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  • error detection/correction/recovery in serial protocols

    - by Jason S
    I have some designing to do for a serial protocol and am running into some questions that I figure must have been considered elsewhere. So I'm wondering if there are some recommendations for best practices in designing serial protocols. (Please either state a fact that is easily verifiable, or cite a reputable source if you make a claim.) General recommendations for websites/books are also welcome. In particular I have to deal with issues like parsing a stream of bytes into packets verifying a packet is correct (easy with a CRC, for instance) identifying reasonable types of errors that can occur (e.g. in a point-to-point serial stream, sporadic single bit errors, and dropped series of bytes, are both likely, but extra phantom bytes are unlikely; whereas with a record stored in flash memory or on a disk drive the types of errors that predominate are different) error correction or recovery (if I detect an error in a packet, can I correct it? If not, can I resync to the boundary of the next packet?) how to make variable-length packets robust to error correction / recovery. Any suggestions?

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  • Checking COM Port Availability in C#

    - by Jim Fell
    Hello. My C# application populates a comboBox with the COM ports found on the system. I would like the mark the COM ports that are in use as such. I know that I can use try / catch blocks to attempt to open every COM port, but I was wondering if there is a more graceful way to do this. Perhaps using a WMI query? I am using Microsoft Visual C# 2008 Express Edition (.NET 2.0). Any thoughts or suggestions you may have would be appreciated. Thanks.

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  • Serial Data Not Transmitted in C# Application

    - by Jim Fell
    Hello. I have a C# application wherein serial (COM1) data appears to sometimes not get transmitted. Following is a simplified snippet of my code (calls to textBox writes have been removed): try { serialPort1.Write("D"); serialPort1.Write(msg, 0, 512); serialPort1.Write("d"); serialPort1.Write(pCsum, 0, 2); } catch (SystemException ex) { /* ... */ } What is odd is that this same code works just fine when the port is configured for 115.2Kbps. However, when running at 9600bps data that should be transmitted by this code seems to not get transmitted. I have verified this by monitoring the receive flag on the remote device. No exceptions are thrown from within the try statement. Is there something else (Flush, etc.) that I should be doing to make sure the data is transmitted? Any thoughts or suggestions you may have would be appreciated. I'm using Microsoft Visual C# 2008 Express Edition. Thanks.

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  • App for family tech support tracking?

    - by slothbear
    I do tech support for several groups within my family. They usually have a document or notebook of questions for me. They often record my advice, but then ask me again later. Some communications are by email (nice record for me, although they never think to search). Some sessions are in person, usually with a followup email from me for the record. Which they forget about. I'm not trying to force them to be more 'professional', but I would like to streamline my support a bit, and give them a place to look for past answers. Some of them would like a standard place like that, rather than reasking me the same questions. The solution has to be free. And web-based, although email-in for questions would be great. I'll be doing most (all?) updating of the system. Mobile/iPhone access would be nice, but not required. Ideally, a system with topics and responses would be good, but I'd need a way to promote one response as 'the answer'.

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  • Should I organize my folders by business domain or by technical domain?

    - by Florian Margaine
    For example, if I'm using some MVC-like architecture, which folder structure should I use: domain1/ controller model view domain2/ controller model view Or: controllers/ domain1 domain2 models/ domain1 domain2 views/ domain1 domain2 I deliberately left out file extensions to keep this question language-agnostic. Personally, I'd prefer to separate by business domain (gut feeling), but I see that most/many frameworks separate by technical domain. Why whould I choose one over the other?

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  • What is the technical reason that so many social media sites don't allow you to edit your text?

    - by Edward Tanguay
    A common complaint I hear about Facebook, Twitter, Ning and other social sites is that once a comment or post is made, it can't be edited. I think this goes against one of the key goals of user experience: giving the user agency, or the ability to control what he does in the software. Even on Stackexchange sites, you can only edit the comments for a certain amount of time. Is the inability for so many web apps to not allow users to edit their writing a technical shortcoming or a "feature by design"?

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  • need some concrete examples on user stories, tasks and how they relate to functional and technical specifications

    - by gideon
    Little heads up, Im the only lonely dev building/planning/mocking my project as I go. Ive come up with a preview release that does only the core aspects of the system, with good business value and I've coded most of the UI as dirty throw-able mockups over nicely abstracted and very minimal base code. In the end I know quite well what my clients want on the whole. I can't take agile-ish cowboying anymore because Im completely dis-organized and have no paper plan and since my clients are happy, things are getting more complex with more features and ideas. So I started using and learning Agile & Scrum Here are my problems: I know what a functional spec is.(sample): Do all user stories and/or scenarios become part of the functional spec? I know what user stories and tasks are. Are these kinda user stories? I dont see any Business Value reason added to them. I made a mind map using freemind, I had problems like this: Actor : Finance Manager Can Add a Financial Plan into the system because well thats the point of it? What Business Value reason do I add for things like this? Example : A user needs to be able to add a blog article (in the blogger app) because..?? Its the point of a blogger app, it centers around that feature? How do I go into the finer details and system definitions: Actor: Finance Manager Action: Adds a finance plan. This adding is a complicated process with lots of steps. What User Story will describe what a finance plan in the system is ?? I can add it into the functional spec under definitions explaining what a finance plan is and how one needs to add it into the system, but how do I get to the backlog planning from there? Example: A Blog Article is mostly a textual document that can be written in rich text in the system. To add a blog article one must...... But how do you create backlog list/features out of this? Where are the user stories for what a blog article is and how one adds/removes it? Finally, I'm a little confused about the relations between functional specs and user stories. Will my spec contain user stories in them with UI mockups? Now will these user stories then branch out tasks which will make up something like a technical specification? Example : EditorUser Can add a blog article. Use XML to store blog article. Add a form to add blog. Add Windows Live Writer Support. That would be agile tasks but would that also be part of/or form the technical specs? Some concrete examples/answers of my questions would be nice!!

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  • Office 15 Technical Preview : Lync, accès à SkyDrive, Messenger et nouveau mode plein écran pour la version Metro

    Office 15 Technical Preview : la version Metro intègre Lync permet un accès à SkyDrive, Messenger et dispose d'un nouveau mode plein écran Mise à jour du 19/03/2012, par Hinault Romaric En fin du mois de janvier dernier, Microsoft a procédé à une évaluation technique confidentielle d'Office 15, la prochaine génération de services Cloud et de produits de la ligne Office, avec un groupe resserré de clients. Une fuite de la version utilisée pour ce programme d'évaluation vient révéler quelques caractéristiques de la suite bureautique. Le blogueur Paul Thurrott a exploré les fonctionnalités et améliorations d...

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  • Windows Embedded Standard 7 : la Technical Preview du SP1 est disponible, elle inclut les fonctionnalités du SP 1 de Windows 7

    La CTP du Service Pack 1 de Windows Embedded Standard 7 Elle inclut les fonctionnalités du SP 1 de Windows 7 Mise à jour du 04/01/11 par Hinault Romarick Microsoft annonce la disponibilité de la Community Technical Preview (CTP) du Service Pack 1 de Windows Embedded Standard 7, son système d'exploitation embarqué fondé sur Windows 7. La CTP du Service pack 1 de Windows Embedded Standard 7 inclut toutes les mises à jour du service pack 1 (disponible en release candidate) de Windows 7 y c...

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  • What's your approach to reading and comprehending technical books? [on hold]

    - by Carl Edwards
    I've taken it upon myself to learn a couple of new programming languages and frameworks and aside from sheer practice I usually start by learning from an O'Reilly book or other technical "bibles". While most have been very helpful I'd like to know the steps or methods others use to best comprehend what's taught. Not to say that I'm struggling through the readings, it would be extremely helpful to know how a seasoned professional approaches new or existing material to build upon his or her foundation of knowledge.

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  • Is software support an option for your career?

    - by Maria Sandu
    Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 If you have a technical background, why should you choose a career in support? We have invited Serban to answer these questions and to give us an overview of one of the biggest technical teams in Oracle Romania. He’s been with Oracle for 7 years leading the local PeopleSoft Financials & Supply Chain Support team. Back in 2013 Serban started building a new support team in Romania – Fusion HCM. His current focus is building a strong support team for Fusion HCM, latest solution for Business HR Professionals from Oracle. The solution is offered both on Premise (customer site installation) but more important as a Cloud offering – SaaS.  So, why should a technical person choose Software Support over other technical areas?  “I think it is mainly because of the high level of technical skills required to provide the best technical solutions to our customers. Oracle Software Support covers complex solutions going from Database or Middleware to a vast area of business applications (basically covering any needs that a large enterprise may have). Working with such software requires very strong skills both technical and functional for the different areas, going from Finance, Supply Chain Management, Manufacturing, Sales to other very specific business processes. Our customers are large enterprises that already have a support layer inside their organization and therefore the Oracle Technical Support Engineers are working with highly specialized staff (DBA’s, System/Application Admins, Implementation Consultants). This is a very important aspect for our engineers because they need to be highly skilled to match our customer’s specialist’s expectations”.  What’s the career path in your team? “Technical Analysts joining our teams have a clear growth path. The main focus is to become a master of the product they will support. I think one need 1 or 2 years to reach a good level of understanding the product and delivering optimal solutions because of the complexity of our products. At a later stage, engineers can choose their professional development areas based on the business needs and preferences and then further grow towards as technical expert or a management role. We have analysts that have more than 15 years of technical expertise and they still learn and grow in technical area. Important fact is, due to the expansion of the Romanian Software support center, there are various management opportunities. So, if you want to leverage your experience and if you want to have people management responsibilities Oracle Software Support is the place to be!”  Our last question to Serban was about the benefits of being part of Oracle Software Support. Here is what he said: “We believe that Oracle delivers “State of the art” Support level to our customers. This is not possible without high investment in our staff. We commit from the start to support any technical analyst that joins us (being junior or very senior) with any training needs they have for their job. We have various technical trainings as well as soft-skills trainings required for a customer facing professional to be successful in his role. Last but not least, we’re aiming to make Oracle Romania SW Support a global center of excellence which means we’re investing a lot in our employees.”  If you’re looking for a job where you can combine your strong technical skills with customer interaction Oracle Software Support is the place to be! Send us your CV at [email protected]. /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;}

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  • PRISM : « la chasse est lancée » contre l'auteur des fuites, nouvelles révélations sur la manière dont la NSA s'intéresse aux communications chiffrées

    Le projet PRISM autorise les fédéraux américains à fouiller nos données stockées en ligne un ancien employé aux renseignements le dévoileSe basant sur des fuites d'un ancien employé au renseignement américain, l'éditorial américain Washington Post a révélé que l'agence de sécurité nationale américaine (NSA) et le FBI avaient accès aux bases de données de neuf poids lourds sur internet, parmi lesquels Facebook, Google ou même encore plus récemment Apple. Le projet, au nom de code PRISM, mis en place depuis 2007, permet aux deux agences de fouiller les données clients de ces entreprises sans aucune ordonnance préalable de la justice.

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  • What technical reasons exist for not using space characters in file names?

    - by Chris W. Rea
    Somebody I know expressed irritation today regarding those of us who tend not to use spaces in our filenames, e.g. NamingThingsLikeThis.txt -- despite most modern operating systems supporting spaces in filenames. Are there technical reasons that it's still common to see file names without (appropriate) spaces? If so, what are these technical reasons that spaces in filenames are avoided or discouraged, and in what circumstances are they relevant? The most obvious reason I could think of, and why I typically avoid it, are the extra quotes required on the command line when dealing with such files. Are there any other significant technical reasons?

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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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  • ‘Unleash the Power of Oracle WebLogic 12c: Architect, Deploy, Monitor and Tune JEE6’: Free Hands On Technical Workshop

    - by JuergenKress
    Come to our Workshop and get bootstrapped in the use of Oracle WebLogic 12c for high performance systems. The workshop, organised by Oracle Gold Partners - C2B2 Consulting -  and run by the Oracle Application Grid Certified Specialist Steve Milldge, will start with a simple WebLogic 12c system which will scale up to a distributed, reliable system designed to give zero downtime and support extreme throughput. When? Wednesday,25th of July Where? Oracle Corporation UK Ltd. One South Place, London EC2M 2RB Visit www.c2b2.co.uk/weblogic and join us for this unique technical event to learn, network and play with some cool technology! WebLogic Partner Community For regular information become a member in the WebLogic Partner Community please visit: http://www.oracle.com/partners/goto/wls-emea ( OPN account required). If you need support with your account please contact the Oracle Partner Business Center. Blog Twitter LinkedIn Mix Forum Wiki Technorati Tags: c2b2,ias to WebLogic,WebLogic basic,ias upgrade,C2B2,WebLogic,WebLogic Community,Oracle,OPN,Jürgen Kress

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  • When you are expecting a promoting, do you prefer an technical or administrative job? [closed]

    - by Darf Zon
    As a programmer, they offered me an upgrade as project manager, but my feeling is that I can have a more effective contribution in a technical role that in one administrative. When should I accept the promotion? Generally speaking, I think that people should do what they love and what they like to do, from the time you are offered a promotion to someone is because he has been doing a great job today, and certainly learn new things in the new position and obviously have a better financial remuneration, but if it really is something you do not like do not good that post. That's my opinion.

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  • How to explain to non-technical person why the task will take much longer then they think?

    - by Mag20
    Almost every developer has to answer questions from business side like: Why is going to take 2 days to add this simple contact form? When developer estimates this task, they may divide it into steps: make some changes to Database optimize DB changes for speed add front end HTML write server side code add validation add client side javascript use unit tests make sure SEO is setup is working implement email confirmation refactor and optimize the code for speed ... These maybe hard to explain to non-technical person, who basically sees the whole task as just putting together some HTML and creating a table to store the data. To them it could be 2 hours MAX. So is there a better way to explain why the estimate is high to non-developer?

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  • How much help should I give during technical interviews?

    - by kojiro
    I'm asked to perform or sit in during many technical interviews. We ask logic questions and simple programming problems that the interviewee is expected to be able to solve on paper. (I would rather they have access to a keyboard, but that is a problem for another time.) Sometimes I sense that people do know how to approach a problem, but they are hung up by nervousness or some second-guessing of the question (they aren't intended to be trick questions). I've never heard my boss give any help or hints. He just thanks the interviewee for the response (no matter how good or bad it is) and moves on to the next question or problem. But I know something about the rabbit hole that defeat and nerves can lead you down, and how it disables your mind, and I can't help wondering if providing a little help now and then would ultimately help us end up with more capable programmers instead of more failed interviews. Should I provide hints and assistance for befuddled interviewees (and if so, how far should I go while still being fair to the more prepared candidates)?

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  • How to secure Ubuntu for a non-technical user? (your mom)

    - by Gil
    My mother will be traveling for a while and I need to provide her with a secure laptop so she can work. A windows laptop is out of the question because: she'll be logging into dodgy hotel wireless networks and conference networks price of the windows license to install on a netbook I've installed libreoffice, media players and skype on it. Also enabled SSH so I can intervene but I am worried that I might not be in a position to do so. Possible threats: web browsing USB sticks insecure networks prone to intrusions malware SSH/VNC vulnerabilites Skype vulnerabilities All the "securing Ubuntu" guides out there assume the user has a certain level of technical knowledge but this is not the case with moms in general. If a malware can gain even user level access it might compromise her files.

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  • How can I become a technical trainer from a software developer?

    - by Abhilasha
    I am a software developer; in fact a mobile application developer with 4 years of experience. I am passionate about training. I have never been an official trainer but, I have trained freshers on mobile technologies. Now how do I become a professional technical trainer. I have following questions: Do I need some kind of professional certification or degree? Is it too early for me to start as a trainer? I mean experience wise. I will not ask if it's worth it because I am very keen on pursuing training as a profession. However, if I have to be up to date with technology, I don't think I can give up coding and pursue training full time. Any pointers or guidelines would be helpful.

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  • Technical website - Should I assume that my visitors will use a modern browser?

    - by marco-fiset
    I am in the process of creating my own website, which will include a technical blog. I want to build my website using modern technologies such as HTML5 and CSS3. Since my website will be targetted at programmers and mostly tech-savvy users, should I take for granted that these people will be using a modern browser? Or should I make my site compatible with older browsers just in case? I don't want to go through the pain of adapting my website to be compatible with browsers I assume won't be used.

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  • How best to keep bumbling, non-technical managers at bay and still deliver good work?

    - by Curious
    This question may be considered subjective (I got a warning) and be closed, but I will risk it, as I need some good advice/experience on this. I read the following at the 'About' page of Fog Creek Software, the company that Joel Spolsky founded and is CEO of: Back in the year 2000, the founders of Fog Creek, Joel Spolsky and Michael Pryor, were having trouble finding a place to work where programmers had decent working conditions and got an opportunity to do great work, without bumbling, non-technical managers getting in the way. Every high tech company claimed they wanted great programmers, but they wouldn’t put their money where their mouth was. It started with the physical environment (with dozens of cubicles jammed into a noisy, dark room, where the salespeople shouting on the phone make it impossible for developers to concentrate). But it went much deeper than that. Managers, terrified of change, treated any new idea as a bizarre virus to be quarantined. Napoleon-complex junior managers insisted that things be done exactly their way or you’re fired. Corporate Furniture Police writhed in agony when anyone taped up a movie poster in their cubicle. Disorganization was so rampant that even if the ideas were good, it would have been impossible to make a product out of them. Inexperienced managers practiced hit-and-run management, issuing stern orders on exactly how to do things without sticking around to see the farcical results of their fiats. And worst of all, the MBA-types in charge thought that coding was a support function, basically a fancy form of typing. A blunt truth about most of today's big software companies! Unfortunately not every developer is as gutsy (or lucky, may I say?) as Joel Spolsky! So my question is: How best to work with such managers, keep them at bay and still deliver great work?

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  • Can JSON be made easily and safely editable by the non-technical Excel crowd?

    - by glitch
    I'm looking for a data storage format that's very intuitive and easy to edit. It should be ideally targeted towards the same crowd as Excel. At the same time I would like the data structure to be a tree. Ideally this would be JSON, since it offers both the tree aspect and allows for more interesting constructs like arrays. That and parsing libraries for JSON are ubiquitous, so I don't have to reinvent the wheel. The problem is that, at least with a non-specialized text editor, JSON is a giant pain to edit for a non-technical user. I'm thinking along the lines of someone who might have used Excel in the past, but never a real text editor. Someone who might not be comfortable with the idea of preserving JSON syntax by hand. Are there data formats out there that would fit this profile? I'd very much prefer this to be a JSON actually, but then it would require a solid editing tool that would hide the underlying implementation from the user. Think Excel and how it abstracts CSV syntax from the user. The reason I'm looking for something like this is because the team has been working with pretty hierarchical data for a while now and we've hit the limits of how easy it is to represent in simple CSVs without having to create complex rules for how represent hierarchy semantics from each row. Any suggestions?

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  • How important is Domain knowledge vs. Technical knowledge?

    - by Mayank
    I am working on a Trading and Risk Management application and although from a C# background, I have been asked to work on SSIS packages. Now I can live with that. The pain point is that there is too much emphasis on business understanding. Trading (Energy Trading to be exact) is a HUGE area and understanding every little bit of it is overwhelming. But for the past two months I have been working on understanding the business terms - Mark To Market, Risk Metrics, Positions, PnL, Greeks, Instruments, Book Structure... every little detail (you get the point). Now IMHO, this is the job of a BA. Sure it is very important for developers to understand the business but where do you draw the line? When I talked to my manager about this, he almost mocked me by saying that anybody can learn a technology in a week. It's the business that's harder. My long term aspiration is to remain on the technical side, probably become an architect (if possible). If I wanted to focus so much on business I would have pursued an MBA! I want to know if I am wrong or too naive in understanding the business importance or is my frustration justified?

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