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  • Can Drupal Taxonomy module be used to categorize court records and briefs?

    - by DKinzer
    I'm currently working on project that involves moving a database of documents for court records and briefs over to a Drupal environment. One of the problems that we are faced with is how to index these documents. In our court district, records and briefs all have a docket number which is assigned to a case. The interesting thing is that when multiple cases merge the docket numbers associated to the case become synonymous: Case 1, documents have Doceket No. A Case 2, documents have Docket No. B If case Cases 1 and Case 2 merge, then Docket No. A = Docket No. B My first inclination is to create Docket Vocabulary and have the terms of this Taxonomy be the docket numbers. I am hoping to take advantage of the fact that terms can be synonymous. I understand that there are several functions in the Taxonomy module that I may be able to take advantage, of including: taxonomy_get_synonyms taxonomy_get_related But I'm having problems convincing my collegues that this is the way to go, and frankly I'm not certain it's the right solution either. If anyone has had a similar issue and can offer some guidance as to how to move forward, I would greatly appreciate it. Thanks! D I've asked a related question (which I would also need to answer in order to move forward with this solution): http://stackoverflow.com/questions/2656247/can-drupal-terms-in-different-taxonomies-be-synonymous

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  • How do I assign a rotating category to database entries in the order the records come in?

    - by Stomped
    I have a table which gets entries from a website, and as those entries go into the database, they need to be assigned the next category on a list of categories that may be changed at any time. Because of this reason I can't do something simple like for mapping the first category of 5 to IDs 1, 6, 11, 16. I've considered reading in the list of currently possibly categories, and checking the value of the last one inserted, and then giving the new record the next category, but I imagine if two requests come in at the same moment, I could potentially assign them both the same category rather then in sequence. So, my current round of thinking is the following: lock the tables ( categories and records ) insert the newest row into records get the newest row's ID select the row previous to the insertl ( by using order by auto_inc_name desc 0, 1 ) take the previous row's category, and grab the next one from the cat list update the new inserted row unlock the table I'm not 100% sure this will work right, and there's possibly a much easier way to do it, so I'm asking: A. Will this work as I described in the original problem? B. Do you have a better/easier way to do this? Thanks ~

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  • Quantifying the Performance of Garbage Collection vs. Explicit Memory Management

    - by EmbeddedProg
    I found this article here: Quantifying the Performance of Garbage Collection vs. Explicit Memory Management http://www.cs.umass.edu/~emery/pubs/gcvsmalloc.pdf In the conclusion section, it reads: Comparing runtime, space consumption, and virtual memory footprints over a range of benchmarks, we show that the runtime performance of the best-performing garbage collector is competitive with explicit memory management when given enough memory. In particular, when garbage collection has five times as much memory as required, its runtime performance matches or slightly exceeds that of explicit memory management. However, garbage collection’s performance degrades substantially when it must use smaller heaps. With three times as much memory, it runs 17% slower on average, and with twice as much memory, it runs 70% slower. Garbage collection also is more susceptible to paging when physical memory is scarce. In such conditions, all of the garbage collectors we examine here suffer order-of-magnitude performance penalties relative to explicit memory management. So, if my understanding is correct: if I have an app written in native C++ requiring 100 MB of memory, to achieve the same performance with a "managed" (i.e. garbage collector based) language (e.g. Java, C#), the app should require 5*100 MB = 500 MB? (And with 2*100 MB = 200 MB, the managed app would run 70% slower than the native app?) Do you know if current (i.e. latest Java VM's and .NET 4.0's) garbage collectors suffer the same problems described in the aforementioned article? Has the performance of modern garbage collectors improved? Thanks.

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  • jQuery, ASP.NET, and Browser History

    - by Stephen Walther
    One objection that people always raise against Ajax applications concerns browser history. Because an Ajax application updates its content by performing sneaky Ajax postbacks, the browser backwards and forwards buttons don’t work as you would normally expect. In a normal, non-Ajax application, when you click the browser back button, you return to a previous state of the application. For example, if you are paging through a set of movie records, you might return to the previous page of records. In an Ajax application, on the other hand, the browser backwards and forwards buttons do not work as you would expect. If you navigate to the second page in a list of records and click the backwards button, you won’t return to the previous page. Most likely, you will end up navigating away from the application entirely (which is very unexpected and irritating). Bookmarking presents a similar problem. You cannot bookmark a particular page of records in an Ajax application because the address bar does not reflect the state of the application. The Ajax Solution There is a solution to both of these problems. To solve both of these problems, you must take matters into your own hands and take responsibility for saving and restoring your application state yourself. Furthermore, you must ensure that the address bar gets updated to reflect the state of your application. In this blog entry, I demonstrate how you can take advantage of a jQuery library named bbq that enables you to control browser history (and make your Ajax application bookmarkable) in a cross-browser compatible way. The JavaScript Libraries In this blog entry, I take advantage of the following four JavaScript files: jQuery-1.4.2.js – The jQuery library. Available from the Microsoft Ajax CDN at http://ajax.microsoft.com/ajax/jquery/jquery-1.4.2.js jquery.pager.js – Used to generate pager for navigating records. Available from http://plugins.jquery.com/project/Pager microtemplates.js – John Resig’s micro-templating library. Available from http://ejohn.org/blog/javascript-micro-templating/ jquery.ba-bbq.js – The Back Button and Query (BBQ) Library. Available from http://benalman.com/projects/jquery-bbq-plugin/ All of these libraries, with the exception of the Micro-templating library, are available under the MIT open-source license. The Ajax Application Let’s start by building a simple Ajax application that enables you to page through a set of movie database records, 3 records at a time. We’ll use my favorite database named MoviesDB. This database contains a Movies table that looks like this: We’ll create a data model for this database by taking advantage of the ADO.NET Entity Framework. The data model looks like this: Finally, we’ll expose the data to the universe with the help of a WCF Data Service named MovieService.svc. The code for the data service is contained in Listing 1. Listing 1 – MovieService.svc using System.Data.Services; using System.Data.Services.Common; namespace WebApplication1 { public class MovieService : DataService<MoviesDBEntities> { public static void InitializeService(DataServiceConfiguration config) { config.SetEntitySetAccessRule("Movies", EntitySetRights.AllRead); config.DataServiceBehavior.MaxProtocolVersion = DataServiceProtocolVersion.V2; } } } The WCF Data Service in Listing 1 exposes the movies so that you can query the movie database table with URLs that looks like this: http://localhost:2474/MovieService.svc/Movies -- Returns all movies http://localhost:2474/MovieService.svc/Movies?$top=5 – Returns 5 movies The HTML page in Listing 2 enables you to page through the set of movies retrieved from the WCF Data Service. Listing 2 – Original.html <!DOCTYPE html PUBLIC "-//W3C//DTD XHTML 1.0 Transitional//EN" "http://www.w3.org/TR/xhtml1/DTD/xhtml1-transitional.dtd"> <html xmlns="http://www.w3.org/1999/xhtml"> <head> <title>Movies with History</title> <link href="Design/Pager.css" rel="stylesheet" type="text/css" /> </head> <body> <h1>Page <span id="pageNumber"></span> of <span id="pageCount"></span></h1> <div id="pager"></div> <br style="clear:both" /><br /> <div id="moviesContainer"></div> <script src="http://ajax.microsoft.com/ajax/jquery/jquery-1.4.2.js" type="text/javascript"></script> <script src="App_Scripts/Microtemplates.js" type="text/javascript"></script> <script src="App_Scripts/jquery.pager.js" type="text/javascript"></script> <script type="text/javascript"> var pageSize = 3, pageIndex = 0; // Show initial page of movies showMovies(); function showMovies() { // Build OData query var query = "/MovieService.svc" // base URL + "/Movies" // top-level resource + "?$skip=" + pageIndex * pageSize // skip records + "&$top=" + pageSize // take records + " &$inlinecount=allpages"; // include total count of movies // Make call to WCF Data Service $.ajax({ dataType: "json", url: query, success: showMoviesComplete }); } function showMoviesComplete(result) { // unwrap results var movies = result["d"]["results"]; var movieCount = result["d"]["__count"] // Show movies using template var showMovie = tmpl("<li><%=Id%> - <%=Title %></li>"); var html = ""; for (var i = 0; i < movies.length; i++) { html += showMovie(movies[i]); } $("#moviesContainer").html(html); // show pager $("#pager").pager({ pagenumber: (pageIndex + 1), pagecount: Math.ceil(movieCount / pageSize), buttonClickCallback: selectPage }); // Update page number and page count $("#pageNumber").text(pageIndex + 1); $("#pageCount").text(movieCount); } function selectPage(pageNumber) { pageIndex = pageNumber - 1; showMovies(); } </script> </body> </html> The page in Listing 3 has the following three functions: showMovies() – Performs an Ajax call against the WCF Data Service to retrieve a page of movies. showMoviesComplete() – When the Ajax call completes successfully, this function displays the movies by using a template. This function also renders the pager user interface. selectPage() – When you select a particular page by clicking on a page number in the pager UI, this function updates the current page index and calls the showMovies() function. Figure 1 illustrates what the page looks like when it is opened in a browser. Figure 1 If you click the page numbers then the browser history is not updated. Clicking the browser forward and backwards buttons won’t move you back and forth in browser history. Furthermore, the address displayed in the address bar does not change when you navigate to different pages. You cannot bookmark any page except for the first page. Adding Browser History The Back Button and Query (bbq) library enables you to add support for browser history and bookmarking to a jQuery application. The bbq library supports two important methods: jQuery.bbq.pushState(object) – Adds state to browser history. jQuery.bbq.getState(key) – Gets state from browser history. The bbq library also supports one important event: hashchange – This event is raised when the part of an address after the hash # is changed. The page in Listing 3 demonstrates how to use the bbq library to add support for browser navigation and bookmarking to an Ajax page. Listing 3 – Default.html <!DOCTYPE html PUBLIC "-//W3C//DTD XHTML 1.0 Transitional//EN" "http://www.w3.org/TR/xhtml1/DTD/xhtml1-transitional.dtd"> <html xmlns="http://www.w3.org/1999/xhtml"> <head> <title>Movies with History</title> <link href="Design/Pager.css" rel="stylesheet" type="text/css" /> </head> <body> <h1>Page <span id="pageNumber"></span> of <span id="pageCount"></span></h1> <div id="pager"></div> <br style="clear:both" /><br /> <div id="moviesContainer"></div> <script src="http://ajax.microsoft.com/ajax/jquery/jquery-1.4.2.js" type="text/javascript"></script> <script src="App_Scripts/jquery.ba-bbq.js" type="text/javascript"></script> <script src="App_Scripts/Microtemplates.js" type="text/javascript"></script> <script src="App_Scripts/jquery.pager.js" type="text/javascript"></script> <script type="text/javascript"> var pageSize = 3, pageIndex = 0; $(window).bind('hashchange', function (e) { pageIndex = e.getState("pageIndex") || 0; pageIndex = parseInt(pageIndex); showMovies(); }); $(window).trigger('hashchange'); function showMovies() { // Build OData query var query = "/MovieService.svc" // base URL + "/Movies" // top-level resource + "?$skip=" + pageIndex * pageSize // skip records + "&$top=" + pageSize // take records +" &$inlinecount=allpages"; // include total count of movies // Make call to WCF Data Service $.ajax({ dataType: "json", url: query, success: showMoviesComplete }); } function showMoviesComplete(result) { // unwrap results var movies = result["d"]["results"]; var movieCount = result["d"]["__count"] // Show movies using template var showMovie = tmpl("<li><%=Id%> - <%=Title %></li>"); var html = ""; for (var i = 0; i < movies.length; i++) { html += showMovie(movies[i]); } $("#moviesContainer").html(html); // show pager $("#pager").pager({ pagenumber: (pageIndex + 1), pagecount: Math.ceil(movieCount / pageSize), buttonClickCallback: selectPage }); // Update page number and page count $("#pageNumber").text(pageIndex + 1); $("#pageCount").text(movieCount); } function selectPage(pageNumber) { pageIndex = pageNumber - 1; $.bbq.pushState({ pageIndex: pageIndex }); } </script> </body> </html> Notice the first chunk of JavaScript code in Listing 3: $(window).bind('hashchange', function (e) { pageIndex = e.getState("pageIndex") || 0; pageIndex = parseInt(pageIndex); showMovies(); }); $(window).trigger('hashchange'); When the hashchange event occurs, the current pageIndex is retrieved by calling the e.getState() method. The value is returned as a string and the value is cast to an integer by calling the JavaScript parseInt() function. Next, the showMovies() method is called to display the page of movies. The $(window).trigger() method is called to raise the hashchange event so that the initial page of records will be displayed. When you click a page number, the selectPage() method is invoked. This method adds the current page index to the address by calling the following method: $.bbq.pushState({ pageIndex: pageIndex }); For example, if you click on page number 2 then page index 1 is saved to the URL. The URL looks like this: Notice that when you click on page 2 then the browser address is updated to look like: /Default.htm#pageIndex=1 If you click on page 3 then the browser address is updated to look like: /Default.htm#pageIndex=2 Because the browser address is updated when you navigate to a new page number, the browser backwards and forwards button will work to navigate you backwards and forwards through the page numbers. When you click page 2, and click the backwards button, you will navigate back to page 1. Furthermore, you can bookmark a particular page of records. For example, if you bookmark the URL /Default.htm#pageIndex=1 then you will get the second page of records whenever you open the bookmark. Summary You should not avoid building Ajax applications because of worries concerning browser history or bookmarks. By taking advantage of a JavaScript library such as the bbq library, you can make your Ajax applications behave in exactly the same way as a normal web application.

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  • Maven2 - problem with pluginManagement and parent-child relationship

    - by Newtopian
    from maven documentation pluginManagement: is an element that is seen along side plugins. Plugin Management contains plugin elements in much the same way, except that rather than configuring plugin information for this particular project build, it is intended to configure project builds that inherit from this one. However, this only configures plugins that are actually referenced within the plugins element in the children. The children have every right to override pluginManagement definitions. Now : if I have this in my parent POM <build> <pluginManagement> <plugins> <plugin> <artifactId>maven-dependency-plugin</artifactId> <version>2.0</version> <executions> Some stuff for the children </execution> </executions> </plugin> </plugins> </pluginManagement> </build> and I run mvn help:effective-pom on the parent project I get what I want, namely the plugins part directly under build (the one doing the work) remains empty. Now if I do the following : <build> <pluginManagement> <plugins> <plugin> <artifactId>maven-dependency-plugin</artifactId> <version>2.0</version> <executions> Some stuff for the children </execution> </executions> </plugin> </plugins> </pluginManagement> <plugins> <plugin> <artifactId>maven-compiler-plugin</artifactId> <version>2.0.2</version> <inherited>true</inherited> <configuration> <source>1.6</source> <target>1.6</target> </configuration> </plugin> </plugins> </build> mvn help:effective-pom I get again just what I want, the plugins contains just what is declared and the pluginManagement section is ignored. BUT changing with the following <build> <pluginManagement> <plugins> <plugin> <artifactId>maven-dependency-plugin</artifactId> <version>2.0</version> <executions> Some stuff for the children </execution> </executions> </plugin> </plugins> </pluginManagement> <plugins> <plugin> <artifactId>maven-dependency-plugin</artifactId> <version>2.0</version> <inherited>false</inherited> <!-- this perticular config is NOT for kids... for parent only --> <executions> some stuff for adults only </execution> </executions> </plugin> </plugins> </build> and running mvn help:effective-pom the stuff from pluginManagement section is added on top of what is declared already. as such : <build> <pluginManagement> ... </pluginManagement> <plugins> <plugin> <artifactId>maven-dependency-plugin</artifactId> <version>2.0</version> <inherited>false</inherited> <!-- this perticular config is NOT for kids... for parent only --> <executions> Some stuff for the children </execution> <executions> some stuff for adults only </execution> </executions> </plugin> </plugins> </build> Is there a way to exclude the part for children from the parent pom's section ? In effect what I want is for the pluginManagement to behave exactly as the documentation states, that is I want it to apply for children only but not for the project in which it is declared. As a corrolary, is there a way I can override the parts from the pluginManagement by declaring the plugin in the normal build section of a project ? whatever I try I get that the section is added to executions but I cannot override one that exists already. EDIT: I never did find an acceptable solution for this and as such the issue remains open. Closest solution was offered below and is currently the accepted solution for this question until something better comes up. Right now there are three ways to achieve the desired result (modulate plugin behaviour depending on where in the inheritance hierarchy the current POM is): 1 - using profiles, it will work but you must beware that profiles are not inherited, which is somewhat counter intuitive. They are (if activated) applied to the POM where declared and then this generated POM is propagated down. As such the only way to activate the profile for child POM is specifically on the command line (least I did not find another way). Property, file and other means of activation fail to activate the POM because the trigger is not in the POM where the profile is declared. 2 - (this is what I ended up doing) Declare the plugin as not inherited in the parent and re-declare (copy-paste) the tidbit in every child where it is wanted. Not ideal but it is simple and it works. 3 - Split the aggregation nature and parent nature of the parent POM. Then since the part that only applies to the parent is in a different project it is now possible to use pluginManagement as firstly intended. However this means that a new artificial project must be created that does not contribute to the end product but only serves the could system. This is clear case of conceptual bleed. Also this only applies to my specific and is hard to generalize, so I abandoned efforts to try and make this work in favor of the not-pretty but more contained cut and paste patch described in 2. If anyone coming across this question has a better solution either because of my lack of knowledge of Maven or because the tool evolved to allow this please post the solution here for future reference. Thank you all for your help :-)

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  • Something about Property Management or &hellip; the understanding of SharePoint Admins/roles ?!?

    - by Enrique Lima
    When I talk about SharePoint, for some reason it comes to my mind as if it were property management and all the tasks associated with it. So, imagine you have a lot ( a piece of land of sorts), you then decide there is something you want to do with it.  So, you make the choice of having a building built.  Now, in order to go forward with your plan, you need to check what the rules/regulations are.  Has is it been zoned residential, commercial, industrial … you get the idea.  This to me sounds like Governance.  The what am I to do given a defined set of rules. We keep on moving forward based on those rules.  And with this we start the process of building, the building process takes us to survey the land, identify what our boundaries are.  And as we go along we start getting the idea in our head as to what we will do as far as the building goes.  We identify the essentials of the building, basic services and such.  All in all, we plan.  And as with many things we do, we like solid foundations.  What a solid foundation looks like will depend on where and what we build.  The way buildings are built depends in many ways in being able to foresee the potential for natural disasters or to try to leverage the lay of the land.  Sound familiar?  We have done our Requirements Gathering. We have the building in place, we have followed the zoning rules, we have implemented services.  But we need someone to manage the building, now we move on to the human side of the story.  We want to establish a means to normalcy in the building, someone that can be the monitoring agent as to the “what’s going on?” of it.  This person will be tasked with making sure all basic services are functional, that measures are taken if there is an issue and so on.  Enter the Farm Administrator. In a way, we establish an extension of the rules to make sure the building and the apartments/offices build follow a standard set of rules too. Now, in turn you will have people leasing or buying the apartments/offices, they will be the keepers of that space.  So, now we are building sites, we have moved from having the building (farm) ready, to leasing/selling offices/apartments (site collections).  There will be someone assuming responsibility for those offices, that person will authorize or be informed about activities and also who not only gets a code into the building, but perhaps a key to the office.  Enter Site Collection Administrator.  And then perhaps we move on to the person that would be responsible for specifics within the office, for example a Human Resources Manager or Coordinator.  They will have specific control and knowledge about people.  A facilities coordinator, and so on.  I would translate that into Site Administrators. With that said then, we identify the following: Role Name Responsibility (but not limited to) Farm Administrator Infrastructure Site Collection Admin Policies for Content, Hierarchy, Recycle Bin, Security and Access Site Owner (Site Admin) Security and Access, Training, Guidance, Manage Templates All in all there are different levels of responsibility to be handled, but it is very important to understand what they are and what they mean. Here is a link to very well laid out explanation on this … http://www.endusersharepoint.com/2009/08/11/site-managers-and-end-user-expectations-roles-and-responsibilities/

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  • How to set a management IP on a Dell powerconnect 5524/5548 switch?

    - by John Little
    When you first power on a 5524, connected via the serial console, you are offered a setup wizard where you can enter the management IP/Net/Gateway and enter the admin password. HOWEVER, if you dont do this in 60 seconds, the wizard dissapears, and there seems to be no way to run it again - even if you reboot the box. No commands work in the CLI, it just gives you this prompt: If you type say enable, or login, it gives: >login Unknown parameter May be one from the following list: debug help So no commands seem to work. The CLI reference guide does not seem to have any way to run the wizard, or to set the management port or admin passwords. So by not responding in 60 secons after boot, the unit is bricked. Any ideas?

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  • How can I get Opera speed-dial and password management features in other browsers?

    - by Howard Guo
    I heavily rely on Opera's speed dial and password management features. Lack of these two features is really stopping me from switching to another web browser such as Chrome or Firefox. Opera's password management has two unique characteristics which I rely on heavily: It saves passwords on all pages, (apparently) despite the page's meta data asking not to save passwords. It offers keyboard shortcut and button to automatically fill in username/passwords and all other fields in a login form, then automatically submit the form. (So I'm only one key/click away from logging into a website) How can I get those functions in other browsers? Thank you! Edit: Reason being that I use other web browsers at work and I wish they could have those functions.

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  • SQL Server Management Studio Reports: Why no open transactions?

    - by Sleepless
    On a server with several hundred user connections, when I open the SQL Server 2008 SP1 Management Studio report "Database - User Statistics", the result page shows the following results: Login Name: appUser Active Sessions: 243 Active Connections: 243 Open Transactions: 374 Still, when I open the report "Database - All Transactions" on the same DB, it doesn't show any connections ("Currently, there are no transactions running for [Database Name] Database"). What gives? Is this a bug in Management Studio? This is not the only report where this kind of behavious happens... Thanks all!

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  • Why is cpu power management not working in Server 2012 with Hyper-V?

    - by Roland
    We've been using Server2008R2 with Hyper-V for a couple of years now and chose it at the time because of its ability to make use of Intel SpeedStep and AMD PowerNow! Now with Server 2012 and Hyper-V V3, all power management abilities seem to be gone. The CPUs are always at full speed and our servers need twice the energy as before while idling. (Yes, the CPU P-states are enabled in the BIOS) Is this by design? Is there a workaround to enable cpu power management again? Despite the great new features of Hyper-V 3, this would be a show-stopper for us since we are very concerned about energy consumption.

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  • Missing menu items for Azure SQL tables within SQL Server Management Studio?

    - by Sid
    I have a table (say Table1) that is replicated via SQL Data Sync Agent across a local SQL Server 2012 as well as an Azure SQL Server (part of Microsoft Azure). Everything about Table1 (schema, table values etc ) is identical to the best of my understanding. However, when I list and right click Table1 from Microsoft SQL Server Management Studio 2012 (SSMS), I get some very different menu options, even for seemingly basic stuff. Lets focus only on the 'Design' menu item: It is visible for Table1 on the local SQL server in SSMS It is missing for Table1 on Azure SQL via SSMS It is visible for Table1 (as Open Table Definition) on Azure SQL when reaching it via Visual Studio 2012 (Server Explorer - Data connections) This is seen in the screenshots below: Now I use scripts from some real stuff (esp when I need to check in the SQL scripts etc) but this difference concerns me to some extent. Am I witnessing just a tools artifact in SQL Server Management Studio when connecting to Azure SQL? or is it something more serious about limitations of Azure SQL itself (although, just seeing the Design surface is so basic!)?

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  • Recoomend company to take care or webserver and wordpress management?

    - by javipas
    I'm interested in setting up a professional WordPress site but I'd like to explore the pssibilities to leave the management of the webserver and even WordPress' management to a company that guarantees great availability, performance of the site (load times, security) and even SEO. My site is currently running on other platform but I plan on a migration on the next 4 weeks. I've done this usually, but I'd like to focus on the content, so I don't have to mess with webserver/mysql/php configs in order to get nice performance. Is there some (maybe hosting) company that is dedicated to this? Would it be better to hire a sysadmin with experience in those matters?

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  • Does SQL Server Management Studio 2008 Activity Monitor work with SQL Server 2000?

    - by Andrew Janke
    I am trying to use SQL Server Management Studio 2008's Activity Monitor with an SQL Server 2000 instance to diagnose some query performance issues. I can connect SMSS 2008 to the db fine, and use it to browse objects and run queries. But when I press the Activity Monitor button, it pops up an error message saying: Microsoft SQL Server Management Studio This operation does not support connections to Microsoft SQL Server Personal Edition version 8.00.818. This MSDN article implies that Activity Monitor works with SQL Server 2000. Is it the fact that it's Personal Edition that's preventing it from working? The error message isn't clear whether it's the edition or version that's the problem.

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  • database schema eligible for delta synchronization

    - by WilliamLou
    it's a question for discussion only. Right now, I need to re-design a mysql database table. Basically, this table contains all the contract records I synchronized from another database. The contract record can be modified, deleted or users can add new contract records via GUI interface. At this stage, the table structure is exactly the same as the Contract info (column: serial number, expiry date etc.). In that case, I can only synchronize the whole table (delete all old records, replace with new ones). If I want to delta(only synchronize with modified, new, deleted records) synchronize the table, how should I change the database schema? here is the method I come up with, but I need your suggestions because I think it's a common scenario in database applications. 1)introduce a sequence number concept/column: for each sequence, mark the new added records, modified records, deleted records with this sequence number. By recording the last synchronized sequence number, only pass those records with higher sequence number; 2) because deleted contracts can be added back, and the original table has primary key constraints, should I create another table for those deleted records? or add a flag column to indicate if this contract has been deleted? I hope I explain my question clearly. Anyway, if you know any articles or your own suggestions about this, please let me know. Thanks!

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  • visusal studio embedded crystal report keeps prompting database login?

    - by phill
    I'm using visual studio 2005 to develop a form with a combobox passing a value into the parameter of an embedded crystal report. I'm trying to figure out why it keeps prompting me for a database login every single time you try to run the report with a different combobox selection. Here is my code: private Sub Form1_load... Dim ConnName As String Dim ServerName As String Dim DBName As String Dim user As String Dim pass As String Dim gDBA As ADODB.Connection Dim records As ADODB.Recordset Dim datver As ADODB.Recordset Dim query As String '---OPEN THE DATABASE CONNECTIONS gDBA = New ADODB.Connection ': gDBA.CursorLocation = adUseServer 'Added to prevent time out error gDBA.CommandTimeout = 1000 : gDBA.ConnectionTimeout = 1000 gDBA.ConnectionString = "Server=svr13;Database=subscribers;User ID=KViews;Password=Solution;Trusted_Connection=True;" gDBA.Open("Data Source=Kaseya;Initial Catalog=subscribers;User Id=KViews;Password=Solution;", "KViews", "Solution") records = New ADODB.Recordset query = "select distinct groupname from _v_k order by groupname desc" 'records.ActiveConnection = gDBA.ConnectionString records.CursorType = CursorTypeEnum.adOpenForwardOnly records.LockType = LockTypeEnum.adLockReadOnly records.Open(query, gDBA) Do While Not records.EOF ComboBox1.Items.Add(records.Fields("groupname").Value) records.MoveNext() Loop end Sub Private Sub Button1_Click(ByVal sender As System.Object, ByVal e As System.EventArgs) Handles Button1.Click Dim selected As String selected = ComboBox1.Text Dim cryRpt As New ReportDocument cryRpt.Load("C:\Visual Studio 2005\Projects\WindowsApplication1\WindowsApplication1\CrystalReport1.rpt") cryRpt.SetDatabaseLogon("KViews", "Solutions", "svr13", "subscribers") cryRpt.SetParameterValue("companyname", selected) CrystalReportViewer1.ReportSource = cryRpt CrystalReportViewer1.Refresh() End Sub I looked at this previous posting http://stackoverflow.com/questions/1132314/database-login-prompt-with-crystal-reports but this wasn't very helpful. I couldn't find where a CMC was to disable the prompt. Any ideas? thanks in advance

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  • Connecting to MSSQL Express in silverlight 4 appl, the db doesn't shows up in Management Studio Expr

    - by Gabriel
    I'm using MSSQLExpress named instance in my Silverlight 4 application. The database located in the web application data folder. I attached the db via VS2010. The program works, but the db doesn't show up in Management Studio Express. If I delete the connection from within VS2010, and Try to attach to db via Management Studio Express, on writes, that the database with same the name already exists. Why the database connected via VS2010 doesn't show up in Management Studio Express? Thanks in advance Gabor

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  • IE9, LightSwitch Beta 2 and Zune HD: A Study in Risk Management?

    - by andrewbrust
    Photo by parl, 'Risk.’ Under Creative Commons Attribution-NonCommercial-NoDerivs License This has been a busy week for Microsoft, and for me as well.  On Monday, Microsoft launched Internet Explorer 9 at South by Southwest (SXSW) in Austin, TX.  That evening I flew from New York to Seattle.  On Tuesday morning, Microsoft launched Visual Studio LightSwitch, Beta 2 with a Go-Live license, in Redmond, and I had the privilege of speaking at the keynote presentation where the announcement was made.  Readers of this blog know I‘m a fan of LightSwitch, so I was happy to tell the app dev tools partners in the audience that I thought the LightSwitch extensions ecosystem represented a big opportunity – comparable to the opportunity when Visual Basic 1.0 was entering its final beta roughly 20 years ago.  On Tuesday evening, I flew back to New York (and wrote most of this post in-flight). Two busy, productive days.  But there was a caveat that impacts the accomplishments, because Monday was also the day reports surfaced from credible news agencies that Microsoft was discontinuing its dedicated Zune hardware efforts.  While the Zune brand, technology and service will continue to be a component of Windows Phone and a piece of the Xbox puzzle as well, speculation is that Microsoft will no longer be going toe-to-toe with iPod touch in the portable music player market. If we take all three of these developments together (even if one of them is based on speculation), two interesting conclusions can reasonably be drawn, one good and one less so. Microsoft is doubling down on technologies it finds strategic and de-emphasizing those that it does not.  HTML 5 and the Web are strategic, so here comes IE9, and it’s a very good browser.  Try it and see.  Silverlight is strategic too, as is SQL Server, Windows Azure and SQL Azure, so here comes Visual Studio LightSwitch Beta 2 and a license to deploy its apps to production.  Downloads of that product have exceeded Microsoft’s projections by more than 50%, and the company is even citing analyst firms’ figures covering the number of power-user developers that might use it. (I happen to think the product will be used by full-fledged developers as well, but that’s a separate discussion.) Windows Phone is strategic too…I wasn’t 100% positive of that before, but the Nokia agreement has made me confident.  Xbox as an entertainment appliance is also strategic.  Standalone music players are not strategic – and even if they were, selling them has been a losing battle for Microsoft.  So if Microsoft has consolidated the Zune content story and the ZunePass subscription into Xbox and Windows Phone, it would make sense, and would be a smart allocation of resources.  Essentially, it would be for the greater good. But it’s not all good.  In this scenario, Zune player customers would lose out.  Unless they wanted to switch to Windows Phone, and then use their phone’s battery for the portable media needs, they’re going to need a new platform.  They’re going to feel abandoned.  Even if Zune lives, there have been other such cul de sacs for customers.  Remember SPOT watches?  Live Spaces?  The original Live Mesh?  Microsoft discontinued each of these products.  The company is to be commended for cutting its losses, as admitting a loss isn’t easy.  But Redmond won’t be well-regarded by the victims of those decisions.  Instead, it gets black marks. What’s the answer?  I think it’s a bit like the 1980’s New York City “don’t block the box” gridlock rules: don’t enter an intersection unless you see a clear path through it.  If the light turns red and you’re blocking the perpendicular traffic, that’s your fault in judgment.  You get fined and get points on your license and you don’t get to shrug it off as beyond your control.  Accountability is key.  The same goes for Microsoft.  If it decides to enter a market, it should see a reasonable path through success in that market. Switching analogies, Microsoft shouldn’t make investments haphazardly, and it certainly shouldn’t ask investors to buy into a high-risk fund that is sold as safe and which offers only moderate returns.  People won’t continue to invest with a fund manager with a track record of over-zealous, imprudent, sub-prime investments.  The same is true on the product side for Microsoft, and not just with music players and geeky wrist watches.  It’s true of Web browsers, and line-of-business app dev tools, and smartphones, and cloud platforms and operating systems too.  When Microsoft is casual about its own risk, it raises risk for its customers, and weakens its reputation, market share and credibility.  That doesn’t mean all risk is bad, but it does mean no product team’s risk should be taken lightly. For mutual fund companies, it’s the CEO’s job to give his fund managers autonomy, but to make sure they’re conforming to a standard of rational risk management.  Because all those funds carry the same brand, and many of them serve the same investors. The same goes for Microsoft, its product portfolio, its executive ranks and its product managers.

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

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

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  • Projected Results

    - by Sylvie MacKenzie, PMP
    Excerpt from PROFIT - ORACLE - by Monica Mehta Yasser Mahmud has seen a revolution in project management over the past decade. During that time, the former Primavera product strategist (who joined Oracle when his company was acquired in 2008) has not only observed a transformation in the way IT systems support corporate projects but the role project portfolio management (PPM) plays in the enterprise. “15 years ago project management was the domain of project management office (PMO),” Mahmud recalls of earlier days. “But over the course of the past decade, we've seen it transform into a mission critical enterprise discipline, that has made Primavera indispensable in the board room. Now, as a senior manager, a board member, or a C-level executive you have direct and complete visibility into what’s kind of going on in the organization—at a level of detail that you're going to consume that information.” Now serving as Oracle’s vice president of product strategy and industry marketing, Mahmud shares his thoughts on how Oracle’s Primavera solutions have evolved and how best-in-class project portfolio management systems can help businesses stay competitive. Profit: What do you feel are the market dynamics that are changing project management today? Mahmud: First, the data explosion. We're generating data at twice the rate at which we can actually store it. The same concept applies for project-intensive organizations. A lot of data is gathered, but what are we really doing with it? Are we turning data into insight? Are we using that insight and turning it into foresight with analytics tools? This is a key driver that will separate the very good companies—the very competitive companies—from those that are not as competitive. Another trend is centered on the explosion of mobile computing. By the year 2013, an estimated 35 percent of the world’s workforce is going to be mobile. That’s one billion people. So the question is not if you're going to go mobile, it’s how fast you are going to go mobile. What kind of impact does that have on how the workforce participates in projects? What worked ten to fifteen years ago is not going to work today. It requires a real rethink around the interfaces and how data is actually presented. Profit: What is the role of project management in this new landscape? Mahmud: We recently conducted a PPM study with the Economist Intelligence Unit centered to determine how important project management is considered within organizations. Our target was primarily CFOs, CIOs, and senior managers and we discovered that while 95 percent of participants believed it critical to their business, only six percent were confident that projects were delivered on time and on budget. That’s a huge gap. Most organizations are looking for efficiency, especially in these volatile financial times. But senior management can’t keep track of every project in a large organization. As a result, executives are attempting to inventory the work being conducted under their watch. What is often needed is a very high-level assessment conducted at the board level to say, “Here are the 50 initiatives that we have underway. How do they line up with our strategic drivers?” This line of questioning can provide early warning that work and strategy are out of alignment; finding the gap between what the business needs to do and the actual performance scorecard. That’s low-hanging fruit for any executive looking to increase efficiency and save money. But it can only be obtained through proper assessment of existing projects—and you need a project system of record to get that done. Over the next decade or so, project management is going to transform into holistic work management. Business leaders will want make sure key projects align with corporate strategy, but also the ability to drill down into daily activity and smaller projects to make sure they line up as well. Keeping employees from working on tasks—even for a few hours—that don’t line up with corporate goals will, in many ways, become a competitive differentiator. Profit: How do all of these market challenges and shifting trends impact Oracle’s Primavera solutions and meeting customers’ needs? Mahmud: For Primavera, it’s a transformation from being a project management application to a PPM system in the enterprise. Also making that system a mission-critical application by connecting to other key applications within the ecosystem, such as the enterprise resource planning (ERP), supply chain, and CRM systems. Analytics have also become a huge component. Business analytics have made Oracle’s Primavera applications pertinent in the boardroom. Now, as a senior manager, a board member, a CXO, CIO, or CEO, you have direct visibility into what’s going on in the organization at a level that you're able to consume that information. In addition, all of this information pairs up really well with your financials and other data. Certainly, when you're an Oracle shop, you have that visibility that you didn’t have before from a project execution perspective. Profit: What new strategies and tools are being implemented to create a more efficient workplace for users? Mahmud: We believe very strongly that just because you call something an enterprise project portfolio management system doesn’t make it so—you have to get people to want to participate in the system. This can’t be mandated down from the top. It simply doesn’t work that way. A truly adoptable solution is one that makes it super easy for all types users to participate, by providing them interfaces where they live. Keeping that in mind, a major area of development has been alternative user interfaces. This is increasingly resulting in the creation of lighter weight, targeted interfaces such as iOS applications, and smartphones interfaces such as for iPhone and Android platform. Profit: How does this translate into the development of Oracle’s Primavera solutions? Mahmud: Let me give you a few examples. We recently announced the launch of our Primavera P6 Team Member application, which is a native iOS application for the iPhone. This interface makes it easier for team members to do their jobs quickly and effectively. Similarly, we introduced the Primavera analytics application, which can be consumed via mobile devices, and when married with Oracle Spatial capabilities, users can get a geographical view of what’s going on and which projects are occurring in various locations around the world. Lastly, we introduced advanced email integration that allows project team members to status work via E-mail. This functionality leverages the fact that users are in E-mail system throughout the day and allows them to status their work without the need to launch the Primavera application. It comes back to a mantra: provide as many alternative user interfaces as possible, so you can give people the ability to work, to participate, to raise issues, to create projects, in the places where they live. Do it in such a way that it’s non-intrusive, do it in such a way that it’s easy and intuitive and they can get it done in a short amount of time. If you do that, workers can get back to doing what they're actually getting paid for.

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  • SSIS how to split a single record in to two different records?

    - by Dr. Zim
    I have a Product record that has multiple "zoned" prices, one for each store that sells the product. ProductID int Name string PriceA money PriceB money PriceC money In SQL Server Integration Services, I need to split this in to multiple records: ProductID int Version string // A, B, or C Price money // PriceA if A, PriceB if B, etc. This would be within a Data Flow, I presume as a Transformation between Excel source and OLE DB destination. (Assuming OLE DB is a good destination for MS SQL server).

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  • Crystal Reports API - chart: "for all records" or "for each record"?

    - by Epaga
    Is there any way to determine whether a chart in Crystal Reports 2008 (using either the RAS SDK or the older RDC API) is set to display values "for each record" or "for all records"? I can get access to a CrystalDecisions.ReportAppServer.ReportDefModel.ChartObject but can't find any API there to access which type of chart it is - "for each" or "for all".

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  • How tough programmer are you? (subjective) The Guinness Book of Programming Records [closed]

    - by topright
    The Guinness Book of Programming Records. It is very interesting to know what we and our colleagues are capable of. I welcome you to tell us what is your best result/achievement and what are you most proud of as a programmer. PS. There are over 6000 subjective and even more argumentative questions on stackoverflow: http://stackoverflow.com/questions/tagged/subjective. I don't see reasons to close this very interesting question. Please, vote to reopen it!

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