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  • How to Send Custom data in ADF/XML format

    - by Kaidul Islam Sazal
    I have built a lead generator form Here which will send email in ADF/XML format.But all I found in internet about ADF that there are limited tags like contact, customer, vendors, vehicle and their corresponding sub tags.I have to send these information via ADF/XML : Your Company Name App Name Description for iTunes and Google Keywords Image or logo for icon First splash page image Second splash page image About Company work schedule List up to 10 services your company provide Company Email Company Phone Company Website Company Facebook Company Youtube Company Twitter Company Google Comments My question is that, how I can send all this data in ADF/XML ? what will be tags for these ? What will be format? I didn't find any specific answers on it in internet.

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  • Software Architecture

    - by Roger
    I have a question about Software Architecture, anyone can help me or give me some hints currently, I have a J2EE project which deploys in a server, I should a Java Standard project(J2SE) should run 24 hours x 7 days to monitor something it could not run separately, because the Java Project shared the some same classes such as Java Bean classes with the J2EE project maybe my design is not correct, can anyone suggest me what should I do? Using SOA? is this correct? my current solution is run this java project using a bash, but I dont think it is then best idea. I list my class packages com.company.alteck com.company.altronics com.company.gamming com.company.jaycar com.company.jup com.company.rpg com.company.sansai com.company.wiretech com.company.yatsal com.ebay.api com.ebay.bean com.ebay.credential com.ozsstock.finals com.ozstock.adapter com.ozstock.aspectj com.ozstock.model com.ozstock.persistence com.ozstock.service com.ozstock.suppliers my structure likes this, all the packages contains "company" should run separately, but depends on the model bean class. can anyone give me some hints to redesign?

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  • Two approaches to adding freelance/contract work to resume [on hold]

    - by melhosseiny
    Approach A Title, Company A Freelance + Title, Company B Title, Company C Freelance + Title, Company D Title, Intern, Company E Approach B Title, Company A Title, Company B Title, Self Title, Intern, Company D In approach B, you would list all freelance/contract work you did under the "Title, Self" experience. For example: Company A Project 1 Project 2 Company B Project 1 Question Which of these two approaches is better? And why? Update I think there's value in this question to the community as it relates specifically to programmers. I'd think that handling this issue on a resume is career-specific. Also, I've found similar questions on the site: Referring to freelance marketplaces as evidence of the experience for a potential full-time employer How to write freelancing in resume for programmers job In any case, I don't think it should be closed. It should be migrated to The Workplace or Freelancing.

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  • What is the ideal file size for a web page? [closed]

    - by Rob
    Possible Duplicate: Is there a maximum size that web pages should be kept under? What is the ideal file size for a web page? Specifically when it comes to image sizes, what's the total file size for a webpage which includes several images. I tend to compress images down as much as possible before it starts to visually lose quality. We run several CMS website's and the clients tend to ask this question a lot! I'd love to hear another view on it.

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  • What is the steps to make a frame work for a company? [on hold]

    - by bbb
    we want to make a frame work for our company. Our company mission is developing web applications and CMS and websites. Till now we had a lot of problems with the various types of codding. we didnt have a frame work and every programmer codes as he wants and it was too hard for the others to edit them. Now we want to make a frame work for the company. We want to make an archive of dll files that are written by our self our other and make the programmers to use just from them and we want to make a frame work for the type of codding. WE NEED A STRUCTURE FOR THE COMPANY. I dont know how to do this and what is the first and second and third step to do this. I need some guidance about it. For example I say that the frame work should contains the followings: The base should be SOLID The method should be Code-First The standards should be Naming Convention The type should be 3 layer programming The method should be MVC We should use from our dll archive The UI should be with HTML and CSS And using from Bootstrap Am I right or not or is it complete or...???

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  • Working for a company vs starting my own? [closed]

    - by Mark
    I need some advice, I am considering going to grad school for CS. I have a few big projects I came up with on my own that I am extremely motivated to work on and complete and try to turn it into a career. I am currently completing an internship working for a big company, decent pay, 9-5 hours in an office. I feel like working for the same company many people would enjoy and like, is extremely boring in my opinion and procedural at times and kills my motivation. As a result, I am kind of unsure if I should continue to get my CS M.S. degree and start working for a big company? What I would enjoy doing most is working for myself and developing my own project, but I am not sure if I will be able to finanically support myself doing that and I do not want to miss out on a big opportuinities/ job offers to work for a company. With that being said, I will never know if my project will ever succeed if I don't give it %110 of my time and dedication, so if I decide to go that route and work on my own project, I will have to set everything else aside, If anyone could give me any advice on what they think about my situation?

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  • Starting company and getting a good deal

    - by Dan
    Hi, I'm having the possibility to start a small company with someone else. I'm a software programmer and been working on a field where there isn't much competition, at least in the platform I'm developing, which is the one with highest market share. This other person comes from marketing so he would find / provide clients and be in charge of the business side. So initially it would be me, the tech guy with the knowledge to develop our product and products based on my development, and this person who would become CEO (basically a 50/50 share). The idea is getting a product on our own, but also perform projects for others in order to get some cash. The problem is that his idea is doing this without initial capital. He tells me that he could get some customers from past business (which is mostly true as he has been in the business for some time) and then with the money obtained from such development, we could hire some freelance developers and build our own platform. I've already discussed with him that I don't find this the best way, provided that we need to compete against other companies some of who are VC funded and have many developers working fulltime. But most of all, I'm thinking of whether this is a fair deal to do, provided that this person is not providing anything other than clients, and I'd be the one having to do the work and dedicate time, thus also taking most of the risks. In all fairness, I'd expect him to put some initial capital, given that initially I'm putting some of my code which in some way is money given the time I've dedicated to it. So the question here is, does this seem fair to you? Is this the way it is usually done? My only concern here is that I don't have previous experience with such deals, and I ignore whether this is the usual thing to do in other cases. Certainly having a marketing person helps a lot. As you probably know being a programmer doesn't make me the most indicated person for marketing ;-) but at the same time I'm not sure if this could be a good deal or I'd just be making a pretty inconvenient deal. Hope I made my point clear, but feel free to let me know if more details are needed. Thanks in advance

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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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  • An ideal way to decode JSON documents in C?

    - by AzizAG
    Assuming I have an API to consume that uses JSON as a data transmission method, what is an ideal way to decode the JSON returned by each API resource? For example, in Java I'd create a class for each API resource then initiate an object of that class and consume data from it. for example: class UserJson extends JsonParser { public function UserJson(String document) { /*Initial document parsing goes here...*/ } //A bunch of getter methods . . . . } The probably do something like this: UserJson userJson = new UserJson(jsonString);//Initial parsing goes in the constructor String username = userJson.getName();//Parse JSON name property then return it as a String. Or when using a programming language with associative arrays(i.e., hash table) the decoding process doesn't require creating a class: (PHP) $userJson = json_decode($jsonString);//Decode JSON as key=>value $username = $userJson['name']; But, when I'm programming in procedural programming languages (C), I can't go with either method, since C is neither OOP nor supports associative arrays(by default, at least). What is the "correct" method of parsing pre-defined JSON strings(i.e., JSON documents specified by the API provider via examples or documentation)? The method I'm currently using is creating a file for each API resource to parse, the problem with this method is that it's basically a lousy version of the OOP method, as it looks exactly like the OOP method but doesn't provide any OOP benefits(e.g., can't pass an object of the parser, etc.). I've been thinking about encapsulating each API resource parser file in a publicly accessed structure(pointing all functions/publicly usable variables to the structure) then accessing the parser file code from within the structure(parser.parse(), parser.getName(), etc.). As this way looks a bit better than the my current method, it still just a rip off the OOP way, isn't it? Any suggestions for methods to parse JSON documents on procedural programming lanauges? Any comments on the methods I'm currently using(either 3 of them)?

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  • Can software company claim the intellectual property rights on my paintings?

    - by maksymko
    This is somewhat related to this question. I'm about to sign a contract with a company that this sort of "all your base are belong to us" clause in it: it says that all programs, designs, sketches, drawings I create in relation to my job belong to the company. More or less usual stuff (unfortunately). What worries me, however, is this "drawings, sketches" thing, because I'm a hobby-artist and I paint and draw at my spare time. Can the company somehow claim ownership of intellectual rights on this work? Should I ask them to explicitly state that this clause does not extend to work of art or is this "in relation to the job" part is good enough?

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  • Does using a PHP framework count as experience using PHP to a company that doesn't use that framework?

    - by sq1020
    I've started working at a company that uses the Yii PHP framework. I'm mostly using Yii but also some frontend stuff like jQuery and Ajax. What I'm worried about is limiting my skill set to a framework that isn't very popular. I mean, if the company I worked for was using Ruby on Rails or even Django, I wouldn't have this feeling of concern for the future. My first question is then, in regards to being able to find a job in the future somewhere else, is my feeling of concern warranted? Secondly, I see a lot of PHP jobs out there but do you think experience using a PHP framework counts as valuable experience to a company that doesn't use that particular framework or any framework at all?

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  • What is the difference between being an IT in investment bank and a professional IT company?

    - by deepsky
    Suppose there are two positions: IT in investment bank: developer for the infrastructure or the platform a famous IT company: embedded developer, linux As far as I understand, since in the investment bank not everyone will have the chance to work for the core trading system, most people just do the same job as they do in a normal IT company. And some of the tasks can even be outsourced. But in a professional IT company, you will have more chance to practice your coding skill and enhance your professional knowledge. So there are many choices when you want to change your job while the IT in invest bank not. Is this correct?

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  • Centos 5.xx Nagios sSMTP mail cannot be sent from nagios server, but works great from console

    - by adam
    I spent last 3 hours of reasearch on how to get nagios to work with email notifications, i need to send emails form work where the only accesible smtp server is the company's one. i managed to get it done from the console using: mail [email protected] working perfectly for the purpouse i set up ssmtp.conf so as: [email protected] mailhub=smtp.company.com:587 [email protected] AuthPass=mypassword FromLineOverride=YES useSTARTTLS=YES rewriteDomain=company.pl hostname=nagios UseTLS=YES i also edited the file /etc/ssmtp/revaliases so as: root:[email protected]:smtp.company.com:587 nagios:[email protected]:smtp.company.com:587 nagiosadmin:[email protected]:smtp.company.com:587 i also edited the file permisions for /etc/ssmtp/* so as: -rwxrwxrwx 1 root nagios 371 lis 22 15:27 /etc/ssmtp/revaliases -rwxrwxrwx 1 root nagios 1569 lis 22 17:36 /etc/ssmtp/ssmtp.conf and i assigned to proper groups i belive: cat /etc/group |grep nagios mail:x:12:mail,postfix,nagios mailnull:x:47:nagios nagios:x:2106:nagios nagcmd:x:2107:nagios when i send mail manualy, i recieve it on my priv box, but when i send mail from nagios the mail log says: Nov 22 17:47:03 certa-vm2 sSMTP[9099]: MAIL FROM:<[email protected]> Nov 22 17:47:03 certa-vm2 sSMTP[9099]: 550 You are not allowed to send mail from this address it says [email protected] and im not allowed to send mails claiming to be [email protected], its suppoused to be [email protected], what am i doing wrong? i ran out of tricks... kind regards Adam xxxx

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  • How does it affect me as a developer/engineer/company that Android is open source

    - by danke
    I understand the concept of open source, but I just realized now that I understand it from only one view: when I open source my own code. I don't really understand what benefit I'm getting from receiving the same thing. As a regular developer (like the majority of us here), I did not spend the past 4 years of my life working on "developing" the android. So even though I'm a developer, I'm at the end of the developers chain when it comes to the Android (like most of us). I'm really more of an end user. So my interest in Android isn't really to dedicate all my time to it or work on improving its kernel or anything overly ambitious. So with that clear, as a developer considering developing for the Android, how does it really benefit me that it's open source? What's the added benefit that I'm missing? Can other developers share some concrete ways that its open source status actually affects us as developers. Basically I'm trying to understand how we, at this developer level, can make sense of the fact that it's open source, or is its open source status just hype for us at our end developer level. Thanks

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  • Testing a wide variety of computers with a small company

    - by Tom the Junglist
    Hello everyone, I work for a small dotcom which will soon be launching a reasonably-complicated Windows program. We have uncovered a number of "WTF?" type scenarios that have turned up as the program has been passed around to the various not-technical-types that we've been unable to replicate. One of the biggest problems we're facing is that of testing: there are a total of three programmers -- only one working on this particular project, me -- no testers, and a handful of assorted other staff (sales, etc). We are also geographically isolated. The "testing lab" consists of a handful of VMWare and VPC images running sort-of fresh installs of Windows XP and Vista, which runs on my personal computer. The non-technical types try to be helpful when problems arise, we have trained them on how to most effectively report problems, and the software itself sports a wide array of diagnostic features, but since they aren't computer nerds like us their reporting is only so useful, and arranging remote control sessions to dig into the guts of their computers is time-consuming. I am looking for resources that allow us to amplify our testing abilities without having to put together an actual lab and hire beta testers. My boss mentioned rental VPS services and asked me to look in to them, however they are still largely very much self-service and I was wondering if there were any better ways. How have you, or any other companies in a similar situation handled this sort of thing? EDIT: According to the lingo, our goal here is to expand our systems testing capacity via an elastic computing platform such as Amazon EC2. At this point I am not sure suggestions of beefing up our unit/integration testing are going to help very much as we are consistently hitting walls at the systems testing phase. Has anyone attempted to do this kind of software testing on a cloud-type service like EC2? Tom

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  • Work in Company vs paid add-ons for Visual Studio

    - by netmajor
    Hey, I'm yesterday install free(I'm student :D) DevExpress Refactor Tool for Visual Studio and think that is great stuff but... how looks using that add-ons in work place ? can You install it on Your own in Your pc?Employer agree with it ? it is difference that it's free or paid add-on ? did Your employer give You add-in from start ? (So You don't need to paid it Yourself?:D) Do You have Favorite add-in? ;) p.s. Do You know how to disable VS shortcut[Alt+Right] for feature? I want to use Refactor shortcut for CamelCaseRight but VS disable it for own shortcut :(

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  • What are the preconditions to get an experienced developer from working as a freelancer to owning a small software company?

    - by Kovu
    I've been a software developer for 8 years. I've worked on about 20 projects, some smaller, some bigger. I know how to help myself by using google magic, msdn, youttube, tutorials, how-to's etc. I'm playing around with the idea to get a friend of mine (who has been a software-developer for 5 years) and start my own software-developer-company. What do you think are the preconditions to get myself from a freelancer to owning my own little company with 2-3 employees?

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  • What database systems should an startup company consider?

    - by Am
    Right now I'm developing the prototype of a web application that aggregates large number of text entries from a large number of users. This data must be frequently displayed back and often updated. At the moment I store the content inside a MySQL database and use NHibernate ORM layer to interact with the DB. I've got a table defined for users, roles, submissions, tags, notifications and etc. I like this solution because it works well and my code looks nice and sane, but I'm also worried about how MySQL will perform once the size of our database reaches a significant number. I feel that it may struggle performing join operations fast enough. This has made me think about non-relational database system such as MongoDB, CouchDB, Cassandra or Hadoop. Unfortunately I have no experience with either. I've read some good reviews on MongoDB and it looks interesting. I'm happy to spend the time and learn if one turns out to be the way to go. I'd much appreciate any one offering points or issues to consider when going with none relational dbms?

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  • Workstation hardware at does your company buy developers?

    - by Bosh
    I'm curious to know what workstation hardware companies are devoting to you, as a developer -- and how much they're spending. I'd consider this thread a big success if I could shed some light on these questions: Do engineers at big companies use substantially different hardware than engineers at start-ups companies? Does a fresh developer recruit at Google get substantially different hardware from someone in the same position at Microsoft or Yahoo!? Do programmers in more senior positions have more powerful hardware on their desks? Does anyone think faster hardware makes more efficient engineers?

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  • Tips For Choosing Best Search Engine Optimization Services For Your Company!

    With the profusion of companies offering SEO optimization services out there, it is therefore important that you know what to look out for in making a choice as to which company to choose. In making a choice you have to know the salient elements that make an ideal company that offers SEO optimization services, armed with this information you will be better equipped in making the right choice for your organization.

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  • How to find (or generate) thousands of company names for test/demo purposes

    - by schefdev
    Ok, so this is rightfully a testing question more than a development question, but the two should go hand in hand :) So, I've got a system I'm building which includes business contact information. Pretty common no doubt. My test/demo database currently has randomly generated individual's names loaded (thanks to a handy IRS spreadsheet I found). This has worked great for internal testing and review purposes, but it looks really odd when shown to prospective customers. So.... Does anyone know where I can grab or find a listing of thousands of business names (address information too would be nice)? I've tried various online public information sources (e.g. EDGAR, and county based property records searches), but these all require me to manually stitch together the results in blocks of 50 names or so at a time. I could do this, but was really hoping for a search service or data store out there that had this type of information readily searchable and retrievable in very large batches. Thanks!

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  • Routing Skype call to another Voip company

    - by Anarchist
    Hello, As my project to do over this summer I would like to create a program that answers a Skype call using the Skype API and allows a user to connect to another VOIP provider (through SIP) and make calls by dialling through the client callers Skype application. I understand that the Skype API allows me to answer and receive keypad input, but I'm stuck on actually sending the sound of the call to a SIP client. Is there an API/library that would allow me to take the Skype receiving audio as input in the SIP client? Is this even possible? I'm not tied to a language but I had planned on using Python. Thanks.

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  • Is it unusual for a small company (15 developers) not to use managed source/version control?

    - by LordScree
    It's not really a technical question, but there are several other questions here about source control and best practice. The company I work for (which will remain anonymous) uses a network share to host its source code and released code. It's the responsibility of the developer or manager to manually move source code to the correct folder depending on whether it's been released and what version it is and stuff. We have various spreadsheets dotted around where we record file names and versions and what's changed, and some teams also put details of different versions at the top of each file. Each team (2-3 teams) seems to do this differently within the company. As you can imagine, it's an organised mess - organised, because the "right people" know where their stuff is, but a mess because it's all different and it relies on people remembering what to do at any one time. One good thing is that everything is backed up on a nightly basis and kept indefinitely, so if mistakes are made, snapshots can be recovered. I've been trying to push for some kind of managed source control for a while, but I can't seem to get enough support for it within the company. My main arguments are: We're currently vulnerable; at any point someone could forget to do one of the many release actions we have to do, which could mean whole versions are not stored correctly. It could take hours or even days to piece a version back together if necessary We're developing new features along with bug fixes, and often have to delay the release of one or the other because some work has not been completed yet. We also have to force customers to take versions that include new features even if they just want a bug fix, because there's only really one version we're all working on We're experiencing problems with Visual Studio because multiple developers are using the same projects at the same time (not the same files, but it's still causing problems) There are only 15 developers, but we all do stuff differently; wouldn't it be better to have a standard company-wide approach we all have to follow? My questions are: Is it normal for a group of this size not to have source control? I have so far been given only vague reasons for not having source control - what reasons would you suggest could be valid for not implementing source control, given the information above? Are there any more reasons for source control that I could add to my arsenal? I'm asking mainly to get a feel for why I have had so much resistance, so please answer honestly. I'll give the answer to the person I believe has taken the most balanced approach and has answered all three questions. Thanks in advance

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