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  • Mathematical attack on the Digital Signature Algorithm

    - by drelihan
    Does anybody know the mathematics behind an attack on DSA where modulus p has p-1 made up of only small factors. In reality, this would not happen as the key generator would guarantee that this is not so. There is much information on the web on generating good input paramters for DSA so that it is hard to crack but no information on how you find X if modulus p has p-1 made up of only small factors.

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  • Extract Rules from InfoPath Form

    - by marr75
    Is there a way to automatically grab the rules, in their original, human readable format from an InfoPath 2007 form (probably the manifest.xsf file, they're not human readable here)? A commercial tool would be fine, even. We're looking to build a summary of the rules as they appear in the design form for easy browsing by a maintenance team.

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  • What frustrates you the most at your current workplace?

    - by Andre Bossard
    Do you know these moments when you: stopped laughing at Dilbert, because you realize its true spent evenings completing a project that never went into production when requirements are blurry but the schedule is not There are so many factors that can frustrate developer and hinder him from being productive. What factors do you experience at your current workplace? See Also What Makes you lose motivation?

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  • How can I perform a reverse string search in Excel without using VBA?

    - by e.James
    I have an Excel spreadsheet containing a list of strings. Each string is made up of several words, but the number of words in each string is different. Using built in Excel functions (no VBA), is there a way to isolate the last word in each string? Examples: Are you classified as human? - human? Negative, I am a meat popsicle - popsicle Aziz! Light! - Light!

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  • How to program simple chat bot AI?

    - by Larsenal
    I want to build a bot that asks someone a few simple questions and branches based on the answer. I realize parsing meaning from the human responses will be challenging, but how do you setup the program to deal with the "state" of the conversation? EDIT: It will be a one-to-one conversation between a human and the bot.

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  • Rails will_paginate custom route

    - by kristian nissen
    How can I use will_paginate with a custom route? I have the following in my routes: map.connect 'human-readable/:name', :controller => :tags, :action => 'show' but will_paginate uses url_for as far as I can tell, but I want to use 'human-readable' instead of url_for, but how?

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  • Does a .cs file compile under a .vbproj?

    - by serhio
    Does a .cs(C#) file compile under a .vbproj(VB.NET project) ? (VS 2005, .NET 2) Say I have Animals.vbproj (namespace Animals) I have Wolf.vb, Tiger.vb, Cat.vb, and a Human.cs Could I use Animals.Human from a external AnimalsForm.vb form? Why?

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  • Enterprise Process Maps: A Process Picture worth a Million Words

    - by raul.goycoolea
    p { margin-bottom: 0.08in; }h1 { margin-top: 0.33in; margin-bottom: 0in; color: rgb(54, 95, 145); page-break-inside: avoid; }h1.western { font-family: "Cambria",serif; font-size: 14pt; }h1.cjk { font-family: "DejaVu Sans"; font-size: 14pt; }h1.ctl { font-size: 14pt; } Getting Started with Business Transformations A well-known proverb states that "A picture is worth a thousand words." In relation to Business Process Management (BPM), a credible analyst might have a few questions. What if the picture was taken from some particular angle, like directly overhead? What if it was taken from only an inch away or a mile away? What if the photographer did not focus the camera correctly? Does the value of the picture depend on who is looking at it? Enterprise Process Maps are analogous in this sense of relative value. Every BPM project (holistic BPM kick-off, enterprise system implementation, Service-oriented Architecture, business process transformation, corporate performance management, etc.) should be begin with a clear understanding of the business environment, from the biggest picture representations down to the lowest level required or desired for the particular project type, scope and objectives. The Enterprise Process Map serves as an entry point for the process architecture and is defined: the single highest level of process mapping for an organization. It is constructed and evaluated during the Strategy Phase of the Business Process Management Lifecycle. (see Figure 1) Fig. 1: Business Process Management Lifecycle Many organizations view such maps as visual abstractions, constructed for the single purpose of process categorization. This, in turn, results in a lesser focus on the inherent intricacies of the Enterprise Process view, which are explored in the course of this paper. With the main focus of a large scale process documentation effort usually underlying an ERP or other system implementation, it is common for the work to be driven by the desire to "get to the details," and to the type of modeling that will derive near-term tangible results. For instance, a project in American Pharmaceutical Company X is driven by the Director of IT. With 120+ systems in place, and a lack of standardized processes across the United States, he and the VP of IT have decided to embark on a long-term ERP implementation. At the forethought of both are questions, such as: How does my application architecture map to the business? What are each application's functionalities, and where do the business processes utilize them? Where can we retire legacy systems? Well-developed BPM methodologies prescribe numerous model types to capture such information and allow for thorough analysis in these areas. Process to application maps, Event Driven Process Chains, etc. provide this level of detail and facilitate the completion of such project-specific questions. These models and such analysis are appropriately carried out at a relatively low level of process detail. (see figure 2) Fig. 2: The Level Concept, Generic Process HierarchySome of the questions remaining are ones of documentation longevity, the continuation of BPM practice in the organization, process governance and ownership, process transparency and clarity in business process objectives and strategy. The Level Concept in Brief Figure 2 shows a generic, four-level process hierarchy depicting the breakdown of a "Process Area" into progressively more detailed process classifications. The number of levels and the names of these levels are flexible, and can be fit to the standards of the organization's chosen terminology or any other chosen reference model that makes logical sense for both short and long term process description. It is at Level 1 (in this case the Process Area level), that the Enterprise Process Map is created. This map and its contained objects become the foundation for a top-down approach to subsequent mapping, object relationship development, and analysis of the organization's processes and its supporting infrastructure. Additionally, this picture serves as a communication device, at an executive level, describing the design of the business in its service to a customer. It seems, then, imperative that the process development effort, and this map, start off on the right foot. Figuring out just what that right foot is, however, is critical and trend-setting in an evolving organization. Key Considerations Enterprise Process Maps are usually not as living and breathing as other process maps. Just as it would be an extremely difficult task to change the foundation of the Sears Tower or a city plan for the entire city of Chicago, the Enterprise Process view of an organization usually remains unchanged once developed (unless, of course, an organization is at a stage where it is capable of true, high-level process innovation). Regardless, the Enterprise Process map is a key first step, and one that must be taken in a precise way. What makes this groundwork solid depends on not only the materials used to construct it (process areas), but also the layout plan and knowledge base of what will be built (the entire process architecture). It seems reasonable that care and consideration are required to create this critical high level map... but what are the important factors? Does the process modeler need to worry about how many process areas there are? About who is looking at it? Should he only use the color pink because it's his boss' favorite color? Interestingly, and perhaps surprisingly, these are all valid considerations that may just require a bit of structure. Below are Three Key Factors to consider when building an Enterprise Process Map: Company Strategic Focus Process Categorization: Customer is Core End-to-end versus Functional Processes Company Strategic Focus As mentioned above, the Enterprise Process Map is created during the Strategy Phase of the Business Process Management Lifecycle. From Oracle Business Process Management methodology for business transformation, it is apparent that business processes exist for the purpose of achieving the strategic objectives of an organization. In a prescribed, top-down approach to process development, it must be ensured that each process fulfills its objectives, and in an aggregated manner, drives fulfillment of the strategic objectives of the company, whether for particular business segments or in a broader sense. This is a crucial point, as the strategic messages of the company must therefore resound in its process maps, in particular one that spans the processes of the complete business: the Enterprise Process Map. One simple example from Company X is shown below (see figure 3). Fig. 3: Company X Enterprise Process Map In reviewing Company X's Enterprise Process Map, one can immediately begin to understand the general strategic mindset of the organization. It shows that Company X is focused on its customers, defining 10 of its process areas belonging to customer-focused categories. Additionally, the organization views these end-customer-oriented process areas as part of customer-fulfilling value chains, while support process areas do not provide as much contiguous value. However, by including both support and strategic process categorizations, it becomes apparent that all processes are considered vital to the success of the customer-oriented focus processes. Below is an example from Company Y (see figure 4). Fig. 4: Company Y Enterprise Process Map Company Y, although also a customer-oriented company, sends a differently focused message with its depiction of the Enterprise Process Map. Along the top of the map is the company's product tree, overarching the process areas, which when executed deliver the products themselves. This indicates one strategic objective of excellence in product quality. Additionally, the view represents a less linear value chain, with strong overlaps of the various process areas. Marketing and quality management are seen as a key support processes, as they span the process lifecycle. Often, companies may incorporate graphics, logos and symbols representing customers and suppliers, and other objects to truly send the strategic message to the business. Other times, Enterprise Process Maps may show high level of responsibility to organizational units, or the application types that support the process areas. It is possible that hundreds of formats and focuses can be applied to an Enterprise Process Map. What is of vital importance, however, is which formats and focuses are chosen to truly represent the direction of the company, and serve as a driver for focusing the business on the strategic objectives set forth in that right. Process Categorization: Customer is Core In the previous two examples, processes were grouped using differing categories and techniques. Company X showed one support and three customer process categorizations using encompassing chevron objects; Customer Y achieved a less distinct categorization using a gradual color scheme. Either way, and in general, modeling of the process areas becomes even more valuable and easily understood within the context of business categorization, be it strategic or otherwise. But how one categorizes their processes is typically more complex than simply choosing object shapes and colors. Previously, it was stated that the ideal is a prescribed top-down approach to developing processes, to make certain linkages all the way back up to corporate strategy. But what about external influences? What forces push and pull corporate strategy? Industry maturity, product lifecycle, market profitability, competition, etc. can all drive the critical success factors of a particular business segment, or the company as a whole, in addition to previous corporate strategy. This may seem to be turning into a discussion of theory, but that is far from the case. In fact, in years of recent study and evolution of the way businesses operate, cross-industry and across the globe, one invariable has surfaced with such strength to make it undeniable in the game plan of any strategy fit for survival. That constant is the customer. Many of a company's critical success factors, in any business segment, relate to the customer: customer retention, satisfaction, loyalty, etc. Businesses serve customers, and so do a business's processes, mapped or unmapped. The most effective way to categorize processes is in a manner that visualizes convergence to what is core for a company. It is the value chain, beginning with the customer in mind, and ending with the fulfillment of that customer, that becomes the core or the centerpiece of the Enterprise Process Map. (See figure 5) Fig. 5: Company Z Enterprise Process Map Company Z has what may be viewed as several different perspectives or "cuts" baked into their Enterprise Process Map. It has divided its processes into three main categories (top, middle, and bottom) of Management Processes, the Core Value Chain and Supporting Processes. The Core category begins with Corporate Marketing (which contains the activities of beginning to engage customers) and ends with Customer Service Management. Within the value chain, this company has divided into the focus areas of their two primary business lines, Foods and Beverages. Does this mean that areas, such as Strategy, Information Management or Project Management are not as important as those in the Core category? No! In some cases, though, depending on the organization's understanding of high-level BPM concepts, use of category names, such as "Core," "Management" or "Support," can be a touchy subject. What is important to understand, is that no matter the nomenclature chosen, the Core processes are those that drive directly to customer value, Support processes are those which make the Core processes possible to execute, and Management Processes are those which steer and influence the Core. Some common terms for these three basic categorizations are Core, Customer Fulfillment, Customer Relationship Management, Governing, Controlling, Enabling, Support, etc. End-to-end versus Functional Processes Every high and low level of process: function, task, activity, process/work step (whatever an organization calls it), should add value to the flow of business in an organization. Suppose that within the process "Deliver package," there is a documented task titled "Stop for ice cream." It doesn't take a process expert to deduce the room for improvement. Though stopping for ice cream may create gain for the one person performing it, it likely benefits neither the organization nor, more importantly, the customer. In most cases, "Stop for ice cream" wouldn't make it past the first pass of To-Be process development. What would make the cut, however, would be a flow of tasks that, each having their own value add, build up to greater and greater levels of process objective. In this case, those tasks would combine to achieve a status of "package delivered." Figure 3 shows a simple example: Just as the package can only be delivered (outcome of the process) without first being retrieved, loaded, and the travel destination reached (outcomes of the process steps), some higher level of process "Play Practical Joke" (e.g., main process or process area) cannot be completed until a package is delivered. It seems that isolated or functionally separated processes, such as "Deliver Package" (shown in Figure 6), are necessary, but are always part of a bigger value chain. Each of these individual processes must be analyzed within the context of that value chain in order to ensure successful end-to-end process performance. For example, this company's "Create Joke Package" process could be operating flawlessly and efficiently, but if a joke is never developed, it cannot be created, so the end-to-end process breaks. Fig. 6: End to End Process Construction That being recognized, it is clear that processes must be viewed as end-to-end, customer-to-customer, and in the context of company strategy. But as can also be seen from the previous example, these vital end-to-end processes cannot be built without the functionally oriented building blocks. Without one, the other cannot be had, or at least not in a complete and organized fashion. As it turns out, but not discussed in depth here, the process modeling effort, BPM organizational development, and comprehensive coverage cannot be fully realized without a semi-functional, process-oriented approach. Then, an Enterprise Process Map should be concerned with both views, the building blocks, and access points to the business-critical end-to-end processes, which they construct. Without the functional building blocks, all streams of work needed for any business transformation would be lost mess of process disorganization. End-to-end views are essential for utilization in optimization in context, understanding customer impacts, base-lining all project phases and aligning objectives. Including both views on an Enterprise Process Map allows management to understand the functional orientation of the company's processes, while still providing access to end-to-end processes, which are most valuable to them. (See figures 7 and 8). Fig. 7: Simplified Enterprise Process Map with end-to-end Access Point The above examples show two unique ways to achieve a successful Enterprise Process Map. The first example is a simple map that shows a high level set of process areas and a separate section with the end-to-end processes of concern for the organization. This particular map is filtered to show just one vital end-to-end process for a project-specific focus. Fig. 8: Detailed Enterprise Process Map showing connected Functional Processes The second example shows a more complex arrangement and categorization of functional processes (the names of each process area has been removed). The end-to-end perspective is achieved at this level through the connections (interfaces at lower levels) between these functional process areas. An important point to note is that the organization of these two views of the Enterprise Process Map is dependent, in large part, on the orientation of its audience, and the complexity of the landscape at the highest level. If both are not apparent, the Enterprise Process Map is missing an opportunity to serve as a holistic, high-level view. Conclusion In the world of BPM, and specifically regarding Enterprise Process Maps, a picture can be worth as many words as the thought and effort that is put into it. Enterprise Process Maps alone cannot change an organization, but they serve more purposes than initially meet the eye, and therefore must be designed in a way that enables a BPM mindset, business process understanding and business transformation efforts. Every Enterprise Process Map will and should be different when looking across organizations. Its design will be driven by company strategy, a level of customer focus, and functional versus end-to-end orientations. This high-level description of the considerations of the Enterprise Process Maps is not a prescriptive "how to" guide. However, a company attempting to create one may not have the practical BPM experience to truly explore its options or impacts to the coming work of business process transformation. The biggest takeaway is that process modeling, at all levels, is a science and an art, and art is open to interpretation. It is critical that the modeler of the highest level of process mapping be a cognoscente of the message he is delivering and the factors at hand. Without sufficient focus on the design of the Enterprise Process Map, an entire BPM effort may suffer. For additional information please check: Oracle Business Process Management.

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  • API Message Localization

    - by Jesse Taber
    In my post, “Keep Localizable Strings Close To Your Users” I talked about the internationalization and localization difficulties that can arise when you sprinkle static localizable strings throughout the different logical layers of an application. The main point of that post is that you should have your localizable strings reside as close to the user-facing modules of your application as possible. For example, if you’re developing an ASP .NET web forms application all of the localizable strings should be kept in .resx files that are associated with the .aspx views of the application. In this post I want to talk about how this same concept can be applied when designing and developing APIs. An API Facilitates Machine-to-Machine Interaction You can typically think about a web, desktop, or mobile application as a collection “views” or “screens” through which users interact with the underlying logic and data. The application can be designed based on the assumption that there will be a human being on the other end of the screen working the controls. You are designing a machine-to-person interaction and the application should be built in a way that facilitates the user’s clear understanding of what is going on. Dates should be be formatted in a way that the user will be familiar with, messages should be presented in the user’s preferred language, etc. When building an API, however, there are no screens and you can’t make assumptions about who or what is on the other end of each call. An API is, by definition, a machine-to-machine interaction. A machine-to-machine interaction should be built in a way that facilitates a clear and unambiguous understanding of what is going on. Dates and numbers should be formatted in predictable and standard ways (e.g. ISO 8601 dates) and messages should be presented in machine-parseable formats. For example, consider an API for a time tracking system that exposes a resource for creating a new time entry. The JSON for creating a new time entry for a user might look like: 1: { 2: "userId": 4532, 3: "startDateUtc": "2012-10-22T14:01:54.98432Z", 4: "endDateUtc": "2012-10-22T11:34:45.29321Z" 5: }   Note how the parameters for start and end date are both expressed as ISO 8601 compliant dates in UTC. Using a date format like this in our API leaves little room for ambiguity. It’s also important to note that using ISO 8601 dates is a much, much saner thing than the \/Date(<milliseconds since epoch>)\/ nonsense that is sometimes used in JSON serialization. Probably the most important thing to note about the JSON snippet above is the fact that the end date comes before the start date! The API should recognize that and disallow the time entry from being created, returning an error to the caller. You might inclined to send a response that looks something like this: 1: { 2: "errors": [ {"message" : "The end date must come after the start date"}] 3: }   While this may seem like an appropriate thing to do there are a few problems with this approach: What if there is a user somewhere on the other end of the API call that doesn’t speak English?  What if the message provided here won’t fit properly within the UI of the application that made the API call? What if the verbiage of the message isn’t consistent with the rest of the application that made the API call? What if there is no user directly on the other end of the API call (e.g. this is a batch job uploading time entries once per night unattended)? The API knows nothing about the context from which the call was made. There are steps you could take to given the API some context (e.g.allow the caller to send along a language code indicating the language that the end user speaks), but that will only get you so far. As the designer of the API you could make some assumptions about how the API will be called, but if we start making assumptions we could very easily make the wrong assumptions. In this situation it’s best to make no assumptions and simply design the API in such a way that the caller has the responsibility to convey error messages in a manner that is appropriate for the context in which the error was raised. You would work around some of these problems by allowing callers to add metadata to each request describing the context from which the call is being made (e.g. accepting a ‘locale’ parameter denoting the desired language), but that will add needless clutter and complexity. It’s better to keep the API simple and push those context-specific concerns down to the caller whenever possible. For our very simple time entry example, this can be done by simply changing our error message response to look like this: 1: { 2: "errors": [ {"code": 100}] 3: }   By changing our error error from exposing a string to a numeric code that is easily parseable by another application, we’ve placed all of the responsibility for conveying the actual meaning of the error message on the caller. It’s best to have the caller be responsible for conveying this meaning because the caller understands the context much better than the API does. Now the caller can see error code 100, know that it means that the end date submitted falls before the start date and take appropriate action. Now all of the problems listed out above are non-issues because the caller can simply translate the error code of ‘100’ into the proper action and message for the current context. The numeric code representation of the error is a much better way to facilitate the machine-to-machine interaction that the API is meant to facilitate. An API Does Have Human Users While APIs should be built for machine-to-machine interaction, people still need to wire these interactions together. As a programmer building a client application that will consume the time entry API I would find it frustrating to have to go dig through the API documentation every time I encounter a new error code (assuming the documentation exists and is accurate). The numeric error code approach hurts the discoverability of the API and makes it painful to integrate with. We can help ease this pain by merging our two approaches: 1: { 2: "errors": [ {"code": 100, "message" : "The end date must come after the start date"}] 3: }   Now we have an easily parseable numeric error code for the machine-to-machine interaction that the API is meant to facilitate and a human-readable message for programmers working with the API. The human-readable message here is not intended to be viewed by end-users of the API and as such is not really a “localizable string” in my opinion. We could opt to expose a locale parameter for all API methods and store translations for all error messages, but that’s a lot of extra effort and overhead that doesn’t add a lot real value to the API. I might be a bit of an “ugly American”, but I think it’s probably fine to have the API return English messages when the target for those messages is a programmer. When resources are limited (which they always are), I’d argue that you’re better off hard-coding these messages in English and putting more effort into building more useful features, improving security, tweaking performance, etc.

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  • Employee Info Starter Kit: Project Mission

    - by Mohammad Ashraful Alam
    Employee Info Starter Kit is an open source ASP.NET project template that is intended to address different types of real world challenges faced by web application developers when performing common CRUD operations. Using a single database table ‘Employee’, it illustrates how to utilize Microsoft ASP.NET 4.0, Entity Framework 4.0 and Visual Studio 2010 effectively in that context. Employee Info Starter Kit is highly influenced by the concept ‘Pareto Principle’ or 80-20 rule. where it is targeted to enable a web developer to gain 80% productivity with 20% of effort with respect to learning curve and production. User Stories The user end functionalities of this starter kit are pretty simple and straight forward that are focused in to perform CRUD operation on employee records as described below. Creating a new employee record Read existing employee record Update an existing employee record Delete existing employee records Key Technology Areas ASP.NET 4.0 Entity Framework 4.0 T-4 Template Visual Studio 2010 Architectural Objective There is no universal architecture which can be considered as the best for all sorts of applications around the world. Based on requirements, constraints, environment, application architecture can differ from one to another. Trade-off factors are one of the important considerations while deciding a particular architectural solution. Employee Info Starter Kit is highly influenced by the concept ‘Pareto Principle’ or 80-20 rule, where it is targeted to enable a web developer to gain 80% productivity with 20% of effort with respect to learning curve and production. “Productivity” as the architectural objective typically also includes other trade-off factors as well as, such as testability, flexibility, performance etc. Fortunately Microsoft .NET Framework 4.0 and Visual Studio 2010 includes lots of great features that have been implemented cleverly in this project to reduce these trade-off factors in the minimum level. Why Employee Info Starter Kit is Not a Framework? Application frameworks are really great for productivity, some of which are really unavoidable in this modern age. However relying too many frameworks may overkill a project, as frameworks are typically designed to serve wide range of different usage and are less customizable or editable. On the other hand having implementation patterns can be useful for developers, as it enables them to adjust application on demand. Employee Info Starter Kit provides hundreds of “connected” snippets and implementation patterns to demonstrate problem solutions in actual production environment. It also includes Visual Studio T-4 templates that generate thousands lines of data access and business logic layer repetitive codes in literally few seconds on the fly, which are fully mock testable due to language support for partial methods and latest support for mock testing in Entity Framework. Why Employee Info Starter Kit is Different than Other Open-source Web Applications? Software development is one of the rapid growing industries around the globe, where the technology is being updated very frequently to adapt greater challenges over time. There are literally thousands of community web sites, blogs and forums that are dedicated to provide support to adapt new technologies. While some are really great to enable learning new technologies quickly, in most cases they are either too “simple and brief” to be used in real world scenarios or too “complex and detailed” which are typically focused to achieve a product goal (such as CMS, e-Commerce etc) from "end user" perspective and have a long duration learning curve with respect to the corresponding technology. Employee Info Starter Kit, as a web project, is basically "developer" oriented which actually considers a hybrid approach as “simple and detailed”, where a simple domain has been considered to intentionally illustrate most of the architectural and implementation challenges faced by web application developers so that anyone can dive into deep into the corresponding new technology or concept quickly. Roadmap Since its first release by 2008 in MSDN Code Gallery, Employee Info Starter Kit gained a huge popularity in ASP.NET community and had 1, 50,000+ downloads afterwards. Being encouraged with this great response, we have a strong commitment for the community to provide support for it with respect to latest technologies continuously. Currently hosted in Codeplex, this community driven project is planned to have a wide range of individual editions, each of which will be focused on a selected application architecture, framework or platform, such as ASP.NET Webform, ASP.NET Dynamic Data, ASP.NET MVC, jQuery Ajax (RIA), Silverlight (RIA), Azure Service Platform (Cloud), Visual Studio Automated Test etc. See here for full list of current and future editions.

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  • Do MORE with WebCenter - Webcast Overview & TIES Tour

    - by Michael Snow
    Today's post is from Michelle Huff, Senior Director, Product Management, Oracle WebCenter `````````````````  In case you missed it, I presented on a webcast yesterday focused on how you can “Do More with Oracle WebCenter – Expand Beyond Content Management.” As you may remember, we rebranded Oracle’s Enterprise Content Management (ECM) Suite, which some people knew by the wonderfully techie three-letter acronyms -- UCM, URM & IPM -- to Oracle WebCenter Content last year. Since it’s a unified ECM platform, I’ve seen many customers over the years continue to expand the number of content-centric solutions and application integrations powered by WebCenter throughout their organizations. But, did you know WebCenter also provides portal, collaboration and web experience management capabilities as well? This enables you to leverage your existing investment in the WebCenter platform as well as the information you’re managing to create engaging sites, collaborative spaces, or self-service portals and composite applications. In the webcast I walked through six different ways that you can do more with WebCenter: Collaborative content contribution and sharing environment Share content across intranets and extranets Combine content in composite applications Create targeted online experiences Manage interactive social experiences Optimize multi-channel customer experiences Joining me on the call was Greg Utecht with TIES. TIES is a joint powers cooperative owned by 46 Minnesota school districts, represents 514 schools – and provides software applications, hardware and software, internet service and professional development designed by educators for education. I was having a lot of fun over the past few days talking with Greg about the TIES implementation and future plans with WebCenter. He joined me on the call for a little Q&A to explain how he’s using WebCenter today for their iContent implementation for document management, records management and archiving. And also covered how they have expanded their implementation to create a collaborative space called their HRPay System with WebCenter to facilitate collaboration and to better engage their users within the school districts. During our conversation a few questions came from the audience about their implementation. They were curious to see how the system looked – so let’s take a peak. This first screenshot shows the screen that a human resources or payroll worker in one of our member districts would see upon logging in, based on their credentials and role in their district. This shows the result of clicking on the SUBSCRIBE link on the main page. It allows the user to subscribe to parts of the portal which will e-mail him/her when those are updated in any way. This shows the screen that a human resources or payroll worker in one of our member districts would see upon clicking on the Resources link. This shows the screen that a human resources or payroll worker in one of our member districts would see upon clicking on the Finance Advisory link. It shows the discussion threads and document sharing areas. This shows the screen that appears when the forum topic on the preceding screen is clicked. This shows the screen portlet up close with shared documents. This shows the screen that appears when a shared document is clicked on. Note that there is also a download button and an update button, meaning people can work on these collaboratively. If you missed the webcast, check it out! You can watch the replay OnDemand HERE. If you attended the webcast, thanks for joining - I hoped you learned a little from the session. I learned that kids are getting digital report cards today! Wow, have times changed with technology. Uh oh, is this when I start saying “You know, back in my days…?”

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  • Get to Know a Candidate (8 of 25): Rocky Anderson&ndash;Justice Party

    - by Brian Lanham
    DISCLAIMER: This is not a post about “Romney” or “Obama”. This is not a post for whom I am voting. Information sourced for Wikipedia. Ross Carl “Rocky” Anderson served two terms as the 33rd mayor of Salt Lake City, Utah, between 2000 and 2008.  He is the Executive Director of High Road for Human Rights.  Prior to serving as Mayor, he practiced law for 21 years in Salt Lake City, during which time he was listed in Best Lawyers in America, was rated A-V (highest rating) by Martindale-Hubbell, served as Chair of the Utah State Bar Litigation Section[4] and was Editor-in-Chief of, and a contributor to, Voir Dire legal journal. As mayor, Anderson rose to nationwide prominence as a champion of several national and international causes, including climate protection, immigration reform, restorative criminal justice, LGBT rights, and an end to the "war on drugs". Before and after the invasion by the U.S. of Iraq in 2003, Anderson was a leading opponent of the invasion and occupation of Iraq and related human rights abuses. Anderson was the only mayor of a major U.S. city who advocated for the impeachment of President George W. Bush, which he did in many venues throughout the United States. Anderson's work and advocacy led to local, national, and international recognition in numerous spheres, including being named by Business Week as one of the top twenty activists in the world on climate change,serving on the Newsweek Global Environmental Leadership Advisory Board, and being recognized by the Human Rights Campaign as one of the top ten straight advocates in the United States for LGBT equality. He has also received numerous awards for his work, including the EPA Climate Protection Award, the Sierra Club Distinguished Service Award, the Respect the Earth Planet Defender Award, the National Association of Hispanic Publications Presidential Award, The Drug Policy Alliance Richard J. Dennis Drugpeace Award, the Progressive Democrats of America Spine Award, the League of United Latin American Citizens Profile in Courage Award, the Bill of Rights Defense Committee Patriot Award, the Code Pink (Salt Lake City) Pink Star honor, the Morehouse University Gandhi, King, Ikeda Award, and the World Leadership Award for environmental programs. Formerly a member of the Democratic Party, Anderson expressed his disappointment with that Party in 2011, stating, “The Constitution has been eviscerated while Democrats have stood by with nary a whimper. It is a gutless, unprincipled party, bought and paid for by the same interests that buy and pay for the Republican Party." Anderson announced his intention to run for President in 2012 as a candidate for the newly-formed Justice Party. Although founded by Rocky Anderson of Utah, the Justice Party was first recognized by Mississippi and describes itself as advocating economic justice through measures such as green jobs and a right to organize, environment justice through enforcing employee safeguards in trade agreements, and social and civic justice through universal health care. In its first press release, the Utah Justice Party set forth its goals for justice in the economic, environmental, social and civic realms, along with a call to rid the corrupting influence of big money from government, to reverse the erosion of rights guaranteed by the Constitution, and to stop draining American resources to support illegal wars of aggression. Its press release says its grassroots supporters believe that now is the time for all to "shed their skeptical view that their voices don't matter", that "our 2-party system is a 'duopoly' controlled by the same corporate and military interests", and that the people must act to ensure "that our nation will achieve a brighter, sustainable future.” Anderson has ballot access in CO, CT, FL, ID, LA, MI, MN, MS, NJ, NM, OR, RI, TN, UT, VT, WA (152 electoral votes) and has write-in access in AL, AK, DE, GA, IL, IO, KS, MD, MO, NE, NH, NY, PA, TX Learn more about Rocky Anderson and Justice Party on Wikipedia.

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  • Triangle numbers problem....show within 4 seconds

    - by Daredevil
    The sequence of triangle numbers is generated by adding the natural numbers. So the 7th triangle number would be 1 + 2 + 3 + 4 + 5 + 6 + 7 = 28. The first ten terms would be: 1, 3, 6, 10, 15, 21, 28, 36, 45, 55, ... Let us list the factors of the first seven triangle numbers: 1: 1 3: 1,3 6: 1,2,3,6 10: 1,2,5,10 15: 1,3,5,15 21: 1,3,7,21 28: 1,2,4,7,14,28 We can see that 28 is the first triangle number to have over five divisors. Given an integer n, display the first triangle number having at least n divisors. Sample Input: 5 Output 28 Input Constraints: 1<=n<=320 I was obviously able to do this question, but I used a naive algorithm: Get n. Find triangle numbers and check their number of factors using the mod operator. But the challenge was to show the output within 4 seconds of input. On high inputs like 190 and above it took almost 15-16 seconds. Then I tried to put the triangle numbers and their number of factors in a 2d array first and then get the input from the user and search the array. But somehow I couldn't do it: I got a lot of processor faults. Please try doing it with this method and paste the code. Or if there are any better ways, please tell me.

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  • How to record different authentication types (username / password vs token based) in audit log

    - by RM
    I have two types of users for my system, normal human users with a username / password, and delegation authorized accounts through OAuth (i.e. using a token identifier). The information that is stored for each is quite different, and are managed by different subsytems. They do however interact with the same tables / data within the system, so I need to maintain the audit trail regardless of whether human user, or token-based user modified the data. My solution at the moment is to have a table called something like AuditableIdentity, and then have the two types inheriting off that table (either in the single table, or as two seperate tables with 1 to 1 PK with AuditableIdentity. All operations would use the common AuditableIdentity PK for CreatedBy, ModifiedBy etc columns. There isn't any FK constraint on the audit columns, so any text can go in there, but I want an easy way to easily determine whether it was a human or system that made the change, and joining to the one AuditableIdentity table seems like a clean way to do that? Is there a best practice for this scenario? Is this an appropriate way of approaching the problem - or would you not bother with the common table and just rely on joins (to the two seperate un-related user / token tables) later to determine which user type matches which audit records?

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  • SSIS - Bulk Update at Database Field Level

    - by Adam
    Hello, Here's our mission: Receive files from clients. Each file contains anywhere from 1 to 1,000,000 records. Records are loaded to a staging area and business-rule validation is applied. Valid records are then pumped into an OLTP database in a batch fashion, with the following rules: If record does not exist (we have a key, so this isn't an issue), create it. If record exists, optionally update each database field. The decision is made based on one of 3 factors...I don't believe it's important what those factors are. Our main problem is finding an efficient method of optionally updating the data at a field level. This is applicable across ~12 different database tables, with anywhere from 10 to 150 fields in each table (original DB design leaves much to be desired, but it is what it is). Our first attempt has been to introduce a table that mirrors the staging environment (1 field in staging for each system field) and contains a masking flag. The value of the masking flag represents the 3 factors. We've then put an UPDATE similar to... UPDATE OLTPTable1 SET Field1 = CASE WHEN Mask.Field1 = 0 THEN Staging.Field1 WHEN Mask.Field1 = 1 THEN COALESCE( Staging.Field1 , OLTPTable1.Field1 ) WHEN Mask.Field1 = 2 THEN COALESCE( OLTPTable1.Field1 , Staging.Field1 ) ... As you can imagine, the performance is rather horrendous. Has anyone tackled a similar requirement? We're a MS shop using a Windows Service to launch SSIS packages that handle the data processing. Unfortunately, we're pretty much novices at this stuff.

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  • Populate an Object Model from a data dataTable(C#3.0)

    - by Newbie
    I have a situation I am getting data from some external sources and is populating into the datatable. The data looks like this DATE WEEK FACTOR 3/26/2010 1 RM_GLOBAL_EQUITY 3/26/2010 1 RM_GLOBAL_GROWTH 3/26/2010 2 RM_GLOBAL_VALUE 3/26/2010 2 RM_GLOBAL_SIZE 3/26/2010 2 RM_GLOBAL_MOMENTUM 3/26/2010 3 RM_GLOBAL_HIST_BETA I have a object model like this public class FactorReturn { public int WeekNo { get; set; } public DateTime WeekDate { get; set; } public Dictionary<string, decimal> FactorCollection { get; set; } } As can be seen that the Date field is always constant. And a single(means unique) week can have multiple FACTORS. i.e. For a date(3/26/2010), for Week No. 1, there are two FACTORS(RM_GLOBAL_EQUITY and RM_GLOBAL_GROWTH). Similarly, For a date(3/26/2010), for Week No. 2, there are three FACTORS(RM_GLOBAL_VALUE , RM_GLOBAL_SIZE and RM_GLOBAL_MOMENTUM ). Now we need to populate this data into our object model. The final output will be WeekDate: 3/26/2010 WeekNo : 1 FactorCollection : RM_GLOBAL_EQUITY FactorCollection : RM_GLOBAL_GROWTH WeekNo : 2 FactorCollection : RM_GLOBAL_VALUE FactorCollection : RM_GLOBAL_SIZE FactorCollection : RM_GLOBAL_MOMENTUM WeekNo : 3 FactorCollection : RM_GLOBAL_HIST_BETA That is, overall only 1 single collection, where the Factor type will vary depending on week numbers. I have tried but of useless. Nothing works. Could you please help me?. I feel it is very tough I am using C# 3.0 Thanks

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  • Game design flaw, need help investigating

    - by Snake
    I am not sure if I will be able to get help here but I would give it a shot. The problem is I dont know where the problem is. I have a cards game, in which when you "human" play by dragging a card, then at the end of card being dragged, a handler using postExecute is called with delay of 0.5 sec to start the next player in turn (which is a bot) The bot chooses the color and plays it and at the end of the animation (the card moving to the middle) a handler is started for the next bot and so on. Once the play reaches again to the human player, it waits for his touchs to drag the crad and start the cycle again. The problem that in production, sometimes I am getting errors. The error is resulting in somehow messing up the sequence which ends up with players having more cards than others. After investigation, I found that the transition from human to bot is the problem. Somehow, the transition is happening twice (meaning handler calling post execute twice and the bot is playing twice and everything is messed up). Its been mutliple months and I can't reproduce it (to fix it) and I cna't figure out why this is happeneing? ANY IDEA how I can go after it? How can I get more info about or how can I solve something like that? any pointer would help me

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  • Temporarily Utilizing 304 Header on Apache for Crawlers

    - by Volomike
    I have a client who has a hosting arrangement with 400 customer sites all hosted through SuPHP in CGI mode on Apache. The sysop is now gone and the client is calling on me for rolling out a new PHP thing. Trouble is -- server load is very high right now and we have found that it's due to the crawlers. We had one customer in particular who complained of slow websites, and we engaged a 304 header plugin in his site against most crawlers, and his site perked right up. We'd like to lower that load by issuing a global 304 header to all the crawlers, letting human visitors through. I have a long list of user agent keywords to trap for. What's the best way to temporarily engage that global 304 header, while allowing human visitors to get right on through? I mean, I could roll out 400 .htaccess file changes, but it would be ideal to make this change in like one central Apache config and then it automatically affect all the sites at once.

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  • What PSU is usually used in mini-ITX cases/chassis?

    - by Subaru Tashiro
    The mini-ITX computer will be a general use computer. Not a dedicated HTPC or Home server. In general use mini-ITX cases, what PSU form factor is usually used? I understand that some case manufacturers provide custom built PSU to fit their case but I prefer to get the ones that use a PSU that follows standard form factors in case a replacement is needed. For example, what PSU fits into general purpose cases by Lian Li? Am I to assume that smaller PSU form factors also affect the possible maximum output?

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  • How full is too full for mechanical hard drives?

    - by Sunny Molini
    I have heard many claim that it doesn't matter how full a drive is until it starts cutting into temp and virtual memory space. This doesn't make sense to me, given the nature of how the data is transacted on a hard drive. The inside of the platter presents less data per revolution than the outside of the drive does, by significant factors. The inside 40% of the radius of full size hard drive is used for the spindle, so only the outside 60% is used for data storage, but that still means that the inside track of a hard drive presents data 60% slower than the outside track. By my calculation, a Hard drive that is only 10% full should perform about 2.25 times faster than a hard drive that is 90% full, assuming that the flow is constrained by other factors. Am I wildly off base here? For all the drives I know, even the top speeds of the first 1% of the drive would be well within the bandwidth provided by a SATA 2 connection.

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  • Which type of motherboard i should buy and why?

    - by metal gear solid
    If budged is not a problem. I just need best performance with less power consumption. I can purchase any cabinet , power supply and Motherboard. Is Power supply has any relation with Form factor? Is the size of motherboard and number of Slots only difference between all form factors? Is there any differences among form factors, related to performance of motherboard? Is bigger in Size (ATX) motherboard always better? Is it so smaller in Size motherboard will consume less power? What are pros and cons of each Form factor? What there are so many Form factor were created?

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