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  • Re-packaging commercial software into RPM packages

    - by gac
    The situation is this - I have a small CentOS 5 "cluster" (currently 7 machines, but potential for more) which run a commercially available software package that's distributed essentially in tarball format (it's actually a zip file with a mixture of Windows/Linux binaries and an installation shell script with no potential for automation). I'd like to re-package this somehow into an RPM package (ideally that I can throw onto a self-hosted yum repository) in order to keep these "cluster" machines both up to date and consistent. I could do 7 manual installations, but there's scope for error. As I understand it, I'll need to accomplish the following tasks: add a non-privileged user to the target system for running the daemon without unnecessary root privileges package the binary files themselves up from the final installation location on a separate build machine (probably under /opt/package for sanity's sake). No source is available. add a firewall hole in order for the end-users to be able to communicate with the "cluster" nodes add a cron task which can start the daemon on @reboot I'm coming up with plenty of good packaging resources so far, but all are based on the traditional method (i.e. if I were the vendor packaging up my source files), rather than re-packaging a ton of binary files from an already-installed instance of the application, which is the only option available to me. Anyone have any good resources they can share for achieving this goal? Thanks!

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  • Performance Optimization &ndash; It Is Faster When You Can Measure It

    - by Alois Kraus
    Performance optimization in bigger systems is hard because the measured numbers can vary greatly depending on the measurement method of your choice. To measure execution timing of specific methods in your application you usually use Time Measurement Method Potential Pitfalls Stopwatch Most accurate method on recent processors. Internally it uses the RDTSC instruction. Since the counter is processor specific you can get greatly different values when your thread is scheduled to another core or the core goes into a power saving mode. But things do change luckily: Intel's Designer's vol3b, section 16.11.1 "16.11.1 Invariant TSC The time stamp counter in newer processors may support an enhancement, referred to as invariant TSC. Processor's support for invariant TSC is indicated by CPUID.80000007H:EDX[8]. The invariant TSC will run at a constant rate in all ACPI P-, C-. and T-states. This is the architectural behavior moving forward. On processors with invariant TSC support, the OS may use the TSC for wall clock timer services (instead of ACPI or HPET timers). TSC reads are much more efficient and do not incur the overhead associated with a ring transition or access to a platform resource." DateTime.Now Good but it has only a resolution of 16ms which can be not enough if you want more accuracy.   Reporting Method Potential Pitfalls Console.WriteLine Ok if not called too often. Debug.Print Are you really measuring performance with Debug Builds? Shame on you. Trace.WriteLine Better but you need to plug in some good output listener like a trace file. But be aware that the first time you call this method it will read your app.config and deserialize your system.diagnostics section which does also take time.   In general it is a good idea to use some tracing library which does measure the timing for you and you only need to decorate some methods with tracing so you can later verify if something has changed for the better or worse. In my previous article I did compare measuring performance with quantum mechanics. This analogy does work surprising well. When you measure a quantum system there is a lower limit how accurately you can measure something. The Heisenberg uncertainty relation does tell us that you cannot measure of a quantum system the impulse and location of a particle at the same time with infinite accuracy. For programmers the two variables are execution time and memory allocations. If you try to measure the timings of all methods in your application you will need to store them somewhere. The fastest storage space besides the CPU cache is the memory. But if your timing values do consume all available memory there is no memory left for the actual application to run. On the other hand if you try to record all memory allocations of your application you will also need to store the data somewhere. This will cost you memory and execution time. These constraints are always there and regardless how good the marketing of tool vendors for performance and memory profilers are: Any measurement will disturb the system in a non predictable way. Commercial tool vendors will tell you they do calculate this overhead and subtract it from the measured values to give you the most accurate values but in reality it is not entirely true. After falling into the trap to trust the profiler timings several times I have got into the habit to Measure with a profiler to get an idea where potential bottlenecks are. Measure again with tracing only the specific methods to check if this method is really worth optimizing. Optimize it Measure again. Be surprised that your optimization has made things worse. Think harder Implement something that really works. Measure again Finished! - Or look for the next bottleneck. Recently I have looked into issues with serialization performance. For serialization DataContractSerializer was used and I was not sure if XML is really the most optimal wire format. After looking around I have found protobuf-net which uses Googles Protocol Buffer format which is a compact binary serialization format. What is good for Google should be good for us. A small sample app to check out performance was a matter of minutes: using ProtoBuf; using System; using System.Diagnostics; using System.IO; using System.Reflection; using System.Runtime.Serialization; [DataContract, Serializable] class Data { [DataMember(Order=1)] public int IntValue { get; set; } [DataMember(Order = 2)] public string StringValue { get; set; } [DataMember(Order = 3)] public bool IsActivated { get; set; } [DataMember(Order = 4)] public BindingFlags Flags { get; set; } } class Program { static MemoryStream _Stream = new MemoryStream(); static MemoryStream Stream { get { _Stream.Position = 0; _Stream.SetLength(0); return _Stream; } } static void Main(string[] args) { DataContractSerializer ser = new DataContractSerializer(typeof(Data)); Data data = new Data { IntValue = 100, IsActivated = true, StringValue = "Hi this is a small string value to check if serialization does work as expected" }; var sw = Stopwatch.StartNew(); int Runs = 1000 * 1000; for (int i = 0; i < Runs; i++) { //ser.WriteObject(Stream, data); Serializer.Serialize<Data>(Stream, data); } sw.Stop(); Console.WriteLine("Did take {0:N0}ms for {1:N0} objects", sw.Elapsed.TotalMilliseconds, Runs); Console.ReadLine(); } } The results are indeed promising: Serializer Time in ms N objects protobuf-net   807 1000000 DataContract 4402 1000000 Nearly a factor 5 faster and a much more compact wire format. Lets use it! After switching over to protbuf-net the transfered wire data has dropped by a factor two (good) and the performance has worsened by nearly a factor two. How is that possible? We have measured it? Protobuf-net is much faster! As it turns out protobuf-net is faster but it has a cost: For the first time a type is de/serialized it does use some very smart code-gen which does not come for free. Lets try to measure this one by setting of our performance test app the Runs value not to one million but to 1. Serializer Time in ms N objects protobuf-net 85 1 DataContract 24 1 The code-gen overhead is significant and can take up to 200ms for more complex types. The break even point where the code-gen cost is amortized by its faster serialization performance is (assuming small objects) somewhere between 20.000-40.000 serialized objects. As it turned out my specific scenario involved about 100 types and 1000 serializations in total. That explains why the good old DataContractSerializer is not so easy to take out of business. The final approach I ended up was to reduce the number of types and to serialize primitive types via BinaryWriter directly which turned out to be a pretty good alternative. It sounded good until I measured again and found that my optimizations so far do not help much. After looking more deeper at the profiling data I did found that one of the 1000 calls did take 50% of the time. So how do I find out which call it was? Normal profilers do fail short at this discipline. A (totally undeserved) relatively unknown profiler is SpeedTrace which does unlike normal profilers create traces of your applications by instrumenting your IL code at runtime. This way you can look at the full call stack of the one slow serializer call to find out if this stack was something special. Unfortunately the call stack showed nothing special. But luckily I have my own tracing as well and I could see that the slow serializer call did happen during the serialization of a bool value. When you encounter after much analysis something unreasonable you cannot explain it then the chances are good that your thread was suspended by the garbage collector. If there is a problem with excessive GCs remains to be investigated but so far the serialization performance seems to be mostly ok.  When you do profile a complex system with many interconnected processes you can never be sure that the timings you just did measure are accurate at all. Some process might be hitting the disc slowing things down for all other processes for some seconds as well. There is a big difference between warm and cold startup. If you restart all processes you can basically forget the first run because of the OS disc cache, JIT and GCs make the measured timings very flexible. When you are in need of a random number generator you should measure cold startup times of a sufficiently complex system. After the first run you can try again getting different and much lower numbers. Now try again at least two times to get some feeling how stable the numbers are. Oh and try to do the same thing the next day. It might be that the bottleneck you found yesterday is gone today. Thanks to GC and other random stuff it can become pretty hard to find stuff worth optimizing if no big bottlenecks except bloatloads of code are left anymore. When I have found a spot worth optimizing I do make the code changes and do measure again to check if something has changed. If it has got slower and I am certain that my change should have made it faster I can blame the GC again. The thing is that if you optimize stuff and you allocate less objects the GC times will shift to some other location. If you are unlucky it will make your faster working code slower because you see now GCs at times where none were before. This is where the stuff does get really tricky. A safe escape hatch is to create a repro of the slow code in an isolated application so you can change things fast in a reliable manner. Then the normal profilers do also start working again. As Vance Morrison does point out it is much more complex to profile a system against the wall clock compared to optimize for CPU time. The reason is that for wall clock time analysis you need to understand how your system does work and which threads (if you have not one but perhaps 20) are causing a visible delay to the end user and which threads can wait a long time without affecting the user experience at all. Next time: Commercial profiler shootout.

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  • Skanska Builds Global Workforce Insight with Cloud-Based HCM System

    - by HCM-Oracle
    By David Baum - Originally posted on Profit Peter Bjork grew up building things. He started his work life learning all sorts of trades at his father’s construction company in the northern part of Sweden. So in college, it was natural for him to pursue a bachelor’s degree in construction engineering—but he broke new ground when he added a master’s degree in finance to his curriculum vitae. Written on a traditional résumé, Bjork’s current title (vice president of information systems strategies) doesn’t reveal the diversity of his experience—that he’s adept with hammer and nails as well as rows and columns. But a big part of his current job is to work with his counterparts in human resources (HR) designing, building, and deploying the systems needed to get a complete view of the skills and potential of Skanska’s 22,000-strong white-collar workforce. And Bjork believes that complete view is essential to Skanska’s success. “Our business is really all about people,” says Bjork, who has worked with Skanska for 16 years. “You can have equipment and financial resources, but to truly succeed in a business like ours you need to have the right people in the right places. That’s what this system is helping us accomplish.” In a global HR environment that suffers from a paradox of high unemployment and a scarcity of skilled labor, managers need to have a complete understanding of workforce capabilities to develop management skills, recruit for open positions, ensure that staff is getting the training they need, and reduce attrition. Skanska’s human capital management (HCM) systems, based on Oracle Talent Management Cloud, play a critical role delivering that understanding. “Skanska’s philosophy of having great people, encouraging their development, and giving them the chance to move across business units has nurtured a culture of collaboration, but managing a diverse workforce spread across the globe is a monumental challenge,” says Annika Lindholm, global human resources system owner in the HR department at Skanska’s headquarters just outside of Stockholm, Sweden. “We depend heavily on Oracle’s cloud technology to support our HCM function.” Construction, Workers For Skanska’s more than 60,000 employees and contractors, managing huge construction projects is an everyday job. Beyond erecting signature buildings, management’s goal is to build a corporate culture where valuable talent can be sought out and developed, bringing in the right mix of people to support and grow the business. “Of all the companies in our space, Skanska is probably one of the strongest ones, with a laser focus on people and people development,” notes Tom Crane, chief HR and communications officer for Skanska in the United States. “Our business looks like equipment and material, but all we really have at the end of the day are people and their intellectual capital. Without them, second only to clients, of course, you really can’t achieve great things in the high-profile environment in which we work.” During the 1990s, Skanska entered an expansive growth phase. A string of successful acquisitions paved the way for the company’s transformation into a global enterprise. “Today the company’s focus is on profitable growth,” continues Crane. “But you can’t really achieve growth unless you are doing a very good job of developing your people and having the right people in the right places and driving a culture of growth.” In the United States alone, Skanska has more than 8,000 employees in four distinct business units: Skanska USA Building, also known as the Construction Manager, builds everything at ground level and above—hospitals, educational facilities, stadiums, airport terminals, and other massive projects. Skanska USA Civil does everything at ground level and below, such as light rail, water treatment facilities, power plants or power industry facilities, highways, and bridges. Skanska Infrastructure Development develops public-private partnerships—projects in which Skanska adds equity and also arranges for outside financing. Skanska Commercial Development acts like a commercial real estate developer, acquiring land and building offices on spec or build-to-suit for its clients. Skanska's international portfolio includes construction of the new Meadowlands Stadium. Getting the various units to operate collaboratatively helps Skanska deliver high value to clients and shareholders. “When we have this collaboration among units, it allows us to enrich each of the business units and, at the same time, develop our future leaders to be more facile in operating across business units—more accepting of a ‘one Skanska’ approach,” explains Crane. Workforce Worldwide But HR needs processes and tools to support managers who face such business dynamics. Oracle Talent Management Cloud is helping Skanska implement world-class recruiting strategies and generate the insights needed to drive quality hiring practices, internal mobility, and a proactive approach to building talent pipelines. With their new cloud system in place, Skanska HR leaders can manage everything from recruiting, compensation, and goal and performance management to employee learning and talent review—all as part of a single, cohesive software-as-a-service (SaaS) environment. Skanska has successfully implemented two modules from Oracle Talent Management Cloud—the recruiting and performance management modules—and is in the process of implementing the learn module. Internally, they call the systems Skanska Recruit, Skanska Talent, and Skanska Learn. The timing is apropos. With high rates of unemployment in recent years, there have been many job candidates on the market. However, talent scarcity continues to frustrate recruiters. Oracle Taleo Recruiting Cloud Service, one of the applications in the Oracle Talent Management cloud portfolio, enables Skanska managers to create more-intelligent recruiting strategies, pulling high-performer profile statistics to create new candidate profiles and using multitiered screening and assessments to ensure that only the best-suited candidate applications make it to the recruiter’s desk. Tools such as applicant tracking, interview management, and requisition management help recruiters and hiring managers streamline the hiring process. Oracle’s cloud-based software system automates and streamlines many other HR processes for Skanska’s multinational organization and delivers insight into the success of recruiting and talent-management efforts. “The Oracle system is definitely helping us to construct global HR processes,” adds Bjork. “It is really important that we have a business model that is decentralized, so we can effectively serve our local markets, and interact with our global ERP [enterprise resource planning] systems as well. We would not be able to do this without a really good, well-integrated HCM system that could support these efforts.” A key piece of this effort is something Skanska has developed internally called the Skanska Leadership Profile. Core competencies, on which all employees are measured, are used in performance reviews to determine weak areas but also to discover talent, such as those who will be promoted or need succession plans. This global profiling system brings consistency to the way HR professionals evaluate and review talent across the company, with a consistent set of ratings and a consistent definition of competencies. All salaried employees in Skanska are tied to a talent management process that gives opportunity for midyear and year-end reviews. Using the performance management module, managers can align individual goals with corporate goals; provide clear visibility into how each employee contributes to the success of the organization; and drive a strategic, end-to-end talent management strategy with a single, integrated system for all talent-related activities. This is critical to a company that is highly focused on ensuring that every employee has a development plan linked to his or her succession potential. “Our approach all along has been to deploy software applications that are seamless to end users,” says Crane. “The beauty of a cloud-based system is that much of the functionality takes place behind the scenes so we can focus on making sure users can access the data when they need it. This model greatly improves their efficiency.” The employee profile not only sets a competency baseline for new employees but is also integrated with Skanska’s other back-office Oracle systems to ensure consistency in the way information is used to support other business functions. “Since we have about a dozen different HR systems that are providing us with information, we built a master database that collects all the information,” explains Lindholm. “That data is sent not only to Oracle Talent Management Cloud, but also to other systems that are dependent on this information.” Collaboration to Scale Skanska is poised to launch a new Oracle module to link employee learning plans to the review process and recruitment assessments. According to Crane, connecting these processes allows Skanska managers to see employees’ progress and produce an updated learning program. For example, as employees take classes, supervisors can consult the Oracle Talent Management Cloud portal to monitor progress and align it to each individual’s training and development plan. “That’s a pretty compelling solution for an organization that wants to manage its talent on a real-time basis and see how the training is working,” Crane says. Rolling out Oracle Talent Management Cloud was a joint effort among HR, IT, and a global group that oversaw the worldwide implementation. Skanska deployed the solution quickly across all markets at once. In the United States, for example, more than 35 offices quickly got up to speed on the new system via webinars for employees and face-to-face training for the HR group. “With any migration, there are moments when you hold your breath, but in this case, we had very few problems getting the system up and running,” says Crane. Lindholm adds, “There has been very little resistance to the system as users recognize its potential. Customizations are easy, and a lasting partnership has developed between Skanska and Oracle when help is needed. They listen to us.” Bjork elaborates on the implementation process from an IT perspective. “Deploying a SaaS system removes a lot of the complexity,” he says. “You can downsize the IT part and focus on the business part, which increases the probability of a successful implementation. If you want to scale the system, you make a quick phone call. That’s all it took recently when we added 4,000 users. We didn’t have to think about resizing the servers or hiring more IT people. Oracle does that for us, and they have provided very good support.” As a result, Skanska has been able to implement a single, cost-effective talent management solution across the organization to support its strategy to recruit and develop a world-class staff. Stakeholders are confident that they are providing the most efficient recruitment system possible for competent personnel at all levels within the company—from skilled workers at construction sites to top management at headquarters. And Skanska can retain skilled employees and ensure that they receive the development opportunities they need to grow and advance.

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  • LINQ to Twitter Maintenance Feedback

    - by Joe Mayo
    Originally posted on: http://geekswithblogs.net/WinAZ/archive/2013/06/16/linq-to-twitter-maintenance-feedback.aspxIt’s always fun to receive positive feedback on your work. If you receive a sufficient amount of positive feedback, you know you’re doing something right. Sometimes, people provide negative feedback too. There are a couple ways to handle it: come back fighting or engage for clarification. The way you handle the negative feedback depends on what your goals are. Feedback Approaches If you know the feedback is incorrect and you need to promote your idea or product, you might want to come back fighting. The feedback might just be comments by a troll or competitor wanting to spread FUD. However, this could be the totally wrong approach if you misjudge the source and intentions of the feedback. In a lot of cases, feedback is a golden opportunity. Sometimes, a problem exists that you either don’t know about or don’t realize the true impact of the problem. If you decide to come back fighting, you might loose the opportunity to learn something new. However, if you engage the person providing the feedback, looking for clarification, you might learn something very important. Negative feedback and it’s clarification can lead to the collection of useful and actionable data. In my case, something that prompted this blog post, I noticed someone who tweeted a negative comment about LINQ to Twitter. Normally, any less than stellar comments are usually from folks that need help – so I help if I can. This was different. I was like “Don’t use LINQ to Twitter”. This is an open source project, the comment didn’t come from a competing project, and  sounded more like an expression of frustration. So I engaged. Not only did the person respond, but I got some decent quality feedback. What’s also interesting is a couple other side conversations sprouted on the subject, which gave me more useful data. LINQ to Twitter Thread Actions Essentially, this particular issue centered around maintenance. There are actually several sub-issues at play here: dependencies, error handling, debugging, and visibility. I’ll describe each one and my interpretation. Dependencies Dependencies are where a library has references to other libraries. This means that when you build your application, you need DLLs for the entire dependency graph for your application. There are several potential problems with this that include more libraries for configuration management, potential versioning mismatches, and lack of cross-platform support. In the early days of LINQ to Twitter, I allowed developers to contribute and add dependencies, but it became very problematic (for reasons stated). It was like a ball and chain that kept me from moving forward. So, I refactored and pulled other open-source into my project to eliminate external dependencies. This lets me fix the code in my project without relying on someone else to upgrade or fix their DLL. The motivation for this was from early negative feedback that translated as important data and acted on it. Today, LINQ to Twitter has zero dependencies. Note: Rejecting good code from community members who worked hard to make your project better is a painful experience in itself. I have to point out that any contribution was not in vain because they had a positive influence on my subsequent refactoring that resulted in a better developer experience. Error Handling Error handling has been a problem in the past. I have this combination of supporting both synchronous and asynchronous (APM) processing that can be complex at times. Within the last 6 months, I did a fair amount of refactoring to detect errors and process them properly. I also refactored TwitterQueryException so it includes important data from Twitter. During this refactoring, I’ve made breaking changes that I felt would improve the development experience (small things like renaming a callback property to Exception, rather than Error). I think the async error handling is much better than it was a year ago. For all the work I’ve done, there is more to do. I think that a combination of more error handling support, e.g. improving semantics, and education through documentation and samples will improve the error handling story. Because of what I’ve done so far, it isn’t bad, but I see opportunities for improvement. Debugging Debugging can be painful. Here’s why: you have multiple layers of technology to navigate and figure out where the real problem is – Twitter API, Security, HTTP, LINQ to Twitter, and application. You can probably add your own nuances to that list, but the point is that debugging in this environment can be complex. I think that my plans for error handling will contribute to making the debugging process easier. However, there’s more I can do in the way of documentation and guidance. Some of the questions to be answered revolve around when something goes wrong, how does the developer figure out that there is a problem, what the problem is, and what to do about it. One example that has gone a long way to helping LINQ to Twitter developers is the 401 FAQ. A 401 Unauthorized is the error that the Twitter API returns when a use isn’t able to authenticate and is one of the most difficult problems faced by LINQ to Twitter developers. What I did was read guidance from Twitter and collect techniques from my own development and actions helping other developers to compile an extensive list of reasons for the 401 and ways to fix the problem. At one time, over half of the questions I answered in the forums were to help solve 401 issues. After publishing the 401 FAQ, I rarely get a 401 question and it’s because the person didn’t know about the FAQ. If the person is too lazy to read the FAQ, that’s not my issue, but the results in support issues have been dramatic. I think debugging can benefit from the education and documentation approach, but I’m always open to suggestions on whatever else I can do. Visibility Visibility is a nuance of the error handling/debugging discussion but is deeply rooted in comfort and control. The questions to ask in this area are what is happening as my code runs and how testable is the code. In support of these areas, LINQ to Twitter does have logging and TwitterContext properties that help see what’s happening on requests. The logging functionality allows any developer to connect a TextWriter to the Log property of TwitterContext to see what’s happening. Further, TwitterContext has a Headers property to see the headers Twitter returns and a RawResults property to show the Json string Twitter returns. From a testing perspective, I’ve been able to write hundreds of unit tests, over 600 when this post is published, and growing. If you write your own library, you have full control over all of these aspects. The tradeoff here is that while you have access to the LINQ to Twitter source code and modify it for all the visibility, LINQ to Twitter *will* change (which is good) and you will have to figure out how to merge that with your changes (which is hard). The fact is that this is a limitation of any 3rd party library, not just LINQ to Twitter. So, it’s a design decision where the tradeoff is between control and productivity. That said, there are things I can do with LINQ to Twitter to make the visibility story more compelling. I think there are opportunities to improve diagnostics. This would be a ton of work because it would need to provide multi-level logging that can be tuned for production and support any logging provider you want to attach. I’ve considered approaches such as how the new Semantic Logging application block connects to Windows Error Reporting as a potential target. Whatever I do would need to be extensible without creating native external dependencies. e.g. how many 3rd party libraries force a dependency on a logging framework that you don’t use. So, this won’t be an easy feat, but I believe it can be part of the roadmap. I think that a lot of developers are unaware of existing visibility features, so the first step would be to provide more documentation and guidance. My thought are that this would lead to more feedback that will help improve this area. Summary Recent feedback highlights some of items that are important to LINQ to Twitter developers, such as dependencies, error handling, debugging, and visibility. I know that there are maintenance issues that have been problems for LINQ to Twitter developers in the past. I’ve done a lot of work in this area, such as improving error handling, adding visibility features, and providing extensive API documentation. That said, there is more to be done to make LINQ to Twitter the best Twitter API experience available for .NET developers and I welcome anyone’s thoughts on what I’ve written here or new improvements. @JoeMayo

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  • Suggestions for lightweight, thread-safe scheduler

    - by nirvanai
    I am trying to write a round-robin scheduler for lightweight threads (fibers). It must scale to handle as many concurrently-scheduled fibers as possible. I also need to be able to schedule fibers from threads other than the one the run loop is on, and preferably unschedule them from arbitrary threads as well (though I could live with only being able to unschedule them from the run loop). My current idea is to have a circular doubly-linked list, where each fiber is a node and the scheduler holds a reference to the current node. This is what I have so far: using Interlocked = System.Threading.Interlocked; public class Thread { internal Future current_fiber; public void RunLoop () { while (true) { var fiber = current_fiber; if (fiber == null) { // block the thread until a fiber is scheduled continue; } if (fiber.Fulfilled) fiber.Unschedule (); else fiber.Resume (); //if (current_fiber == fiber) current_fiber = fiber.next; Interlocked.CompareExchange<Future> (ref current_fiber, fiber.next, fiber); } } } public abstract class Future { public bool Fulfilled { get; protected set; } internal Future previous, next; // this must be thread-safe // it inserts this node before thread.current_fiber // (getting the exact position doesn't matter, as long as the // chosen nodes haven't been unscheduled) public void Schedule (Thread thread) { next = this; // maintain circularity, even if this is the only node previous = this; try_again: var current = Interlocked.CompareExchange<Future> (ref thread.current_fiber, this, null); if (current == null) return; var target = current.previous; while (target == null) { // current was unscheduled; negotiate for new current_fiber var potential = current.next; var actual = Interlocked.CompareExchange<Future> (ref thread.current_fiber, potential, current); current = (actual == current? potential : actual); if (current == null) goto try_again; target = current.previous; } // I would lock "current" and "target" at this point. // How can I do this w/o risk of deadlock? next = current; previous = target; target.next = this; current.previous = this; } // this would ideally be thread-safe public void Unschedule () { var prev = previous; if (prev == null) { // already unscheduled return; } previous = null; if (next == this) { next = null; return; } // Again, I would lock "prev" and "next" here // How can I do this w/o risk of deadlock? prev.next = next; next.previous = prev; } public abstract void Resume (); } As you can see, my sticking point is that I cannot ensure the order of locking, so I can't lock more than one node without risking deadlock. Or can I? I don't want to have a global lock on the Thread object, since the amount of lock contention would be extreme. Plus, I don't especially care about insertion position, so if I lock each node separately then Schedule() could use something like Monitor.TryEnter and just keep walking the list until it finds an unlocked node. Overall, I'm not invested in any particular implementation, as long as it meets the requirements I've mentioned. Any ideas would be greatly appreciated. Thanks! P.S- For the curious, this is for an open source project I'm starting at http://github.com/nirvanai/Cirrus

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  • Is there any need to get a Computer Science degree?

    - by Tom Moseley
    I've been a software developer for 20 years. i've been involved in language development and large data warehouse development. I've worked for start-ups that have gone public, and for government contractors, and I've written a published programming book. My knowledge is either self-taught or on-the-job. I've worked with some of the best and brightest, and they taught me well. I'm back in school now, and am weighing my options, deciding between a Computer Science and a business degree. My question is this. What do I gain, at this point in my career, by earning a Computer Science degree? I just don't know if a Computer Science degree, at this point, is a value-add on my resume. Edit: I'm working on completing an undergraduate degree.

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  • Are there such things as summer jobs for teenage programmers?

    - by Gbps
    I've taken programming as a hobby, studying it since I was 10 or so. 7 years to date, I've become progressivly good at C++, PHP, C#, Assembly, Lua, and the web languages such as HTML and CSS. Though I've never taken a class, I've been able to complete most, if not all of the questions from different "Programmer Interview Questions" articles and have participated in some small scale projects in the past. Summer starting yesterday for me, I've been thinking about how to keep busy while maybe earning some money along the way. Now, some kids mow lawns, others get fast food jobs, but what about programming jobs? Is there even such a thing?

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  • How can I prevent application domain stealing?

    - by dr jerry
    I'm in the process of making a javascript application and I want to bring that online, lets call it mydesign. I'm living in the Netherlands so mydesign.nl can be mine. Now is mydesign.com available for sale by some domain broker sales bastards. And those bastards don't accept a first bid lower than 1000$ which is a about ten times of the budget I'm willing to pay. So far so good, it's a sick business model but it's there. Now lets imagine that mydesign.nl is a huge success in the Netherlands and I'm makin tons of profits out of advertisements and other things I'm not yet aware of (I know entering the lotery gives a better chance of earning money, but lets just imagine). Is there a way (licence, legal or otherwise) to prevent the sick owners of mydesign.com to download and steal my javascript app and deploy it on their own site and take the profits of my app?

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  • Value of A.S. Degree in Programming

    - by MiseryIndex
    I am in a quite unusual family situation. For the next two years, I have to stay at home where the only post-secondary institution available is a community college. After two years, I will have to start earning a living. I do not really have any real-world programming experience to put on my résumé. I did some not-too-advanced work in PHP for family and friends, and I’m pretty sure that I want to program for a living. I have been working on an A.S. Degree in Computer Programming and Analysis since fall. My question regarding the degree is: is it worth anything to potential employers or am I just wasting my time? Is there a better way to spend the oncoming two years? If I could get an internship and some experience, would that hold more weight than a two-year degree without experience?

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  • Is it possible to submit an update for an app on the AppStore without losing reviews?

    - by Frank Krueger
    Whenever I submit an update for me app, the number of reviews visible for it drops to 0. If the customer bothers to click through they can see the previous versions' reviews... But the damage has been done. Since the app has 0 stars, I see a significant drop in sales. It takes the app a good week of earning new reviews to restore sales. I usually version the app as 1.1, 1.2, 1.3 etc. Is there something I can do during the update process to prevent losing reviews like this?

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  • Interviews Gone Bad.....Now What Do I Do?

    - by david.talamelli
    We have all done it at some stage of our working careers - you know those times when you leave an interview and then you think to yourself "why didn't I ask that question" or "I can't believe I said that" or "how could I have forgotten to say that". It happens to everyone but how you handle things moving forwards could be critical in helping you land that dream job. There is nothing better than seeing that dream job with the dream company that you are looking to work for advertised (or in some cases getting called by the Recruiter to let you know about that job). The role may seem perfect and it could be just what you are looking for and it is with the right company as well. You have sent in your resume and have subsequently had one, two or maybe three interviews for the role. After each step of the process you get a little bit more excited about the role as you start to think about your work day in your new role/company. Then it happens, you get it: you get The Phone Call to inform you that you have not been successful in securing the position that you have invested so much time and effort into. It can be disappointing to hear this news but what you do next is important in potentially keeping that door open for future opportunities with that company. How you handle yourself in this situation is important: if any of you remember the Choose Your Own Adventure Books do you: Tell the Recruiter (maybe get aggressive) they are wrong in their assessment and that you are the right candidate for the role Switch off and say ok thanks and hang up without engaging in any further dialogue Thank the company for their time and enquire if there may be any other opportunities in the future to explore If you chose the first option - the company in question may consider whether or not to look at you for other opportunities. How you handle yourself in the recruitment process could be an indication of how you would deal with clients/colleagues in your role and the impression that you leave a potential employer may be what sticks in their mind when they think of you (eg: isn't that the person who couldn't handle it when we told him he wasn't right for our role). The second option potentially produces a similar outcome. If you rush to get off the phone, the company may come back to you to talk about other roles when they come up, but you also leave open the potential thought with the company you were only interested in that role and therefore not interested in any other opportunities. Why take the risk of the company thinking that and potentially not getting back to you in the future. By picking the third option, you actively engage with the company and keep the dialogue open for future discussions. Ok, so you didn't get the role you interviewed for - you don't know who else the company may have been interviewing - maybe they found someone who was a better fit, or maybe there were too many boxes you didn't tick to step straight into that specific role. Take a deep breath and keep the company engaged. You are fresh in their mind - take advantage of that fact and let them know that while you respect their decision, that you are still interested in the company and would like to be kept in mind for future roles. Ask if it is ok to keep in touch and when they would like to keep in touch, as long as you are interested let them know you are still interested. You do need to balance that though if you come across as too keen or start stalking people - it could equally damage your brand. Companies normally have more than one open role. New roles are created all the time, circumstances change and hiring people is not a static business, it changes course from everyone's best laid initial plans. If you didn't get that initial role you wanted, keep the door open with that company so that when those new roles do come up or when circumstances do change you have already laid the ground to step into those new positions.

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  • Craig Mundie's video

    - by GGBlogger
    Timothy recently posted “Microsoft Shows Off Radical New UI, Could Be Used In Windows 8” on Slashdot. I took such grave exception to his post that I found it necessary to my senses to write this blog. We need to go back many years to the days of hand cranked calculators and early main frame computers. These devices had singular purposes – they were “number crunchers” used to make accounting easier. The front facing display in early mainframes was “blinken lights.” The calculators did provide printing – in the form of paper tape and the mainframes used line printers to generate reports as needed. We had other metaphors to work with. The typewriter was/is a mechanical device that substitutes for a type setting machine. The originals go back to 1867 and the keyboard layout has remained much the same to this day. In the earlier years the Morse code telegraphs gave way to Teletype machines. The old ASR33, seen on the left in this photo of one of the first computers I help manufacture, used a keyboard very similar to the keyboards in use today. It also generated punched paper tape that we generated to program this computer in machine language. Everything considered this computer which dates back to the late 1960s has a keyboard for input and a roll of paper as output. So in a very rudimentary fashion little has changed. Oh – we didn’t have a mouse! The entire point of this exercise is to point out that we still use very similar methods to get data into and out of a computer regardless of the operating system involved. The Altair, IMSAI, Apple, Commodore and onward to our modern machines changed the hardware that we interfaced to but changed little in the way we input, view and output the results of our computing effort. The mouse made some changes and the advent of windowed interfaces such as Windows and Apple made things somewhat easier for the user. My 4 year old granddaughter plays here Dora games on our computer. She knows how to start programs, use the mouse, play the game and is quite adept so we have come some distance in making computers useable. One of my chief bitches is the constant harangues leveled at Microsoft. Yup – they are a money making organization. You like Apple? No problem for me. I don’t use Apple mostly because I’m comfortable in the Windows environment but probably more because I don’t like Apple’s “Holier than thou” attitude. Some think they do superior things and that’s also fine with me. Obviously the iPhone has not done badly and other Apple products have fared well. But they are expensive. I just build a new machine with 4 Terabytes of storage, an Intel i7 Core 950 processor and 12 GB of RAMIII. It cost me – with dual monitors – less than 2000 dollars. Now to the chief reason for this blog. I’m going to continue developing software for as long as I’m able. For that reason I don’t see my keyboard, mouse and displays changing much for many years. I also don’t think Microsoft is going to spoil that for me by making radical changes to my developer experience. What Craig Mundie does in his video here:  http://www.ispyce.com/2011/02/microsoft-shows-off-radical-new-ui.html is explore the potential future of computer interfaces for the masses of potential users. Using a computer today requires a person to have rudimentary capabilities with keyboards and the mouse. Wouldn’t it be great if all they needed was hand gestures? Although not mentioned it would also be nice if computers responded intelligently to a user’s voice. There is absolutely no argument with the fact that user interaction with these machines is going to change over time. My personal prediction is that it will take years for much of what Craig discusses to come to a cost effective reality but it is certainly coming. I just don’t believe that what Craig discusses will be the future look of a Window 8.

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  • What’s the Difference Between Succession Management and Talent Reviews?

    - by HCM-Oracle
    By Marcie Van Houten Is there a difference or are they pieces of one holistic strategic talent process? And can you have one without the other?  First, let me give a quick definition of each.  Succession planning (or management) is about creating succession slates or talent pools in support of a critical job or position or sets thereof. And then using those plans to help mitigate risk and plan talent needs for the organization.  Talent reviews (known by other names often) are sets of meetings where managers and executives come together to review, discuss and often heatedly debate the merits and potential of their employees, and then place and sometimes calibrate that talent on a performance to potential matrix.  These are some of the most strategic conversations happening in conference rooms across the globe. I speak with a lot of organizations about their practices in this area and the answers to these questions are as varied and nuanced as there are organizations thinking about them.  Some are passionate about their talent review processes and have a very evolved and thoughtful approach.  They really know their people, where their talent is, and the opportunities they plan to offer them.  And to them that is their succession process.  They may never create a slate of named candidates for a job or assign employees to formal talent pools.   On the flip side there are other organizations that create slates and slates and often multiple talent pools to support their strategic positions.  Through these, they are able to mitigate the risk associated with having a key player leave their organization.  And for them, that is their succession process.  Some will start from the lower levels of their organization and roll up their succession plans, while other organizations only cover their top 200 executives and key positions with plans.  And then there are organizations that leverage some of all of these.  Ultimately, the goals are to increase employee engagement, reduce talent-related risk, ensure the right talent is aligned to the strategic initiatives and to drive business value.  The approaches are as unique as the organizations they represent and the business opportunities they are looking to seize upon.   And that's ok.  It's great in fact. Because one thing that is common is the recognition that the need to know your people and align your top talent to the future needs of the organization is mission critical. Sure, there are a set of commonly recognized best practices and guiding principles for all of this.  There is no one right or perfect answer.  And that is what makes this all so much darn fun.  With Talent Review and Succession Management from Oracle HCM Cloud, we’ve blended the ability to support your strategic talent review conversations with both succession plans and talent pools allowing for one very seamless and interactive process. So whether you create a lot of succession plans, only focus on talent pools, have a robust talent review process, or all of the above, Oracle has you covered. I’m looking forward to spending time with our customers at the upcoming OHUG Global Conference 2014 happening June 9-13 in Las Vegas.  It’s an opportunity for me to talk to customers about their business and how they are doing strategic talent processes like talent reviews and succession.  I hope to see you there. Marcie Van Houten brings over 20 years of management consulting, information systems and human capital management experience to her role as director of product strategy at Oracle. Ms. Van Houten has spent the past several years at Oracle working closely with customers to help drive the direction of the company's talent and succession management applications. Additionally, she spent nine years at PeopleSoft as Director of Information Systems leading human capital management implementation projects. Marcie Van Houten lives in Walnut Creek, California, and holds a MBA from Southern Methodist University in Dallas, Texas.  You can follow her on Twitter: @MarcieVH

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  • 9 Ways Facebook Monetization Could Change Your Marketing

    - by Mike Stiles
    Think Facebook monetization isn’t a head game? Imagine creating something so functional, fun and addictive you literally amass about 1/7th of the planet’s population as an audience. You have 1 billion users that use it at least once a month. But analysts and marketers look at what you’ve done and say, “eh…not good enough.” What if you had a TV show that garnered 1/7 of Earth’s population as an audience? How much would a spot cost? And how fast would marketers write that check, even without the targeting and engagement analytics Facebook offers? Having already changed the marketing landscape forever, if you’re Facebook’s creator, you’d have to be scratching your head and asking, “Wow, what more does a product need to do?” Facebook’s been busy answering that very question with products and betas that will likely directly affect your brand’s strategy. Item 1: Users can send physical gifts to friends through Facebook based on suggestions from user data. A giant step toward the potential power of social commerce. Item 2: Users can pay $7 to promote posts for higher visibility. Individual users, not just marketers, are being leveraged as a revenue stream. Not impressive enough? There’s also the potential Craigslist killer Facebook Marketplace. Item 3: Mobile ads. 600 million+ access Facebook on smartphones. According to the company, half of the $1 million a day generated by Sponsored Stories as of late June was coming from mobile. Ads in News Feeds seen on mobile had click-through rates 23x higher than on desktop News Feeds or the right side panel. Item 4: App developers can buy install ads that show up in mobile News Feeds so reliance on discovery in app stores is reduced. Item 5: Want your posts seen by people who never liked your Page? A test began in August where you could appear in non-fans’ News Feeds on both web and mobile. Item 6: How about an ability to use Facebook data to buy ads outside of Facebook? A mobile ad network is being tested to get your targeted messages on non-Facebook apps and sites surfaced on devices. Item 7: Facebook Collections, Facebook’s answer to Pinterest. Users can gather images of desired products and click through to the retailer to buy. Keep focusing on your imagery. Item 8: Facebook Offers, Facebook’s answer to the Groupons and Living Socials of the world. You can send deals to your fans’ News Feeds. Item 9: Facebook Exchange lets you track what fans do on Facebook and across the entire Web. Could lead to a Facebook ad network leveraging Facebook users and data but not limiting exposure to the Facebook platform. Marketers are seeing increasing value in Facebook (and Twitter for that matter).  But as social grows and adjusts, will marketing budgets aimed in that direction grow and adjust accordingly, and within a reasonable time frame? @mikestilesPhoto Christie Merrill/stock.xchng

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  • Inside Red Gate - Experimenting In Public

    - by Simon Cooper
    Over the next few weeks, we'll be performing experiments on SmartAssembly to confirm or refute various hypotheses we have about how people use the product, what is stopping them from using it to its full extent, and what we can change to make it more useful and easier to use. Some of these experiments can be done within the team, some within Red Gate, and some need to be done on external users. External testing Some external testing can be done by standard usability tests and surveys, however, there are some hypotheses that can only be tested by building a version of SmartAssembly with some things in the UI or implementation changed. We'll then be able to look at how the experimental build is used compared to the 'mainline' build, which forms our baseline or control group, and use this data to confirm or refute the relevant hypotheses. However, there are several issues we need to consider before running experiments using separate builds: Ideally, the user wouldn't know they're running an experimental SmartAssembly. We don't want users to use the experimental build like it's an experimental build, we want them to use it like it's the real mainline build. Only then will we get valid, useful, and informative data concerning our hypotheses. There's no point running the experiments if we can't find out what happens after the download. To confirm or refute some of our hypotheses, we need to find out how the tool is used once it is installed. Fortunately, we've applied feature usage reporting to the SmartAssembly codebase itself to provide us with that information. Of course, this then makes the experimental data conditional on the user agreeing to send that data back to us in the first place. Unfortunately, even though this does limit the amount of useful data we'll be getting back, and possibly skew the data, there's not much we can do about this; we don't collect feature usage data without the user's consent. Looks like we'll simply have to live with this. What if the user tries to buy the experiment? This is something that isn't really covered by the Lean Startup book; how do you support users who give you money for an experiment? If the experiment is a new feature, and the user buys a license for SmartAssembly based on that feature, then what do we do if we later decide to pivot & scrap that feature? We've either got to spend time and money bringing that feature up to production quality and into the mainline anyway, or we've got disgruntled customers. Either way is bad. Again, there's not really any good solution to this. Similarly, what if we've removed some features for an experiment and a potential new user downloads the experimental build? (As I said above, there's no indication the build is an experimental build, as we want to see what users really do with it). The crucial feature they need is missing, causing a bad trial experience, a lost potential customer, and a lost chance to help the customer with their problem. Again, this is something not really covered by the Lean Startup book, and something that doesn't have a good solution. So, some tricky issues there, not all of them with nice easy answers. Turns out the practicalities of running Lean Startup experiments are more complicated than they first seem!

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  • The Evolution of Oracle Direct EMEA by John McGann

    - by user769227
    John is expanding his Dublin based team and is currently recruiting a Director with marketing and sales leadership experience: http://bit.ly/O8PyDF Should you wish to apply, please send your CV to [email protected] Hi, my name is John McGann and I am part of the Oracle Direct management team, based in Dublin.   Today I’m writing from the Oracle London City office, right in the heart of the financial district and up to very recently at the centre of a fantastic Olympic Games. The Olympics saw individuals and teams from across the globe competing to decide who is Citius, Altius, Fortius - “Faster, Higher, Stronger" There are lots of obvious parallels between the competitive world of the Olympics and the Business environments that many of us operate in, but there are also some interesting differences – especially in my area of responsibility within Oracle. We are of course constantly striving to be the best - the best solution on offer for our clients, bringing simplicity to their management, consumption and application of information technology, and the best provider when compared with our many niche competitors.   In Oracle and especially in Oracle Direct, a key aspect of how we achieve this is what sets us apart from the Olympians.  We have long ago eliminated geographic boundaries as a limitation to what we can achieve. We assemble the strongest individuals across multiple countries and bring them together in teams focussed on a single goal. One such team is the Oracle Direct Sales Programs team. In case you don’t know, Oracle Direct EMEA (Europe Middle East and Africa) is the inside sales division in Oracle and it is where I started my Oracle career.  I remember that my first role involved putting direct mail in envelopes.... things have moved on a bit since then – for me, for Oracle Direct and in how we interact with our customers. Today, the team of over 1000 people is located in the different Oracle Direct offices around Europe – the main ones are Malaga, Berlin, Prague and Dubai plus the headquarters in Dublin. We work in over 20 languages and are in constant contact with current and future Oracle customers, using the latest internet and telephone technologies to effectively communicate and collaborate with each other, our customers and prospects. One of my areas of responsibility within Oracle Direct is the Sales Programs team. This team of 25 people manages the planning and execution of demand generation, leading the process of finding new and incremental revenue within Oracle Direct. The Sales Programs Managers or ‘SPMs’ are embedded within each of the Oracle Direct sales teams, focussed on distinct geographies or product groups. The SPMs are virtual members of the regional sales management teams, and work closely with the sales and marketing teams to define and deliver demand generation activities. The customer contact elements of these activities are executed via the Oracle Direct Sales and Business Development/Lead Generation teams, to deliver the pipeline required to meet our revenue goals. Activities can range from pan-EMEA joint sales and marketing campaigns, to very localised niche campaigns. The campaigns might focus on particular segments of our existing customers, introducing elements of our evolving solution portfolio which customers may not be familiar with. The Sales Programs team also manages ‘Nurture’ activities to ensure that we develop potential business opportunities with contacts and organisations that do not have immediate requirements. Looking ahead, it is really important that we continue to evolve our ability to add value to our clients and reduce the physical limitations of our distance from them through the innovative application of technology. This enables us to enhance the customer buying experience and to enable the Inside Sales teams to manage ever more complex sales cycles from start to finish.  One of my expectations of my team is to actively drive innovation in how we leverage data to better understand our customers, and exploit emerging technologies to better communicate with them.   With the rate of innovation and acquisition within Oracle, we need to ensure that existing and potential customers are aware of all we have to offer that relates to their business goals.   We need to achieve this via a coherent communication and sales strategy to effectively target the right people using the most effective medium. This is another area where the Sales Programs team plays a key role.

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  • Oracle at HR Tech: What a Difference a Year Makes

    - by Natalia Rachelson
    Last week, I had the privilege of attending the famous HR Technology Conference (HR Tech) in my new hometown of Chicago. This annual event, which draws the who of who in the world of HR technology, was by far the biggest.  It wasn't just the highest level of attendance that was mind blowing, but also the amazing quality of attendees. Kudos go to the organizers, especially Bill Kutik for pulling together such a phenomenal conference. Conference highlights included Naomi Bloom's (http://infullbloom.us) Masters Panel and Mark Hurd's General Session on the last day of the conference. Naomi managed to do the seemingly impossible -- get all of the industry heavyweights and fierce competitors to travel to Chicago for her panel. Here are the executives she hosted: Our own Steve Miranda Sanjay Poonen, President Global Solutions, SAP Stan Swete, CTO, Workday Mike Capone, VP for Product Development and CIO, ADP John Wookey, EVP, Social Applications, Salesforce.com Adam Rogers, CTO, Ultimate Software       I bet you think "WOW" when you look at these names. Just this panel by itself would have been enough of a draw for any tech conference, so Naomi and Bill really scored. TechTarget published a great review of the conference here.  And here are a few highlights from Steve. "Steve Miranda, EVP Apps Dev Oracle, said delivering software in the cloud helps vendors shape their products to customer needs more efficiently. "As vendors, we're able to improve the software faster," he said. "We can see in real time what customers are using and not using." Miranda underscored Oracle's commitment to socializing its HCM platform,and named recruiting as an area where social has had a significant impact. "We want to make social a part of the fabric, not a separate piece," he said. "Already, if you're doing recruiting without social, it probably doesn't make any sense."" Having Mark Hurd at the conference was another real treat and everyone took notice.  The Business of HR publication covered Mark's participation at HR Tech and the full article is available here. Here is what Business of HR had to say: "In truth, the story of Oracle today is a story similar to many of the current and potential customers they faced at the conference this week. Their business is changing and growing. They've dealt with acquisitions of their own and their competitors continue to nip at their heels. They are dealing with growth (and yes, they are hiring in case you're interested). They have concerns about talent as well. If Oracle feels as strongly about their products as they seem to be, they will be getting their co-president in front of a lot more groups of current and potential customers like they did at the HR Technology Conference this year. And here's hoping this is one executive who won't stop talking about the importance of talent just because he isn't at the HR tech conference anymore." Natalia RachelsonSenior Director, Oracle Applications

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  • Reducing Deadlocks - not a DBA issue ?

    - by steveh99999
     As a DBA, I'm involved on an almost daily basis troubleshooting 'SQL Server' performance issues. Often, this troubleshooting soon veers away from a 'its a SQL Server issue' to instead become a wider application/database design/coding issue.One common perception with SQL Server is that deadlocking is an application design issue - and is fixed by recoding...  I see this reinforced by MCP-type questions/scenarios where the answer to prevent deadlocking is simply to change the order in code in which tables are accessed....Whilst this is correct, I do think this has led to a situation where many 'operational' or 'production support' DBAs, when faced with a deadlock, are happy to throw the issue over to developers without analysing the issue further....A couple of 'war stories' on deadlocks which I think are interesting :- Case One , I had an issue recently on a third-party application that I support on SQL 2008.  This particular third-party application has an unusual support agreement where the customer is allowed to change the index design on the third-party provided database.  However, we are not allowed to alter application code or modify table structure..This third-party application is also known to encounter occasional deadlocks – indeed, I have documentation from the vendor that up to 50 deadlocks per day is not unusual !So, as a DBA I have to support an application which in my opinion has too many deadlocks - but, I cannot influence the design of the tables or stored procedures for the application. This should be the classic - blame the third-party developers scenario, and hope this issue gets addressed in a future application release - ie we could wait years for this to be resolved and implemented in our production environment...But, as DBAs  can change the index layout, is there anything I could do still to reduce the deadlocks in the application ?I initially used SQL traceflag 1222 to write deadlock detection output to the SQL Errorlog – using this I was able to identify one table heavily involved in the deadlocks.When I examined the table definition, I was surprised to see it was a heap – ie no clustered index existed on the table.Using SQL profiler to see locking behaviour and plan for the query involved in the deadlock, I was able to confirm a table scan was being performed.By creating an appropriate clustered index - it was possible to produce a more efficient plan and locking behaviour.So, less locks, held for less time = less possibility of deadlocks. I'm still unhappy about the overall number of deadlocks on this system - but that's something to be discussed further with the vendor.Case Two,  a system which hadn't changed for months suddenly started seeing deadlocks on a regular basis. I love the 'nothing's changed' scenario, as it gives me the opportunity to appear wise and say 'nothings changed on this system, except the data'.. This particular deadlock occurred on a table which had been growing rapidly. By using DBCC SHOW_STATISTICS - the DBA team were able to see that the deadlocks seemed to be occurring shortly after auto-update stats had regenerated the table statistics using it's default sampling behaviour.As a quick fix, we were able to schedule a nightly UPDATE STATISTICS WITH FULLSCAN on the table involved in the deadlock - thus, greatly reducing the potential for stats to be updated via auto_update_stats, consequently reducing the potential for a bad plan to be generated based on an unrepresentative sample of the data. This reduced the possibility of a deadlock occurring.  Not a perfect solution by any means, but quick, easy to implement, and needed no application code changes. This fix gave us some 'breathing space'  to properly fix the code during the next scheduled application release.   The moral of this post - don't dismiss deadlocks as issues that can only be fixed by developers...

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  • Field Report - Notes from IHRIM Atlanta Event

    - by Natalia Rachelson
    Normal 0 false false false EN-US X-NONE X-NONE /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt: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;} A guest post by Steve Boese, Director, Talent Strategy, Oracle Recently I had the pleasure to serve as a guest speaker at the IHRIM Atlanta/SE Chapter meeting in Atlanta, Georgia. The focus of my talk was Mobile Technology in Human Resources, and while still a new and developing area, the enormous growth and ubiquitous presence of mobile devices and increasing importance of and demand for constant connectivity in both our personal and professional lives has put planning and developing a mobile HR technology strategy high on many organizations lists of priorities in 2012. Numerous studies have shown that the confluence of ever-rising sales of smartphones and tablets; and the increasing tendency for workers of all kinds to be more mobile and less tied down to traditional, fixed-location workplaces and what now seem like old-fashioned PC-centric and traditional computing environments are driving Human Resources leaders to think about how, where, when, and for whom that the deployment of mobile HR solutions will help them address their business needs, and put information in the hands of those that need it, when they need it, and on their preferred devices. In the session we talked about some of the potential opportunities for mobile HR technologies, from simple workflow-based approval capability, to employee directories and robust employee profiles, to more advanced use cases like internal social networking and location-based mobile recruiting applications. And truly we are just scratching the surface of the potential and the value that all kinds of HR-related mobile technologies will help deliver to enterprises in the coming years. Additionally, it was encouraging to talk with many of the HR leaders in attendance who expressed interest in these kinds of mobile HR technology opportunities, as well as to hear how some of them are already working on developing their own mobile strategies or experimenting with mobile solutions in their workforces. It was a fantastic meeting and I’d like to express my thanks to Kim Bryant, IHRIM Atlanta/SE Board President, the other board members, and also the IHRIM Atlanta Chapter members and attendees at the event. If you are in the Atlanta area and are interested in HR and HR Technology, you can learn more about the programs and services that the Chapter has to offer at their website - http://www.ihrimatlantase.org/. And for people that are interested in what we at Oracle are working on in mobile, you can also sign up to receive the latest updates about the Oracle Fusion Applications tablet solutions, Oracle Fusion Tap, at https://fusiontap.oracle.com/.

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  • Inside Red Gate - Exercising Externally

    - by simonc
    Over the next few weeks, we'll be performing experiments on SmartAssembly to confirm or refute various hypotheses we have about how people use the product, what is stopping them from using it to its full extent, and what we can change to make it more useful and easier to use. Some of these experiments can be done within the team, some within Red Gate, and some need to be done on external users. External testing Some external testing can be done by standard usability tests and surveys, however, there are some hypotheses that can only be tested by building a version of SmartAssembly with some things in the UI or implementation changed. We'll then be able to look at how the experimental build is used compared to the 'mainline' build, which forms our baseline or control group, and use this data to confirm or refute the relevant hypotheses. However, there are several issues we need to consider before running experiments using separate builds: Ideally, the user wouldn't know they're running an experimental SmartAssembly. We don't want users to use the experimental build like it's an experimental build, we want them to use it like it's the real mainline build. Only then will we get valid, useful, and informative data concerning our hypotheses. There's no point running the experiments if we can't find out what happens after the download. To confirm or refute some of our hypotheses, we need to find out how the tool is used once it is installed. Fortunately, we've applied feature usage reporting to the SmartAssembly codebase itself to provide us with that information. Of course, this then makes the experimental data conditional on the user agreeing to send that data back to us in the first place. Unfortunately, even though this does limit the amount of useful data we'll be getting back, and possibly skew the data, there's not much we can do about this; we don't collect feature usage data without the user's consent. Looks like we'll simply have to live with this. What if the user tries to buy the experiment? This is something that isn't really covered by the Lean Startup book; how do you support users who give you money for an experiment? If the experiment is a new feature, and the user buys a license for SmartAssembly based on that feature, then what do we do if we later decide to pivot & scrap that feature? We've either got to spend time and money bringing that feature up to production quality and into the mainline anyway, or we've got disgruntled customers. Either way is bad. Again, there's not really any good solution to this. Similarly, what if we've removed some features for an experiment and a potential new user downloads the experimental build? (As I said above, there's no indication the build is an experimental build, as we want to see what users really do with it). The crucial feature they need is missing, causing a bad trial experience, a lost potential customer, and a lost chance to help the customer with their problem. Again, this is something not really covered by the Lean Startup book, and something that doesn't have a good solution. So, some tricky issues there, not all of them with nice easy answers. Turns out the practicalities of running Lean Startup experiments are more complicated than they first seem! Cross posted from Simple Talk.

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  • Collaborative Organizations build Organizational Culture

    “A Collaborative organization builds its culture based on the idea of the family or an athletic team.”(Hoefling, 2001) As I grew up, I participated in many different types of clubs, civic organizations, and sports teams.  Now looking back at the more successful undertakings, I can see three commonalities amongst them. They all shared a defined purpose or goal, defined functional roles, and a shared sense of responsibility to the group. Defined Purpose or Goal In order to unit people to work together, they must share a common goal or have a common purpose. An example of this would be the Lions Club International Foundation. There purpose is to help everyone to lead healthier and more productive lives, nurtures the potential of youth, promotes health, serves the elderly, empowers the disabled and helps victims of disasters. This organization holds localized meetings across the world and works in conjunction with other localized clubs within there organization along with other organizations to promote common goals. If there are no common goals for the group, then there is nothing that binds people to the group, and nothing will be done. Defined Functional Roles In order for an organization to work and function as a team, they must have defined roles and everyone must know how their roles are interdependent on each other. Lets shed light on this subject by looking at a football team’s offense.  Each player has an assigned role to play each time the ball is snapped. The offensive line blocks for the running back or quarterback, the quarterback passes the ball to the wide receiver or hands it off to the running back and the running back and wide receivers run with the ball towards the goal line. Each member of this team shares a common goal of scoring a touchdown, but if each team member does not fulfill their assigned roles the offences will collapse and the team will lose yards. This will provide a set back to the teams goal of scoring a touchdown because they potential are then farther away from the goal line.  In addition, if all the players do not know their roles and how they are part of a larger team then even larger yard losses can occur. Shared Sense of Personal Responsibility to the Group Shared responsibility comes with the shared common goals. Each person in the organization must do their part to promote the common shared goal or purpose based on their abilities. A prime example of this is a wrestling team competing in a match. Points are awarded to the team based on how many wins the team achieves in the meet and of that how many wins where won by decision or by pin. If a wrestler pins his opponent the teams will receive 2 points for the win, but if the wrestler wins by decision, then the team only gets one point for the win. So it is the responsibility of each person on the team to not get pinned if they are unable to win the match. If the team member gets pinned then the other team receives an additional point for the win. References: Hoefling, T. (2001). Working Virtually: Managing People for Successful Virtual Teams and Organizations. Sterling, VA: Stylus Publishing, LLC.

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  • Consolidation in a Database Cloud

    - by B R Clouse
    Consolidation of multiple databases onto a shared infrastructure is the next step after Standardization.  The potential consolidation density is a function of the extent to which the infrastructure is shared.  The three models provide increasing degrees of sharing: Server: each database is deployed in a dedicated VM. Hardware is shared, but most of the software infrastructure is not. Standardization is often applied incompletely since operating environments can be moved as-is onto the shared platform. The potential for VM sprawl is an additional downside. Database: multiple database instances are deployed on a shared software / hardware infrastructure. This model is very efficient and easily implemented with the features in the Oracle Database and supporting products. Many customers have moved to this model and achieved significant, measurable benefits. Schema: multiple schemas are deployed within a single database instance. The most efficient model, it places constraints on the environment. Usually this model will be implemented only by customers deploying their own applications.  (Note that a single deployment can combine Database and Schema consolidations.) Customer value: lower costs, better system utilization In this phase of the maturity model, under-utilized hardware can be used to host more workloads, or retired and those workloads migrated to consolidation platforms. Customers benefit from higher utilization of the hardware resources, resulting in reduced data center floor space, and lower power and cooling costs. And, the OpEx savings from Standardization are multiplied, since there are fewer physical components (both hardware and software) to manage. Customer value: higher productivity The OpEx benefits from Standardization are compounded since not only are there fewer types of things to manage, now there are fewer entities to manage. In this phase, customers discover that their IT staff has time to move away from "day-to-day" tasks and start investing in higher value activities. Database users benefit from consolidating onto shared infrastructures by relieving themselves of the requirement to maintain their own dedicated servers. Also, if the shared infrastructure offers capabilities such as High Availability / Disaster Recovery, which are often beyond the budget and skillset of a standalone database environment, then moving to the consolidation platform can provide access to those capabilities, resulting in less downtime. Capabilities / Characteristics In this phase, customers will typically deploy fixed-size clusters and consolidate on a cluster until that cluster is deemed "full," at which point a new cluster is built. Customers will define one or a few cluster architectures that are used wherever possible; occasionally there may be deployments which must be handled as exceptions. The "full" policy may be based on number of databases deployed on the cluster, or observed peak workload, etc. IT will own the provisioning of new databases on a cluster, making the decision of when and where to place new workloads. Resources may be managed dynamically, e.g., as a priority workload increases, it may be given more CPU and memory to handle the spike. Users will be charged at a fixed, relatively coarse level; or in some cases, no charging will be applied. Activities / Tasks Oracle offers several tools to plan a successful consolidation. Real Application Testing (RAT) has a feature to help plan and validate database consolidations. Enterprise Manager 12c's Cloud Management Pack for Database includes a planning module. Looking ahead, customers should start planning for the Services phase by defining the Service Catalog that will be made available for database services.

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  • Enum Naming Convention - Plural

    - by o.k.w
    I'm asking this question despite having read similar but not exactly what I want at http://stackoverflow.com/questions/495051/c-naming-convention-for-enum-and-matching-property I found I have a tendency to name enums in plural and then 'use' them as singular, example: public enum EntityTypes { Type1, Type2 } public class SomeClass { /* some codes */ public EntityTypes EntityType {get; set;} } Of course it works and this is my style, but can anyone find potential problem with such convention? I do have an "ugly" naming with the word "Status" though: public enum OrderStatuses { Pending, Fulfilled, Error, Blah, Blah } public class SomeClass { /* some codes */ public OrderStatuses OrderStatus {get; set;} } Additional Info: Maybe my question wasn't clear enough. I often have to think hard when naming the variables of the my defined enum types. I know the best practice, but it doesn't help to ease my job of naming those variables. I can't possibly expose all my enum properties (say "Status") as "MyStatus". My question: Can anyone find potential problem with my convention described above? It is NOT about best practice. Question rephrase: Well, I guess I should ask the question this way: Can someone come out a good generic way of naming the enum type such that when used, the naming of the enum 'instance' will be pretty straightforward?

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  • Conditional Drag and Drop Operations in Flex/AS3 Tree

    - by user163757
    Good day everyone. I am currently working with a hierarchical tree structure in AS3/Flex, and want to enable drag and drop capabilities under certain conditions: Only parent/top level nodes can be moved Parent/top level nodes must remain at this level; they can not be moved to child nodes of other parent nodes Using the dragEnter event of the tree, I am able to handle condition 1 easily. private function onDragEnter(event:DragEvent):void { // only parent nodes (map layers) are moveable event.preventDefault(); if(toc.selectedItem.hasOwnProperty("layer")) DragManager.acceptDragDrop(event.target as UIComponent); else DragManager.showFeedback(DragManager.NONE); } Handling the second condition is proving to be a bit more difficult. I am pretty sure the dragOver event is the place for logic. I have been experimenting with calculateDropIndex, but that always gives me the index of the parent node, which doesn't help check if the potential drop location is acceptable or not. Below is some pseudo code of what I am looking to accomplish. private function onDragOver(e:DragEvent):void { // if potential drop location has parents // dont allow drop // else // allow drop } Can anyone provide advice how to implement this?

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  • Java: library that does nice formatted log outputs

    - by WizardOfOdds
    I cannot find back a library that allowed to format log output statements in a much nicer way than what is usually seen. One of the feature I remember is that it could 'offset' the log message depending on the 'nestedness' of where the log statement was occuring. That is, instead of this: DEBUG | DefaultBeanDefinitionDocumentReader.java| 86 | Loading bean definitions DEBUG | AbstractAutowireCapableBeanFactory.java| 411 | Finished creating instance of bean 'MS-SQL' DEBUG | DefaultSingletonBeanRegistry.java| 213 | Creating shared instance of singleton bean 'MySQL' DEBUG | AutowireCapableBeanFactory.java| 383 | Creating instance of bean 'MySQL' DEBUG | AutowireCapableBeanFactory.java| 459 | Eagerly caching bean 'MySQL' to allow for resolving potential circular references DEBUG | AutowireCapableBeanFactory.java| 789 | Another debug message It would shows something like this: DEBUG | DefaultBeanDefinitionDocumentReader.java| 86 | Loading bean definitions DEBUG | AbstractAutowireCapableBeanFactory.java | 411 | Finished creating instance of bean 'MS-SQL' DEBUG | DefaultSingletonBeanRegistry.java | 213 | Creating shared instance of singleton bean 'MySQL' DEBUG | AutowireCapableBeanFactory.java | 383 | Creating instance of bean 'MySQL' DEBUG | AutowireCapableBeanFactory.java | 459 | |__ Eagerly caching bean 'MySQL' to allow for resolving potential circular references DEBUG | AutowireCapableBeanFactory.java | 789 | |__ Another debug message This is an example I just made up (VeryLongCamelCaseClassNamesNotMine). But I remember seeing such cleanly formatted log output and they were really much nicer than anything I had seen before and, in addition to being just plain nicer, they were also easier to read for they reproduced some of the logical organization of the code. Yet I cannot find anymore what that library was. I'm pretty sure it was fully compatible with log4j or sl4j.

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