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  • Disable ProxyPass rules within a virtual host on apache 2

    - by chinto
    I have a global proxypass rule in httpd.conf rules at global level ProxyPass /test/css http://myserver:7788/test/css ProxyPassReverse /test/css http://myserver:7788/test/css and I have a virtual host Listen localhost:7788 NameVirtualHost localhost:7788 <VirtualHost localhost:7788> Alias /test/css/ "C:/jboss/server/default/deploy/test.ear/test-web-app.war/css/" </VirtualHost> I would like to disable all global proxypass rules applying in this virtual host? NoProxy doesn't seem to work. (The reason I would like to do this is I have below global rules which create a 502 proxy loop if applied within this virtual host #pass all requests to application server ProxyPass /test http://localhost:8080/test ProxyPassReverse /test http://localhost:8080/test ) What I'm trying to do is, serve all static content (like css) using apache, while still proxying all the rest of requests to the application server.

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  • Wondering What to Expect from Master Data Management at OpenWorld 2012? Hold On to Your Seats…

    - by Mala Narasimharajan
    The Countdown begins – just 23 days till OpenWorld hits San Francisco. Oracle OpenWorld 2012 for MDM promises to be chock full of interesting sessions, specifically focused on our customers. We’ve made sure that our sessions are balanced between product information, strategy and real world stories and last but certainly not least - lessons learned – straight from our customers. Attendee / Presenters Toolkit Oracle Master Data Management FOCUS ON DOCUMENT – For all MDM sessions at OOW - where and when Oracle Schedule Builder – use search terms such as : MDM, master data, customer hub, product hub and master data management Oracle Music Festival - AMAZING Line up!!  Oracle Customer Appreciation Night –NOT TO BE MISSED!! Oracle OpenWorld LIVE On-Demand Stay on top of all that’s OpenWorld – when it comes to MDM. We’ll be posting not-t- miss sessions and blogs on what our customer lineup will be like at the big show. Look forward to seeing you at OOW – and in case you didn’t get approval to attend- take advantage of our virtual on-demand conference. See you at OpenWorld 2012 ! 

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  • Skipping scheduled self-tests and predicting drive EOL

    - by Steve Madsen
    For a few weeks now, smartd has been reporting that it is skipping some of its scheduled self-tests on the weekends: Apr 24 18:29:32 calvin smartd[4758]: Device: /dev/sda, skip scheduled Offline Immediate Test; 40% remaining of current Self-Test. Apr 24 18:29:33 calvin smartd[4758]: Device: /dev/sdb, skip scheduled Offline Immediate Test; 50% remaining of current Self-Test. The drives in this RAID-1 array are set to run an offline test four times a day, a short self-test at 2am every day, and a long self-test on Saturdays at 2am. For some reason, it looks like the long self-test is taking longer, causing the other scheduled tests to be skipped. First question: is this a sign of likely drive failure? Then today, smartd reported that a self-test failed. Here is the output of smartctl -a /dev/sdb: smartctl version 5.38 [i686-pc-linux-gnu] Copyright (C) 2002-8 Bruce Allen Home page is http://smartmontools.sourceforge.net/ === START OF INFORMATION SECTION === Model Family: Seagate Barracuda 7200.8 family Device Model: ST3250823AS Serial Number: 3ND1GNBC Firmware Version: 3.03 User Capacity: 250,059,350,016 bytes Device is: In smartctl database [for details use: -P show] ATA Version is: 7 ATA Standard is: Exact ATA specification draft version not indicated Local Time is: Sun Apr 25 13:15:34 2010 EDT SMART support is: Available - device has SMART capability. SMART support is: Enabled === START OF READ SMART DATA SECTION === SMART overall-health self-assessment test result: PASSED General SMART Values: Offline data collection status: (0x82) Offline data collection activity was completed without error. Auto Offline Data Collection: Enabled. Self-test execution status: ( 0) The previous self-test routine completed without error or no self-test has ever been run. Total time to complete Offline data collection: ( 430) seconds. Offline data collection capabilities: (0x5b) SMART execute Offline immediate. Auto Offline data collection on/off support. Suspend Offline collection upon new command. Offline surface scan supported. Self-test supported. No Conveyance Self-test supported. Selective Self-test supported. SMART capabilities: (0x0003) Saves SMART data before entering power-saving mode. Supports SMART auto save timer. Error logging capability: (0x01) Error logging supported. General Purpose Logging supported. Short self-test routine recommended polling time: ( 1) minutes. Extended self-test routine recommended polling time: ( 84) minutes. SMART Attributes Data Structure revision number: 10 Vendor Specific SMART Attributes with Thresholds: ID# ATTRIBUTE_NAME FLAG VALUE WORST THRESH TYPE UPDATED WHEN_FAILED RAW_VALUE 1 Raw_Read_Error_Rate 0x000f 047 039 006 Pre-fail Always - 168450357 3 Spin_Up_Time 0x0003 098 098 000 Pre-fail Always - 0 4 Start_Stop_Count 0x0032 100 100 020 Old_age Always - 33 5 Reallocated_Sector_Ct 0x0033 100 100 036 Pre-fail Always - 9 7 Seek_Error_Rate 0x000f 087 060 030 Pre-fail Always - 654745480 9 Power_On_Hours 0x0032 055 055 000 Old_age Always - 40141 10 Spin_Retry_Count 0x0013 100 100 097 Pre-fail Always - 0 12 Power_Cycle_Count 0x0032 100 100 020 Old_age Always - 51 194 Temperature_Celsius 0x0022 037 062 000 Old_age Always - 37 (0 17 0 0) 195 Hardware_ECC_Recovered 0x001a 047 039 000 Old_age Always - 168450357 197 Current_Pending_Sector 0x0012 100 100 000 Old_age Always - 0 198 Offline_Uncorrectable 0x0010 100 100 000 Old_age Offline - 0 199 UDMA_CRC_Error_Count 0x003e 200 200 000 Old_age Always - 0 200 Multi_Zone_Error_Rate 0x0000 100 253 000 Old_age Offline - 0 202 TA_Increase_Count 0x0032 100 253 000 Old_age Always - 0 SMART Error Log Version: 1 No Errors Logged SMART Self-test log structure revision number 1 Num Test_Description Status Remaining LifeTime(hours) LBA_of_first_error # 1 Short offline Completed without error 00% 40131 - # 2 Extended offline Completed: read failure 30% 40129 379795511 # 3 Short offline Completed without error 00% 40084 - # 4 Short offline Completed without error 00% 40060 - # 5 Short offline Completed without error 00% 40036 - # 6 Short offline Completed without error 00% 40013 - # 7 Short offline Completed without error 00% 39990 - # 8 Extended offline Completed without error 00% 39977 - # 9 Short offline Completed without error 00% 39919 - #10 Short offline Completed without error 00% 39895 - #11 Short offline Completed without error 00% 39872 - #12 Short offline Completed without error 00% 39848 - #13 Short offline Completed without error 00% 39824 - #14 Short offline Completed without error 00% 39801 - #15 Extended offline Completed without error 00% 39789 - #16 Short offline Completed without error 00% 39754 - #17 Short offline Completed without error 00% 39732 - #18 Short offline Completed without error 00% 39707 - #19 Short offline Completed without error 00% 39683 - #20 Short offline Completed without error 00% 39660 - #21 Short offline Completed without error 00% 39636 - SMART Selective self-test log data structure revision number 1 SPAN MIN_LBA MAX_LBA CURRENT_TEST_STATUS 1 0 0 Not_testing 2 0 0 Not_testing 3 0 0 Not_testing 4 0 0 Not_testing 5 0 0 Not_testing Selective self-test flags (0x0): After scanning selected spans, do NOT read-scan remainder of disk. If Selective self-test is pending on power-up, resume after 0 minute delay. Given that this drive is about 4.5 years old, I am probably tempting fate by keeping it in service. SMART doesn't seem to get much respect as a reliable way to predict drive failure. What else can I use to get an early indication of drive failure?

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  • Projected Results: Sound project management practices, combined with a complete technology platform, have an immediate and lasting impact on an organization’s bottom line.

    - by Melissa Centurio Lopes
    Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* 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;} Article By: Alan Joch, is a business and technology writer who specializes in enterprise applications, cloud computing, mobile computing, and the Web. It’s no secret that complex, large-scale projects need close management controls to ensure that they’re delivered on time and on budget. But now there’s growing evidence that failing to meet these goals can have far-reaching consequences, not only for the reputations and value of individual organizations but also for the tenure of their top executives. Government watchdogs forced one large contractor to suspend a multibillion-dollar defense program—and delay payment receipts—until a better management system was launched to more accurately track spending, project milestones, and other fundamental metrics. Significant delays in the opening of the £4.3 billion Terminal 5 at Heathrow Airport impaired an airline’s operations and contributed to a drop in its share prices. These real-world examples are noteworthy because of the huge financial risks they created. They’re also far from being isolated cases. Research by the Economist Intelligence Unit found that only 11 percent of companies claimed they delivered expected ROI on major capital projects 90 percent of the time or more. In addition, 12 percent of respondents said they achieved planned ROI less than half the time. According to Phil Thornton, lead consultant at the analyst firm Clarity Economics, the numbers demonstrate obvious challenges related to managing risks, accurately predicting ROI, and consistently delivering bottom-line growth for major capital investments “Portfolio management is a path to improve your organization’s competitive advantage. It helps make sure your organization is investing in the right things and not spending its time on things that are not delivering the intended results for the firm.” Read the full article here

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  • Oracle Joins XBRL US To Help Drive Adoption

    - by Theresa Hickman
    Recently, Oracle joined XBRL US, the national consortium for XML business reporting standards to stay ahead of the technology and help increase XBRL adoption by U.S. companies by 2011. Large accelerated filers were mandated to use XBRL starting in 2009; other large filers started in 2010 and all other public companies must comply in June 2011. Here is a list of other organizations that recently joined XBRL US: Oracle Citi Federal Filings LLC Edgar Agents LLC XSP For those of you who have been living under a rock, XBRL stands for eXtensible Business Reporting Language. Simply put, it's reporting electronically. Just like PDFs or spreadsheets are a type of output, XBRL is another output option in electronic form. Right now, the transition to XBRL means extra work for publicly traded companies because they need to file their financial statements in both EDGAR and XBRL formats. Once the SEC phases out the EDGAR system, XBRL will be the primary way to deliver financial information with footnotes and supporting schedules to multiple audiences without having to re-key or reformat the information. A single XBRL document can be converted to printed output, published via the Web, fed into an SEC database (e.g. EDGAR) or forwarded to a creditor for analysis. Question: How does Oracle support XBRL reporting? Answer: The latest XBRL 2.1 specifications are supported by Oracle Hyperion Disclosure Management, which is part of Oracle's Hyperion Financial Close Suite along with Hyperion Financial Management, Hyperion Financial Data Quality Management and Hyperion Financial Close Management. Hyperion Disclosure Management supports the authoring of financial filings in Microsoft Office, with "hot links" to reports and data stored in Hyperion Financial Management or Oracle Essbase. It supports the XBRL tagging of financial statements as well as the disclosures and footnotes within your 10K and 10Q filings. Because many of our customers use Hyperion Financial Management (HFM) for their consolidation needs, they simply generate XBRL statements from their consolidated financial results. Question: What if you don't use Hyperion Financial Management, and you only use E-Business Suite General Ledger or PeopleSoft General Ledger? Answer: No problem, all you need is Hyperion Disclosure Management to generate XBRL from your general ledger. Here are the steps: Upload the XBRL taxonomy from the SEC or XBRL website into Hyperion Disclosure Management. Publish your financial statements out of general ledger to Excel. Perform the XBRL tag mapping from the Excel output to Hyperion Disclosure Management. For more information and some interesting background on XBRL, I recommend reading What You Need To Know About XBRL written by our EPM expert, John O'Rourke.

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  • Is it useful to unit test methods where the only logic is guards?

    - by Vaccano
    Say I have a method like this: public void OrderNewWidget(Widget widget) { if ((widget.PartNumber > 0) && (widget.PartAvailable)) { WigdetOrderingService.OrderNewWidgetAsync(widget.PartNumber); } } I have several such methods in my code (the front half to an async Web Service call). I am debating if it is useful to get them covered with unit tests. Yes there is logic here, but it is only guard logic. (Meaning I make sure I have the stuff I need before I allow the web service call to happen.) Part of me says "sure you can unit test them, but it is not worth the time" (I am on a project that is already behind schedule). But the other side of me says, if you don't unit test them, and someone changes the Guards, then there could be problems. But the first part of me says back, if someone changes the guards, then you are just making more work for them (because now they have to change the guards and the unit tests for the guards). For example, if my service assumes responsibility to check for Widget availability then I may not want that guard any more. If it is under unit test, I have to change two places now. I see pros and cons in both ways. So I thought I would ask what others have done.

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  • Which of the following relational database management systems would a company adopt (for migration), if any, MS Access, MS SQL Server or MySQL?

    - by Hassan Hagi
    Dear programmers, as part of my final year university project, I am conducting research into relational database management systems such as Microsoft Office Access 2007, Microsoft SQL Server 2008 and MySQL 5.1. The description does not need to be detailed however; I am trying to find empirical evidence and professional opinion/fact to determine which of the three databases are best suited for the required size of company (stated or unstated). OS: Microsoft windows (XP or newer) Please consider the following, but full details are not necessary: Memory management Migration Design constraints Integrity (data and others) Triggers User constraints Ease of use Performance Crash Recovery (not the operating system) Total Cost of Ownership (TCO) Also any info on Open source (to do with the three RDBMS) Thank you for your time and help. Hassan Hagi

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  • AdWords test with two different agencies - can I track their results without them being aware of each other

    - by Drew
    Currently going through a process of testing two AdWords ppc providers at the same time from two separate AdWords accounts. However they will require access to my GA account for linking and ecommerce tracking. Which means that they will be able to see each others results. I dont want this; Is it possible to set up GA so that; Company A only sees Adwords results associated to their AdWords management via GA Company B only sees Adwords results associated to their AdWords management via GA And each company never sees the other company's Adwords results? 100 positive karma points to anyone who can shed some light on this. Cheers.

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  • What is Logical Volume Management and How Do You Enable It in Ubuntu?

    - by Justin Garrison
    Logical Volume Management (LVM) is a disk management option that every major Linux distribution includes. Whether you need to set up storage pools or just need to dynamically create partitions, LVM is probably what you are looking for. Latest Features How-To Geek ETC How to Upgrade Windows 7 Easily (And Understand Whether You Should) The How-To Geek Guide to Audio Editing: Basic Noise Removal Install a Wii Game Loader for Easy Backups and Fast Load Times The Best of CES (Consumer Electronics Show) in 2011 The Worst of CES (Consumer Electronics Show) in 2011 HTG Projects: How to Create Your Own Custom Papercraft Toy Outlook2Evernote Imports Notes from Outlook to Evernote Firefox 4.0 Beta 9 Available for Download – Get Your Copy Now The Frustrations of a Computer Literate Watching a Newbie Use a Computer [Humorous Video] Season0nPass Jailbreaks Current Gen Apple TVs IBM’s Jeopardy Playing Computer Watson Shows The Pros How It’s Done [Video] Tranquil Juice Drop Abstract Wallpaper

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  • How can I convince management to deal with technical debt?

    - by Desolate Planet
    This is a question that I often ask myself when working with developers. I've worked at four companies so far and I've become aware of a lack of attention to keeping code clean and dealing with technical debt that hinders future progress in a software app. For example, the first company I worked for had written a database from scratch rather than use something like MySQL and that created hell for the team when refactoring or extending the application. I've always tried to be honest and clear with my manager when he discusses projections, but management doesn't seem interested in fixing what's already there and it's horrible to see the impact it has on team morale. What are your thoughts on the best way to tackle this problem? What I've seen is people packing up and leaving. The company then becomes a revolving door with developers coming in and out and making the code worse. How do you communicate this to management to get them interested in sorting out technical debt?

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  • Subdomain redirect to WWW

    - by manix
    I have the domain example.com and the test.example.com running on apache server. For some reason when I try to visit test.example it is redirected to www.test.example and by consequence a Server not found error is displayed in the browser. Both .htaccess (root and subdomain folder) files are empty. Additional facts I have another subdomain xyz.example.com pointed to public_html/xyz directory with some content inside (index.html with "hello world message") and it works fine if I use xyz.example.com instead of www.xyz.example.com. So, can you help me to point to the right direction in order. I have a vps and I am able to change any file if is required. Below you can find my virtual host configuration. <VirtualHost xx.xxx.xxx:80> ServerName test.example.com ServerAlias www.test.example.com DocumentRoot /home/example/public_html/test ServerAdmin [email protected] UseCanonicalName Off CustomLog /usr/local/apache/domlogs/test.example.com combined CustomLog /usr/local/apache/domlogs/test.example.com-bytes_log "%{%s}t %I .\n%{%s}t %O ." ScriptAlias /cgi-bin/ /home/example/public_html/test/cgi-bin/ # To customize this VirtualHost use an include file at the following location # Include "/usr/local/apache/conf/userdata/std/2/example/test.example.com/*.conf" </VirtualHost>

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  • How to Convince management that a specific product training is important to QA?

    - by Rahul
    I am leading a QA team of 10 people. we have been received the request for a training of a ETL dataware housing tool for QA, Support and Development. But however the management does not feel that it is important for QA to be involved in such a training as it is support and development team who will be involved ih developing or fixing the issues in the product. How do I convince the management that this training is very important from the QA perspective as this is the team that will find bugs and which will reduce the maintainance cost?

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  • Trying to build/install patched gtk3-engines-oxygen to test bugfix, get shared changelog.Debian.gz is different from other instances of package

    - by andlabs
    I want to just quickly test the patch in this bug report to gtk3-engines-oxygen so it can go upstream. I could test it either temporarily or permanently; I would just like to do it. I currently have the package installed. So far, I've tried: $ mkdir /tmp/o # keep everything self-contained $ cd /tmp/o $ apt-get source gtk3-engines-oxygen $ cd oxygen-gtk3-1.3.5/ $ patch -p1 < /path/to/patchfile $ dpkg-source --commit # to make debuild happy (name 'layout'; just save the default; this is a test) $ debuild -us -uc # bypass signature checks $ sudo debi ../oxygen-gtk3_1.3.5-0ubuntu1_amd64.changes According to some people on #ubuntu-packaging, this is what I have to do. It's this last step that's the problem; I'm getting (Reading database ... 503333 files and directories currently installed.) Preparing to unpack gtk3-engines-oxygen_1.3.5-0ubuntu1_amd64.deb ... Unpacking gtk3-engines-oxygen:amd64 (1.3.5-0ubuntu1) over (1.3.5-0ubuntu1) ... dpkg: error processing archive gtk3-engines-oxygen_1.3.5-0ubuntu1_amd64.deb (--install): trying to overwrite shared '/usr/share/doc/gtk3-engines-oxygen/changelog.Debian.gz', which is different from other instances of package gtk3-engines-oxygen:amd64 Errors were encountered while processing: gtk3-engines-oxygen_1.3.5-0ubuntu1_amd64.deb debi: debpkg -i failed What's going on? How do I fix it? Or am I doing this completely wrong (and ergo so are they)? I'm using Kubuntu 14.04 amd64. Thanks.

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  • What are some alternatives to ASI iMIS Content Management Systems? [closed]

    - by SLY
    Possible Duplicate: Which Content Management System (CMS)/Wiki should I use? I am working with a team to select a new content management system for a large membership organization (around 25,000 members). The organization has revenue so I'm not looking for a dirt cheap solution. The site currently uses ASI iMIS which is based on ColdFusion. It's difficult to work with and not flexible for our needs. What other possible alternatives to ASI iMIS are there? Ideally the solution would have some sort of support from the vendor. So far I've come up with: Drupal/Acquia SDL Tridion Plone Ellington (probably too news like) Pinax (probably not developed enough)

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  • What's wrong performing unit test against concrete implementation if your frameworks are not going to change?

    - by palm snow
    First a bit of background: We are re-architecting our product suite that was written 10 years ago and served its purpose. One thing that we cannot change is the database schema as we have 500+ client base using this system. Our db schema has over 150+ tables. We have decided on using Entity Framework 4.1 as DAL and still evaluating various frameworks for storing our business logic. I am investigation to bring unit testing into the mix but I also confused as to how far I need to go with setting up a full blown TDD environment. One aspect of setting up unit testing is by getting into implementing Repository, unit of work and mocking frameworks etc. This mean there will be cost and investment on the code-bloat associated with all these frameworks. I understand some of this could be auto-generated but when it comes to things like behaviors, that will be mostly hand written. Just to be clear, I am not questioning the important of unit testing your code. I am just not sure we need all its components (like repository, mocking etc.) when we are fairly certain of storage mechanism/framework (SQL Server/Entity Framework). All that code bloat with generic repositories make sense when you need a generic layers with ability to change this whenever you like however its very likely a YAGNI in our case. What we need is more of integration testing where we can unit-test our code with concrete repository objects and test data in database. In this scenario, just running integration test seem to be more beneficial in our case. Any thoughts if I am missing any thing here?

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  • Managing access to multiple linux system

    - by Swartz
    A searched for answers but have found nothing on here... Long story short: a non-profit organization is in dire need of modernizing its infrastructure. First thing is to find an alternatives to managing user accounts on a number of Linux hosts. We have 12 servers (both physical and virtual) and about 50 workstations. We have 500 potential users for these systems. The individual who built and maintained the systems over the years has retired. He wrote his own scripts to manage it all. It still works. No complaints there. However, a lot of the stuff is very manual and error-prone. Code is messy and after updates often needs to be tweaked. Worst part is there is little to no docs written. There are just a few ReadMe's and random notes which may or may not be relevant anymore. So maintenance has become a difficult task. Currently accounts are managed via /etc/passwd on each system. Updates are distributed via cron scripts to correct systems as accounts are added on the "main" server. Some users have to have access to all systems (like a sysadmin account), others need access to shared servers, while others may need access to workstations or only a subset of those. Is there a tool that can help us manage accounts that meets the following requirements? Preferably open source (i.e. free as budget is VERY limited) mainstream (i.e. maintained) preferably has LDAP integration or could be made to interface with LDAP or AD service for user authentication (will be needed in the near future to integrate accounts with other offices) user management (adding, expiring, removing, lockout, etc) allows to manage what systems (or group of systems) each user has access to - not all users are allowed on all systems support for user accounts that could have different homedirs and mounts available depending on what system they are logged into. For example sysadmin logged into "main" server has main://home/sysadmin/ as homedir and has all shared mounts sysadmin logged into staff workstations would have nas://user/s/sysadmin as homedir(different from above) and potentially limited set of mounts, a logged in client would have his/her homedir at different location and no shared mounts. If there is an easy management interface that would be awesome. And if this tool is cross-platform (Linux / MacOS / *nix), that will be a miracle! I have searched the web and so have found nothing suitable. We are open to any suggestions. Thank you. EDIT: This question has been incorrectly marked as a duplicate. The linked to answer only talks about having same homedirs on all systems, whereas we need to have different homedirs based on what system user is currently logged into(MULTIPLE homedirs). Also access needs to be granted only to some machinees not the whole lot. Mods, please understand the full extent of the problem instead of merely marking it as duplicate for points...

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  • Is there any utility in windows 7 that is similar to Local Users and Groups snap-in ?

    - by Janis Veinbergs
    Hello. Windows 7 Home Premium has local users and groups mmc console snap-in disabled: Is there any custom utility I can use to manage my accounts? I need no more than adding users and email addresses to have some test accounts for my development purposes. I don't want to use regular "user accounts" tool in control panel to add users because: I don't want them at my welcome screen I can't assign mail address to them

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  • Cfengine Perform action based on variable value

    - by Daniel
    In cfengine, I have a variable that is set to the output of a command. Let say variable myoutput is set to "hi world". How can I execute a command based on the contents of myoutput. I would like to do something like this (sudo cfengine code): bundle agent test { vars: "myoutput" string => execresult("echo 'hi world';","noshell"); commands: myoutput=="hi world":: "/usr/bin/php myaction.php"; }

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  • debian LTS : how to keep packages up-to-date with last security fixes using apt

    - by Quentin
    What's the best way to keep packages up-to-date (ie with the last security fixes) without worried about major version update ? For instance, apache2 for squeezeis is 2.2.16 (https://packages.debian.org/source/squeeze/apache2) However, last apache2 version for the 2.2.x branch is 2.2.27 Test repository can't be used since they use the 2.4.x versions and I'd like to stick on the 2.2.x (to avoid migration issues) How would you handle this situation and how can I update to 2.2.27 ?

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  • Trouble creating FTP in Server 2008

    - by Saariko
    I have been trying to create an FTP server on my new Server 2008. I have been following both (very detailed and highly published here guides) For setting up using IIS Manager http://learn.iis.net/page.aspx/321/configure-ftp-with-iis-7-manager-authentication/ and For anonymous FTP http://www.trainsignaltraining.com/windows-server-2008-ftp-iis7 I am able to log as an anonymous user. My need is to use a named user, so I need to use the IIS Manager. I get error 530 when trying to log as a user. Connected to 127.0.0.1. 220 Microsoft FTP Service User (127.0.0.1:(none)): ftpmanager 331 Password required for ftpmanager. Password: 530-User cannot log in. Win32 error: Logon failure: unknown user name or bad password. Error details: Filename: Error: 530 End Login failed. ftp> I can not learn from this message anything. My password is set to: 1234 (so I don't think I make a mistake here - testing purposes only ofc) Thank you. Note - I went over other posts on SE that I read, and couldn't get the result: IIS7 Windows Server 2008 FTP -> Response: 530 User cannot log in. FTP Error 530, User cannot log in, home directory inaccessible. Having trouble setting up FTP server on Windows Server 2008 EDIT I think I found some errors with the physical path. Going to Basic settings, and Test Connection on the physical path, gave me the following error: The server is configured to use pass-through authentication with a built-in account to access the specified physical path. However, IIS Manager cannot verify whether the built-in account has access. Make sure that the application pool identity has Read access to the physical path. If this server is joined to a domain, and the application pool identity is NetworkService or LocalSystem, verify that \$ has Read access to the physical path. Then test these settings again. I am not sure which/whom should get access to the Root folder !? I want to point out, I managed to login with a domain user (change authorization and authentication methods) but this is NOT the requested solution. I checked to make sure that the FTP, folders, access is working properly. I am bit lost here. ==== More tries: I have enabled another Allow rule for ALL Users. I still get the same error. It seems that it doesn't matter if i use a correct or wrong password, I still get Error 530.

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  • Why isn’t my autoreleased object getting released?

    - by zoul
    Hello. I am debugging a weird memory management error and I can’t figure it out. I noticed that some of my objects are staying in memory longer than expected. I checked all my memory management and finally got to the very improbable conclusion that some of my autorelease operations don’t result in a release. Under what circumstances is that possible? I created a small testing Canary class that logs a message in dealloc and have the following testing code in place: NSLog(@"On the main thread: %i.", [NSThread isMainThread]); [[[Canary alloc] init] autorelease]; According to the code we’re really on the main thread, but the dealloc in Canary does not get called until much later. The delay is not deterministic and can easily take seconds or more. How is that possible? The application runs on a Mac, the garbage collection is turned off (Objective-C Garbage Collection is set to Unsupported on the target.) I am mostly used to iOS, is memory management on OS X different in some important way?

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  • Users in database server or database tables

    - by Batcat
    Hi all, I came across an interesting issue about client server application design. We have this browser based management application where it has many users using the system. So obvisously within that application we have an user management module within it. I have always thought having an user table in the database to keep all the login details was good enough. However, a senior developer said user management should be done in the database server layer if not then is poorly designed. What he meant was, if a user wants to use the application then a user should be created in the user table AND in the database server as a user account as well. So if I have 50 users using my applications, then I should have 50 database server user logins. I personally think having just one user account in the database server for this database was enough. Just grant this user with the allowed privileges to operate all the necessary operation need by the application. The users that are interacting with the application should have their user accounts created and managed within the database table as they are more related to the application layer. I don't see and agree there is need to create a database server user account for every user created for the application in the user table. A single database server user should be enough to handle all the query sent by the application. Really hope to hear some suggestions / opinions and whether I'm missing something? performance or security issues? Thank you very much.

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  • Tips on managing dependencies for a release?

    - by Andrew Murray
    Our system comprises many .NET websites, class libraries, and a MSSQL database. We use SVN for source control and TeamCity to automatically build to a Test server. Our team is normally working on 4 or 5 projects at a time. We try to lump many changes into a largish rollout every 2-4 weeks. My problem is with keeping track of all the dependencies for a rollout. Example: Website A cannot go live until we've rolled out Branch X of Class library B, built in turn against the Trunk of Class library C, which needs Config Updates Y and Z and Database Update D, which needs Migration Script E... It gets even more complex - like making sure each developer's project is actually compatible with the others and are building against the same versions. Yes, this is a management issue as much as a technical issue. Currently our non-optimal solution is: a whiteboard listing features that haven't gone live yet relying on our memory and intuition when planning the rollout, until we're pretty sure we've thought of everything... a dry-run on our Staging environment. It's a good indication but we're often not sure if Staging is 100% in sync with Live - part of the problem I'm hoping to solve. some amount of winging it on rollout day. So far so good, minus a few close calls. But as our system grows, I'd like a more scientific release management system allowing for more flexibility, like being able to roll out a single change or bugfix on it's own, safe in the knowledge that it won't break anything else. I'm guessing the best solution involves some sort of version numbering system, and perhaps using a project management tool. We're a start-up, so we're not too hot on religiously sticking to rigid processes, but we're happy to start, providing it doesn't add more overhead than it's worth. I'd love to hear advice from other teams who have solved this problem.

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  • SQL SERVER – Securing TRUNCATE Permissions in SQL Server

    - by pinaldave
    Download the Script of this article from here. On December 11, 2010, Vinod Kumar, a Databases & BI technology evangelist from Microsoft Corporation, graced Ahmedabad by spending some time with the Community during the Community Tech Days (CTD) event. As he was running through a few demos, Vinod asked the audience one of the most fundamental and common interview questions – “What is the difference between a DELETE and TRUNCATE?“ Ahmedabad SQL Server User Group Expert Nakul Vachhrajani has come up with excellent solutions of the same. I must congratulate Nakul for this excellent solution and as a encouragement to User Group member, I am publishing the same article over here. Nakul Vachhrajani is a Software Specialist and systems development professional with Patni Computer Systems Limited. He has functional experience spanning legacy code deprecation, system design, documentation, development, implementation, testing, maintenance and support of complex systems, providing business intelligence solutions, database administration, performance tuning, optimization, product management, release engineering, process definition and implementation. He has comprehensive grasp on Database Administration, Development and Implementation with MS SQL Server and C, C++, Visual C++/C#. He has about 6 years of total experience in information technology. Nakul is an member of the Ahmedabad and Gandhinagar SQL Server User Groups, and actively contributes to the community by actively participating in multiple forums and websites like SQLAuthority.com, BeyondRelational.com, SQLServerCentral.com and many others. Please note: The opinions expressed herein are Nakul own personal opinions and do not represent his employer’s view in anyway. All data from everywhere here on Earth go through a series of  four distinct operations, identified by the words: CREATE, READ, UPDATE and DELETE, or simply, CRUD. Putting in Microsoft SQL Server terms, is the process goes like this: INSERT, SELECT, UPDATE and DELETE/TRUNCATE. Quite a few interesting responses were received and evaluated live during the session. To summarize them, the most important similarity that came out was that both DELETE and TRUNCATE participate in transactions. The major differences (not all) that came out of the exercise were: DELETE: DELETE supports a WHERE clause DELETE removes rows from a table, row-by-row Because DELETE moves row-by-row, it acquires a row-level lock Depending upon the recovery model of the database, DELETE is a fully-logged operation. Because DELETE moves row-by-row, it can fire off triggers TRUNCATE: TRUNCATE does not support a WHERE clause TRUNCATE works by directly removing the individual data pages of a table TRUNCATE directly occupies a table-level lock. (Because a lock is acquired, and because TRUNCATE can also participate in a transaction, it has to be a logged operation) TRUNCATE is, therefore, a minimally-logged operation; again, this depends upon the recovery model of the database Triggers are not fired when TRUNCATE is used (because individual row deletions are not logged) Finally, Vinod popped the big homework question that must be critically analyzed: “We know that we can restrict a DELETE operation to a particular user, but how can we restrict the TRUNCATE operation to a particular user?” After returning home and having a nice cup of coffee, I noticed that my gray cells immediately started to work. Below was the result of my research. As what is always said, the devil is in the details. Upon looking at the Permissions section for the TRUNCATE statement in Books On Line, the following jumps right out: “The minimum permission required is ALTER on table_name. TRUNCATE TABLE permissions default to the table owner, members of the sysadmin fixed server role, and the db_owner and db_ddladmin fixed database roles, and are not transferable. However, you can incorporate the TRUNCATE TABLE statement within a module, such as a stored procedure, and grant appropriate permissions to the module using the EXECUTE AS clause.“ Now, what does this mean? Unlike DELETE, one cannot directly assign permissions to a user/set of users allowing or revoking TRUNCATE rights. However, there is a way to circumvent this. It is important to recall that in Microsoft SQL Server, database engine security surrounds the concept of a “securable”, which is any object like a table, stored procedure, trigger, etc. Rights are assigned to a principal on a securable. Refer to the image below (taken from the SQL Server Books On Line). urable”, which is any object like a table, stored procedure, trigger, etc. Rights are assigned to a principal on a securable. Refer to the image below (taken from the SQL Server Books On Line). SETTING UP THE ENVIRONMENT – (01A_Truncate Table Permissions.sql) Script Provided at the end of the article. By the end of this demo, one will be able to do all the CRUD operations, except the TRUNCATE, and the other will only be able to execute the TRUNCATE. All you will need for this test is any edition of SQL Server 2008. (With minor changes, these scripts can be made to work with SQL 2005.) We begin by creating the following: 1.       A test database 2.        Two database roles: associated logins and users 3.       Switch over to the test database and create a test table. Then, add some data into it. I am using row constructors, which is new to SQL 2008. Creating the modules that will be used to enforce permissions 1.       We have already created one of the modules that we will be assigning permissions to. That module is the table: TruncatePermissionsTest 2.       We will now create two stored procedures; one is for the DELETE operation and the other for the TRUNCATE operation. Please note that for all practical purposes, the end result is the same – all data from the table TruncatePermissionsTest is removed Assigning the permissions Now comes the most important part of the demonstration – assigning permissions. A permissions matrix can be worked out as under: To apply the security rights, we use the GRANT and DENY clauses, as under: That’s it! We are now ready for our big test! THE TEST (01B_Truncate Table Test Queries.sql) Script Provided at the end of the article. I will now need two separate SSMS connections, one with the login AllowedTruncate and the other with the login RestrictedTruncate. Running the test is simple; all that’s required is to run through the script – 01B_Truncate Table Test Queries.sql. What I will demonstrate here via screen-shots is the behavior of SQL Server when logged in as the AllowedTruncate user. There are a few other combinations than what are highlighted here. I will leave the reader the right to explore the behavior of the RestrictedTruncate user and these additional scenarios, as a form of self-study. 1.       Testing SELECT permissions 2.       Testing TRUNCATE permissions (Remember, “deny by default”?) 3.       Trying to circumvent security by trying to TRUNCATE the table using the stored procedure Hence, we have now proved that a user can indeed be assigned permissions to specifically assign TRUNCATE permissions. I also hope that the above has sparked curiosity towards putting some security around the probably “destructive” operations of DELETE and TRUNCATE. I would like to wish each and every one of the readers a very happy and secure time with Microsoft SQL Server. (Please find the scripts – 01A_Truncate Table Permissions.sql and 01B_Truncate Table Test Queries.sql that have been used in this demonstration. Please note that these scripts contain purely test-level code only. These scripts must not, at any cost, be used in the reader’s production environments). 01A_Truncate Table Permissions.sql /* ***************************************************************************************************************** Developed By          : Nakul Vachhrajani Functionality         : This demo is focused on how to allow only TRUNCATE permissions to a particular user How to Use            : 1. Run through, step-by-step through the sequence till Step 08 to create a test database 2. Switch over to the "Truncate Table Test Queries.sql" and execute it step-by-step in two different SSMS windows, one where you have logged in as 'RestrictedTruncate', and the other as 'AllowedTruncate' 3. Come back to "Truncate Table Permissions.sql" 4. Execute Step 10 to cleanup! Modifications         : December 13, 2010 - NAV - Updated to add a security matrix and improve code readability when applying security December 12, 2010 - NAV - Created ***************************************************************************************************************** */ -- Step 01: Create a new test database CREATE DATABASE TruncateTestDB GO USE TruncateTestDB GO -- Step 02: Add roles and users to demonstrate the security of the Truncate operation -- 2a. Create the new roles CREATE ROLE AllowedTruncateRole; GO CREATE ROLE RestrictedTruncateRole; GO -- 2b. Create new logins CREATE LOGIN AllowedTruncate WITH PASSWORD = 'truncate@2010', CHECK_POLICY = ON GO CREATE LOGIN RestrictedTruncate WITH PASSWORD = 'truncate@2010', CHECK_POLICY = ON GO -- 2c. Create new Users using the roles and logins created aboave CREATE USER TruncateUser FOR LOGIN AllowedTruncate WITH DEFAULT_SCHEMA = dbo GO CREATE USER NoTruncateUser FOR LOGIN RestrictedTruncate WITH DEFAULT_SCHEMA = dbo GO -- 2d. Add the newly created login to the newly created role sp_addrolemember 'AllowedTruncateRole','TruncateUser' GO sp_addrolemember 'RestrictedTruncateRole','NoTruncateUser' GO -- Step 03: Change over to the test database USE TruncateTestDB GO -- Step 04: Create a test table within the test databse CREATE TABLE TruncatePermissionsTest (Id INT IDENTITY(1,1), Name NVARCHAR(50)) GO -- Step 05: Populate the required data INSERT INTO TruncatePermissionsTest VALUES (N'Delhi'), (N'Mumbai'), (N'Ahmedabad') GO -- Step 06: Encapsulate the DELETE within another module CREATE PROCEDURE proc_DeleteMyTable WITH EXECUTE AS SELF AS DELETE FROM TruncateTestDB..TruncatePermissionsTest GO -- Step 07: Encapsulate the TRUNCATE within another module CREATE PROCEDURE proc_TruncateMyTable WITH EXECUTE AS SELF AS TRUNCATE TABLE TruncateTestDB..TruncatePermissionsTest GO -- Step 08: Apply Security /* *****************************SECURITY MATRIX*************************************** =================================================================================== Object                   | Permissions |                 Login |             | AllowedTruncate   |   RestrictedTruncate |             |User:NoTruncateUser|   User:TruncateUser =================================================================================== TruncatePermissionsTest  | SELECT,     |      GRANT        |      (Default) | INSERT,     |                   | | UPDATE,     |                   | | DELETE      |                   | -------------------------+-------------+-------------------+----------------------- TruncatePermissionsTest  | ALTER       |      DENY         |      (Default) -------------------------+-------------+----*/----------------+----------------------- proc_DeleteMyTable | EXECUTE | GRANT | DENY -------------------------+-------------+-------------------+----------------------- proc_TruncateMyTable | EXECUTE | DENY | GRANT -------------------------+-------------+-------------------+----------------------- *****************************SECURITY MATRIX*************************************** */ /* Table: TruncatePermissionsTest*/ GRANT SELECT, INSERT, UPDATE, DELETE ON TruncateTestDB..TruncatePermissionsTest TO NoTruncateUser GO DENY ALTER ON TruncateTestDB..TruncatePermissionsTest TO NoTruncateUser GO /* Procedure: proc_DeleteMyTable*/ GRANT EXECUTE ON TruncateTestDB..proc_DeleteMyTable TO NoTruncateUser GO DENY EXECUTE ON TruncateTestDB..proc_DeleteMyTable TO TruncateUser GO /* Procedure: proc_TruncateMyTable*/ DENY EXECUTE ON TruncateTestDB..proc_TruncateMyTable TO NoTruncateUser GO GRANT EXECUTE ON TruncateTestDB..proc_TruncateMyTable TO TruncateUser GO -- Step 09: Test --Switch over to the "Truncate Table Test Queries.sql" and execute it step-by-step in two different SSMS windows: --    1. one where you have logged in as 'RestrictedTruncate', and --    2. the other as 'AllowedTruncate' -- Step 10: Cleanup sp_droprolemember 'AllowedTruncateRole','TruncateUser' GO sp_droprolemember 'RestrictedTruncateRole','NoTruncateUser' GO DROP USER TruncateUser GO DROP USER NoTruncateUser GO DROP LOGIN AllowedTruncate GO DROP LOGIN RestrictedTruncate GO DROP ROLE AllowedTruncateRole GO DROP ROLE RestrictedTruncateRole GO USE MASTER GO DROP DATABASE TruncateTestDB GO 01B_Truncate Table Test Queries.sql /* ***************************************************************************************************************** Developed By          : Nakul Vachhrajani Functionality         : This demo is focused on how to allow only TRUNCATE permissions to a particular user How to Use            : 1. Switch over to this from "Truncate Table Permissions.sql", Step #09 2. Execute this step-by-step in two different SSMS windows a. One where you have logged in as 'RestrictedTruncate', and b. The other as 'AllowedTruncate' 3. Return back to "Truncate Table Permissions.sql" 4. Execute Step 10 to cleanup! Modifications         : December 12, 2010 - NAV - Created ***************************************************************************************************************** */ -- Step 09A: Switch to the test database USE TruncateTestDB GO -- Step 09B: Ensure that we have valid data SELECT * FROM TruncatePermissionsTest GO -- (Expected: Following error will occur if logged in as "AllowedTruncate") -- Msg 229, Level 14, State 5, Line 1 -- The SELECT permission was denied on the object 'TruncatePermissionsTest', database 'TruncateTestDB', schema 'dbo'. --Step 09C: Attempt to Truncate Data from the table without using the stored procedure TRUNCATE TABLE TruncatePermissionsTest GO -- (Expected: Following error will occur) --  Msg 1088, Level 16, State 7, Line 2 --  Cannot find the object "TruncatePermissionsTest" because it does not exist or you do not have permissions. -- Step 09D:Regenerate Test Data INSERT INTO TruncatePermissionsTest VALUES (N'London'), (N'Paris'), (N'Berlin') GO -- (Expected: Following error will occur if logged in as "AllowedTruncate") -- Msg 229, Level 14, State 5, Line 1 -- The INSERT permission was denied on the object 'TruncatePermissionsTest', database 'TruncateTestDB', schema 'dbo'. --Step 09E: Attempt to Truncate Data from the table using the stored procedure EXEC proc_TruncateMyTable GO -- (Expected: Will execute successfully with 'AllowedTruncate' user, will error out as under with 'RestrictedTruncate') -- Msg 229, Level 14, State 5, Procedure proc_TruncateMyTable, Line 1 -- The EXECUTE permission was denied on the object 'proc_TruncateMyTable', database 'TruncateTestDB', schema 'dbo'. -- Step 09F:Regenerate Test Data INSERT INTO TruncatePermissionsTest VALUES (N'Madrid'), (N'Rome'), (N'Athens') GO --Step 09G: Attempt to Delete Data from the table without using the stored procedure DELETE FROM TruncatePermissionsTest GO -- (Expected: Following error will occur if logged in as "AllowedTruncate") -- Msg 229, Level 14, State 5, Line 2 -- The DELETE permission was denied on the object 'TruncatePermissionsTest', database 'TruncateTestDB', schema 'dbo'. -- Step 09H:Regenerate Test Data INSERT INTO TruncatePermissionsTest VALUES (N'Spain'), (N'Italy'), (N'Greece') GO --Step 09I: Attempt to Delete Data from the table using the stored procedure EXEC proc_DeleteMyTable GO -- (Expected: Following error will occur if logged in as "AllowedTruncate") -- Msg 229, Level 14, State 5, Procedure proc_DeleteMyTable, Line 1 -- The EXECUTE permission was denied on the object 'proc_DeleteMyTable', database 'TruncateTestDB', schema 'dbo'. --Step 09J: Close this SSMS window and return back to "Truncate Table Permissions.sql" Thank you Nakul to take up the challenge and prove that Ahmedabad and Gandhinagar SQL Server User Group has talent to solve difficult problems. Reference: Pinal Dave (http://blog.SQLAuthority.com) Filed under: Best Practices, Pinal Dave, Readers Contribution, Readers Question, SQL, SQL Authority, SQL Query, SQL Scripts, SQL Security, SQL Server, SQL Tips and Tricks, T SQL, Technology

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  • Is Social Media The Vital Skill You Aren’t Tracking?

    - by HCM-Oracle
    By Mark Bennett - Originally featured in Talent Management Excellence The ever-increasing presence of the workforce on social media presents opportunities as well as risks for organizations. While on the one hand, we read about social media embarrassments happening to organizations, on the other we see that social media activities by workers and candidates can enhance a company’s brand and provide insight into what individuals are, or can become, influencers in the social media sphere. HR can play a key role in helping organizations make the most value out of the activities and presence of workers and candidates, while at the same time also helping to manage the risks that come with the permanence and viral nature of social media. What is Missing from Understanding Our Workforce? “If only HP knew what HP knows, we would be three-times more productive.”  Lew Platt, Former Chairman, President, CEO, Hewlett-Packard  What Lew Platt recognized was that organizations only have a partial understanding of what their workforce is capable of. This lack of understanding impacts the company in several negative ways: 1. A particular skill that the company needs to access in one part of the organization might exist somewhere else, but there is no record that the skill exists, so the need is unfulfilled. 2. As market conditions change rapidly, the company needs to know strategic options, but some options are missed entirely because the company doesn’t know that sufficient capability already exists to enable those options. 3. Employees may miss out on opportunities to demonstrate how their hidden skills could create new value to the company. Why don’t companies have that more complete picture of their workforce capabilities – that is, not know what they know? One very good explanation is that companies put most of their efforts into rating their workforce according to the jobs and roles they are filling today. This is the essence of two important talent management processes: recruiting and performance appraisals.  In recruiting, a set of requirements is put together for a job, either explicitly or indirectly through a job description. During the recruiting process, much of the attention is paid towards whether the candidate has the qualifications, the skills, the experience and the cultural fit to be successful in the role. This makes a lot of sense.  In the performance appraisal process, an employee is measured on how well they performed the functions of their role and in an effort to help the employee do even better next time, they are also measured on proficiency in the competencies that are deemed to be key in doing that job. Again, the logic is impeccable.  But in both these cases, two adages come to mind: 1. What gets measured is what gets managed. 2. You only see what you are looking for. In other words, the fact that the current roles the workforce are performing are the basis for measuring which capabilities the workforce has, makes them the only capabilities to be measured. What was initially meant to be a positive, i.e. identify what is needed to perform well and measure it, in order that it can be managed, comes with the unintended negative consequence of overshadowing the other capabilities the workforce has. This also comes with an employee engagement price, for the measurements and management of workforce capabilities is to typically focus on where the workforce comes up short. Again, it makes sense to do this, since improving a capability that appears to result in improved performance benefits, both the individual through improved performance ratings and the company through improved productivity. But this is based on the assumption that the capabilities identified and their required proficiencies are the only attributes of the individual that matter. Anything else the individual brings that results in high performance, while resulting in a desired performance outcome, often goes unrecognized or underappreciated at best. As social media begins to occupy a more important part in current and future roles in organizations, businesses must incorporate social media savvy and innovation into job descriptions and expectations. These new measures could provide insight into how well someone can use social media tools to influence communities and decision makers; keep abreast of trends in fast-moving industries; present a positive brand image for the organization around thought leadership, customer focus, social responsibility; and coordinate and collaborate with partners. These measures should demonstrate the “social capital” the individual has invested in and developed over time. Without this dimension, “short cut” methods may generate a narrow set of positive metrics that do not have real, long-lasting benefits to the organization. How Workforce Reputation Management Helps HR Harness Social Media With hundreds of petabytes of social media data flowing across Facebook, LinkedIn and Twitter, businesses are tapping technology solutions to effectively leverage social for HR. Workforce reputation management technology helps organizations discover, mobilize and retain talent by providing insight into the social reputation and influence of the workforce while also helping organizations monitor employee social media policy compliance and mitigate social media risk.  There are three major ways that workforce reputation management technology can play a strategic role to support HR: 1. Improve Awareness and Decisions on Talent Many organizations measure the skills and competencies that they know they need today, but are unaware of what other skills and competencies their workforce has that could be essential tomorrow. How about whether your workforce has the reputation and influence to make their skills and competencies more effective? Many organizations don’t have insight into the social media “reach” their workforce has, which is becoming more critical to business performance. These features help organizations, managers, and employees improve many talent processes and decision making, including the following: Hiring and Assignments. People and teams with higher reputations are considered more valuable and effective workers. Someone with high reputation who refers a candidate also can have high credibility as a source for hires.   Training and Development. Reputation trend analysis can impact program decisions regarding training offerings by showing how reputation and influence across the workforce changes in concert with training. Worker reputation impacts development plans and goal choices by helping the individual see which development efforts result in improved reputation and influence.   Finding Hidden Talent. Managers can discover hidden talent and skills amongst employees based on a combination of social profile information and social media reputation. Employees can improve their personal brand and accelerate their career development.  2. Talent Search and Discovery The right technology helps organizations find information on people that might otherwise be hidden. By leveraging access to candidate and worker social profiles as well as their social relationships, workforce reputation management provides companies with a more complete picture of what their knowledge, skills, and attributes are and what they can in turn access. This more complete information helps to find the right talent both outside the organization as well as the right, perhaps previously hidden talent, within the organization to fill roles and staff projects, particularly those roles and projects that are required in reaction to fast-changing opportunities and circumstances. 3. Reputation Brings Credibility Workforce reputation management technology provides a clearer picture of how candidates and workers are viewed by their peers and communities across a wide range of social reputation and influence metrics. This information is less subject to individual bias and can impact critical decision-making. Knowing the individual’s reputation and influence enables the organization to predict how well their capabilities and behaviors will have a positive effect on desired business outcomes. Many roles that have the highest impact on overall business performance are dependent on the individual’s influence and reputation. In addition, reputation and influence measures offer a very tangible source of feedback for workers, providing them with insight that helps them develop themselves and their careers and see the effectiveness of those efforts by tracking changes over time in their reputation and influence. The following are some examples of the different reputation and influence measures of the workforce that Workforce Reputation Management could gather and analyze: Generosity – How often the user reposts other’s posts. Influence – How often the user’s material is reposted by others.  Engagement – The ratio of recent posts with references (e.g. links to other posts) to the total number of posts.  Activity – How frequently the user posts. (e.g. number per day)  Impact – The size of the users’ social networks, which indicates their ability to reach unique followers, friends, or users.   Clout – The number of references and citations of the user’s material in others’ posts.  The Vital Ingredient of Workforce Reputation Management: Employee Participation “Nothing about me, without me.” Valerie Billingham, “Through the Patient’s Eyes”, Salzburg Seminar Session 356, 1998 Since data resides primarily in social media, a question arises: what manner is used to collect that data? While much of social media activity is publicly accessible (as many who wished otherwise have learned to their chagrin), the social norms of social media have developed to put some restrictions on what is acceptable behavior and by whom. Disregarding these norms risks a repercussion firestorm. One of the more recognized norms is that while individuals can follow and engage with other individual’s public social activity (e.g. Twitter updates) fairly freely, the more an organization does this unprompted and without getting permission from the individual beforehand, the more likely the organization risks a totally opposite outcome from the one desired. Instead, the organization must look for permission from the individual, which can be met with resistance. That resistance comes from not knowing how the information will be used, how it will be shared with others, and not receiving enough benefit in return for granting permission. As the quote above about patient concerns and rights succinctly states, no one likes not feeling in control of the information about themselves, or the uncertainty about where it will be used. This is well understood in consumer social media (i.e. permission-based marketing) and is applicable to workforce reputation management. However, asking permission leaves open the very real possibility that no one, or so few, will grant permission, resulting in a small set of data with little usefulness for the company. Connecting Individual Motivation to Organization Needs So what is it that makes an individual decide to grant an organization access to the data it wants? It is when the individual’s own motivations are in alignment with the organization’s objectives. In the case of workforce reputation management, when the individual is motivated by a desire for increased visibility and career growth opportunities to advertise their skills and level of influence and reputation, they are aligned with the organizations’ objectives; to fill resource needs or strategically build better awareness of what skills are present in the workforce, as well as levels of influence and reputation. Individuals can see the benefit of granting access permission to the company through multiple means. One is through simple social awareness; they begin to discover that peers who are getting more career opportunities are those who are signed up for workforce reputation management. Another is where companies take the message directly to the individual; we think you would benefit from signing up with our workforce reputation management solution. Another, more strategic approach is to make reputation management part of a larger Career Development effort by the company; providing a wide set of tools to help the workforce find ways to plan and take action to achieve their career aspirations in the organization. An effective mechanism, that facilitates connecting the visibility and career growth motivations of the workforce with the larger context of the organization’s business objectives, is to use game mechanics to help individuals transform their career goals into concrete, actionable steps, such as signing up for reputation management. This works in favor of companies looking to use workforce reputation because the workforce is more apt to see how it fits into achieving their overall career goals, as well as seeing how other participation brings additional benefits.  Once an individual has signed up with reputation management, not only have they made themselves more visible within the organization and increased their career growth opportunities, they have also enabled a tool that they can use to better understand how their actions and behaviors impact their influence and reputation. Since they will be able to see their reputation and influence measurements change over time, they will gain better insight into how reputation and influence impacts their effectiveness in a role, as well as how their behaviors and skill levels in turn affect their influence and reputation. This insight can trigger much more directed, and effective, efforts by the individual to improve their ability to perform at a higher level and become more productive. The increased sense of autonomy the individual experiences, in linking the insight they gain to the actions and behavior changes they make, greatly enhances their engagement with their role as well as their career prospects within the company. Workforce reputation management takes the wide range of disparate data about the workforce being produced across various social media platforms and transforms it into accessible, relevant, and actionable information that helps the organization achieve its desired business objectives. Social media holds untapped insights about your talent, brand and business, and workforce reputation management can help unlock them. Imagine - if you could find the hidden secrets of your businesses, how much more productive and efficient would your organization be? Mark Bennett is a Director of Product Strategy at Oracle. Mark focuses on setting the strategic vision and direction for tools that help organizations understand, shape, and leverage the capabilities of their workforce to achieve business objectives, as well as help individuals work effectively to achieve their goals and navigate their own growth. His combination of a deep technical background in software design and development, coupled with a broad knowledge of business challenges and thinking in today’s globalized, rapidly changing, technology accelerated economy, has enabled him to identify and incorporate key innovations that are central to Oracle Fusion’s unique value proposition. Mark has over the course of his career been in charge of the design, development, and strategy of Talent Management products and the design and development of cutting edge software that is better equipped to handle the increasingly complex demands of users while also remaining easy to use. Follow him @mpbennett

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