTPS requests are allowed. If the user does this in Version 1 and then the XML configuration files for Tomcat takes care of this. In version 2, nginx takes care of this. The problem is this: I cannot force a user to update their Tomcat XML config files when they upgrade from version 1 to version 2 (it will be recommended that they do so) because this is done as part of a larger process. This means that if they upgrade and don't update the Tomcat config, an HTTPS request will arrive at nginx, which will proxy it over HTTP to Tomcat which will reject the request because it is not HTTPS. So I can't force an update to the Tomcat XML, and I have to use HTTP between nginx and Tomcat. Any ideas? Is there some way I can affect how Tomcat reads its config in Version 2 so that it ignores the HTTPS-only section?

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  • Do you known a reputable backup software that can capture ONLY file system structure + attributes, WITHOUT file content

    - by bogdan
    Is there, on Windows, a reputable backup software out there capable of capturing ONLY a file system's directory and file structure, along with each item's attributes, WITHOUT capturing the actual file content (all files should be zero-length in the backup). I thoroughly searched the web for a solution and wasn't able to find one. Scenario when this would be very useful: I have a large drive with a huge amount of files. If the drive dies, I don't care so much about the content in these files (I can always download this content again from the Internet at any time) but I do care HUGELY about the names of the files that were on it, possibly also about their MD5 hashes and other classic file attributes (especially created-date / modified-date). The functionality I need is present to an extent in "media"/file cataloging software (i.e. whereisit) and, to a lesser extent, in a Total Commander set of extensions (DiskDir, DiskDirExtended). The huge drawback with cataloging software is that it's not designed to store previous versions of each item (AFAIK) and, most importantly, it has very weak content backup capabilities. I managed to think of a hack but I hope there's some backup software out there that already has this capability and I just failed to find it, thus this question. The hack: RoboCopy could be used with /CREATE (CREATE directory tree and zero-length files only) or /COPY (what to COPY for files) without the D=Data flag, to clone a directory structure into one where all files are zero-length but have the desired attributes. Then I would backup the cloned directory structure with a reputable backup software. I would really love to avoid a hack like this one, if possible. Thanks, Bogdan

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  • Numbering grouped data in Excel

    - by Jeff
    I have an Excel spreadsheet (2010) with data similar to this: Dogs Brown Nice Dogs White Nice Dogs White Moody Cats Black Nice Cats Black Mean Cats White Nice Cats White Mean I want to group these animals but I only care about species and color. I don't care about disposition. I want to assign group numbers to the set as shown here. 1 Dogs Brown Nice 2 Dogs White Nice 2 Dogs White Moody 3 Cats Black Nice 3 Cats Black Mean 4 Cats White Nice 4 Cats White Mean I was able to select all the species and colors, then from the data tab select 'advanced', then 'unique records only'. This collapsed the data so that I could number the visible rows. Then when I 'cleared' the filter I could easily just fill the blank areas under the numbers with the number above. The problem is that my real data has far too many rows for this to be practical. Also, the trick about entering 1 in the first cell, 2 in the cell below, selecting both then dragging the corner down to 'auto-number' doesn't seem to work when you're viewing filtered rows. Any way to do this?

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  • Should tripwire be entering /proc?

    - by dsadinoff
    When initializing the db with tripwire --init it spat out a bunch of errors pertaining to /proc: ### Warning: File system error. ### Filename: /proc/16982/fd/4 ### No such file or directory ### Continuing... ### Warning: File system error. ### Filename: /proc/16982/fdinfo/4 ### No such file or directory ### Continuing... ### Warning: File system error. ### Filename: /proc/16982/task/16982/fd/4 ### No such file or directory ### Continuing... ### Warning: File system error. ### Filename: /proc/16982/task/16982/fdinfo/4 ### No such file or directory ### Continuing... ### Warning: Duplicate object encountered. ### /proc/sys/net/ipv6/neigh This feels like noise. The twpol.txt file has the following clause: # # Critical devices # ( rulename = "Devices & Kernel information", severity = $(SIG_HI), ) { /dev -> $(Device) ; /proc -> $(Device) ; } Which, if I understand it right, is going to cause tripwire to care deeply about the entire contents of /proc. Shouldn't it just care about the static parts of /proc like the drivers and such, and not the per-pid stuff? Why does it ship like this?

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  • Exchange 2003 -- Mailbox Management not deleting ALL messages aged 30 days or older...

    - by tcv
    I've recently created a Mailbox Management task within Exchange 2003 that, every night, looks at the contents of the Deleted Items within a particular mailbox and deletes mail that's 30 days or older. The scheduled task ran on its own last night and I have confirmed that messages within the right mailbox and the right folder were, in fact, processed. Many mails were deleted ... but not never email older than 30 days. In fact, the choice seems kinda random. Last night 3/10/2010 was the 30 day watermark. Mails were deleted from 3/10/2010, sure enough, but not all of them. Mails older than 3/10/2010 were deleted as well, but, again, not all of them. The only criteria I have on the management -- aside from the single mailbox and single folder scopes -- is the age criteria. The size criteria is set to Any, meaning I don't care about the size. I care about the age. It's made me wonder where there is some sort of limit on how many mails can be processed? The schedule is set for 12am and 1am every night. Any hints appreciated.

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  • Delete on windows vista and seven -- discovery process

    - by M'vy
    Hi SUs! I've recently encountered a problem. Using svn at work I needed to clear some space. As you may know svn directories are full of sub-directories and files. So the delete process begins with a step of discovering the items to be deleted (I guess this is for displaying the progress bar). But in my case it ended up to be still running after I watched Braveheart (Off-topic: good film in my opinion. On-topic: and it last 2h50) and counting 440 000+ files. I finally decided to cut off the process and use the good old cmd with a del <directory> to do the job. (Done in some minutes) So I'm wondering if someone know how to override the system to make it actually begins the process while scanning the other items? At the end, I just want the file to be deleted and I don't care the number of files to be deleted. On the contrary I care about the time it takes. Thanks

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  • Automated Linux VMs on Hyper-V 2012

    - by Mick
    I have a requirement to create a ton of linux VMs for our customers (we run managed infrastructure) on Hyper-V 2012 in the coming months and I have an issue with automating it. Here is how I need it to work: User accesses their web page and creates a VM. VM is created with a unique IP and name User logs in over SSH I know Hyper-V quite well and can work with powershell and am a C# programmer so the development side of things is taken care of. I also know enough about Linux to be at least competent: I have used it on and off for a number of years but not done anything Enterprise-level with it. All this can be done easily by manual processes but I need to be able to script or program this to automate it as there could be hundreds of them being created but I don't know how. My first thought is to have a database with random-generated names and IPs already created but I don't know how to get a Linux VM to boot up and grab one from the database... I suppose a Kickstart script would take care of it but I don't know what to do from there. Here is what is bouncing around in my head: Create a std linux build. - Easy to do Someone clicks "Create VM" and I pull a name and IP from the database and write it to a kickstart script. - Easy to do I could then open the template VHDX file and copy in the script and then save it. - Not sure if possible User boots up new VM and the kickstart script gives it the name and IP I assigned it. My problem is that I don't know how to open a VHDX file and insert a kickstart script into it... can't figure it out. I am reaching here and this solution may be miles off... I am more used to creating Windows VMs with scripts and so on which i am more familiar with... any help would be appreciated. Thanks Mick

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  • Mount EC2 instance via SSH on Mac OS X

    - by darkporter
    OK I just can't figure this out. I have an EC2 instance, which I'm able to SSH into just fine with: ssh -i XXXX.pem [email protected] I can even make it slick from the command line by creating a ~/.ssh/config with this in it: Host XXXX HostName XXXX User ubuntu IdentityFile ~/.ec2/XXXX.pem Which allows me to simple do a ssh XXXX with no -i option. Now, I want to mount this via SSH. I've tried MacFuse/SSHFS, MacFusion and ExpandDrive, but no luck. It's supposed to "just work" but the SSH-related command line utilities and the Keychain Access program in OS X is confusing and opaque to me. From what I've read, these GUI programs don't care about .ssh/config, they care about the Keychain. Somehow I can associate my domain name I'm connecting to with a particular "identity" private key file (.pem file) but I have no idea how. I tried this: ssh-add -K XXXX.pem Which does add to the Keychain but it's not associated to a particular domain. These GUI mounting programs I mentioned all just spin and do nothing when I try to connect passwordless. No keychain prompt, no nothing. I've pretty much given up and I'm thinking about just setting up an SMB server, but I'd rather just go over SSH since I believe it's possible.

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  • Azure Virtual Machines - what fault tolerance do they provide?

    - by Borek
    We are thinking about moving our virtual machines (Hyper-V VHDs) to Windows Azure but I haven't found much about what kind of fault tolerance that infrastructure provides. When I run VHD in Azure, I've got two questions: Is my VHD and all the data in it safe? I think that uploaded VHDs use the "Storage" infrastructure so they should be automatically replicated to multiple disks and geographically distributed but should I still make a full-image backup just to be safe? (Note that of course I will be backing up the actual data inside VMs that I care about; I just want to know if there is a chance greater than 0.0000001% that one day I will receive an email from Microsoft telling me that my VM is gone and that I should create or restore it from scratch). Do I need to worry about other things regarding the availability of my VMs? I mean, when I have an on-premise server I need to worry about the hardware itself, about the host operating system, what would happen if my router failed, if my Hyper-V's C: drive failed etc. Am I right in thinking that with Azure, their infrastructure takes care of all of this? Thanks.

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  • Recommended ASP.NET Shared Hosting (USA)

    - by coffeeaddict
    Ok, I have to admit I'm getting fed up with www.discountasp.net's pricing model and this annoyance has built up over the past 8 years or so. I've been with them for years and absolutely love them on the technical side, however it's getting ridiculously expensive for so little that you get. I mean here's my scenario: 1) I am running 2 SQL Server databases which costs me $10/ea per month so that's $20/month for 2 and I only get 500 mb disk space which is horrible 2) I am paying $10/mo just for the hosting itself which I only get 1 gig of disk space! I mean common! 3) I am simply running 2 small apps (Screwturn Wiki & Subtext Blog)...so I don't really care if it's up 99% or not, it's not worth paying a total of $300 just to keep these 2 apps running over discountasp.net Anyone else feel the same? Yes, I know they have great support, probably have great servers running behind this but in the end I really don't care as long as my site is up 95% or better. Yes, the hosting toolset rocks. But you know I bet you I can find a similar set somewhere else. I like how I can totally control IIS 7 at discountasp and I can control my own app pool etc. That's very powerful and essential. But anyone have any good alternatives to discountasp that gives me close to the same at a much more reasonable cost point? I mean http://www.m6.net/prices.aspx gives you 10 SQL Databases for $7 and 200 gigs disk space! I don't know about their tools or support but just looking at those numbers and some other hosts I've seen, I feel that discountasp.net is way out of line. They don't even offer any purchasing discounts such as it would be nice if my 2nd SQL Server is only $5/month not $10...stuff like this, to make it much more realistic and fair. Opinions (people who do have discountasp.net, people who have left them, or people who have another host they like)??? But geez $300 just to host a couple DBs and lightweight open source apps? Not worth the price they are charging. I'm almost at a price point that enables me to get a decent dedicated server! I really don't care about beta ASP.NET frameworks support. Not a big deal to me. If you have alternative suggestions rather than your experience with discountasp, I'd like to know how their toolset is. Do you have complete control over your DB in terms of adding users, and same goes for the web app pool, etc.? Discountasp.net's control panel rocks. I don't want to loose the ability to at least control and add virtual directories, recycle my dedicated app pool myself, backup my sql database myself, through tools which is what discountasp does give you. I'd also want to know that the hoster at least gets the latest and greatest in terms of non-beta ASP.NET related frameworks available to its shared hosters.

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  • Parallelism in .NET – Part 3, Imperative Data Parallelism: Early Termination

    - by Reed
    Although simple data parallelism allows us to easily parallelize many of our iteration statements, there are cases that it does not handle well.  In my previous discussion, I focused on data parallelism with no shared state, and where every element is being processed exactly the same. Unfortunately, there are many common cases where this does not happen.  If we are dealing with a loop that requires early termination, extra care is required when parallelizing. Often, while processing in a loop, once a certain condition is met, it is no longer necessary to continue processing.  This may be a matter of finding a specific element within the collection, or reaching some error case.  The important distinction here is that, it is often impossible to know until runtime, what set of elements needs to be processed. In my initial discussion of data parallelism, I mentioned that this technique is a candidate when you can decompose the problem based on the data involved, and you wish to apply a single operation concurrently on all of the elements of a collection.  This covers many of the potential cases, but sometimes, after processing some of the elements, we need to stop processing. As an example, lets go back to our previous Parallel.ForEach example with contacting a customer.  However, this time, we’ll change the requirements slightly.  In this case, we’ll add an extra condition – if the store is unable to email the customer, we will exit gracefully.  The thinking here, of course, is that if the store is currently unable to email, the next time this operation runs, it will handle the same situation, so we can just skip our processing entirely.  The original, serial case, with this extra condition, might look something like the following: foreach(var customer in customers) { // Run some process that takes some time... DateTime lastContact = theStore.GetLastContact(customer); TimeSpan timeSinceContact = DateTime.Now - lastContact; // If it's been more than two weeks, send an email, and update... if (timeSinceContact.Days > 14) { // Exit gracefully if we fail to email, since this // entire process can be repeated later without issue. if (theStore.EmailCustomer(customer) == false) break; customer.LastEmailContact = DateTime.Now; } } .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; } Here, we’re processing our loop, but at any point, if we fail to send our email successfully, we just abandon this process, and assume that it will get handled correctly the next time our routine is run.  If we try to parallelize this using Parallel.ForEach, as we did previously, we’ll run into an error almost immediately: the break statement we’re using is only valid when enclosed within an iteration statement, such as foreach.  When we switch to Parallel.ForEach, we’re no longer within an iteration statement – we’re a delegate running in a method. This needs to be handled slightly differently when parallelized.  Instead of using the break statement, we need to utilize a new class in the Task Parallel Library: ParallelLoopState.  The ParallelLoopState class is intended to allow concurrently running loop bodies a way to interact with each other, and provides us with a way to break out of a loop.  In order to use this, we will use a different overload of Parallel.ForEach which takes an IEnumerable<T> and an Action<T, ParallelLoopState> instead of an Action<T>.  Using this, we can parallelize the above operation by doing: Parallel.ForEach(customers, (customer, parallelLoopState) => { // Run some process that takes some time... DateTime lastContact = theStore.GetLastContact(customer); TimeSpan timeSinceContact = DateTime.Now - lastContact; // If it's been more than two weeks, send an email, and update... if (timeSinceContact.Days > 14) { // Exit gracefully if we fail to email, since this // entire process can be repeated later without issue. if (theStore.EmailCustomer(customer) == false) parallelLoopState.Break(); else customer.LastEmailContact = DateTime.Now; } }); There are a couple of important points here.  First, we didn’t actually instantiate the ParallelLoopState instance.  It was provided directly to us via the Parallel class.  All we needed to do was change our lambda expression to reflect that we want to use the loop state, and the Parallel class creates an instance for our use.  We also needed to change our logic slightly when we call Break().  Since Break() doesn’t stop the program flow within our block, we needed to add an else case to only set the property in customer when we succeeded.  This same technique can be used to break out of a Parallel.For loop. That being said, there is a huge difference between using ParallelLoopState to cause early termination and to use break in a standard iteration statement.  When dealing with a loop serially, break will immediately terminate the processing within the closest enclosing loop statement.  Calling ParallelLoopState.Break(), however, has a very different behavior. The issue is that, now, we’re no longer processing one element at a time.  If we break in one of our threads, there are other threads that will likely still be executing.  This leads to an important observation about termination of parallel code: Early termination in parallel routines is not immediate.  Code will continue to run after you request a termination. This may seem problematic at first, but it is something you just need to keep in mind while designing your routine.  ParallelLoopState.Break() should be thought of as a request.  We are telling the runtime that no elements that were in the collection past the element we’re currently processing need to be processed, and leaving it up to the runtime to decide how to handle this as gracefully as possible.  Although this may seem problematic at first, it is a good thing.  If the runtime tried to immediately stop processing, many of our elements would be partially processed.  It would be like putting a return statement in a random location throughout our loop body – which could have horrific consequences to our code’s maintainability. In order to understand and effectively write parallel routines, we, as developers, need a subtle, but profound shift in our thinking.  We can no longer think in terms of sequential processes, but rather need to think in terms of requests to the system that may be handled differently than we’d first expect.  This is more natural to developers who have dealt with asynchronous models previously, but is an important distinction when moving to concurrent programming models. As an example, I’ll discuss the Break() method.  ParallelLoopState.Break() functions in a way that may be unexpected at first.  When you call Break() from a loop body, the runtime will continue to process all elements of the collection that were found prior to the element that was being processed when the Break() method was called.  This is done to keep the behavior of the Break() method as close to the behavior of the break statement as possible. We can see the behavior in this simple code: var collection = Enumerable.Range(0, 20); var pResult = Parallel.ForEach(collection, (element, state) => { if (element > 10) { Console.WriteLine("Breaking on {0}", element); state.Break(); } Console.WriteLine(element); }); If we run this, we get a result that may seem unexpected at first: 0 2 1 5 6 3 4 10 Breaking on 11 11 Breaking on 12 12 9 Breaking on 13 13 7 8 Breaking on 15 15 What is occurring here is that we loop until we find the first element where the element is greater than 10.  In this case, this was found, the first time, when one of our threads reached element 11.  It requested that the loop stop by calling Break() at this point.  However, the loop continued processing until all of the elements less than 11 were completed, then terminated.  This means that it will guarantee that elements 9, 7, and 8 are completed before it stops processing.  You can see our other threads that were running each tried to break as well, but since Break() was called on the element with a value of 11, it decides which elements (0-10) must be processed. If this behavior is not desirable, there is another option.  Instead of calling ParallelLoopState.Break(), you can call ParallelLoopState.Stop().  The Stop() method requests that the runtime terminate as soon as possible , without guaranteeing that any other elements are processed.  Stop() will not stop the processing within an element, so elements already being processed will continue to be processed.  It will prevent new elements, even ones found earlier in the collection, from being processed.  Also, when Stop() is called, the ParallelLoopState’s IsStopped property will return true.  This lets longer running processes poll for this value, and return after performing any necessary cleanup. The basic rule of thumb for choosing between Break() and Stop() is the following. Use ParallelLoopState.Stop() when possible, since it terminates more quickly.  This is particularly useful in situations where you are searching for an element or a condition in the collection.  Once you’ve found it, you do not need to do any other processing, so Stop() is more appropriate. Use ParallelLoopState.Break() if you need to more closely match the behavior of the C# break statement. Both methods behave differently than our C# break statement.  Unfortunately, when parallelizing a routine, more thought and care needs to be put into every aspect of your routine than you may otherwise expect.  This is due to my second observation: Parallelizing a routine will almost always change its behavior. This sounds crazy at first, but it’s a concept that’s so simple its easy to forget.  We’re purposely telling the system to process more than one thing at the same time, which means that the sequence in which things get processed is no longer deterministic.  It is easy to change the behavior of your routine in very subtle ways by introducing parallelism.  Often, the changes are not avoidable, even if they don’t have any adverse side effects.  This leads to my final observation for this post: Parallelization is something that should be handled with care and forethought, added by design, and not just introduced casually.

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  • When Your Boss Doesn't Want you to Succeed

    - by Phil Factor
    You're working hard to get an application finished. You are programming long into the evenings sometimes, and eating sandwiches at your desk instead of taking a lunch break. Then one day you glance up at the IT manager, serene in his mysterious round of meetings, and think 'Does he actually care whether this project succeeds or not?'. The question may seem absurd. Of course the project must succeed. The truth, as always, is often far more complex. Your manager may even be doing his best to make sure you don't succeed. Why? There have always been rich pickings for the unscrupulous in IT.  In extreme cases, where administrators struggle with scarcely-comprehended technical issues, huge sums of money can be lost and gained without any perceptible results. In a very few cases can fraud be proven: most of the time, the intricacies of the 'game' are such that one can do little more than harbor suspicion.  Where does over-enthusiastic salesmanship end and fraud begin? The Business of Information Technology provides rich opportunities for White-collar crime. The poor developer has his, or her, hands full with the task of wrestling with the sheer complexity of building an application. He, or she, has no time for following the complexities of the chicanery of the management that is directing affairs.  Most likely, the developers wouldn't even suspect that their company management had ulterior motives. I'll illustrate what I mean with an entirely fictional, hypothetical, example. The Opportunist and the Aged Charities often do good, unexciting work that is funded by the income from a bequest that dates back maybe hundreds of years.  In our example, it isn't exciting work, for it involves the welfare of elderly people who have fallen on hard times.  Volunteers visit, giving a smile and a chat, and check that they are all right, but are able to spend a little money on their discretion to ameliorate any pressing needs for these old folk.  The money is made to work very hard and the charity averts a great deal of suffering and eases the burden on the state. Daisy hears the garden gate creak as Mrs Rainer comes up the path. She looks forward to her twice-weekly visit from the nice lady from the trust. She always asked ‘is everything all right, Love’. Cheeky but nice. She likes her cheery manner. She seems interested in hearing her memories, and talking about her far-away family. She helps her with those chores in the house that she couldn’t manage and once even paid to fill the back-shed with coke, the other year. Nice, Mrs. Rainer is, she thought as she goes to open the door. The trustees are getting on in years themselves, and worry about the long-term future of the charity: is it relevant to modern society? Is it likely to attract a new generation of workers to take it on. They are instantly attracted by the arrival to the board of a smartly dressed University lecturer with the ear of the present Government. Alain 'Stalin' Jones is earnest, persuasive and energetic. The trustees welcome him to the board and quickly forgive his humorless political-correctness. He talks of 'diversity', 'relevance', 'social change', 'equality' and 'communities', but his eye is on that huge bequest. Alain first came to notice as a Trotskyite union official, who insinuated himself into one of the duller Trades Unions and turned it, through his passionate leadership, into a radical, headline-grabbing organization.  Middle age, and the rise of European federal socialism, had brought him quiet prosperity and charcoal suits, an ear in the current government, and a wide influence as a member of various Quangos (government bodies staffed by well-paid unelected courtiers).  He was employed as a 'consultant' by several organizations that relied on government contracts. After gaining the confidence of the trustees, and showing a surprising knowledge of mundane processes and the regulatory framework of charities, Alain launches his plan.  The trust will expand their work by means of a bold IT initiative that will coordinate the interventions of several 'caring agencies', and provide  emergency cover, a special Website so anxious relatives can see how their elderly charges are doing, and a vastly more efficient way of coordinating the work of the volunteer carers. It will also provide a special-purpose site that gives 'social networking' facilities, rather like Facebook, to the few elderly folk on the lists with access to the internet. The trustees perk up. Their own experience of the internet is restricted to the occasional scanning of railway timetables, but they can see that it is 'relevant'. In his next report to the other trustees, Alain proudly announces that all this glamorous and exciting technology can be paid for by a grant from the government. He admits darkly that he has influence. True to his word, the government promises a grant of a size that is an order of magnitude greater than any budget that the trustees had ever handled. There was the understandable proviso that the company that would actually do the IT work would have to be one of the government's preferred suppliers and the work would need to be tendered under EU competition rules. The only company that tenders, a multinational IT company with a long track record of government work, quotes ten million pounds for the work. A trustee questions the figure as it seems enormous for the reasonably trivial internet facilities being built, but the IT Salesmen dazzle them with presentations and three-letter acronyms until they subside into quiescent acceptance. After all, they can’t stay locked in the Twentieth century practices can they? The work is put in hand with a large project team, in a splendid glass building near west London. The trustees see rooms of programmers working diligently at screens, and who talk with enthusiasm of the project. Paul, the project manager, looked through his resource schedule with growing unease. His initial excitement at being given his first major project hadn’t lasted. He’d been allocated a lackluster team of developers whose skills didn’t seem right, and he was allowed only a couple of contractors to make good the deficit. Strangely, the presentation he’d given to his management, where he’d saved time and resources with a OTS solution to a great deal of the development work, and a sound conservative architecture, hadn’t gone down nearly as big as he’d hoped. He almost got the feeling they wanted a more radical and ambitious solution. The project starts slipping its dates. The costs build rapidly. There are certain uncomfortable extra charges that appear, such as the £600-a-day charge by the 'Business Manager' appointed to act as a point of liaison between the charity and the IT Company.  When he appeared, his face permanently split by a 'Mr Sincerity' smile, they'd thought he was provided at the cost of the IT Company. Derek, the DBA, didn’t have to go to the server room quite some much as he did: but It got him away from the poisonous despair of the development group. Wave after wave of events had conspired to delay the project.  Why the management had imposed hideous extra bureaucracy to cover ISO 9000 and 9001:2008 accreditation just as the project was struggling to get back on-schedule was  beyond belief.  Then  the Business manager was coming back with endless changes in scope, sorrowing saying that the Trustees were very insistent, though hopelessly out in touch with the reality of technical challenges. Suddenly, the costs mount to the point of consuming the government grant in its entirety. The project remains tantalizingly just out of reach. Alain Jones gives an emotional rallying speech at the trustees review meeting, urging them not to lose their nerve. Sadly, the trustees dip into the accumulated capital of the trust, the seed-corn of all their revenues, in order to save the IT project. A few months later it is all over. The IT project is never delivered, even though it had seemed so incredibly close.  With the trust's capital all gone, the activities it funded have to be terminated and the trust becomes just a shell. There aren't even the funds to mount a legal challenge against the IT company, even had the trust's solicitor advised such a foolish thing. Alain leaves as suddenly as he had arrived, only to pop up a few months later, bronzed and rested, at another charity. The IT workers who were permanent employees are dispersed to other projects, and the contractors leave to other contracts. Within months the entire project is but a vague memory. One or two developers remain  puzzled that their managers had been so obstructive when they should have welcomed progress toward completion of the project, but they put it down to incompetence and testosterone. Few suspected that they were actively preventing the project from getting finished. The relationships between the IT consultancy, and the government of the day are intricate, and made more complex by the Private Finance initiatives and political patronage.  The losers in this case were the taxpayers, and the beneficiaries of the trust, and, perhaps the soul of the original benefactor of the trust, whose bid to give his name some immortality had been scuppered by smooth-talking white-collar political apparatniks.  Even now, nobody is certain whether a crime was ever committed. The perfect heist, I guess. Where’s the victim? "I hear that Daisy’s cottage is up for sale. She’s had to go into a care home.  She didn’t want to at all, but then there is nobody to keep an eye on her since she had that minor stroke a while back.  A charity used to help out. The ‘social’ don’t have the funding, evidently for community care. Yes, her old cat was put down. There was a good clearout, and now the house is all scrubbed and cleared ready for sale. The skip was full of old photos and letters, memories. No room in her new ‘home’."

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  • Craftsmanship is ALL that Matters

    - by Wayne Molina
    Today, I'm going to talk about a touchy subject: the notion of working in a company that doesn't use the prescribed "best practices" in its software development endeavours.  Over the years I have, using a variety of pseudonyms, asked this question on popular programming forums.  Although I always add in some minor variation of the story to avoid suspicion that it's the same person posting, the crux of the tale remains the same: A Programmer’s Tale A junior software developer has just started a new job at an average company, creating average line-of-business applications for internal use (the most typical scenario programmers find themselves in).  This hypothetical newbie has spent a lot of time reading up on the "theory" of software development, devouring books, blogs and screencasts from well-known and respected software developers in the community in order to broaden his knowledge and "do what the pros do".  He begins his new job, eager to apply what he's learned on a real-world project only to discover that his new teammates doesn't use any of those concepts and techniques.  They hack their way through development, or in a best-case scenario use some homebrew, thrown-together semblance of a framework for their applications that follows not one of the best practices suggested by the “elite” in the software community - things like TDD (TDD as a "best practice" is the only subjective part of this post, but it's included here due to a very large following of respected developers who consider it one), the SOLID principles, well-known and venerable tools, even version control in a worst case and truly nightmarish scenario.  Our protagonist is frustrated that he isn't doing things the "proper" way - a way he's spent personal time digesting and learning about and, more importantly, a way that some of the top developers in the industry advocate - and turns to a forum to ask the advice of his peers. Invariably the answer I, in the guise of the concerned newbie, will receive is that A) I don't know anything and should just shut my mouth and sling code the bad way like everybody else on the team, and B) These "best practices" are fade or a joke, and the only thing that matters is shipping software to your customers. I am here today to say that anyone who says this, or anything like it, is not only full of crap but indicative of exactly the type of “developer” that has helped to give our industry a bad name.  Here is why: One Who Knows Nothing, Understands Nothing On one hand, you have the cognoscenti of the .NET development world.  Guys like James Avery, Jeremy Miller, Ayende Rahien and Rob Conery; all well-respected and noted programmers that are pretty much our version of celebrities.  These guys write blogs, books, and post videos outlining the "correct" way of writing software to make sure it not only works but is maintainable and extensible and a joy to work with.  They tout the virtues of the SOLID principles, or of using TDD/BDD, or using a mature ORM like NHibernate, Subsonic or even Entity Framework. On the other hand, you have Joe Everyman, Lead Software Developer at Initrode Corporation - in our hypothetical story Joe is the junior developer's new boss.  Joe's been with Initrode for 10 years, starting as the company’s very first programmer and over the years building up a little fiefdom of his own until at the present he’s in charge of all Initrode’s software development.  Joe writes code the same way he always has, without bothering to learn much, if anything.  He looked at NHibernate once and found it was "too hard", so he uses a primitive implementation of the TableDataGateway pattern as a wrapper around SqlClient.SqlConnection and SqlClient.SqlCommand instead of an actual ORM (or, in a better case scenario, has created his own ORM); the thought of using LINQ or Entity Framework or really anything other than his own hastily homebrew solution has never occurred to him.  He doesn't understand TDD and considers “testing” to be using the .NET debugger to step through code, or simply loading up an app and entering some values to see if it works.  He doesn't really understand SOLID, and he doesn't care to.  He's worked as a programmer for years, and that's all that counts.  Right?  WRONG. Who would you rather trust?  Someone with years of experience and who writes books, creates well-known software and is akin to a celebrity, or someone with no credibility outside their own minute environment who throws around their clout and company seniority as the "proof" of their ability?  Joe Everyman may have years of experience at Initrode as a programmer, and says to do things "his way" but someone like Jeremy Miller or Ayende Rahien have years of experience at companies just like Initrode, THEY know ten times more than Joe Everyman knows or could ever hope to know, and THEY say to do things "this way". Here's another way of thinking about it: If you wanted to get into politics and needed advice on the best way to do it, would you rather listen to the mayor of Hicktown, USA or Barack Obama?  One is a small-time nobody while the other is very well-known and, as such, would probably have much more accurate and beneficial advice. NOTE: The selection of Barack Obama as an example in no way, shape, or form suggests a political affiliation or political bent to this post or blog, and no political innuendo should be mistakenly read from it; the intent was merely to compare a small-time persona with a well-known persona in a non-software field.  Feel free to replace the name "Barack Obama" with any well-known Congressman, Senator or US President of your choice. DIY Considered Harmful I will say right now that the homebrew development environment is the WORST one for an aspiring programmer, because it relies on nothing outside it's own little box - no useful skill outside of the small pond.  If you are forced to use some half-baked, homebrew ORM created by your Director of Software, you are not learning anything valuable you can take with you in the future; now, if you plan to stay at Initrode for 10 years like Joe Everyman, this is fine and dandy.  However if, like most of us, you want to advance your career outside a very narrow space you will do more harm than good by sticking it out in an environment where you, to be frank, know better than everybody else because you are aware of alternative and, in almost most cases, better tools for the job.  A junior developer who understands why the SOLID principles are good to follow, or why TDD is beneficial, or who knows that it's better to use NHibernate/Subsonic/EF/LINQ/well-known ORM versus some in-house one knows better than a senior developer with 20 years experience who doesn't understand any of that, plain and simple.  Anyone who disagrees is either a liar, or someone who, just like Joe Everyman, Lead Developer, relies on seniority and tenure rather than adapting their knowledge as things evolve. In many cases, the Joe Everymans of the world act this way out of fear - they cannot possibly fathom that a “junior” could know more than them; after all, they’ve spent 10 or more years in the same company, doing the same job, cranking out the same shoddy software.  And here comes a newbie who hasn’t spent 10+ years doing the same things, with a fresh and often radical take on the craft, and Joe Everyman is afraid he might have to put some real effort into his career again instead of just pointing to his 10 years of service at Initrode as “proof” that he’s good, or that he might have to learn something new to improve; in most cases the problem is Joe Everyman, and by extension Initrode itself, has a mentality of just being “good enough”, and mediocrity is the rule of the day. A Thorn Bush is No Place for a Phoenix My advice is that if you work on a team where they don't use the best practices that some of the most famous developers in our field say is the "right" way to do things (and have legions of people who agree), and YOU are aware of these practices and can see why they work, then LEAVE the company.  Find a company where they DO care about quality, and craftsmanship, otherwise you will never be happy.  There is no point in "dumbing" yourself down to the level of your co-workers and slinging code without care to craftsmanship.  In 95% of these situations there will be no point in bringing it to the attention of Joe Everyman because he won't listen; he might even get upset that someone is trying to "upstage" him and fire the newbie, and replace someone with loads of untapped potential with a drone that will just nod affirmatively and grind out the tasks assigned without question. Find a company that has people smart enough to listen to the "best and brightest", and be happy.  Do not, I repeat, DO NOT waste away in a job working for ignorant people.  At the end of the day software development IS a craft, and a level of craftsmanship is REQUIRED for any serious professional.  When you have knowledgeable people with the credibility to back it up saying one thing, and small-time people who are, to put it bluntly, nobodies in the field saying and doing something totally different because they can't comprehend it, leave the nobodies to their own devices to fade into obscurity.  Work for a company that uses REAL software engineering techniques and really cares about craftsmanship.  The biggest issue affecting our career, and the reason software development has never been the respected, white-collar career it was meant to be, is because hacks and charlatans can pass themselves off as professional programmers without following a lick of good advice from programmers much better at the craft than they are.  These modern day snake-oil salesmen entrench themselves in companies by hoodwinking non-technical businesspeople and customers with their shoddy wares, end up in senior/lead/executive positions, and push their lack of knowledge on everybody unfortunate enough to work with/for/under them, crushing any dissent or voices of reason and change under their tyrannical heel and leaving behind a trail of dismayed and, often, unemployed junior developers who were made examples of to keep up the facade and avoid the shadow of doubt being cast upon them. To sum this up another way: If you surround yourself with learned people, you will learn.  Surround yourself with ignorant people who can't, as the saying goes, see the forest through the trees, and you'll learn nothing of any real value.  There is more to software development than just writing code, and the end goal should not be just "shipping software", it should be shipping software that is extensible, maintainable, and above all else software whose creation has broadened your knowledge in some capacity, even if a minor one.  An eager newbie who knows theory and thirsts for knowledge can easily be moulded and taught the advanced topics, but the same can't be said of someone who only cares about the finish line.  This industry needs more people espousing the benefits of software craftsmanship and proper software engineering techniques, and less Joe Everymans who are unwilling to adapt or foster new ways of thinking. Conclusion - I Cast “Protection from Fire” I am fairly certain this post will spark some controversy and might even invite the flames.  Please keep in mind these are opinions and nothing more.  A little healthy rant and subsequent flamewar can be good for the soul once in a while.  To paraphrase The Godfather: It helps to get rid of the bad blood.

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  • Are your personal insecurities screwing up your internal communications?

    - by Lucy Boyes
    I do some internal comms as part of my job. Quite a lot of it involves talking to people about stuff. I’m spending the next couple of weeks talking to lots of people about internal comms itself, because we haven’t done a lot of audience/user feedback gathering, and it turns out that if you talk to people about how they feel and what they think, you get some pretty interesting insights (and an idea of what to do next that isn’t just based on guesswork and generalising from self). Three things keep coming up from talking to people about what we suck at  in terms of internal comms. And, as far as I can tell, they’re all examples where personal insecurity on the part of the person doing the communicating makes the experience much worse for the people on the receiving end. 1. Spending time telling people how you’re going to do something, not what you’re doing and why Imagine you’ve got to give an update to a lot of people who don’t work in your area or department but do have an interest in what you’re doing (either because they want to know because they’re curious or because they need to know because it’s going to affect their work too). You don’t want to look bad at your job. You want to make them think you’ve got it covered – ideally because you do*. And you want to reassure them that there’s lots of exciting work going on in your area to make [insert thing of choice] happen to [insert thing of choice] so that [insert group of people] will be happy. That’s great! You’re doing a good job and you want to tell people about it. This is good comms stuff right here. However, you’re slightly afraid you might secretly be stupid or lazy or incompetent. And you’re exponentially more afraid that the people you’re talking to might think you’re stupid or lazy or incompetent. Or pointless. Or not-adding-value. Or whatever the thing that’s the worst possible thing to be in your company is. So you open by mentioning all the stuff you’re going to do, spending five minutes or so making sure that everyone knows that you’re DOING lots of STUFF. And the you talk for the rest of the time about HOW you’re going to do the stuff, because that way everyone will know that you’ve thought about this really hard and done tons of planning and had lots of great ideas about process and that you’ve got this one down. That’s the stuff you’ve got to say, right? To prove you’re not fundamentally worthless as a human being? Well, maybe. But probably not. See, the people who need to know how you’re going to do the stuff are the people doing the stuff. And those are the people in your area who you’ve (hopefully-please-for-the-love-of-everything-holy) already talked to in depth about how you’re going to do the thing (because else how could they help do it?). They are the only people who need to know the how**. It’s the difference between strategy and tactics. The people outside of your bubble of stuff-doing need to know the strategy – what it is that you’re doing, why, where you’re going with it, etc. The people on the ground with you need the strategy and the tactics, because else they won’t know how to do the stuff. But the outside people don’t really need the tactics at all. Don’t bother with the how unless your audience needs it. They probably don’t. It might make you feel better about yourself, but it’s much more likely that Bob and Jane are thinking about how long this meeting has gone on for already than how personally impressive and definitely-not-an-idiot you are for knowing how you’re going to do some work. Feeling marginally better about yourself (but, let’s face it, still insecure as heck) is not worth the cost, which in this case is the alienation of your audience. 2. Talking for too long about stuff This is kinda the same problem as the previous problem, only much less specific, and I’ve more or less covered why it’s bad already. Basic motivation: to make people think you’re not an idiot. What you do: talk for a very long time about what you’re doing so as to make it sound like you know what you’re doing and lots about it. What your audience wants: the shortest meaningful update. Some of this is a kill your darlings problem – the stuff you’re doing that seems really nifty to you seems really nifty to you, and thus you want to share it with everyone to show that you’re a smart person who thinks up nifty things to do. The downside to this is that it’s mostly only interesting to you – if other people don’t need to know, they likely also don’t care. Think about how you feel when someone is talking a lot to you about a lot of stuff that they’re doing which is at best tangentially interesting and/or relevant. You’re probably not thinking that they’re really smart and clearly know what they’re doing (unless they’re talking a lot and being really engaging about it, which is not the same as talking a lot). You’re probably thinking about something totally unrelated to the thing they’re talking about. Or the fact that you’re bored. You might even – and this is the opposite of what they’re hoping to achieve by talking a lot about stuff – be thinking they’re kind of an idiot. There’s another huge advantage to paring down what you’re trying to say to the barest possible points – it clarifies your thinking. The lightning talk format, as well as other formats which limit the time and/or number of slides you have to say a thing, are really good for doing this. It’s incredibly likely that your audience in this case (the people who need to know some things about your thing but not all the things about your thing) will get everything they need to know from five minutes of you talking about it, especially if trying to condense ALL THE THINGS into a five-minute talk has helped you get clear in your own mind what you’re doing, what you’re trying to say about what you’re doing and why you’re doing it. The bonus of this is that by being clear in your thoughts and in what you say, and in not taking up lots of people’s time to tell them stuff they don’t really need to know, you actually come across as much, much smarter than the person who talks for half an hour or more about things that are semi-relevant at best. 3. Waiting until you’ve got every detail sorted before announcing a big change to the people affected by it This is the worst crime on the list. It’s also human nature. Announcing uncertainty – that something important is going to happen (big reorganisation, product getting canned, etc.) but you’re not quite sure what or when or how yet – is scary. There are risks to it. Uncertainty makes people anxious. It might even paralyse them. You can’t run a business while you’re figuring out what to do if you’ve paralysed everyone with fear over what the future might bring. And you’re scared that they might think you’re not the right person to be in charge of [thing] if you don’t even know what you’re doing with it. Best not to say anything until you know exactly what’s going to happen and you can reassure them all, right? Nope. The people who are going to be affected by whatever it is that you don’t quite know all the details of yet aren’t stupid***. You wouldn’t have hired them if they were. They know something’s up because you’ve got your guilty face on and you keep pulling people into meeting rooms and looking vaguely worried. Here’s the deal: it’s a lot less stressful for everyone (including you) if you’re up front from the beginning. We took this approach during a recent company-wide reorganisation and got really positive feedback. People would much, much rather be told that something is going to happen but you’re not entirely sure what it is yet than have you wait until it’s all fixed up and then fait accompli the heck out of them. They will tell you this themselves if you ask them. And here’s why: by waiting until you know exactly what’s going on to communicate, you remove any agency that the people that the thing is going to happen to might otherwise have had. I know you’re scared that they might get scared – and that’s natural and kind of admirable – but it’s also patronising and infantilising. Ask someone whether they’d rather work on a project which has an openly uncertain future from the beginning, or one where everything’s great until it gets shut down with no forewarning, and very few people are going to tell you they’d prefer the latter. Uncertainty is humanising. It’s you admitting that you don’t have all the answers, which is great, because no one does. It allows you to be consultative – you can actually ask other people what they think and how they feel and what they’d like to do and what they think you should do, and they’ll thank you for it and feel listened to and respected as people and colleagues. Which is a really good reason to start talking to them about what’s going on as soon as you know something’s going on yourself. All of the above assumes you actually care about talking to the people who work with you and for you, and that you’d like to do the right thing by them. If that’s not the case, you can cheerfully disregard the advice here, but if it is, you might want to think about the ways above – and the inevitable countless other ways – that making internal communication about you and not about your audience could actually be doing the people you’re trying to communicate with a huge disservice. So take a deep breath and talk. For five minutes or so. About the important things. Not the other things. As soon as you possibly can. And you’ll be fine.   *Of course you do. You’re good at your job. Don’t worry. **This might not always be true, but it is most of the time. Other people who need to know the how will either be people who you’ve already identified as needing-to-know and thus part of the same set as the people in you’re area you’ve already discussed this with, or else they’ll ask you. But don’t bring this stuff up unless someone asks for it, because most of the people in the audience really don’t care and you’re wasting their time. ***I mean, they might be. But let’s give them the benefit of the doubt and assume they’re not.

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  • What is the Oracle Utilities Application Framework?

    - by Anthony Shorten
    The Oracle Utilities Application Framework is a reusable, scalable and flexible java based framework which allows other products to be built, configured and implemented in a standard way. Note: Even though the Framework is built in java it can be integrated with COBOL based extensions for backward compatibility. When Oracle Utilities Customer Care & Billing was migrated from V1 to V2, it was decided that the technical aspects of that product be separated to allow for reuse and independence from technical issues. The idea was that all the technical aspects would be concentrated in this separate product (i.e. a framework) and allow all products using the framework to concentrate on delivering superior functionality. The product was named the Oracle Utilities Application Framework (oufw is the product code). The technical components are contained in the Oracle Utilities Application Framework which can be summarized as follows: Metadata - The Oracle Utilities Application Framework is responsible for defining and using the metadata to define the runtime behavior of the product. All the metadata definition and management is contained within the Oracle Utilities Application Framework. UI Management - The Oracle Utilities Application Framework is responsible for defining and rendering the pages and responsible for ensuring the pages are in the appropriate format for the locale. Integration - The Oracle Utilities Application Framework is responsible for providing the integration points to the architecture. Refer to the Oracle Utilities Application Framework Integration Overview for more details Tools - The Oracle Utilities Application Framework provides a common set of facilities and tools that can be used across all products. Technology - The Oracle Utilities Application Framework is responsible for all technology standards compliance, platform support and integration. There are a number of products from the Tax and Utilities Global Business Unit as well as from the Financial Services Global Business Unit that are built upon the Oracle Utilities Application Framework. These products require the Oracle Utilities Application Framework to be installed first and then the product itself installed onto the framework to complete the installation process. There are a number of key benefits that the Oracle Utilities Application Framework provides to these products: Common facilities - The Oracle Utilities Application Framework provides a standard set of technical facilities that mean that products can concentrate in the unique aspects of their markets rather than making technical decisions. Common methods of configuration - The Oracle Utilities Application Framework standardizes the technical configuration process for a product. Customers can effectively reuse the configuration process across products. Multi-lingual and Multi-platform - The Oracle Utilities Application Framework allows the products to be offered in more markets and across multiple platforms for maximized flexibility. Common methods of implementation - The Oracle Utilities Application Framework standardizes the technical aspects of a product implementation. Customers can effectively reuse the technical implementation process across products. Quicker adoption of new technologies - As new technologies and standards are identified as being important for the product line, they can be integrated centrally benefiting multiple products. Cross product reuse - As enhancements to the Oracle Utilities Application Framework are identified by a particular product, all products can potentially benefit from the enhancement. Note: Use of the Oracle Utilities Application Framework does not preclude the introduction of product specific technologies or facilities to satisfy market needs. The framework minimizes the need and assists in the quick integration of a new product specific piece of technology (if necessary). The Framework is not available as a product itself and is bundled with Tax and Utilities Global Business Unit prodicts. At the present time the following products are on the Framework: Oracle Utilities Customer Care And Billing (V2 and above) Oracle Enterprise Taxation Management (V2 and above) Oracle Utilities Business Intelligence (V2 and above) Oracle Utilities Mobile Workforice Management (V2 and above)

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