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  • Rendering ASP.NET Script References into the Html Header

    - by Rick Strahl
    One thing that I’ve come to appreciate in control development in ASP.NET that use JavaScript is the ability to have more control over script and script include placement than ASP.NET provides natively. Specifically in ASP.NET you can use either the ClientScriptManager or ScriptManager to embed scripts and script references into pages via code. This works reasonably well, but the script references that get generated are generated into the HTML body and there’s very little operational control for placement of scripts. If you have multiple controls or several of the same control that need to place the same scripts onto the page it’s not difficult to end up with scripts that render in the wrong order and stop working correctly. This is especially critical if you load script libraries with dependencies either via resources or even if you are rendering referenced to CDN resources. Natively ASP.NET provides a host of methods that help embedding scripts into the page via either Page.ClientScript or the ASP.NET ScriptManager control (both with slightly different syntax): RegisterClientScriptBlock Renders a script block at the top of the HTML body and should be used for embedding callable functions/classes. RegisterStartupScript Renders a script block just prior to the </form> tag and should be used to for embedding code that should execute when the page is first loaded. Not recommended – use jQuery.ready() or equivalent load time routines. RegisterClientScriptInclude Embeds a reference to a script from a url into the page. RegisterClientScriptResource Embeds a reference to a Script from a resource file generating a long resource file string All 4 of these methods render their <script> tags into the HTML body. The script blocks give you a little bit of control by having a ‘top’ and ‘bottom’ of the document location which gives you some flexibility over script placement and precedence. Script includes and resource url unfortunately do not even get that much control – references are simply rendered into the page in the order of declaration. The ASP.NET ScriptManager control facilitates this task a little bit with the abililty to specify scripts in code and the ability to programmatically check what scripts have already been registered, but it doesn’t provide any more control over the script rendering process itself. Further the ScriptManager is a bear to deal with generically because generic code has to always check and see if it is actually present. Some time ago I posted a ClientScriptProxy class that helps with managing the latter process of sending script references either to ClientScript or ScriptManager if it’s available. Since I last posted about this there have been a number of improvements in this API, one of which is the ability to control placement of scripts and script includes in the page which I think is rather important and a missing feature in the ASP.NET native functionality. Handling ScriptRenderModes One of the big enhancements that I’ve come to rely on is the ability of the various script rendering functions described above to support rendering in multiple locations: /// <summary> /// Determines how scripts are included into the page /// </summary> public enum ScriptRenderModes { /// <summary> /// Inherits the setting from the control or from the ClientScript.DefaultScriptRenderMode /// </summary> Inherit, /// Renders the script include at the location of the control /// </summary> Inline, /// <summary> /// Renders the script include into the bottom of the header of the page /// </summary> Header, /// <summary> /// Renders the script include into the top of the header of the page /// </summary> HeaderTop, /// <summary> /// Uses ClientScript or ScriptManager to embed the script include to /// provide standard ASP.NET style rendering in the HTML body. /// </summary> Script, /// <summary> /// Renders script at the bottom of the page before the last Page.Controls /// literal control. Note this may result in unexpected behavior /// if /body and /html are not the last thing in the markup page. /// </summary> BottomOfPage } This enum is then applied to the various Register functions to allow more control over where scripts actually show up. Why is this useful? For me I often render scripts out of control resources and these scripts often include things like a JavaScript Library (jquery) and a few plug-ins. The order in which these can be loaded is critical so that jQuery.js always loads before any plug-in for example. Typically I end up with a general script layout like this: Core Libraries- HeaderTop Plug-ins: Header ScriptBlocks: Header or Script depending on other dependencies There’s also an option to render scripts and CSS at the very bottom of the page before the last Page control on the page which can be useful for speeding up page load when lots of scripts are loaded. The API syntax of the ClientScriptProxy methods is closely compatible with ScriptManager’s using static methods and control references to gain access to the page and embedding scripts. For example, to render some script into the current page in the header: // Create script block in header ClientScriptProxy.Current.RegisterClientScriptBlock(this, typeof(ControlResources), "hello_function", "function helloWorld() { alert('hello'); }", true, ScriptRenderModes.Header); // Same again - shouldn't be rendered because it's the same id ClientScriptProxy.Current.RegisterClientScriptBlock(this, typeof(ControlResources), "hello_function", "function helloWorld() { alert('hello'); }", true, ScriptRenderModes.Header); // Create a second script block in header ClientScriptProxy.Current.RegisterClientScriptBlock(this, typeof(ControlResources), "hello_function2", "function helloWorld2() { alert('hello2'); }", true, ScriptRenderModes.Header); // This just calls ClientScript and renders into bottom of document ClientScriptProxy.Current.RegisterStartupScript(this,typeof(ControlResources), "call_hello", "helloWorld();helloWorld2();", true); which generates: <html xmlns="http://www.w3.org/1999/xhtml" > <head><title> </title> <script type="text/javascript"> function helloWorld() { alert('hello'); } </script> <script type="text/javascript"> function helloWorld2() { alert('hello2'); } </script> </head> <body> … <script type="text/javascript"> //<![CDATA[ helloWorld();helloWorld2();//]]> </script> </form> </body> </html> Note that the scripts are generated into the header rather than the body except for the last script block which is the call to RegisterStartupScript. In general I wouldn’t recommend using RegisterStartupScript – ever. It’s a much better practice to use a script base load event to handle ‘startup’ code that should fire when the page first loads. So instead of the code above I’d actually recommend doing: ClientScriptProxy.Current.RegisterClientScriptBlock(this, typeof(ControlResources), "call_hello", "$().ready( function() { alert('hello2'); });", true, ScriptRenderModes.Header); assuming you’re using jQuery on the page. For script includes from a Url the following demonstrates how to embed scripts into the header. This example injects a jQuery and jQuery.UI script reference from the Google CDN then checks each with a script block to ensure that it has loaded and if not loads it from a server local location: // load jquery from CDN ClientScriptProxy.Current.RegisterClientScriptInclude(this, typeof(ControlResources), "http://ajax.googleapis.com/ajax/libs/jquery/1.3.2/jquery.min.js", ScriptRenderModes.HeaderTop); // check if jquery loaded - if it didn't we're not online string scriptCheck = @"if (typeof jQuery != 'object') document.write(unescape(""%3Cscript src='{0}' type='text/javascript'%3E%3C/script%3E""));"; string jQueryUrl = ClientScriptProxy.Current.GetWebResourceUrl(this, typeof(ControlResources), ControlResources.JQUERY_SCRIPT_RESOURCE); ClientScriptProxy.Current.RegisterClientScriptBlock(this, typeof(ControlResources), "jquery_register", string.Format(scriptCheck,jQueryUrl),true, ScriptRenderModes.HeaderTop); // Load jquery-ui from cdn ClientScriptProxy.Current.RegisterClientScriptInclude(this, typeof(ControlResources), "http://ajax.googleapis.com/ajax/libs/jqueryui/1.7.2/jquery-ui.min.js", ScriptRenderModes.Header); // check if we need to load from local string jQueryUiUrl = ResolveUrl("~/scripts/jquery-ui-custom.min.js"); ClientScriptProxy.Current.RegisterClientScriptBlock(this, typeof(ControlResources), "jqueryui_register", string.Format(scriptCheck, jQueryUiUrl), true, ScriptRenderModes.Header); // Create script block in header ClientScriptProxy.Current.RegisterClientScriptBlock(this, typeof(ControlResources), "hello_function", "$().ready( function() { alert('hello'); });", true, ScriptRenderModes.Header); which in turn generates this HTML: <html xmlns="http://www.w3.org/1999/xhtml" > <head> <script src="http://ajax.googleapis.com/ajax/libs/jquery/1.3.2/jquery.min.js" type="text/javascript"></script> <script type="text/javascript"> if (typeof jQuery != 'object') document.write(unescape("%3Cscript src='/WestWindWebToolkitWeb/WebResource.axd?d=DIykvYhJ_oXCr-TA_dr35i4AayJoV1mgnQAQGPaZsoPM2LCdvoD3cIsRRitHKlKJfV5K_jQvylK7tsqO3lQIFw2&t=633979863959332352' type='text/javascript'%3E%3C/script%3E")); </script> <title> </title> <script src="http://ajax.googleapis.com/ajax/libs/jqueryui/1.7.2/jquery-ui.min.js" type="text/javascript"></script> <script type="text/javascript"> if (typeof jQuery != 'object') document.write(unescape("%3Cscript src='/WestWindWebToolkitWeb/scripts/jquery-ui-custom.min.js' type='text/javascript'%3E%3C/script%3E")); </script> <script type="text/javascript"> $().ready(function() { alert('hello'); }); </script> </head> <body> …</body> </html> As you can see there’s a bit more control in this process as you can inject both script includes and script blocks into the document at the top or bottom of the header, plus if necessary at the usual body locations. This is quite useful especially if you create custom server controls that interoperate with script and have certain dependencies. The above is a good example of a useful switchable routine where you can switch where scripts load from by default – the above pulls from Google CDN but a configuration switch may automatically switch to pull from the local development copies if your doing development for example. How does it work? As mentioned the ClientScriptProxy object mimicks many of the ScriptManager script related methods and so provides close API compatibility with it although it contains many additional overloads that enhance functionality. It does however work against ScriptManager if it’s available on the page, or Page.ClientScript if it’s not so it provides a single unified frontend to script access. There are however many overloads of the original SM methods like the above to provide additional functionality. The implementation of script header rendering is pretty straight forward – as long as a server header (ie. it has to have runat=”server” set) is available. Otherwise these routines fall back to using the default document level insertions of ScriptManager/ClientScript. Given that there is a server header it’s relatively easy to generate the script tags and code and append them to the header either at the top or bottom. I suspect Microsoft didn’t provide header rendering functionality precisely because a runat=”server” header is not required by ASP.NET so behavior would be slightly unpredictable. That’s not really a problem for a custom implementation however. Here’s the RegisterClientScriptBlock implementation that takes a ScriptRenderModes parameter to allow header rendering: /// <summary> /// Renders client script block with the option of rendering the script block in /// the Html header /// /// For this to work Header must be defined as runat="server" /// </summary> /// <param name="control">any control that instance typically page</param> /// <param name="type">Type that identifies this rendering</param> /// <param name="key">unique script block id</param> /// <param name="script">The script code to render</param> /// <param name="addScriptTags">Ignored for header rendering used for all other insertions</param> /// <param name="renderMode">Where the block is rendered</param> public void RegisterClientScriptBlock(Control control, Type type, string key, string script, bool addScriptTags, ScriptRenderModes renderMode) { if (renderMode == ScriptRenderModes.Inherit) renderMode = DefaultScriptRenderMode; if (control.Page.Header == null || renderMode != ScriptRenderModes.HeaderTop && renderMode != ScriptRenderModes.Header && renderMode != ScriptRenderModes.BottomOfPage) { RegisterClientScriptBlock(control, type, key, script, addScriptTags); return; } // No dupes - ref script include only once const string identifier = "scriptblock_"; if (HttpContext.Current.Items.Contains(identifier + key)) return; HttpContext.Current.Items.Add(identifier + key, string.Empty); StringBuilder sb = new StringBuilder(); // Embed in header sb.AppendLine("\r\n<script type=\"text/javascript\">"); sb.AppendLine(script); sb.AppendLine("</script>"); int? index = HttpContext.Current.Items["__ScriptResourceIndex"] as int?; if (index == null) index = 0; if (renderMode == ScriptRenderModes.HeaderTop) { control.Page.Header.Controls.AddAt(index.Value, new LiteralControl(sb.ToString())); index++; } else if(renderMode == ScriptRenderModes.Header) control.Page.Header.Controls.Add(new LiteralControl(sb.ToString())); else if (renderMode == ScriptRenderModes.BottomOfPage) control.Page.Controls.AddAt(control.Page.Controls.Count-1,new LiteralControl(sb.ToString())); HttpContext.Current.Items["__ScriptResourceIndex"] = index; } Note that the routine has to keep track of items inserted by id so that if the same item is added again with the same key it won’t generate two script entries. Additionally the code has to keep track of how many insertions have been made at the top of the document so that entries are added in the proper order. The RegisterScriptInclude method is similar but there’s some additional logic in here to deal with script file references and ClientScriptProxy’s (optional) custom resource handler that provides script compression /// <summary> /// Registers a client script reference into the page with the option to specify /// the script location in the page /// </summary> /// <param name="control">Any control instance - typically page</param> /// <param name="type">Type that acts as qualifier (uniqueness)</param> /// <param name="url">the Url to the script resource</param> /// <param name="ScriptRenderModes">Determines where the script is rendered</param> public void RegisterClientScriptInclude(Control control, Type type, string url, ScriptRenderModes renderMode) { const string STR_ScriptResourceIndex = "__ScriptResourceIndex"; if (string.IsNullOrEmpty(url)) return; if (renderMode == ScriptRenderModes.Inherit) renderMode = DefaultScriptRenderMode; // Extract just the script filename string fileId = null; // Check resource IDs and try to match to mapped file resources // Used to allow scripts not to be loaded more than once whether // embedded manually (script tag) or via resources with ClientScriptProxy if (url.Contains(".axd?r=")) { string res = HttpUtility.UrlDecode( StringUtils.ExtractString(url, "?r=", "&", false, true) ); foreach (ScriptResourceAlias item in ScriptResourceAliases) { if (item.Resource == res) { fileId = item.Alias + ".js"; break; } } if (fileId == null) fileId = url.ToLower(); } else fileId = Path.GetFileName(url).ToLower(); // No dupes - ref script include only once const string identifier = "script_"; if (HttpContext.Current.Items.Contains( identifier + fileId ) ) return; HttpContext.Current.Items.Add(identifier + fileId, string.Empty); // just use script manager or ClientScriptManager if (control.Page.Header == null || renderMode == ScriptRenderModes.Script || renderMode == ScriptRenderModes.Inline) { RegisterClientScriptInclude(control, type,url, url); return; } // Retrieve script index in header int? index = HttpContext.Current.Items[STR_ScriptResourceIndex] as int?; if (index == null) index = 0; StringBuilder sb = new StringBuilder(256); url = WebUtils.ResolveUrl(url); // Embed in header sb.AppendLine("\r\n<script src=\"" + url + "\" type=\"text/javascript\"></script>"); if (renderMode == ScriptRenderModes.HeaderTop) { control.Page.Header.Controls.AddAt(index.Value, new LiteralControl(sb.ToString())); index++; } else if (renderMode == ScriptRenderModes.Header) control.Page.Header.Controls.Add(new LiteralControl(sb.ToString())); else if (renderMode == ScriptRenderModes.BottomOfPage) control.Page.Controls.AddAt(control.Page.Controls.Count-1, new LiteralControl(sb.ToString())); HttpContext.Current.Items[STR_ScriptResourceIndex] = index; } There’s a little more code here that deals with cleaning up the passed in Url and also some custom handling of script resources that run through the ScriptCompressionModule – any script resources loaded in this fashion are automatically cached based on the resource id. Raw urls extract just the filename from the URL and cache based on that. All of this to avoid doubling up of scripts if called multiple times by multiple instances of the same control for example or several controls that all load the same resources/includes. Finally RegisterClientScriptResource utilizes the previous method to wrap the WebResourceUrl as well as some custom functionality for the resource compression module: /// <summary> /// Returns a WebResource or ScriptResource URL for script resources that are to be /// embedded as script includes. /// </summary> /// <param name="control">Any control</param> /// <param name="type">A type in assembly where resources are located</param> /// <param name="resourceName">Name of the resource to load</param> /// <param name="renderMode">Determines where in the document the link is rendered</param> public void RegisterClientScriptResource(Control control, Type type, string resourceName, ScriptRenderModes renderMode) { string resourceUrl = GetClientScriptResourceUrl(control, type, resourceName); RegisterClientScriptInclude(control, type, resourceUrl, renderMode); } /// <summary> /// Works like GetWebResourceUrl but can be used with javascript resources /// to allow using of resource compression (if the module is loaded). /// </summary> /// <param name="control"></param> /// <param name="type"></param> /// <param name="resourceName"></param> /// <returns></returns> public string GetClientScriptResourceUrl(Control control, Type type, string resourceName) { #if IncludeScriptCompressionModuleSupport // If wwScriptCompression Module through Web.config is loaded use it to compress // script resources by using wcSC.axd Url the module intercepts if (ScriptCompressionModule.ScriptCompressionModuleActive) { string url = "~/wwSC.axd?r=" + HttpUtility.UrlEncode(resourceName); if (type.Assembly != GetType().Assembly) url += "&t=" + HttpUtility.UrlEncode(type.FullName); return WebUtils.ResolveUrl(url); } #endif return control.Page.ClientScript.GetWebResourceUrl(type, resourceName); } This code merely retrieves the resource URL and then simply calls back to RegisterClientScriptInclude with the URL to be embedded which means there’s nothing specific to deal with other than the custom compression module logic which is nice and easy. What else is there in ClientScriptProxy? ClientscriptProxy also provides a few other useful services beyond what I’ve already covered here: Transparent ScriptManager and ClientScript calls ClientScriptProxy includes a host of routines that help figure out whether a script manager is available or not and all functions in this class call the appropriate object – ScriptManager or ClientScript – that is available in the current page to ensure that scripts get embedded into pages properly. This is especially useful for control development where controls have no control over the scripting environment in place on the page. RegisterCssLink and RegisterCssResource Much like the script embedding functions these two methods allow embedding of CSS links. CSS links are appended to the header or to a form declared with runat=”server”. LoadControlScript Is a high level resource loading routine that can be used to easily switch between different script linking modes. It supports loading from a WebResource, a url or not loading anything at all. This is very useful if you build controls that deal with specification of resource urls/ids in a standard way. Check out the full Code You can check out the full code to the ClientScriptProxyClass here: ClientScriptProxy.cs ClientScriptProxy Documentation (class reference) Note that the ClientScriptProxy has a few dependencies in the West Wind Web Toolkit of which it is part of. ControlResources holds a few standard constants and script resource links and the ScriptCompressionModule which is referenced in a few of the script inclusion methods. There’s also another useful ScriptContainer companion control  to the ClientScriptProxy that allows scripts to be placed onto the page’s markup including the ability to specify the script location and script minification options. You can find all the dependencies in the West Wind Web Toolkit repository: West Wind Web Toolkit Repository West Wind Web Toolkit Home Page© Rick Strahl, West Wind Technologies, 2005-2010Posted in ASP.NET  JavaScript  

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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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  • Multiple vulnerabilities in Wireshark

    - by RitwikGhoshal
    CVE DescriptionCVSSv2 Base ScoreComponentProduct and Resolution CVE-2012-4285 Numeric Errors vulnerability 3.3 Wireshark Solaris 11 11/11 SRU 13.4 CVE-2012-4286 Numeric Errors vulnerability 4.3 CVE-2012-4287 Resource Management Errors vulnerability 5.0 CVE-2012-4288 Numeric Errors vulnerability 3.3 CVE-2012-4289 Resource Management Errors vulnerability 3.3 CVE-2012-4290 Resource Management Errors vulnerability 3.3 CVE-2012-4291 Resource Management Errors vulnerability 3.3 CVE-2012-4292 Improper Input Validation vulnerability 3.3 CVE-2012-4293 Numeric Errors vulnerability 3.3 CVE-2012-4294 Improper Restriction of Operations within the Bounds of a Memory Buffer vulnerability 5.8 CVE-2012-4295 Denial of Service (DoS) vulnerability 3.3 CVE-2012-4296 Resource Management Errors vulnerability 3.3 CVE-2012-4297 Improper Restriction of Operations within the Bounds of a Memory Buffer vulnerability 8.3 CVE-2012-4298 Numeric Errors vulnerability 5.4 This notification describes vulnerabilities fixed in third-party components that are included in Oracle's product distributions.Information about vulnerabilities affecting Oracle products can be found on Oracle Critical Patch Updates and Security Alerts page.

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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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  • Just Released: Oracle Instantis EnterpriseTrack 8.5

    - by Melissa Centurio Lopes
    Instantis EnterpriseTrack has been successfully integrated into the Oracle development process and the first release under Oracle is generally available. This release is a significant expansion of solution capabilities in resource management, project demand management, and project execution. It also includes customer requested product enhancements, reporting enhancements, performance optimizations, and user experience improvements. Key enhancements include: New Resource Calendar functionality provides more precise capacity visibility for resource planning and increases project plan reliability. Support for Activity Labor Cost Capitalization allows project teams to easily mark any WBS activity as CapEx or OpEx with Labor Expense Type and enforce proper classification of Labor Expense Type for activities by setting defaults through activity templates or at project level New Variable Resource Rates functionality allows project stakeholders to specify resource rate accurately over time and account for wage revisions Instantis EnterpriseTrack cloud and on-premise solutions provide a top-down approach to managing, tracking and reporting on enterprise strategies, projects, portfolios, processes, resources, and financials. Upgrade now or Visit the Instantis EnterpriseTrack site to learn more.

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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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  • An invalid character was found in text content. Error processing resource

    - by rekhasathvika
    Hi, I got the following error, An invalid character was found in text content. Error processing resource when I dynamically created xml file using php.The encoding I used was utf-8.I changed it to ISO-8859-1.The error resolved.But the issue is I am having tamil,hindi content So it is displayed as à®à®à¯à®°à®¾-à®à¯à®à¯à®à¯- How to solve this? Regards Rekha http://hiox.org

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  • How do I specify an action on a resource in a namespace in rails 3?

    - by harald
    I have a resource :products in a namespace :shop, like this: namespace :shop do resources :products root :to => 'products#index' end When running rake routes it outputs the following: edit_shop_product GET /shop/products/:id/edit(.:format) {:action=>"edit", :controller=>"shop/products"} But when I use the edit_shop_product_path in a partial view, like this: <%= button_to "Edit", edit_shop_product_path(product) %> I get an ActionController Exception: No route matches "/shop/products/1/edit" What am I missing?

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  • Is it possible to serve up a resource as both JSON and Aspx with OpenRasta?

    - by Jeffrey Cameron
    (I'm also asking this on the OpenRasta google group) Hey all, I've been using OpenRasta to convert an old web application we have into something RESTful. IS it possible to serve up a resource (or specifically a list of resources) as both .aspx and JSON? I have tried this but no matter what I try I keep getting the .aspx back ... any ideas? Here's a sample configuration: ResourceSpace.Has.ResourcesOfType<List<Valueset>>() .AtUri("/valuesets") .HandledBy<ValuesetHandler>() .AsJsonDataContract() .And.AsXmlDataContract() .And.RenderedByAspx("~/Views/VauesetView.aspx")

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  • How do I add an icon as a classpath resource to an SWT window created with WindowBuilder?

    - by Zoot
    I'm trying to add an external icon from an *.ico file to a window that I'm creating using the WindowBuilder design window. I can select the shell, which brings up an "image" properties field. That brings up the image chooser dialog box: How do I make my icon show up in this menu as a classpath resource? The image works if an absolute path is given, but I don't want to use that option in my application. Thanks!

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  • The key must be an application-specific resource id.

    - by Pentium10
    Why do I get this Exception? 05-18 20:29:38.044: ERROR/AndroidRuntime(5453): java.lang.IllegalArgumentException: The key must be an application-specific resource id. 05-18 20:29:38.044: ERROR/AndroidRuntime(5453): at android.view.View.setTag(View.java:7704) 05-18 20:29:38.044: ERROR/AndroidRuntime(5453): at com.mypkg.viewP.inflateRow(viewP.java:518) the line in question is: ((Button) row.findViewById(R.id.btnPickContact)).setTag(TAG_ONLINE_ID,objContact.onlineid); and I have it defined as: private static final int TAG_ONLINE_ID = 1;

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  • Where to store a DataSource resource in a Java web app?

    - by Slavko
    This is a rookie question. What's the best place to put @Resource private DataSource ds; in a web application? Do I put it in a servlet, context listener or maybe there's a better place for it? Also, do I create a new Connection object in my doGet()/doPost() or should I do it somewhere else? What's the best practice for stuff like this? Thank you!

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  • How do you compile a resource into the binary?

    - by Wonderflonium
    How do you compile a resource into the binary in XCode? That way is doesn't show up inside the application bundle as a file and it's not subject to manipulation by a user (whether good-intentioned or bad). Is this even possible? I'm particularly interested about this in terms of iPhone apps. Any help is appreciated!

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  • Flash ActiveX: How to Load Movie from memory or resource or stream?

    - by yuku
    I'm embedding a Flash ActiveX control in my C++ app (Flash.ocx, Flash10a.ocx, etc depending on your Flash version). I can load an SWF file by calling LoadMovie(0, filename), but the file needs to physically reside in the disk. How to load the SWF from memory (or resource, or stream)? I'm sure there must be a way, because commercial solutions like f-in-box's feature Load flash movies from memory directly also uses Flash ActiveX control.

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  • How to load image data from resource bitmap file for directshow filter ?

    - by Forrest
    I need put one bitmap image to my directshow filter. Then user can use this bitmap image and do not care where is it. First, I import this bitmap file into resource bundle, and get one IDB_BITMAP1. Then, I need to read this IDB_BITMAP1 using opencv cvLoadImage or some windows image API to load this image into buffer. So question is how to do this ? Or is that possible ? Thanks

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