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  • Faceted search with Solr on Windows

    - by Dr.NETjes
    With over 10 million hits a day, funda.nl is probably the largest ASP.NET website which uses Solr on a Windows platform. While all our data (i.e. real estate properties) is stored in SQL Server, we're using Solr 1.4.1 to return the faceted search results as fast as we can.And yes, Solr is very fast. We did do some heavy stress testing on our Solr service, which allowed us to do over 1,000 req/sec on a single 64-bits Solr instance; and that's including converting search-url's to Solr http-queries and deserializing Solr's result-XML back to .NET objects! Let me tell you about faceted search and how to integrate Solr in a .NET/Windows environment. I'll bet it's easier than you think :-) What is faceted search? Faceted search is the clustering of search results into categories, allowing users to drill into search results. By showing the number of hits for each facet category, users can easily see how many results match that category. If you're still a bit confused, this example from CNET explains it all: The SQL solution for faceted search Our ("pre-Solr") solution for faceted search was done by adding a lot of redundant columns to our SQL tables and doing a COUNT(...) for each of those columns:   So if a user was searching for real estate properties in the city 'Amsterdam', our facet-query would be something like: SELECT COUNT(hasGarden), COUNT(has2Bathrooms), COUNT(has3Bathrooms), COUNT(etc...) FROM Houses WHERE city = 'Amsterdam' While this solution worked fine for a couple of years, it wasn't very easy for developers to add new facets. And also, performing COUNT's on all matched rows only performs well if you have a limited amount of rows in a table (i.e. less than a million). Enter Solr "Solr is an open source enterprise search server based on the Lucene Java search library, with XML/HTTP and JSON APIs, hit highlighting, faceted search, caching, replication, and a web administration interface." (quoted from Wikipedia's page on Solr) Solr isn't a database, it's more like a big index. Every time you upload data to Solr, it will analyze the data and create an inverted index from it (like the index-pages of a book). This way Solr can lookup data very quickly. To explain the inner workings of Solr is beyond the scope of this post, but if you want to learn more, please visit the Solr Wiki pages. Getting faceted search results from Solr is very easy; first let me show you how to send a http-query to Solr:    http://localhost:8983/solr/select?q=city:Amsterdam This will return an XML document containing the search results (in this example only three houses in the city of Amsterdam):    <response>     <result name="response" numFound="3" start="0">         <doc>            <long name="id">3203</long>            <str name="city">Amsterdam</str>            <str name="steet">Keizersgracht</str>            <int name="numberOfBathrooms">2</int>        </doc>         <doc>             <long name="id">3205</long>             <str name="city">Amsterdam</str>             <str name="steet">Vondelstraat</str>             <int name="numberOfBathrooms">3</int>          </doc>          <doc>             <long name="id">4293</long>             <str name="city">Amsterdam</str>             <str name="steet">Wibautstraat</str>             <int name="numberOfBathrooms">2</int>          </doc>       </result>   </response> By adding a facet-querypart for the field "numberOfBathrooms", Solr will return the facets for this particular field. We will see that there's one house in Amsterdam with three bathrooms and two houses with two bathrooms.    http://localhost:8983/solr/select?q=city:Amsterdam&facet=true&facet.field=numberOfBathrooms The complete XML response from Solr now looks like:    <response>      <result name="response" numFound="3" start="0">         <doc>            <long name="id">3203</long>            <str name="city">Amsterdam</str>            <str name="steet">Keizersgracht</str>            <int name="numberOfBathrooms">2</int>         </doc>         <doc>            <long name="id">3205</long>            <str name="city">Amsterdam</str>            <str name="steet">Vondelstraat</str>            <int name="numberOfBathrooms">3</int>         </doc>         <doc>            <long name="id">4293</long>            <str name="city">Amsterdam</str>            <str name="steet">Wibautstraat</str>            <int name="numberOfBathrooms">2</int>         </doc>      </result>      <lst name="facet_fields">         <lst name="numberOfBathrooms">            <int name="2">2</int>            <int name="3">1</int>         </lst>      </lst>   </response> Trying Solr for yourself To run Solr on your local machine and experiment with it, you should read the Solr tutorial. This tutorial really only takes 1 hour, in which you install Solr, upload sample data and get some query results. And yes, it works on Windows without a problem. Note that in the Solr tutorial, you're using Jetty as a Java Servlet Container (that's why you must start it using "java -jar start.jar"). In our environment we prefer to use Apache Tomcat to host Solr, which installs like a Windows service and works more like .NET developers expect. See the SolrTomcat page.Some best practices for running Solr on Windows: Use the 64-bits version of Tomcat. In our tests, this doubled the req/sec we were able to handle!Use a .NET XmlReader to convert Solr's XML output-stream to .NET objects. Don't use XPath; it won't scale well.Use filter queries ("fq" parameter) instead of the normal "q" parameter where possible. Filter queries are cached by Solr and will speed up Solr's response time (see FilterQueryGuidance)In my next post I’ll talk about how to keep Solr's indexed data in sync with the data in your SQL tables. Timestamps / rowversions will help you out here!

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  • Translating with Google Translate without API and C# Code

    - by Rick Strahl
    Some time back I created a data base driven ASP.NET Resource Provider along with some tools that make it easy to edit ASP.NET resources interactively in a Web application. One of the small helper features of the interactive resource admin tool is the ability to do simple translations using both Google Translate and Babelfish. Here's what this looks like in the resource administration form: When a resource is displayed, the user can click a Translate button and it will show the current resource text and then lets you set the source and target languages to translate. The Go button fires the translation for both Google and Babelfish and displays them - pressing use then changes the language of the resource to the target language and sets the resource value to the newly translated value. It's a nice and quick way to get a quick translation going. Ch… Ch… Changes Originally, both implementations basically did some screen scraping of the interactive Web sites and retrieved translated text out of result HTML. Screen scraping is always kind of an iffy proposition as content can be changed easily, but surprisingly that code worked for many years without fail. Recently however, Google at least changed their input pages to use AJAX callbacks and the page updates no longer worked the same way. End result: The Google translate code was broken. Now, Google does have an official API that you can access, but the API is being deprecated and you actually need to have an API key. Since I have public samples that people can download the API key is an issue if I want people to have the samples work out of the box - the only way I could even do this is by sharing my API key (not allowed).   However, after a bit of spelunking and playing around with the public site however I found that Google's interactive translate page actually makes callbacks using plain public access without an API key. By intercepting some of those AJAX calls and calling them directly from code I was able to get translation back up and working with minimal fuss, by parsing out the JSON these AJAX calls return. I don't think this particular Warning: This is hacky code, but after a fair bit of testing I found this to work very well with all sorts of languages and accented and escaped text etc. as long as you stick to small blocks of translated text. I thought I'd share it in case anybody else had been relying on a screen scraping mechanism like I did and needed a non-API based replacement. Here's the code: /// <summary> /// Translates a string into another language using Google's translate API JSON calls. /// <seealso>Class TranslationServices</seealso> /// </summary> /// <param name="Text">Text to translate. Should be a single word or sentence.</param> /// <param name="FromCulture"> /// Two letter culture (en of en-us, fr of fr-ca, de of de-ch) /// </param> /// <param name="ToCulture"> /// Two letter culture (as for FromCulture) /// </param> public string TranslateGoogle(string text, string fromCulture, string toCulture) { fromCulture = fromCulture.ToLower(); toCulture = toCulture.ToLower(); // normalize the culture in case something like en-us was passed // retrieve only en since Google doesn't support sub-locales string[] tokens = fromCulture.Split('-'); if (tokens.Length > 1) fromCulture = tokens[0]; // normalize ToCulture tokens = toCulture.Split('-'); if (tokens.Length > 1) toCulture = tokens[0]; string url = string.Format(@"http://translate.google.com/translate_a/t?client=j&text={0}&hl=en&sl={1}&tl={2}", HttpUtility.UrlEncode(text),fromCulture,toCulture); // Retrieve Translation with HTTP GET call string html = null; try { WebClient web = new WebClient(); // MUST add a known browser user agent or else response encoding doen't return UTF-8 (WTF Google?) web.Headers.Add(HttpRequestHeader.UserAgent, "Mozilla/5.0"); web.Headers.Add(HttpRequestHeader.AcceptCharset, "UTF-8"); // Make sure we have response encoding to UTF-8 web.Encoding = Encoding.UTF8; html = web.DownloadString(url); } catch (Exception ex) { this.ErrorMessage = Westwind.Globalization.Resources.Resources.ConnectionFailed + ": " + ex.GetBaseException().Message; return null; } // Extract out trans":"...[Extracted]...","from the JSON string string result = Regex.Match(html, "trans\":(\".*?\"),\"", RegexOptions.IgnoreCase).Groups[1].Value; if (string.IsNullOrEmpty(result)) { this.ErrorMessage = Westwind.Globalization.Resources.Resources.InvalidSearchResult; return null; } //return WebUtils.DecodeJsString(result); // Result is a JavaScript string so we need to deserialize it properly JavaScriptSerializer ser = new JavaScriptSerializer(); return ser.Deserialize(result, typeof(string)) as string; } To use the code is straightforward enough - simply provide a string to translate and a pair of two letter source and target languages: string result = service.TranslateGoogle("Life is great and one is spoiled when it goes on and on and on", "en", "de"); TestContext.WriteLine(result); How it works The code to translate is fairly straightforward. It basically uses the URL I snagged from the Google Translate Web Page slightly changed to return a JSON result (&client=j) instead of the funky nested PHP style JSON array that the default returns. The JSON result returned looks like this: {"sentences":[{"trans":"Das Leben ist großartig und man wird verwöhnt, wenn es weiter und weiter und weiter geht","orig":"Life is great and one is spoiled when it goes on and on and on","translit":"","src_translit":""}],"src":"en","server_time":24} I use WebClient to make an HTTP GET call to retrieve the JSON data and strip out part of the full JSON response that contains the actual translated text. Since this is a JSON response I need to deserialize the JSON string in case it's encoded (for upper/lower ASCII chars or quotes etc.). Couple of odd things to note in this code: First note that a valid user agent string must be passed (or at least one starting with a common browser identification - I use Mozilla/5.0). Without this Google doesn't encode the result with UTF-8, but instead uses a ISO encoding that .NET can't easily decode. Google seems to ignore the character set header and use the user agent instead which is - odd to say the least. The other is that the code returns a full JSON response. Rather than use the full response and decode it into a custom type that matches Google's result object, I just strip out the translated text. Yeah I know that's hacky but avoids an extra type and firing up the JavaScript deserializer. My internal version uses a small DecodeJsString() method to decode Javascript without the overhead of a full JSON parser. It's obviously not rocket science but as mentioned above what's nice about it is that it works without an Google API key. I can't vouch on how many translates you can do before there are cut offs but in my limited testing running a few stress tests on a Web server under load I didn't run into any problems. Limitations There are some restrictions with this: It only works on single words or single sentences - multiple sentences (delimited by .) are cut off at the ".". There is also a length limitation which appears to happen at around 220 characters or so. While that may not sound  like much for typical word or phrase translations this this is plenty of length. Use with a grain of salt - Google seems to be trying to limit their exposure to usage of the Translate APIs so this code might break in the future, but for now at least it works. FWIW, I also found that Google's translation is not as good as Babelfish, especially for contextual content like sentences. Google is faster, but Babelfish tends to give better translations. This is why in my translation tool I show both Google and Babelfish values retrieved. You can check out the code for this in the West Wind West Wind Web Toolkit's TranslationService.cs file which contains both the Google and Babelfish translation code pieces. Ironically the Babelfish code has been working forever using screen scraping and continues to work just fine today. I think it's a good idea to have multiple translation providers in case one is down or changes its format, hence the dual display in my translation form above. I hope this has been helpful to some of you - I've actually had many small uses for this code in a number of applications and it's sweet to have a simple routine that performs these operations for me easily. Resources Live Localization Sample Localization Resource Provider Administration form that includes options to translate text using Google and Babelfish interactively. TranslationService.cs The full source code in the West Wind West Wind Web Toolkit's Globalization library that contains the translation code. © Rick Strahl, West Wind Technologies, 2005-2011Posted in CSharp  HTTP   Tweet (function() { var po = document.createElement('script'); po.type = 'text/javascript'; po.async = true; po.src = 'https://apis.google.com/js/plusone.js'; var s = document.getElementsByTagName('script')[0]; s.parentNode.insertBefore(po, s); })();

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  • Social Business Forum Milano: Day 1

    - by me
    div.c50 {font-family: Helvetica;} div.c49 {position: relative; height: 0px; overflow: hidden;} span.c48 {color: #333333; font-size: 14px; line-height: 18px;} div.c47 {background-color: #ffffff; border-left: 1px solid rgba(0, 0, 0, 0.098); border-right: 1px solid rgba(0, 0, 0, 0.098); background-clip: padding-box;} div.c46 {color: #666666; font-family: arial, helvetica, sans-serif; font-weight: normal} span.c45 {line-height: 14px;} div.c44 {border-width: 0px; font-family: arial, helvetica, sans-serif; margin: 0px; outline-width: 0px; padding: 0px 0px 10px; vertical-align: baseline} div.c43 {border-width: 0px; margin: 0px; outline-width: 0px; padding: 0px 0px 10px; vertical-align: baseline;} p.c42 {color: #666666; font-family: arial, helvetica, sans-serif} span.c41 {line-height: 14px; font-size: 11px;} h2.c40 {font-family: arial, helvetica, sans-serif} p.c39 {font-family: arial, helvetica, sans-serif} span.c38 {font-family: arial, helvetica, sans-serif; font-size: 80%; font-weight: bold} div.c37 {color: #999999; font-size: 14px; font-weight: normal; line-height: 18px} div.c36 {background-clip: padding-box; background-color: #ffffff; border-bottom: 1px solid #e8e8e8; border-left: 1px solid rgba(0, 0, 0, 0.098); border-right: 1px solid rgba(0, 0, 0, 0.098); cursor: pointer; margin-left: 58px; min-height: 51px; padding: 9px 12px; position: relative; z-index: auto} div.c35 {background-clip: padding-box; background-color: #ffffff; border-bottom: 1px solid #e8e8e8; border-left: 1px solid rgba(0, 0, 0, 0.098); border-right: 1px solid rgba(0, 0, 0, 0.098); cursor: pointer; margin-left: 58px; min-height: 51px; padding: 9px 12px; position: relative} div.c34 {overflow: hidden; font-size: 12px; padding-top: 1px;} ul.c33 {padding: 0px; margin: 0px; list-style-type: none; opacity: 0;} li.c32 {display: inline;} a.c31 {color: #298500; text-decoration: none; outline-width: 0px; font-size: 12px; margin-left: 8px;} a.c30 {color: #999999; text-decoration: none; outline-width: 0px; font-size: 12px; float: left; margin-right: 2px;} strong.c29 {font-weight: normal; color: #298500;} span.c28 {color: #999999;} div.c27 {font-family: arial, helvetica, sans-serif; margin: 0px; word-wrap: break-word} span.c26 {border-width: 0px; width: 48px; height: 48px; border-radius: 5px 5px 5px 5px; position: absolute; top: 12px; left: 12px;} small.c25 {font-size: 12px; color: #bbbbbb; position: absolute; top: 9px; right: 12px; float: right; margin-top: 1px;} a.c24 {color: #999999; text-decoration: none; outline-width: 0px; font-size: 12px;} h3.c23 {font-family: arial, helvetica, sans-serif} span.c22 {font-family: arial, helvetica, sans-serif} div.c21 {display: inline ! important; font-weight: normal} span.c20 {font-family: arial, helvetica, sans-serif; font-size: 80%} a.c19 {font-weight: normal;} span.c18 {font-weight: normal;} div.c17 {font-weight: normal;} div.c16 {margin: 0px; word-wrap: break-word;} a.c15 {color: #298500; text-decoration: none; outline-width: 0px;} strong.c14 {font-weight: normal; color: inherit;} span.c13 {color: #7eb566; text-decoration: none} span.c12 {color: #333333; font-family: arial, helvetica, sans-serif; font-size: 14px; line-height: 18px} a.c11 {color: #999999; text-decoration: none; outline-width: 0px;} span.c10 {font-size: 12px; color: #999999; direction: ltr; unicode-bidi: embed;} strong.c9 {font-weight: normal;} span.c8 {color: #bbbbbb; text-decoration: none} strong.c7 {font-weight: bold; color: #333333;} div.c6 {font-family: arial, helvetica, sans-serif; font-weight: normal} div.c5 {font-family: arial, helvetica, sans-serif; font-size: 80%; font-weight: normal} p.c4 {font-family: arial, helvetica, sans-serif; font-size: 80%; font-weight: normal} h3.c3 {font-family: arial, helvetica, sans-serif; font-weight: bold} span.c2 {font-size: 80%} span.c1 {font-family: arial,helvetica,sans-serif;} Here are my impressions of the first day of the Social Business Forum in Milano A dialogue on Social Business Manifesto - Emanuele Scotti, Rosario Sica The presentation was focusing on Thesis and Anti-Thesis around Social Business My favorite one is: Peter H. Reiser ?@peterreiser social business manifesto theses #2: organizations are conversations - hello Oracle Social Network #sbf12 Here are the Thesis (auto-translated from italian to english) From Stress to Success - Pragmatic pathways for Social Business - John Hagel John Hagel talked about challenges of deploying new social technologies. Below are some key points participant tweeted during the session. 6hRhiannon Hughes ?@Rhi_Hughes Favourite quote this morning 'We need to strengthen the champions & neutralise the enemies' John Hagel. Not a hard task at all #sbf12 Expand Reply Retweet Favorite 8hElena Torresani ?@ElenaTorresani Minimize the power of the enemies of change. Maximize the power of the champions - John Hagel #sbf12 Expand Reply Retweet Favorite 8hGaetano Mazzanti ?@mgaewsj John Hagel change: minimize the power of the enemies #sbf12 Expand Reply Retweet Favorite 8hGaetano Mazzanti ?@mgaewsj John Hagel social software as band-aid for poor leadtime/waste management? mmm #sbf12 Expand Reply Retweet Favorite 8hElena Torresani ?@ElenaTorresani "information is power. We need access to information to get power"John Hagel, Deloitte &Touche #sbf12http://instagr.am/p/LcjgFqMXrf/ View photo Reply Retweet Favorite 8hItalo Marconi ?@italomarconi Information is power and Knowledge is subversive. John Hagel#sbf12 Expand Reply Retweet Favorite 8hdanielce ?@danielce #sbf12 john Hagel: innovation is not rational. from Milano, Milano Reply Retweet Favorite 8hGaetano Mazzanti ?@mgaewsj John Hagel: change is a political (not rational) process #sbf12 Expand Reply Retweet Favorite Enterprise gamification to drive engagement - Ray Wang Ray Wang did an excellent speech around engagement strategies and gamification More details can be found on the Harvard Business Review blog Panel Discussion: Does technology matter? Understanding how software enables or prevents participation Christian Finn, Ram Menon, Mike Gotta, moderated by Paolo Calderari Below are the highlights of the panel discussions as live tweets: 2hPeter H. Reiser ?@peterreiser @cfinn Q: social silos: mega trend social suites - do we create social silos + apps silos + org silos ... #sbf12 Expand Reply Delete Favorite 2hPeter H. Reiser ?@peterreiser @cfinn A: Social will be less siloed - more integrated into application design. Analyatics is key to make intelligent decisions #sbf12 Expand Reply Delete Favorite 2hPeter H. Reiser ?@peterreiser @MikeGotta - A: its more social be design then social by layer - Better work experience using social design. #sbf12 Expand Reply Delete Favorite 2hPeter H. Reiser ?@peterreiser Ram Menon: A: Social + Mobile + consumeration is coming together#sbf12 Expand Reply Delete Favorite 2hPeter H. Reiser ?@peterreiser Q: What is the evolution for social business solution in the next 4-5 years? #sbf12 Expand Reply Delete Favorite 2hPeter H. Reiser ?@peterreiser @cfinn Adoption: A: User experience is king - no training needed - We let you participate into a conversation via mobile and email#sbf12 Expand Reply Delete Favorite 2hPeter H. Reiser ?@peterreiser @MikeGotta A:Adoption - how can we measure quality? Literacy - Are people get confident to talk to a invisible audience ? #sbf12 Expand Reply Delete Favorite 2hPeter H. Reiser ?@peterreiser Ram Meno: A:Adoption - What should I measure ? Depend on business goal you want to active? #sbf12 Expand Reply Delete Favorite 2hPeter H. Reiser ?@peterreiser Q: How can technology facilitate adoption #sbf12 Expand Reply Delete Favorite 2hPeter H. Reiser ?@peterreiser #sbf12 @cfinn @mgotta Ram Menon at panel discussion about social technology @oraclewebcenter http://pic.twitter.com/Pquz73jO View photo Reply Delete Favorite 2hPeter H. Reiser ?@peterreiser Ram Menon: 100% of data is in a system somewhere. 100% of collective intelligence is with people. Social System bridge both worlds Expand Reply Delete Favorite 2hPeter H. Reiser ?@peterreiser #sbf12 @MikeGotta Adoption is specific to the culture of the company Expand Reply Delete Favorite 2hPeter H. Reiser ?@peterreiser @cfinn - drive adoption is important @MikeGotta - activity stream + watch list is most important feature in a social system #sbf12 Expand Reply Delete Favorite 2hPeter H. Reiser ?@peterreiser @MikeGotta Why just adoption? email as 100% adoption? #sbf12 Expand Reply Delete Favorite 2hPeter H. Reiser ?@peterreiser @MikeGotta Ram Menon respond: there is only 1 questions to ask: What is the adoption? #sbf12 @socialadoption you like this ? #sbf12 Expand Reply Delete Favorite 3hPeter H. Reiser ?@peterreiser @MikeGotta - just replacing old technology (e.g. email) with new technology does not help. we need to change model/attitude #sbf12 Expand Reply Delete Favorite 3hPeter H. Reiser ?@peterreiser Ram Menon: CEO mandated to replace 6500 email aliases with Social Networking Software #sbf12 Expand Reply Delete Favorite 3hPeter H. Reiser ?@peterreiser @MikeGotta A: How to bring interface together #sbf12 . Going from point tools to platform, UI, Architecture + Eco-system is important Expand Reply Delete Favorite 3hPeter H. Reiser ?@peterreiser Q: How is technology important in Social Business #sbf12 A:@cfinn - technology is enabler , user experience -easy of use is important Expand Reply Delete Favorite 3hPeter H. Reiser ?@peterreiser @cfinn particiapte in panel "Does technology matter? Understanding how software enables or prevents participation" #sbf #webcenter

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  • CodePlex Daily Summary for Friday, October 21, 2011

    CodePlex Daily Summary for Friday, October 21, 2011Popular ReleasesCodekicker.BBCode: CodeKicker.BBCode-Parser-5.0: This is the best and newest version.Self-Tracking Entity Generator for WPF and Silverlight: Self-Tracking Entity Generator v 0.9.9: Self-Tracking Entity Generator v 0.9.9 for Entity Framework 4.0Umbraco CMS: Umbraco 5.0 CMS Alpha 3: Umbraco 5 Alpha 3Umbraco 5 (aka Jupiter) will be the next version of everyone's favourite, friendly ASP.NET CMS that already powers over 100,000 websites worldwide. Try out the Alpha of v5 today! If you're new to Umbraco and would like to get a low-down on our popular and easy-to-learn approach to content management, check out our intro video. What's Alpha 3?This is our third Alpha release. It's intended for developers looking to become familiar with the codebase & architecture, or for thos...thinktecture IdentityServer: IdentityServer RC: This is the RC of Thinktecture.IdentityServerWebForms.ControlExtender: WebForms.ControlExtender 1.0.0.0 (binary): Initial release.Windows Phone 7 Skydrive Library: Skydrive WP7 rel. 1: Till the Rest Api gets out of beta you can use this release You can: - browse the folders -download files It uses WebDAVVkontakte WP: Vkontakte: source codeDotNet.Framework.Common: DotNetFramework.Common?????: DotNetFramework.Common?????Way2Sms Applications for Android, Desktop/Laptop & Java enabled phones: Way2SMS Desktop App v2.0: 1. Fixed issue with sending messages due to changes to Way2Sms site 2. Updated the character limit to 160 from 140GART - Geo Augmented Reality Toolkit: 1.0.1: About Release 1.0.1 Release 1.0.1 is a service release that addresses several issues and improves performance. As always, check the Documentation tab for instructions on how to get started. If you don't have the Windows Phone SDK yet, grab it here. Breaking Change Please note: There is a breaking change in this release. As noted below, the WorldCalculationMode property of ARItem has been replaced by a user-definable function. ARItem is now automatically wired up with a function that perform...Microsoft Ajax Minifier: Microsoft Ajax Minifier 4.32: Fix for issue #16710 - string literals in "constant literal operations" which contain ASP.NET substitutions should not be considered "constant." Move the JS1284 error (Misplaced Function Declaration) so it only fires when in strict mode. I got a couple complaints that people didn't like that error popping up in their existing code when they could verify that the location of that function, although not strict JS, still functions as expected cross-browser.Naked Objects: Naked Objects Release 4.0.110.0: Corresponds to the packaged version 4.0.110.0 available via NuGet. Please note that the easiest way to install and run the Naked Objects Framework is via the NuGet package manager: just search the Official NuGet Package Source for 'nakedobjects'. It is only necessary to download the source code (from here) if you wish to modify or re-build the framework yourself. If you do wish to re-build the framework, consul the file HowToBuild.txt in the release. Documentation Please note that after ...myCollections: Version 1.5: New in this version : Added edit type for selected elements Added clean for selected elements Added Amazon Italia Added Amazon China Added TVDB Italia Added TVDB China Added Turkish language You can now manually add artist Added Order by Rating Improved Add by Media Improved Artist Detail Upgrade Sqlite engine View, Zoom, Grouping, Filter are now saved by category Added group by Artist Added CubeCover View BugFixingFacebook C# SDK: 5.3: This is a BETA release which adds new features and bug fixes to v5.2.1. removed dependency from Code Contracts enabled Task Parallel Support in .NET 4.0+ added support for early preview for .NET 4.5 added additional method overloads for .NET 4.5 to support IProgress<T> for upload progress added new CS-WinForms-AsyncAwait.sln sample demonstrating the use of async/await, upload progress report using IProgress<T> and cancellation support Query/QueryAsync methods uses graph api instead...IronPython: 2.7.1 RC: This is the first release candidate of IronPython 2.7.1. Like IronPython 54498, this release requires .NET 4 or Silverlight 4. This release will replace any existing IronPython installation. If there are no showstopping issues, this will be the only release candidate for 2.7.1, so please speak up if you run into any roadblocks. The highlights of 2.7.1 are: Updated the standard library to match CPython 2.7.2. Add the ast, csv, and unicodedata modules. Fixed several bugs. IronPython To...Rawr: Rawr 4.2.6: This is the Downloadable WPF version of Rawr!For web-based version see http://elitistjerks.com/rawr.php You can find the version notes at: http://rawr.codeplex.com/wikipage?title=VersionNotes Rawr AddonWe now have a Rawr Official Addon for in-game exporting and importing of character data hosted on Curse. The Addon does not perform calculations like Rawr, it simply shows your exported Rawr data in wow tooltips and lets you export your character to Rawr (including bag and bank items) like Char...Home Access Plus+: v7.5: Change Log: New Booking System (out of Beta) New Help Desk (out of Beta) New My Files (Developer Preview) Token now saved into Cookie so the system doesn't TIMEOUT as much File Changes: ~/bin/hap.ad.dll ~/bin/hap.web.dll ~/bin/hap.data.dll ~/bin/hap.web.configuration.dll ~/bookingsystem/admin/default.aspx ~/bookingsystem/default.aspx REMOVED ~/bookingsystem/bookingpopup.ascx REMOVED ~/bookingsystem/daylist.ascx REMOVED ~/bookingsystem/new.aspx ~/helpdesk/default.aspx ...Visual Micro - Arduino for Visual Studio: Arduino for Visual Studio 2008 and 2010: Arduino for Visual Studio 2010 has been extended to support Visual Studio 2008. The same functionality and configuration exists between the two versions. The 2010 addin runs .NET4 and the 2008 addin runs .NET3.5, both are installed using a single msi and both share the same configuration settings. The only known issue in 2008 is that the button and menu icons are missing. Please logon to the visual micro forum and let us know if things are working or not. Read more about this Visual Studio ...DotSpatial: Release: Moved IExtension to a separate assembly.Phalanger - The PHP Language Compiler for the .NET Framework: 2.1 (October 2011) for .NET 4.0: October 2011 release of Phalanger - the PHP compiler for .NET 4.0 - introduces following: Performance enhancements several duplicitous runtime checks omitted New functionality 31586 __toString() magic method compile time check hash_update_stream() supports second argument Issue fixes 31455 PCRE named groups addcslashes() with second argument fix 31577 31575, 31567 31566 31484 Note if you need Phalanger running on .NET 2.0, please use Phalanger 2.0. For the full list of cha...New Projects#foo SqlServer: Useful Sql Server extensionsBaufQuery: Material de la presentación que voy a realizar en Baufest sobre jQueryBoringColorPicker: A simple color picker i created on a busy Saturday morning, and i couldn't stress myself calculating color codes. I hope someone finds it useful. Developed in c#, for desktop use.Charity Social Network1: ????? ??? ?????? ??? ?????2 devianARTGallery: <devianART Gallery> makes it easier for <artist, graphic designer, art, web designer, interface design> to<following news images, graphics, vectors and new resouces for your needs at this application in your hands>. It's developing in<C# windows phone 7>Diving: MVC Application for testingDotNet.Framework.Common: .NET ??????????Drama-AddictFeed: Retrieve feed a top siteDuckWorld: Logica architect courseEasy Monitor: ??ASP.NET_MVC4???????????????,????。 Server, Monitoring, ASP.net, mvc, mvc4, svg, vml, KVDB, WebsiteEvent_Manager: Event Manager V 2FETCH! Go Fetch that remote task. Good task doogie!: Email sent, task accomplished. This little task execution agent can be a remote domain support's best friend. Save time on late night and off hours administration tasks. When there is no time to RDP, send Fetch an email and he'll take care of it quick. Secure, reliable. InQuestaRed UTN: Proyecto de UTNInsert from Windows Live Image Search: Allows you to do an image search using Windows Live Search and put the resulting image into a blog entry.ioak: iOakLibertyJournal free diary journal software: LibertyJournal - A freeware personal diary software/journal software/program, could become your personal digital diary and journal software to record your daily events and memories, in your creative words. Runs on Desktop PCs, and Netbooks too.memcachedext - .NET library: A .NET library providing support for advanced caching scenarios, including memcached server.myWebfetion: my web fetionNuMetaheuristics: NuMetaheuristics is a general framework for optimization developed in C#. It is capable of supporting any optimization paradigm (local search, naturally inspired, multi-objective, etc.). It supports extensions to allow for new genotypes, operators, and algorithms.Oil Prices: Application about Thailand's oil pricesOnline Ontology Editor: Online Ontology BuilderOrchard Documentation: Orchard Documentation repository.QuipuxConnector: QuipuxConnector es el primer Addins para word que permite enviar documentos a QuipuxSignature Recognition: An application that authenticates scanned signature images.SmartFramework: SmartFramework là n?n t?ng xây d?ng các h? th?ng l?n connect t?i các ngu?n CSDL khác nhau, d?c bi?t là các h? th?ng online, real-time.smartKin: Studienarbeit TIT 09 - Kinect / Robotik Zum räumlichen Sehen von Robotern mit Kinect: Initiale Experimente für 3D-Szenen Rekonstruktion, Steuerung durch natürliche GestenTAudioPlayer: TAudioPlayer would take more facility in your aural comprehension exercise. It most conspicuous function is comfortably add time-tags to an audio file which is playing and you can jump to the position you defined easily. It also provides various hotkey setting and you can define most of the operation hotkey by yourself. The project is developed in C# with Visual Studio 2010.Watin - TestEasy: WatiN - TestEasy is the idea to make WatiN based test generation and excution easier. Mainly it will provide interface to data driven automation using WatiN.WebForms.ControlExtender: WebForms.ControlExtender simplify the creation of components which extend (or adds) their own properties to other controls or components in the Visual Studio ASP.NET designer.Windows Phone 7 Skydrive Library: Use this library if you need to access Skydrive from Windows PhonezDBA: SQL Server 2008 tookit!

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  • CodePlex Daily Summary for Wednesday, February 29, 2012

    CodePlex Daily Summary for Wednesday, February 29, 2012Popular ReleasesZXing.Net: ZXing.Net 0.4.0.0: sync with rev. 2196 of the java version important fix for RGBLuminanceSource generating barcode bitmaps Windows Phone demo client (only tested with emulator, because I don't have a Windows Phone) Barcode generation support for Windows Forms demo client Webcam support for Windows Forms demo clientOrchard Project: Orchard 1.4: Please read our release notes for Orchard 1.4: http://docs.orchardproject.net/Documentation/Orchard-1-4-Release-NotesFluentData -Micro ORM with a fluent API that makes it simple to query a database: FluentData version 1.2: New features: - QueryValues method - Added support for automapping to enumerations (both int and string are supported). Fixed 2 reported issues.NetSqlAzMan - .NET SQL Authorization Manager: 3.6.0.15: 3.6.0.15 28-Feb-2012 • Fix: The communication object, System.ServiceModel.Channels.ServiceChannel, cannot be used for communication because it is in the Faulted state. Work Item 10435: http://netsqlazman.codeplex.com/workitem/10435 • Fix: Made StorageCache thread safe. Thanks to tangrl. • Fix: Members property of SqlAzManApplicationGroup is not functioning. Thanks to tangrl. Work Item 10267: http://netsqlazman.codeplex.com/workitem/10267 • Fix: Indexer are making database calls. Thanks to t...SCCM Client Actions Tool: Client Actions Tool v1.1: SCCM Client Actions Tool v1.1 is the latest version. It comes with following changes since last version: Added stop button to stop the ongoing process. Added action "Query update status". Added option "saveOnlineComputers" in config.ini to enable saving list of online computers from last session. Default value for "LatestClientVersion" set to SP2 R3 (4.00.6487.2157). Wuauserv service manual startup mode is considered healthy on Windows 7. Errors are now suppressed in checkReleases...Document.Editor: 2012.1: Whats new for Document.Editor 2012.1: Improved Recent Documents list Improved Insert Shape Improved Dialogs Minor Bug Fix's, improvements and speed upsKinect PowerPoint Control: Kinect PowerPoint Control v1.1: Updated for Kinect SDK 1.0.SharpCompress - a fully native C# library for RAR, 7Zip, Zip, Tar, GZip, BZip2: SharpCompress 0.8: API Updates: SOLID Extract Method for Archives (7Zip and RAR). ExtractAllEntries method on Archive classes will extract archives as a streaming file. This can offer better 7Zip extraction performance if any of the entries are solid. The IsSolid method on 7Zip archives will return true if any are solid. Removed IExtractionListener was removed in favor of events. Unit tests show example. Bug fixes: PPMd passes tests plus other fixes (Thanks Pavel) Zip used to always write a Post Descri...Social Network Importer for NodeXL: SocialNetImporter(v.1.3): This new version includes: - Download new networks for Facebook fan pages. - New options for downloading more posts - Bug fixes To use the new graph data provider, do the following: Unzip the Zip file into the "PlugIns" folder that can be found in the NodeXL installation folder (i.e "C:\Program Files\Social Media Research Foundation\NodeXL Excel Template\PlugIns") Open NodeXL template and you can access the new importer from the "Import" menuASP.NET REST Services Framework: Release 1.1 - Standard version: Beginning from v1.1 the REST-services Framework is compatible with ASP.NET Routing model as well with CRUD (Create, Read, Update, and Delete) principle. These two are often important when building REST API functionality within your application. It also includes ability to apply Filters to a class to target all WebRest methods, as well as some performance enhancements. New version includes Metadata Explorer providing ability exploring the existing services that becomes essential as the number ...SQL Live Monitor: SQL Live Monitor 1.31: A quick fix to make it this version work with SQL 2012. Version 2 already has 2012 working, but am still developing the UI in version 2, so this is just an interim fix to allow user to monitor SQL 2012.DotNet.Highcharts: DotNet.Highcharts 1.1 with Examples: Fixed small bug in JsonSerializer about the numbers represented as string. Fixed Issue 310: decimal values don't work Fixed Issue 345: Disable Animation Refactored Highcharts class. Implemented Issue 341: More charts on one page. Added new class Container which can combine and display multiple charts. Usage: new Container(new[] { chart1, chart2, chart3, chart4 }) Implemented Feature 302: Inside an UpdatePanel - Added method (InFunction) which create the Highchart inside JavaScript f...Content Slider Module for DotNetNuke: 01.02.00: This release has the following updates and new features: Feature: One-Click Enabling of Pager Setting Feature: Cache Sliders for Performance Feature: Configurable Cache Setting Enhancement: Transitions can be Selected Bug: Secure Folder Images not Viewable Bug: Sliders Disappear on Postback Bug: Remote Images Cause Error Bug: Deleted Images Cause Error System Requirements DotNetNuke v06.00.00 or newer .Net Framework v3.5 SP1 or newer SQL Server 2005 or newerImage Resizer for Windows: Image Resizer 3 Preview 3: Here is yet another iteration toward what will eventually become Image Resizer 3. This release is stable. However, I'm calling it a preview since there are still many features I'd still like to add before calling it complete. Updated on February 28 to fix an issue with installing on multi-user machines. As usual, here is my progress report. Done Preview 3 Fix: 3206 3076 3077 5688 Fix: 7420 Fix: 7527 Fix: 7576 7612 Preview 2 6308 6309 Fix: 7339 Fix: 7357 Preview 1 UI...Finestra Virtual Desktops: 2.5.4500: This is a bug fix release for version 2.5. It fixes several things and adds a couple of minor features. See the 2.5 release notes for more information on the major new features in that version. Important - If Finestra crashes on startup for you, you must install the Visual C++ 2010 runtime from http://www.microsoft.com/download/en/details.aspx?id=5555. Fixes a bug with window animations not refreshing the screen on XP and with DWM off Fixes a bug with with crashing on XP due to a bug in t...AutoExpandOver - Show popup on mouseover, focus, click in Silverlight: AutoExpandOver 2.1: Many fixes. All leaks are gone. Features added.FileSquirrel: FileSquirrel Alpha 1.2.1 32bit and x64: FileSquirrel Alpha 1.2.1Publishing SCSM Work Item to a Sharepoint Calendar: PublishWI command line tool (Updated): Updated for SCSM 2012 (RC) PublishWI command line tool Usage: PublishWI.exe WIID URL CalendarName WIID: ID of the Work Item to publish (for example, CR3333) URL: URL of the SharePoint site, such as http://www.sharepoint.com CalendarName: The name of the sharepoint calendar to publish WI to.HttpRider - Tool for Web Site Performance and Stress Tests: HttpRider 1.0: Please let me know any issues you face. ThanksMedia Companion: MC 3.432b Release: General Now remembers window location. Catching a few more exceptions when an image is blank TV A couple of UI tweaks Movies Fixed the actor name displaying HTML Fixed crash when using Save files as "movie.nfo", "movie.tbn", & "fanart.jpg" New CSV template for HTML output function Added <createdate> tag for HTML output A couple of UI tweaks Known Issues Multiepisodes are not handled correctly in MC. The created nfo is valid, but they are not displayed in MC correctly & saving the...New Projects.NET Implementation of Extensions for Financial Services: NXFS is planned to be a compliant .Net implementation of CEN/XFS (currently version 3.20) to overcome some deficits of native implementation such as not supporting highly productive programming languages (like C#) and supporting only Windows XP and x86 platform.BigCoder WebMaster Tools: BigCoder WebMaster ToolsBigCoder Whois Program: BigCoder Whois ProgrambiscuitCMS: biscuitCMS makes it easier for <target user group> to <activity>. You'll no longer have to <activity>. It's developed in <programming language>. BridgeSeismic: BridgeSeismicData Normilizer: Decomposer for SQL fact tables, for BI projectsDownload Indexed Cache: "Download Indexed Cache" implements the Bing API Version 2 to retrieve content indexed within the Bing Cache to support the "Search Engine Reconnaissance" section of the OWASP Testing Guide v3. FITSExplorer: FITS Explorer is designed to allow astronomers to quickly and easily browse and preview the image and metadata stored in FITS files. The application was developed using primarily WPF and C#, with some low-level data manipulation routines written in C++ for high-performance.ICalSync: icalsyncLeague Manager: Nosso gerenciador de campeonatosLemcube SISTRI: interfacciamento ai servizi di Interoperabilità SIS.: Lemcube SISTRI: interfacciamento ai servizi di Interoperabilità SIS.LittlePluginLib: A small plugin system based on the .net framework 3.5Log reading: Reading and parsing huge log files, download from ftp server and upload to msql database.Mail Aggregator Service: To address the problem of being 'spammed' by your own alert emails this service was created to group/batch mail messages sent to the same 'to' address. It can integrate into QuickMon or even be used as a stand-alone tool to send out alert notifications. MangoTicTacToe: Demo application of a simple Silverlight game for Windows Phone 7. This tictactoe game features some of the most basics requirements for making a Silverlight game for Windows Phone 7.MonkeyButt: Web alternatives to commercial software like Facebook and Google.PizzaSoft: PizzaSoftproject: project demoSharePoint 2010 Automatically Generated Solution Demo: In this demo project I show how to generate Sandboxed Solutions by code at runtime.SoftService: Software ServiceSPAdmin: SharePoint WarmUp ToolSSASNet: SSASNetSSIS Data Masker: A SSIS Data Flow Transformation Component To Provide Basic Data Masking Capabilities.UpiGppf: This is a high shcool projectXMPP/Media Library for .NET and Windows Phone 7.5: .NET libraries for XMPP, TLS, RTP, STUN, SOCKS and more for windows and windows phone.

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  • Push Trunk or Push Branch to Production

    - by coffeeaddict
    I'd like to get an idea of some processes on build process with Tortoise SVN. Primarily I'm wondering do you push: The Mainline Trunk A branch after QA has grabbed it into a working copy locally and tested the branch and then some build pushes that branch The problem I have is I work at a craphole (hey, it is what it is and I'm venting on stackoverflow, you better believe it..good way to relieve stress due to complete utter chaos) and we have no formal process for pushing anything. In fact even worse my boss directly codes against production. When I have changes, he pushes the mainline trunk. The problem becomes when I make database changes on our Dev database for lets say Branch A. Well...that breaks Branch B and C. I have like 4 projects going on at once! Why? Well, I will not get into that (chaos). So consequently I rename a table field, or add a field or whatever in SQL Server and walla, now my other branches have stale code pointing to previous field names. So what happens? I have to merge certain changes to this branch, to that branch, etc. It feels like a war zone. Finally, what happens is I try to only merge the minimum. Lets say I made DB changes for Branch A's code but now I had to jump back on Branch B's project. Well I need to merge "some" of A's changes over for those database changes so that B's code is not going to bomb out and is able to work with the new table changes. Finally boss pushes the mainline trunk to production. Now I get an email "you forgot to remove the hyperlink for this". That hyperlink was actually a feature I added in Branch A. But what he's talking about here is he just pushed the mainline trunk to production which now has my merged changes from Branch B and any database scripts for Branch A because remember I had some DB changes and if he pushes code, it's got to reflect those changes thus some partial database changes must also be pushed even if it's not related to this project. Well...I missed the hyperlink, so kill me. Maybe that's why we need a build process boss? (sorry, it's been a nightmare working here which is why this thread is getting so detailed). Anyway, obviously this is a nightmare. And he dictates almost everything. The only reason we have source control is because I've worked on hard core teams and that's the first thing you setup. Well there was none here. Problem is I can't dictate the structure..he does but he's never really used source control!! My God. So we have no QA. This is an e-commerce website. That's another huge issue. So consequently I'm expected to be perfect. That means mainline trunk needs to be perfect for whatever we're pushing, whatever branch feature. Is this luda? wtf do I do? I could go off on him after tying so many times tactfully to explain that we need a freakin build process (not just copy local mainline trunk to production!) but I've tried to push before and got yelled at. So I gave up on that. So it will help me tremendously to know how others are pushing their source from Tortoise to production. I was not the person pushing when I was on previous teams so really I'm not too versed in build processes. We are a fairly good size e-commerce site and get a couple millions hits a month.

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  • My server app works strangely. What could be the reason(s)?

    - by Poni
    Hi! I've written a server app (two parts actually; proxy server and a game server) using C++ (board game). It uses IOCP as the sockets interface. For that app I've also written a "client simulator" (hereafter "client") app that spawns many client connections, where each of them plays, in very high speed, getting the CPU to be 100% utilized. So, that's how it goes in terms of topology: Game server - holds the game state. Real players do not connect it directly but through the proxy server. When a player joins a game, the proxy actually asks for it on behalf of that player, and the game server spawns a "player instance" for that player, and from now on, every notification between the game server and the player is being passed through the proxy. Proxy server - holds TCP connections with the real players. Players communicate with the game server through it only. Client simulator - connects to the proxy only. When running the server (again, it's actually two server apps) & client locally it all works just fine. I'm talking about 40k+ player instances in which all of them are active in a game. On the other hand, when running the server remotely with, say, 1000 clients who play things getting strange. For example, I run it as said above. Then with Task Manager I kill the client simulator app ("End Process Tree"). Then it seems like the buffer of the remote server got modified by another thread, or in other words, a memory corruption has been occurred. The server crashes because it got an unknown message id (it's a custom protocol where each message has it's own unique number). To make things clear, here is how I run the apps: PC1 - game server and clients simulator (because the clients will connect the proxy). PC2 - proxy server. The strangest thing is this: Only the remote side gets "corrupted". Remote in terms that it's not the PC I use to code the app (VC++ 2008). Let's call the PC I use to code the apps "PC1". Now for example, if this time I ran the game server on PC1 (it means that proxy server on PC2 and clients simulator on PC1), then the proxy server crashes with an "unknown message id" error. Another variation is when I run the proxy server on PC1 (again, the dev machine), the game server and the clients simulator on PC2, then the game server on PC2 gets crashed. As for the IOCP config: The servers' internal connections use the default receive/send buffer sizes. Tried even with setting them to 1MB, but no luck. I have three PCs in total; 2 x Vista 64bit <<-- one of those is the dev machine. The other is connected through WiFi. 1 x WinXP 32bit They're all connected in a "full duplex" manner. What could be the reason? Tried about everything; Stack tracing, recording some actions (like read/write logging).. I want to stress that only the PC I'm not using to code the apps crashes (actually the server app "role" which is running on it - sometimes the game server and sometimes the proxy server). At first I thought that maybe the wireless PC has problems (it's wireless..) but: TCP has it's own mechanisms to make sure the packet is delivered properly. Also, a crash also happens when trying it with the two PCs that are physically connected (Vista vs. XP). Another option is that the Windows DLLs versions might have problems, but then again, one of the tests is Vista vs. Vista, and the other is Vista vs. XP. Any idea?

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  • C# performance varying due to memory

    - by user1107474
    Hope this is a valid post here, its a combination of C# issues and hardware. I am benchmarking our server because we have found problems with the performance of our quant library (written in C#). I have simulated the same performance issues with some simple C# code- performing very heavy memory-usage. The code below is in a function which is spawned from a threadpool, up to a maximum of 32 threads (because our server has 4x CPUs x 8 cores each). This is all on .Net 3.5 The problem is that we are getting wildly differing performance. I run the below function 1000 times. The average time taken for the code to run could be, say, 3.5s, but the fastest will only be 1.2s and the slowest will be 7s- for the exact same function! I have graphed the memory usage against the timings and there doesnt appear to be any correlation with the GC kicking in. One thing I did notice is that when running in a single thread the timings are identical and there is no wild deviation. I have also tested CPU-bound algorithms and the timings are identical too. This has made us wonder if the memory bus just cannot cope. I was wondering could this be another .net or C# problem, or is it something related to our hardware? Would this be the same experience if I had used C++, or Java?? We are using 4x Intel x7550 with 32GB ram. Is there any way around this problem in general? Stopwatch watch = new Stopwatch(); watch.Start(); List<byte> list1 = new List<byte>(); List<byte> list2 = new List<byte>(); List<byte> list3 = new List<byte>(); int Size1 = 10000000; int Size2 = 2 * Size1; int Size3 = Size1; for (int i = 0; i < Size1; i++) { list1.Add(57); } for (int i = 0; i < Size2; i = i + 2) { list2.Add(56); } for (int i = 0; i < Size3; i++) { byte temp = list1.ElementAt(i); byte temp2 = list2.ElementAt(i); list3.Add(temp); list2[i] = temp; list1[i] = temp2; } watch.Stop(); (the code is just meant to stress out the memory) I would include the threadpool code, but we used a non-standard threadpool library. EDIT: I have reduced "size1" to 100000, which basically doesn't use much memory and I still get a lot of jitter. This suggests it's not the amount of memory being transferred, but the frequency of memory grabs?

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  • bulls and cows game -- programming algorithm(python)

    - by IcyFlame
    This is a simulation of the game Cows and Bulls with three digit numbers I am trying to get the number of cows and bulls between two numbers. One of which is generated by the computer and the other is guessed by the user. I have parsed the two numbers I have so that now I have two lists with three elements each and each element is one of the digits in the number. So: 237 will give the list [2,3,7]. And I make sure that the relative indices are maintained.the general pattern is:(hundreds, tens, units). And these two lists are stored in the two lists: machine and person. ALGORITHM 1 So, I wrote the following code, The most intuitive algorithm: cows and bulls are initialized to 0 before the start of this loop. for x in person: if x in machine: if machine.index(x) == person.index(x): bulls += 1 print x,' in correct place' else: print x,' in wrong place' cows += 1 And I started testing this with different type of numbers guessed by the computer. Quite randomly, I decided on 277. And I guessed 447. Here, I got the first clue that this algorithm may not work. I got 1 cow and 0 bulls. Whereas I should have got 1 bull and 1 cow. This is a table of outputs with the first algorithm: Guess Output Expected Output 447 0 bull, 1 cow 1 bull, 1 cow 477 2 bulls, 0 cows 2 bulls, 0 cows 777 0 bulls, 3 cows 2 bulls, 0 cows So obviously this algorithm was not working when there are repeated digits in the number randomly selected by the computer. I tried to understand why these errors are taking place, But I could not. I have tried a lot but I just could not see any mistake in the algorithm(probably because I wrote it!) ALGORITHM 2 On thinking about this for a few days I tried this: cows and bulls are initialized to 0 before the start of this loop. for x in range(3): for y in range(3): if x == y and machine[x] == person[y]: bulls += 1 if not (x == y) and machine[x] == person[y]: cows += 1 I was more hopeful about this one. But when I tested this, this is what I got: Guess Output Expected Output 447 1 bull, 1 cow 1 bull, 1 cow 477 2 bulls, 2 cows 2 bulls, 0 cows 777 2 bulls, 4 cows 2 bulls, 0 cows The mistake I am making is quite clear here, I understood that the numbers were being counted again and again. i.e.: 277 versus 477 When you count for bulls then the 2 bulls come up and thats alright. But when you count for cows: the 7 in 277 at units place is matched with the 7 in 477 in tens place and thus a cow is generated. the 7 in 277 at tens place is matched with the 7 in 477 in units place and thus a cow is generated.' Here the matching is exactly right as I have written the code as per that. But this is not what I want. And I have no idea whatsoever on what to do after this. Furthermore... I would like to stress that both the algorithms work perfectly, if there are no repeated digits in the number selected by the computer. Please help me with this issue. P.S.: I have been thinking about this for over a week, But I could not post a question earlier as my account was blocked(from asking questions) because I asked a foolish question. And did not delete it even though I got 2 downvotes immediately after posting the question.

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  • Is your team is a high-performing team?

    As a child I can remember looking out of the car window as my father drove along the Interstate in Florida while seeing prisoners wearing bright orange jump suits and prison guards keeping a watchful eye on them. The prisoners were taking part in a prison road gang. These road gangs were formed to help the state maintain the state highway infrastructure. The prisoner’s primary responsibilities are to pick up trash and debris from the roadway. This is a prime example of a work group or working group used by most prison systems in the United States. Work groups or working groups can be defined as a collection of individuals or entities working together to achieve a specific goal or accomplish a specific set of tasks. Typically these groups are only established for a short period of time and are dissolved once the desired outcome has been achieved. More often than not group members usually feel as though they are expendable to the group and some even dread that they are even in the group. "A team is a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they are mutually accountable." (Katzenbach and Smith, 1993) So how do you determine that a team is a high-performing team?  This can be determined by three base line criteria that include: consistently high quality output, the promotion of personal growth and well being of all team members, and most importantly the ability to learn and grow as a unit. Initially, a team can successfully create high-performing output without meeting all three criteria, however this will erode over time because team members will feel detached from the group or that they are not growing then the quality of the output will decline. High performing teams are similar to work groups because they both utilize a collection of individuals or entities to accomplish tasks. What distinguish a high-performing team from a work group are its characteristics. High-performing teams contain five core characteristics. These characteristics are what separate a group from a team. The five characteristics of a high-performing team include: Purpose, Performance Measures, People with Tasks and Relationship Skills, Process, and Preparation and Practice. A high-performing team is much more than a work group, and typically has a life cycle that can vary from team to team. The standard team lifecycle consists of five states and is comparable to a human life cycle. The five states of a high-performing team lifecycle include: Formulating, Storming, Normalizing, Performing, and Adjourning. The Formulating State of a team is first realized when the team members are first defined and roles are assigned to all members. This initial stage is very important because it can set the tone for the team and can ultimately determine its success or failure. In addition, this stage requires the team to have a strong leader because team members are normally unclear about specific roles, specific obstacles and goals that my lay ahead of them.  Finally, this stage is where most team members initially meet one another prior to working as a team unless the team members already know each other. The Storming State normally arrives directly after the formulation of a new team because there are still a lot of unknowns amongst the newly formed assembly. As a general rule most of the parties involved in the team are still getting used to the workload, pace of work, deadlines and the validity of various tasks that need to be performed by the group.  In this state everything is questioned because there are so many unknowns. Items commonly questioned include the credentials of others on the team, the actual validity of a project, and the leadership abilities of the team leader.  This can be exemplified by looking at the interactions between animals when they first meet.  If we look at a scenario where two people are walking directly toward each other with their dogs. The dogs will automatically enter the Storming State because they do not know the other dog. Typically in this situation, they attempt to define which is more dominating via play or fighting depending on how the dogs interact with each other. Once dominance has been defined and accepted by both dogs then they will either want to play or leave depending on how the dogs interacted and other environmental variables. Once the Storming State has been realized then the Normalizing State takes over. This state is entered by a team once all the questions of the Storming State have been answered and the team has been tested by a few tasks or projects.  Typically, participants in the team are filled with energy, and comradery, and a strong alliance with team goals and objectives.  A high school football team is a perfect example of the Normalizing State when they start their season.  The player positions have been assigned, the depth chart has been filled and everyone is focused on winning each game. All of the players encourage and expect each other to perform at the best of their abilities and are united by competition from other teams. The Performing State is achieved by a team when its history, working habits, and culture solidify the team as one working unit. In this state team members can anticipate specific behaviors, attitudes, reactions, and challenges are seen as opportunities and not problems. Additionally, each team member knows their role in the team’s success, and the roles of others. This is the most productive state of a group and is where all the time invested working together really pays off. If you look at an Olympic figure skating team skate you can easily see how the time spent working together benefits their performance. They skate as one unit even though it is comprised of two skaters. Each skater has their routine completely memorized as well as their partners. This allows them to anticipate each other’s moves on the ice makes their skating look effortless. The final state of a team is the Adjourning State. This state is where accomplishments by the team and each individual team member are recognized. Additionally, this state also allows for reflection of the interactions between team members, work accomplished and challenges that were faced. Finally, the team celebrates the challenges they have faced and overcome as a unit. Currently in the workplace teams are divided into two different types: Co-located and Distributed Teams. Co-located teams defined as the traditional group of people working together in an office, according to Andy Singleton of Assembla. This traditional type of a team has dominated business in the past due to inadequate technology, which forced workers to primarily interact with one another via face to face meetings.  Team meetings are primarily lead by the person with the highest status in the company. Having personally, participated in meetings of this type, usually a select few of the team members dominate the flow of communication which reduces the input of others in group discussions. Since discussions are dominated by a select few individuals the discussions and group discussion are skewed in favor of the individuals who communicate the most in meetings. In addition, Team members might not give their full opinions on a topic of discussion in part not to offend or create controversy amongst the team and can alter decision made in meetings towards those of the opinions of the dominating team members. Distributed teams are by definition spread across an area or subdivided into separate sections. That is exactly what distributed teams when compared to a more traditional team. It is common place for distributed teams to have team members across town, in the next state, across the country and even with the advances in technology over the last 20 year across the world. These teams allow for more diversity compared to the other type of teams because they allow for more flexibility regarding location. A team could consist of a 30 year old male Italian project manager from New York, a 50 year old female Hispanic from California and a collection of programmers from India because technology allows them to communicate as if they were standing next to one another.  In addition, distributed team members consult with more team members prior to making decisions compared to traditional teams, and take longer to come to decisions due to the changes in time zones and cultural events. However, team members feel more empowered to speak out when they do not agree with the team and to notify others of potential issues regarding the work that the team is doing. Virtual teams which are a subset of the distributed team type is changing organizational strategies due to the fact that a team can now in essence be working 24 hrs a day because of utilizing employees in various time zones and locations.  A primary example of this is with customer services departments, a company can have multiple call centers spread across multiple time zones allowing them to appear to be open 24 hours a day while all a employees work from 9AM to 5 PM every day. Virtual teams also allow human resources departments to go after the best talent for the company regardless of where the potential employee works because they will be a part of a virtual team all that is need is the proper technology to be setup to allow everyone to communicate. In addition to allowing employees to work from home, the company can save space and resources by not having to provide a desk for every team member. In fact, those team members that randomly come into the office can actually share one desk amongst multiple people. This is definitely a cost cutting plus given the current state of the economy. One thing that can turn a team into a high-performing team is leadership. High-performing team leaders need to focus on investing in ongoing personal development, provide team members with direction, structure, and resources needed to accomplish their work, make the right interventions at the right time, and help the team manage boundaries between the team and various external parties involved in the teams work. A team leader needs to invest in ongoing personal development in order to effectively manage their team. People have said that attitude is everything; this is very true about leaders and leadership. A team takes on the attitudes and behaviors of its leaders. This can potentially harm the team and the team’s output. Leaders must concentrate on self-awareness, and understanding their team’s group dynamics to fully understand how to lead them. In addition, always learning new leadership techniques from other effective leaders is also very beneficial. Providing team members with direction, structure, and resources that they need to accomplish their work collectively sounds easy, but it is not.  Leaders need to be able to effectively communicate with their team on how their work helps the company reach for its organizational vision. Conversely, the leader needs to allow his team to work autonomously within specific guidelines to turn the company’s vision into a reality.  This being said the team must be appropriately staffed according to the size of the team’s tasks and their complexity. These tasks should be clear, and be meaningful to the company’s objectives and allow for feedback to be exchanged with the leader and the team member and the leader and upper management. Now if the team is properly staffed, and has a clear and full understanding of what is to be done; the company also must supply the workers with the proper tools to achieve the tasks that they are asked to do. No one should be asked to dig a hole without being given a shovel.  Finally, leaders must reward their team members for accomplishments that they achieve. Awards could range from just a simple congratulatory email, a party to close the completion of a large project, or other monetary rewards. Managing boundaries is very important for team leaders because it can alter attitudes of team members and can add undue stress to the team which will force them to loose focus on the tasks at hand for the group. Team leaders should promote communication between team members so that burdens are shared amongst the team and solutions can be derived from hearing the opinions of multiple sources. This also reinforces team camaraderie and working as a unit. Team leaders must manage the type and timing of interventions as to not create an even bigger mess within the team. Poorly timed interventions can really deflate team members and make them question themselves. This could really increase further and undue interventions by the team leader. Typically, the best time for interventions is when the team is just starting to form so that all unproductive behaviors are removed from the team and that it can retain focus on its agenda. If an intervention is effectively executed the team will feel energized about the work that they are doing, promote communication and interaction amongst the group and improve moral overall. High-performing teams are very import to organizations because they consistently produce high quality output and develop a collective purpose for their work. This drive to succeed allows team members to utilize specific talents allowing for growth in these areas.  In addition, these team members usually take on a sense of ownership with their projects and feel that the other team members are irreplaceable. References: http://blog.assembla.com/assemblablog/tabid/12618/bid/3127/Three-ways-to-organize-your-team-co-located-outsourced-or-global.aspx Katzenbach, J.R. & Smith, D.K. (1993). The Wisdom of Teams: Creating the High-performance Organization. Boston: Harvard Business School.

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  • Another Marketing Conference, part one – the best morning sessions.

    - by Roger Hart
    Yesterday I went to Another Marketing Conference. I honestly can’t tell if the title is just tipping over into smug, but in the balance of things that doesn’t matter, because it was a good conference. There was an enjoyable blend of theoretical and practical, and enough inter-disciplinary spread to keep my inner dilettante grinning from ear to ear. Sure, there was a bumpy bit in the middle, with two back-to-back sales pitches and a rather thin overview of the state of the web. But the signal:noise ratio at AMC2012 was impressively high. Here’s the first part of my write-up of the sessions. It’s a bit of a mammoth. It’s also a bit of a mash-up of what was said and what I thought about it. I’ll add links to the videos and slides from the sessions as they become available. Although it was in the morning session, I’ve not included Vanessa Northam’s session on the power of internal comms to build brand ambassadors. It’ll be in the next roundup, as this is already pushing 2.5k words. First, the important stuff. I was keeping a tally, and nobody said “synergy” or “leverage”. I did, however, hear the term “marketeers” six times. Shame on you – you know who you are. 1 – Branding in a post-digital world, Graham Hales This initially looked like being a sales presentation for Interbrand, but Graham pulled it out of the bag a few minutes in. He introduced a model for brand management that was essentially Plan >> Do >> Check >> Act, with Do and Check rolled up together, and went on to stress that this looks like on overall business management model for a reason. Brand has to be part of your overall business strategy and metrics if you’re going to care about it at all. This was the first iteration of what proved to be one of the event’s emergent themes: do it throughout the stack or don’t bother. Graham went on to remind us that brands, in so far as they are owned at all, are owned by and co-created with our customers. Advertising can offer a message to customers, but they provide the expression of a brand. This was a preface to talking about an increasingly chaotic marketplace, with increasingly hard-to-manage purchase processes. Services like Amazon reviews and TripAdvisor (four presenters would make this point) saturate customers with information, and give them a kind of vigilante power to comment on and define brands. Consequentially, they experience a number of “moments of deflection” in our sales funnels. Our control is lessened, and failure to engage can negatively-impact buying decisions increasingly poorly. The clearest example given was the failure of NatWest’s “caring bank” campaign, where staff in branches, customer support, and online presences didn’t align. A discontinuity of experience basically made the campaign worthless, and disgruntled customers talked about it loudly on social media. This in turn presented an opportunity to engage and show caring, but that wasn’t taken. What I took away was that brand (co)creation is ongoing and needs monitoring and metrics. But reciprocally, given you get what you measure, strategy and metrics must include brand if any kind of branding is to work at all. Campaigns and messages must permeate product and service design. What that doesn’t mean (and Graham didn’t say it did) is putting Marketing at the top of the pyramid, and having them bawl demands at Product Management, Support, and Development like an entitled toddler. It’s going to have to be collaborative, and session 6 on internal comms handled this really well. The main thing missing here was substantiating data, and the main question I found myself chewing on was: if we’re building brands collaboratively and in the open, what about the cultural politics of trolling? 2 – Challenging our core beliefs about human behaviour, Mark Earls This was definitely the best show of the day. It was also some of the best content. Mark talked us through nudging, behavioural economics, and some key misconceptions around decision making. Basically, people aren’t rational, they’re petty, reactive, emotional sacks of meat, and they’ll go where they’re led. Comforting stuff. Examples given were the spread of the London Riots and the “discovery” of the mountains of Kong, and the popularity of Susan Boyle, which, in turn made me think about Per Mollerup’s concept of “social wayshowing”. Mark boiled his thoughts down into four key points which I completely failed to write down word for word: People do, then think – Changing minds to change behaviour doesn’t work. Post-rationalization rules the day. See also: mere exposure effects. Spock < Kirk - Emotional/intuitive comes first, then we rationalize impulses. The non-thinking, emotive, reactive processes run much faster than the deliberative ones. People are not really rational decision makers, so  intervening with information may not be appropriate. Maximisers or satisficers? – Related to the last point. People do not consistently, rationally, maximise. When faced with an abundance of choice, they prefer to satisfice than evaluate, and will often follow social leads rather than think. Things tend to converge – Behaviour trends to a consensus normal. When faced with choices people overwhelmingly just do what they see others doing. Humans are extraordinarily good at mirroring behaviours and receiving influence. People “outsource the cognitive load” of choices to the crowd. Mark’s headline quote was probably “the real influence happens at the table next to you”. Reference examples, word of mouth, and social influence are tremendously important, and so talking about product experiences may be more important than talking about products. This reminded me of Kathy Sierra’s “creating bad-ass users” concept of designing to make people more awesome rather than products they like. If we can expose user-awesome, and make sharing easy, we can normalise the behaviours we want. If we normalize the behaviours we want, people should make and post-rationalize the buying decisions we want.  Where we need to be: “A bigger boy made me do it” Where we are: “a wizard did it and ran away” However, it’s worth bearing in mind that some purchasing decisions are personal and informed rather than social and reactive. There’s a quadrant diagram, in fact. What was really interesting, though, towards the end of the talk, was some advice for working out how social your products might be. The standard technology adoption lifecycle graph is essentially about social product diffusion. So this idea isn’t really new. Geoffrey Moore’s “chasm” idea may not strictly apply. However, his concepts of beachheads and reference segments are exactly what is required to normalize and thus enable purchase decisions (behaviour change). The final thing is that in only very few categories does a better product actually affect purchase decision. Where the choice is personal and informed, this is true. But where it’s personal and impulsive, or in any way social, “better” is trumped by popularity, endorsement, or “point of sale salience”. UX, UCD, and e-commerce know this to be true. A better (and easier) experience will always beat “more features”. Easy to use, and easy to observe being used will beat “what the user says they want”. This made me think about the astounding stickiness of rational fallacies, “common sense” and the pathological willful simplifications of the media. Rational fallacies seem like they’re basically the heuristics we use for post-rationalization. If I were profoundly grimy and cynical, I’d suggest deploying a boat-load in our messaging, to see if they’re really as sticky and appealing as they look. 4 – Changing behaviour through communication, Stephen Donajgrodzki This was a fantastic follow up to Mark’s session. Stephen basically talked us through some tactics used in public information/health comms that implement the kind of behavioural theory Mark introduced. The session was largely about how to get people to do (good) things they’re predisposed not to do, and how communication can (and can’t) make positive interventions. A couple of things stood out, in particular “implementation intentions” and how they can be linked to goals. For example, in order to get people to check and test their smoke alarms (a goal intention, rarely actualized  an information campaign will attempt to link this activity to the clocks going back or forward (a strong implementation intention, well-actualized). The talk reinforced the idea that making behaviour changes easy and visible normalizes them and makes them more likely to succeed. To do this, they have to be embodied throughout a product and service cycle. Experiential disconnects undermine the normalization. So campaigns, products, and customer interactions must be aligned. This is underscored by the second section of the presentation, which talked about interventions and pre-conditions for change. Taking the examples of drug addiction and stopping smoking, Stephen showed us a framework for attempting (and succeeding or failing in) behaviour change. He noted that when the change is something people fundamentally want to do, and that is easy, this gets a to simpler. Coordinated, easily-observed environmental pressures create preconditions for change and build motivation. (price, pub smoking ban, ad campaigns, friend quitting, declining social acceptability) A triggering even leads to a change attempt. (getting a cold and panicking about how bad the cough is) Interventions can be made to enable an attempt (NHS services, public information, nicotine patches) If it succeeds – yay. If it fails, there’s strong negative enforcement. Triggering events seem largely personal, but messaging can intervene in the creation of preconditions and in supporting decisions. Stephen talked more about systems of thinking and “bounded rationality”. The idea being that to enable change you need to break through “automatic” thinking into “reflective” thinking. Disruption and emotion are great tools for this, but that is only the start of the process. It occurs to me that a great deal of market research is focused on determining triggers rather than analysing necessary preconditions. Although they are presumably related. The final section talked about setting goals. Marketing goals are often seen as deriving directly from business goals. However, marketing may be unable to deliver on these directly where decision and behaviour-change processes are involved. In those cases, marketing and communication goals should be to create preconditions. They should also consider priming and norms. Content marketing and brand awareness are good first steps here, as brands can be heuristics in decision making for choice-saturated consumers, or those seeking education. 5 – The power of engaged communities and how to build them, Harriet Minter (the Guardian) The meat of this was that you need to let communities define and establish themselves, and be quick to react to their needs. Harriet had been in charge of building the Guardian’s community sites, and learned a lot about how they come together, stabilize  grow, and react. Crucially, they can’t be about sales or push messaging. A community is not just an audience. It’s essential to start with what this particular segment or tribe are interested in, then what they want to hear. Eventually you can consider – in light of this – what they might want to buy, but you can’t start with the product. A community won’t cohere around one you’re pushing. Her tips for community building were (again, sorry, not verbatim): Set goals Have some targets. Community building sounds vague and fluffy, but you can have (and adjust) concrete goals. Think like a start-up This is the “lean” stuff. Try things, fail quickly, respond. Don’t restrict platforms Let the audience choose them, and be aware of their differences. For example, LinkedIn is very different to Twitter. Track your stats Related to the first point. Keeping an eye on the numbers lets you respond. They should be qualified, however. If you want a community of enterprise decision makers, headcount alone may be a bad metric – have you got CIOs, or just people who want to get jobs by mingling with CIOs? Build brand advocates Do things to involve people and make them awesome, and they’ll cheer-lead for you. The last part really got my attention. Little bits of drive-by kindness go a long way. But more than that, genuinely helping people turns them into powerful advocates. Harriet gave an example of the Guardian engaging with an aspiring journalist on its Q&A forums. Through a series of serendipitous encounters he became a BBC producer, and now enthusiastically speaks up for the Guardian community sites. Cultivating many small, authentic, influential voices may have a better pay-off than schmoozing the big guys. This could be particularly important in the context of Mark and Stephen’s models of social, endorsement-led, and example-led decision making. There’s a lot here I haven’t covered, and it may be worth some follow-up on community building. Thoughts I was quite sceptical of nudge theory and behavioural economics. First off it sounds too good to be true, and second it sounds too sinister to permit. But I haven’t done the background reading. So I’m going to, and if it seems to hold real water, and if it’s possible to do it ethically (Stephen’s presentations suggests it may be) then it’s probably worth exploring. The message seemed to be: change what people do, and they’ll work out why afterwards. Moreover, the people around them will do it too. Make the things you want them to do extraordinarily easy and very, very visible. Normalize and support the decisions you want them to make, and they’ll make them. In practice this means not talking about the thing, but showing the user-awesome. Glib? Perhaps. But it feels worth considering. Also, if I ever run a marketing conference, I’m going to ban speakers from using examples from Apple. Quite apart from not being consistently generalizable, it’s becoming an irritating cliché.

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  • Prepping a conference

    - by Laurent Bugnion
    I have had the chance to talk at many conferences these past few years, and came up with a way to prepare them which works really well for me. Most importantly, it would make it quite easy to overcome an emergency (for example if my laptop would suddenly lose data). The whole code as well as the slides and other documents are in the cloud. I also use source control for my demos, so that I always have the latest and the greatest, but also a history of changes I made to my demos. Finally I have a system of code snippets which works great, and I often had very positive remarks from the audience regarding that. Putting everything in the cloud The one thing I used to be the most scared of was a sudden crash of my laptop, and being unable to restore in time for a conference. Most conferences ask speakers to send slides a few days (or weeks…) in advance, but let's face it, we all have last minute changes to our talks and I always come in the conference with updated slides that I pass to the management team. The answer to that dilemma used to be working off memory sticks, and that worked not bad. However last year I started putting all the documents relating to a conference in a DropBox folder, and that works great too. Obviously DropBox works only if you have connectivity, so if I for instance update slides while on an international flight, I cannot save to the cloud. The obvious answer to that is to backup everything on a memory stick… but I have to admit, I have been trusting my luck and working off my laptop HD and then synching everything to the cloud after landing. Of course on some US national flights you get WiFi on board, so in that case it is even simpler :) Usually after the conference is done, I remove the files from DropBox and copy them to their "final destination". They are backed up from there to BackBlaze, the great online backup service I am using routinely (I currently have about 90GB of data in BackBlaze). Outlining the presentations I like to have a written outline of my presentations written somewhere. I keep it simple, just write the various sections of the presentation with timing. I guess it is a remnant of the time when I was a private pilot, and using checklists for flight preparation. For example: Demo about designability 15' (0:37) Switch to Blend Open MainPage.xaml Create a DataTemplate ... Here I can immediately see during the presentation if I am taking too much time for my demo (0:37 is where I need to be when I am done with this section of the presentation, and 15' is the time that this particular section takes). I keep these sections reasonable, I don't detail every step of the preparation. Typically I have one such section for every 10-15 minutes of my talks. Yes, I am timing my presentations. I keep adjusting these numbers when I rehearse, and this really helps to feel more confident during the presentations. This is especially important for presentations that are long, like my MIX11 demo which clocked at 57 minutes (I had a lot of stuff to show…). Such presentations are risky, because if anything goes wrong, you will have to cut stuff, so the answer to that is: Rehearse, rehearse and when you're done rehearsing, rehearse a little more. I also have a "Preparation" section where I outline what I need to do before a presentation. For instance: Preparation Reboot in VHD Make sure MSN and Twitter are not running. Open VS10 and load demo Open Blend and load demo Run the WP7 emulator ... I typically start preparing my laptop an hour before the talk, starting everything I need to start and then putting my laptop to sleep. Saving and printing the outline, Timing Printing is a real problem because it is really hard to find a printer at most conference venues, and also quite hard in hotels. To solve that, I simply write everything in OneNote (synched to the cloud, now you start to know what I like ;) and then I print it to a PDF (I use CutePDFWriter) that I save to my Kindle. During the presentation, I read the outline off the Kindle (I mostly just need a quick check to see how I am timing). For timing during the presentation, I use the free tool ChronoGPS on my Windows Phone 7, but of course any phone these days has a clock/chrono application. In some conferences, they even have timers that the presenters can see, but they tend to count down and I prefer to count up… so I just use my own :) Source control for demos For demos, I create a separate folder and use Mercurial as source control. Mercurial has the huge advantage (over SVN or TFS) to work offline too, so I can commit while on a plane, and all the history is saved. Then when I have connectivity I push everything to the cloud (I am using the fantastic Trunksapp.com for my private repositories). Here too the obvious downside is the risk of losing my last changes if my laptop crashes before I can push to the cloud, and here too the obvious answer would be to work from a memory stick… though I have to admit I didn't do that lately (except when I was writing Silverlight 4 Unleashed, where I was really paranoid…) And code snippets? I am one of these presenters who hates to type in front of an audience. I can type really fast (writing two books has this advantage, it really teaches you to touch type and be fast at it) but in the context of an audience, on a stage where it is often damn cold (an issue I had a lot in past conferences, air conditioning can freeze your fingers and make it really hard to type), it doesn't work as well. I don't know for you, but I really dislike seeing a presentation where the speaker uses the backspace key more often than others ;) To solve that, I like to have my code ready in snippets, and drag them to the screen. Then I can spend time explaining each code snippet, while highlighting portions of the code (always highlight what you talk about, the audience often doesn't even see the cursor and doesn't know where you are on the screen!) Over the years I have used various solutions for code snippets, and now I have one which works really well… if you take a few precautions! I use the Visual Studio Toolbox. Preparing the code snippets You can store code snippets in the Toolbox for anything, XAML, C# etc. I arrange the snippets in the order in which I need them, which is a great way to remember what comes next in the presentation. I also separate them by topic, to make it easier to find them, for example when I switch to the slides and then back to the code. Remember that no matter how experienced you are, you will feel more nervous on stage than while you are preparing, so any way to make it easier for you is going to be beneficial to the audience. To store a code snippet, I do the following: Open the final demo that you want to show to the audience in Visual Studio. In your code, select a snippet of code that you want to explain in particular. Make sure that the Visual Studio Toolbox is open (menu View, Toolbox or Ctrl-Alt-X). Drag the selected snippet from the code window to the toolbox. (if needed) drag the snippet to the correct location (for example between two other code snippets so that you can access it as you speak through the demo). Right click on the snippet and select Rename Item from the context menu. Select a meaningful name. For me I use the following conventions: If it is a method, I use the method's name. If it is not a whole method, I use a descriptive name. If it is the content of a method (i.e. the body only, without the method's signature), I use "-> MethodName". This reminds me during the presentation that this is only the body, and that I need to insert that into an existing signature. This is the case, for instance, when I use Visual Studio to automatically generate the members of an interface’s implementation; then I only need to insert my snippet inside the generated method body. Saving the snippets This is the most important!! It happened to me a few times that VS10 lost its settings. When that happens, the snippets are lost too! Yeah that really sucks, especially (as it happened once) when this is the case about an hour before a talk… Stress and sweat follows, not good conditions to start a talk in front of an audience believe me. Thankfully, saving snippets is really easy with the following steps: Select the menu Tools, Import and Export Settings. Select Export selected environment settings and press Next. Uncheck All Settings. Then expand General Settings and select Toolbox (only!). Press Next. Select your source control folder and save under a meaningful name (for instance Snippets.vssettings). Commit to source control and push to the cloud. By the way, this also has the advantage of applying source control to the snippets file (which is an XML file), so you get history for free on that file! Reimporting the snippets If VS loses its settings and you need to reimport the snippets, this can be done super easily and very fast. Make sure that the Toolbox is empty. When you import snippets, they are merged with existing ones, they do not replace the content of the Toolbox. Unless merging is really what you want, make sure that your Toolbox is clean before you import, it is really easier. Select the menu Tools, Import and Export Settings. Select Import selected environment settings and press Next. Select No, just import new settings and press Next. Press Browse and select the Snippets.vssettings file. Press Finish. Et voila, all your snippets appear again in the Toolbox. Whew, the worst was averted and you can start your demo without sweating! (I had to do that once literally 5 minutes before the start of a demo, while my laptop was already hooked to the projector, and it went just fine). What about special tools? When using special tools (for example beta versions of tools you have an early access to), or a special configuration of your laptop, things can get tricky because you cannot really be sure that you will get a laptop with the same tools and the same configuration at the conference. To solve that, I use the following precautions: I make my demos from a Virtual Hard Disk. The great John Papa made a very easy-to-follow web page where he explains how to create a VHD and install Win7 to it. This gives you the full power of your laptop (as fast as booting from the metal). For me, I have a basic configuration that I saved on a USB harddrive (Win7 plus drivers, basic settings for desktop, folder options, taskbar etc) and Visual Studio 2010 SP1 on it. When preparing, I start by copying this "basis VHD" to my laptop. I install additional tools and configurations. I save the VHD back to the USB harddrive in a different folder. This would allow me to reinstall my demo environment quite fast, for example in case of harddrive failure. Replace the harddrive, copy the VHD to it, configure the BCD and you can start. Unfortunately this only works if the laptop itself still works. In the worst case of total failure, my security is to back all the installers up: The installers I use are synched on all my laptops and backed up to BackBlaze. If the worst happens and my laptop is absolutely broken, I can download the installer from BackBlaze and install on another laptop. This of course takes some time, and if that happens 5 minutes before a presentation, well… I don't have an answer to that, except of course crossing my fingers. Still, all that gives me additional security. Conclusion Remember folks, talking to an audience, large or small, will make you nervous. Just ask Scott Hanselman :) The goal here is to create the best possible conditions for you, and to create an environment where everything is saved and easy to restore, where everything is well known and provides you with additional confidence. The cooler you feel before the presentation (and during ;)), the better your presentation will be. Here too, the goal is to provide the best user experience you can have, which in turn will make it more enjoyable for your audience! Happy presenting :) Laurent   Laurent Bugnion (GalaSoft) Subscribe | Twitter | Facebook | Flickr | LinkedIn

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  • SQLAuthority News – Job Interviewing the Right Way (and for the Right Reasons) – Guest Post by Feodor Georgiev

    - by pinaldave
    Feodor Georgiev is a SQL Server database specialist with extensive experience of thinking both within and outside the box. He has wide experience of different systems and solutions in the fields of architecture, scalability, performance, etc. Feodor has experience with SQL Server 2000 and later versions, and is certified in SQL Server 2008. Feodor has written excellent article on Job Interviewing the Right Way. Here is his article in his own language. A while back I was thinking to start a blog post series on interviewing and employing IT personnel. At that time I had just read the ‘Smart and gets things done’ book (http://www.joelonsoftware.com/items/2007/06/05.html) and I was hyped up on some debatable topics regarding finding and employing the best people in the branch. I have no problem with hiring the best of the best; it’s just the definition of ‘the best of the best’ that makes things a bit more complicated. One of the fundamental books one can read on the topic of interviewing is the one mentioned above. If you have not read it, then you must do so; not because it contains the ultimate truth, and not because it gives the answers to most questions on the subject, but because the book contains an extensive set of questions about interviewing and employing people. Of course, a big part of these questions have different answers, depending on location, culture, available funds and so on. (What works in the US may not necessarily work in the Nordic countries or India, or it may work in a different way). The only thing that is valid regardless of any external factor is this: curiosity. In my belief there are two kinds of people – curious and not-so-curious; regardless of profession. Think about it – professional success is directly proportional to the individual’s curiosity + time of active experience in the field. (I say ‘active experience’ because vacations and any distractions do not count as experience :)  ) So, curiosity is the factor which will distinguish a good employee from the not-so-good one. But let’s shift our attention to something else for now: a few tips and tricks for successful interviews. Tip and trick #1: get your priorities straight. Your status usually dictates your priorities; for example, if the person looking for a job has just relocated to a new country, they might tend to ignore some of their priorities and overload others. In other words, setting priorities straight means to define the personal criteria by which the interview process is lead. For example, similar to the following questions can help define the criteria for someone looking for a job: How badly do I need a (any) job? Is it more important to work in a clean and quiet environment or is it important to get paid well (or both, if possible)? And so on… Furthermore, before going to the interview, the candidate should have a list of priorities, sorted by the most importance: e.g. I want a quiet environment, x amount of money, great helping boss, a desk next to a window and so on. Also it is a good idea to be prepared and know which factors can be compromised and to what extent. Tip and trick #2: the interview is a two-way street. A job candidate should not forget that the interview process is not a one-way street. What I mean by this is that while the employer is interviewing the potential candidate, the job seeker should not miss the chance to interview the employer. Usually, the employer and the candidate will meet for an interview and talk about a variety of topics. In a quality interview the candidate will be presented to key members of the team and will have the opportunity to ask them questions. By asking the right questions both parties will define their opinion about each other. For example, if the candidate talks to one of the potential bosses during the interview process and they notice that the potential manager has a hard time formulating a question, then it is up to the candidate to decide whether working with such person is a red flag for them. There are as many interview processes out there as there are companies and each one is different. Some bigger companies and corporates can afford pre-selection processes, 3 or even 4 stages of interviews, small companies usually settle with one interview. Some companies even give cognitive tests on the interview. Why not? In his book Joel suggests that a good candidate should be pampered and spoiled beyond belief with a week-long vacation in New York, fancy hotels, food and who knows what. For all I can imagine, an interview might even take place at the top of the Eifel tower (right, Mr. Joel, right?) I doubt, however, that this is the optimal way to capture the attention of a good employee. The ‘curiosity’ topic What I have learned so far in my professional experience is that opinions can be subjective. Plus, opinions on technology subjects can also be subjective. According to Joel, only hiring the best of the best is worth it. If you ask me, there is no such thing as best of the best, simply because human nature (well, aside from some physical limitations, like putting your pants on through your head :) ) has no boundaries. And why would it have boundaries? I have seen many curious and interesting people, naturally good at technology, though uninterested in it as one  can possibly be; I have also seen plenty of people interested in technology, who (in an ideal world) should have stayed far from it. At any rate, all of this sums up at the end to the ‘supply and demand’ factor. The interview process big-bang boils down to this: If there is a mutual benefit for both the employer and the potential employee to work together, then it all sorts out nicely. If there is no benefit, then it is much harder to get to a common place. Tip and trick #3: word-of-mouth is worth a thousand words Here I would just mention that the best thing a job candidate can get during the interview process is access to future team members or other employees of the new company. Nowadays the world has become quite small and everyone knows everyone. Look at LinkedIn, look at other professional networks and you will realize how small the world really is. Knowing people is a good way to become more approachable and to approach them. Tip and trick #4: Be confident. It is true that for some people confidence is as natural as breathing and others have to work hard to express it. Confidence is, however, a key factor in convincing the other side (potential employer or employee) that there is a great chance for success by working together. But it cannot get you very far if it’s not backed up by talent, curiosity and knowledge. Tip and trick #5: The right reasons What really bothers me in Sweden (and I am sure that there are similar situations in other countries) is that there is a tendency to fill quotas and to filter out candidates by criteria different from their skill and knowledge. In job ads I see quite often the phrases ‘positive thinker’, ‘team player’ and many similar hints about personality features. So my guess here is that discrimination has evolved to a new level. Let me clear up the definition of discrimination: ‘unfair treatment of a person or group on the basis of prejudice’. And prejudice is the ‘partiality that prevents objective consideration of an issue or situation’. In other words, there is not much difference whether a job candidate is filtered out by race, gender or by personality features – it is all a bad habit. And in reality, there is no proven correlation between the technology knowledge paired with skills and the personal features (gender, race, age, optimism). It is true that a significantly greater number of Darwin awards were given to men than to women, but I am sure that somewhere there is a paper or theory explaining the genetics behind this. J This topic actually brings to mind one of my favorite work related stories. A while back I was working for a big company with many teams involved in their processes. One of the teams was occupying 2 rooms – one had the team members and was full of light, colorful posters, chit-chats and giggles, whereas the other room was dark, lighted only by a single monitor with a quiet person in front of it. Later on I realized that the ‘dark room’ person was the guru and the ultimate problem-solving-brain who did not like the chats and giggles and hence was in a separate room. In reality, all severe problems which the chatty and cheerful team members could not solve and all emergencies were directed to ‘the dark room’. And thus all worked out well. The moral of the story: Personality has nothing to do with technology knowledge and skills. End of story. Summary: I’d like to stress the fact that there is no ultimately perfect candidate for a job, and there is no such thing as ‘best-of-the-best’. From my personal experience, the main criteria by which I measure people (co-workers and bosses) is the curiosity factor; I know from experience that the more curious and inventive a person is, the better chances there are for great achievements in their field. Related stories: (for extra credit) 1) Get your priorities straight. A while back as a consultant I was working for a few days at a time at different offices and for different clients, and so I was able to compare and analyze the work environments. There were two different places which I compared and recently I asked a friend of mine the following question: “Which one would you prefer as a work environment: a noisy office full of people, or a quiet office full of faulty smells because the office is rarely cleaned?” My friend was puzzled for a while, thought about it and said: “Hmm, you are talking about two different kinds of pollution… I will probably choose the second, since I can clean the workplace myself a bit…” 2) The interview is a two-way street. One time, during a job interview, I met a potential boss that had a hard time phrasing a question. At that particular time it was clear to me that I would not have liked to work under this person. According to my work religion, the properly asked question contains at least half of the answer. And if I work with someone who cannot ask a question… then I’d be doing double or triple work. At another interview, after the technical part with the team leader of the department, I was introduced to one of the team members and we were left alone for 5 minutes. I immediately jumped on the occasion and asked the blunt question: ‘What have you learned here for the past year and how do you like your job?’ The team member looked at me and said ‘Nothing really. I like playing with my cats at home, so I am out of here at 5pm and I don’t have time for much.’ I was disappointed at the time and I did not take the job offer. I wasn’t that shocked a few months later when the company went bankrupt. 3) The right reasons to take a job: personality check. A while back I was asked to serve as a job reference for a coworker. I agreed, and after some weeks I got a phone call from the company where my colleague was applying for a job. The conversation started with the manager’s question about my colleague’s personality and about their social skills. (You can probably guess what my internal reaction was… J ) So, after 30 minutes of pouring common sense into the interviewer’s head, we finally agreed on the fact that a shy or quiet personality has nothing to do with work skills and knowledge. Some years down the road my former colleague is taking the manager’s position as the manager is demoted to a different department. Reference: Feodor Georgiev, Pinal Dave (http://blog.SQLAuthority.com) Filed under: PostADay, Readers Contribution, SQL, SQL Authority, SQL Query, SQL Server, SQL Tips and Tricks, T SQL, Technology

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  • .NET Code Evolution

    - by Alois Kraus
    Originally posted on: http://geekswithblogs.net/akraus1/archive/2013/07/24/153504.aspxAt my day job I do look at a lot of code written by other people. Most of the code is quite good and some is even a masterpiece. And there is also code which makes you think WTF… oh it was written by me. Hm not so bad after all. There are many excuses reasons for bad code. Most often it is time pressure followed by not enough ambition (who cares) or insufficient training. Normally I do care about code quality quite a lot which makes me a (perceived) slow worker who does write many tests and refines the code quite a lot because of the design deficiencies. Most of the deficiencies I do find by putting my design under stress while checking for invariants. It does also help a lot to step into the code with a debugger (sometimes also Windbg). I do this much more often when my tests are red. That way I do get a much better understanding what my code really does and not what I think it should be doing. This time I do want to show you how code can evolve over the years with different .NET Framework versions. Once there was  time where .NET 1.1 was new and many C++ programmers did switch over to get rid of not initialized pointers and memory leaks. There were also nice new data structures available such as the Hashtable which is fast lookup table with O(1) time complexity. All was good and much code was written since then. At 2005 a new version of the .NET Framework did arrive which did bring many new things like generics and new data structures. The “old” fashioned way of Hashtable were coming to an end and everyone used the new Dictionary<xx,xx> type instead which was type safe and faster because the object to type conversion (aka boxing) was no longer necessary. I think 95% of all Hashtables and dictionaries use string as key. Often it is convenient to ignore casing to make it easy to look up values which the user did enter. An often followed route is to convert the string to upper case before putting it into the Hashtable. Hashtable Table = new Hashtable(); void Add(string key, string value) { Table.Add(key.ToUpper(), value); } This is valid and working code but it has problems. First we can pass to the Hashtable a custom IEqualityComparer to do the string matching case insensitive. Second we can switch over to the now also old Dictionary type to become a little faster and we can keep the the original keys (not upper cased) in the dictionary. Dictionary<string, string> DictTable = new Dictionary<string, string>(StringComparer.OrdinalIgnoreCase); void AddDict(string key, string value) { DictTable.Add(key, value); } Many people do not user the other ctors of Dictionary because they do shy away from the overhead of writing their own comparer. They do not know that .NET has for strings already predefined comparers at hand which you can directly use. Today in the many core area we do use threads all over the place. Sometimes things break in subtle ways but most of the time it is sufficient to place a lock around the offender. Threading has become so mainstream that it may sound weird that in the year 2000 some guy got a huge incentive for the idea to reduce the time to process calibration data from 12 hours to 6 hours by using two threads on a dual core machine. Threading does make it easy to become faster at the expense of correctness. Correct and scalable multithreading can be arbitrarily hard to achieve depending on the problem you are trying to solve. Lets suppose we want to process millions of items with two threads and count the processed items processed by all threads. A typical beginners code might look like this: int Counter; void IJustLearnedToUseThreads() { var t1 = new Thread(ThreadWorkMethod); t1.Start(); var t2 = new Thread(ThreadWorkMethod); t2.Start(); t1.Join(); t2.Join(); if (Counter != 2 * Increments) throw new Exception("Hmm " + Counter + " != " + 2 * Increments); } const int Increments = 10 * 1000 * 1000; void ThreadWorkMethod() { for (int i = 0; i < Increments; i++) { Counter++; } } It does throw an exception with the message e.g. “Hmm 10.222.287 != 20.000.000” and does never finish. The code does fail because the assumption that Counter++ is an atomic operation is wrong. The ++ operator is just a shortcut for Counter = Counter + 1 This does involve reading the counter from a memory location into the CPU, incrementing value on the CPU and writing the new value back to the memory location. When we do look at the generated assembly code we will see only inc dword ptr [ecx+10h] which is only one instruction. Yes it is one instruction but it is not atomic. All modern CPUs have several layers of caches (L1,L2,L3) which try to hide the fact how slow actual main memory accesses are. Since cache is just another word for redundant copy it can happen that one CPU does read a value from main memory into the cache, modifies it and write it back to the main memory. The problem is that at least the L1 cache is not shared between CPUs so it can happen that one CPU does make changes to values which did change in meantime in the main memory. From the exception you can see we did increment the value 20 million times but half of the changes were lost because we did overwrite the already changed value from the other thread. This is a very common case and people do learn to protect their  data with proper locking.   void Intermediate() { var time = Stopwatch.StartNew(); Action acc = ThreadWorkMethod_Intermediate; var ar1 = acc.BeginInvoke(null, null); var ar2 = acc.BeginInvoke(null, null); ar1.AsyncWaitHandle.WaitOne(); ar2.AsyncWaitHandle.WaitOne(); if (Counter != 2 * Increments) throw new Exception(String.Format("Hmm {0:N0} != {1:N0}", Counter, 2 * Increments)); Console.WriteLine("Intermediate did take: {0:F1}s", time.Elapsed.TotalSeconds); } void ThreadWorkMethod_Intermediate() { for (int i = 0; i < Increments; i++) { lock (this) { Counter++; } } } This is better and does use the .NET Threadpool to get rid of manual thread management. It does give the expected result but it can result in deadlocks because you do lock on this. This is in general a bad idea since it can lead to deadlocks when other threads use your class instance as lock object. It is therefore recommended to create a private object as lock object to ensure that nobody else can lock your lock object. When you read more about threading you will read about lock free algorithms. They are nice and can improve performance quite a lot but you need to pay close attention to the CLR memory model. It does make quite weak guarantees in general but it can still work because your CPU architecture does give you more invariants than the CLR memory model. For a simple counter there is an easy lock free alternative present with the Interlocked class in .NET. As a general rule you should not try to write lock free algos since most likely you will fail to get it right on all CPU architectures. void Experienced() { var time = Stopwatch.StartNew(); Task t1 = Task.Factory.StartNew(ThreadWorkMethod_Experienced); Task t2 = Task.Factory.StartNew(ThreadWorkMethod_Experienced); t1.Wait(); t2.Wait(); if (Counter != 2 * Increments) throw new Exception(String.Format("Hmm {0:N0} != {1:N0}", Counter, 2 * Increments)); Console.WriteLine("Experienced did take: {0:F1}s", time.Elapsed.TotalSeconds); } void ThreadWorkMethod_Experienced() { for (int i = 0; i < Increments; i++) { Interlocked.Increment(ref Counter); } } Since time does move forward we do not use threads explicitly anymore but the much nicer Task abstraction which was introduced with .NET 4 at 2010. It is educational to look at the generated assembly code. The Interlocked.Increment method must be called which does wondrous things right? Lets see: lock inc dword ptr [eax] The first thing to note that there is no method call at all. Why? Because the JIT compiler does know very well about CPU intrinsic functions. Atomic operations which do lock the memory bus to prevent other processors to read stale values are such things. Second: This is the same increment call prefixed with a lock instruction. The only reason for the existence of the Interlocked class is that the JIT compiler can compile it to the matching CPU intrinsic functions which can not only increment by one but can also do an add, exchange and a combined compare and exchange operation. But be warned that the correct usage of its methods can be tricky. If you try to be clever and look a the generated IL code and try to reason about its efficiency you will fail. Only the generated machine code counts. Is this the best code we can write? Perhaps. It is nice and clean. But can we make it any faster? Lets see how good we are doing currently. Level Time in s IJustLearnedToUseThreads Flawed Code Intermediate 1,5 (lock) Experienced 0,3 (Interlocked.Increment) Master 0,1 (1,0 for int[2]) That lock free thing is really a nice thing. But if you read more about CPU cache, cache coherency, false sharing you can do even better. int[] Counters = new int[12]; // Cache line size is 64 bytes on my machine with an 8 way associative cache try for yourself e.g. 64 on more modern CPUs void Master() { var time = Stopwatch.StartNew(); Task t1 = Task.Factory.StartNew(ThreadWorkMethod_Master, 0); Task t2 = Task.Factory.StartNew(ThreadWorkMethod_Master, Counters.Length - 1); t1.Wait(); t2.Wait(); Counter = Counters[0] + Counters[Counters.Length - 1]; if (Counter != 2 * Increments) throw new Exception(String.Format("Hmm {0:N0} != {1:N0}", Counter, 2 * Increments)); Console.WriteLine("Master did take: {0:F1}s", time.Elapsed.TotalSeconds); } void ThreadWorkMethod_Master(object number) { int index = (int) number; for (int i = 0; i < Increments; i++) { Counters[index]++; } } The key insight here is to use for each core its own value. But if you simply use simply an integer array of two items, one for each core and add the items at the end you will be much slower than the lock free version (factor 3). Each CPU core has its own cache line size which is something in the range of 16-256 bytes. When you do access a value from one location the CPU does not only fetch one value from main memory but a complete cache line (e.g. 16 bytes). This means that you do not pay for the next 15 bytes when you access them. This can lead to dramatic performance improvements and non obvious code which is faster although it does have many more memory reads than another algorithm. So what have we done here? We have started with correct code but it was lacking knowledge how to use the .NET Base Class Libraries optimally. Then we did try to get fancy and used threads for the first time and failed. Our next try was better but it still had non obvious issues (lock object exposed to the outside). Knowledge has increased further and we have found a lock free version of our counter which is a nice and clean way which is a perfectly valid solution. The last example is only here to show you how you can get most out of threading by paying close attention to your used data structures and CPU cache coherency. Although we are working in a virtual execution environment in a high level language with automatic memory management it does pay off to know the details down to the assembly level. Only if you continue to learn and to dig deeper you can come up with solutions no one else was even considering. I have studied particle physics which does help at the digging deeper part. Have you ever tried to solve Quantum Chromodynamics equations? Compared to that the rest must be easy ;-). Although I am no longer working in the Science field I take pride in discovering non obvious things. This can be a very hard to find bug or a new way to restructure data to make something 10 times faster. Now I need to get some sleep ….

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  • Guidance: A Branching strategy for Scrum Teams

    - by Martin Hinshelwood
    Having a good branching strategy will save your bacon, or at least your code. Be careful when deviating from your branching strategy because if you do, you may be worse off than when you started! This is one possible branching strategy for Scrum teams and I will not be going in depth with Scrum but you can find out more about Scrum by reading the Scrum Guide and you can even assess your Scrum knowledge by having a go at the Scrum Open Assessment. You can also read SSW’s Rules to Better Scrum using TFS which have been developed during our own Scrum implementations. Acknowledgements Bill Heys – Bill offered some good feedback on this post and helped soften the language. Note: Bill is a VS ALM Ranger and co-wrote the Branching Guidance for TFS 2010 Willy-Peter Schaub – Willy-Peter is an ex Visual Studio ALM MVP turned blue badge and has been involved in most of the guidance including the Branching Guidance for TFS 2010 Chris Birmele – Chris wrote some of the early TFS Branching and Merging Guidance. Dr Paul Neumeyer, Ph.D Parallel Processes, ScrumMaster and SSW Solution Architect – Paul wanted to have feature branches coming from the release branch as well. We agreed that this is really a spin-off that needs own project, backlog, budget and Team. Scenario: A product is developed RTM 1.0 is released and gets great sales.  Extra features are demanded but the new version will have double to price to pay to recover costs, work is approved by the guys with budget and a few sprints later RTM 2.0 is released.  Sales a very low due to the pricing strategy. There are lots of clients on RTM 1.0 calling out for patches. As I keep getting Reverse Integration and Forward Integration mixed up and Bill keeps slapping my wrists I thought I should have a reminder: You still seemed to use reverse and/or forward integration in the wrong context. I would recommend reviewing your document at the end to ensure that it agrees with the common understanding of these terms merge (forward integration) from parent to child (same direction as the branch), and merge  (reverse integration) from child to parent (the reverse direction of the branch). - one of my many slaps on the wrist from Bill Heys.   As I mentioned previously we are using a single feature branching strategy in our current project. The single biggest mistake developers make is developing against the “Main” or “Trunk” line. This ultimately leads to messy code as things are added and never finished. Your only alternative is to NEVER check in unless your code is 100%, but this does not work in practice, even with a single developer. Your ADD will kick in and your half-finished code will be finished enough to pass the build and the tests. You do use builds don’t you? Sadly, this is a very common scenario and I have had people argue that branching merely adds complexity. Then again I have seen the other side of the universe ... branching  structures from he... We should somehow convince everyone that there is a happy between no-branching and too-much-branching. - Willy-Peter Schaub, VS ALM Ranger, Microsoft   A key benefit of branching for development is to isolate changes from the stable Main branch. Branching adds sanity more than it adds complexity. We do try to stress in our guidance that it is important to justify a branch, by doing a cost benefit analysis. The primary cost is the effort to do merges and resolve conflicts. A key benefit is that you have a stable code base in Main and accept changes into Main only after they pass quality gates, etc. - Bill Heys, VS ALM Ranger & TFS Branching Lead, Microsoft The second biggest mistake developers make is branching anything other than the WHOLE “Main” line. If you branch parts of your code and not others it gets out of sync and can make integration a nightmare. You should have your Source, Assets, Build scripts deployment scripts and dependencies inside the “Main” folder and branch the whole thing. Some departments within MSFT even go as far as to add the environments used to develop the product in there as well; although I would not recommend that unless you have a massive SQL cluster to house your source code. We tried the “add environment” back in South-Africa and while it was “phenomenal”, especially when having to switch between environments, the disk storage and processing requirements killed us. We opted for virtualization to skin this cat of keeping a ready-to-go environment handy. - Willy-Peter Schaub, VS ALM Ranger, Microsoft   I think people often think that you should have separate branches for separate environments (e.g. Dev, Test, Integration Test, QA, etc.). I prefer to think of deploying to environments (such as from Main to QA) rather than branching for QA). - Bill Heys, VS ALM Ranger & TFS Branching Lead, Microsoft   You can read about SSW’s Rules to better Source Control for some additional information on what Source Control to use and how to use it. There are also a number of branching Anti-Patterns that should be avoided at all costs: You know you are on the wrong track if you experience one or more of the following symptoms in your development environment: Merge Paranoia—avoiding merging at all cost, usually because of a fear of the consequences. Merge Mania—spending too much time merging software assets instead of developing them. Big Bang Merge—deferring branch merging to the end of the development effort and attempting to merge all branches simultaneously. Never-Ending Merge—continuous merging activity because there is always more to merge. Wrong-Way Merge—merging a software asset version with an earlier version. Branch Mania—creating many branches for no apparent reason. Cascading Branches—branching but never merging back to the main line. Mysterious Branches—branching for no apparent reason. Temporary Branches—branching for changing reasons, so the branch becomes a permanent temporary workspace. Volatile Branches—branching with unstable software assets shared by other branches or merged into another branch. Note   Branches are volatile most of the time while they exist as independent branches. That is the point of having them. The difference is that you should not share or merge branches while they are in an unstable state. Development Freeze—stopping all development activities while branching, merging, and building new base lines. Berlin Wall—using branches to divide the development team members, instead of dividing the work they are performing. -Branching and Merging Primer by Chris Birmele - Developer Tools Technical Specialist at Microsoft Pty Ltd in Australia   In fact, this can result in a merge exercise no-one wants to be involved in, merging hundreds of thousands of change sets and trying to get a consolidated build. Again, we need to find a happy medium. - Willy-Peter Schaub on Merge Paranoia Merge conflicts are generally the result of making changes to the same file in both the target and source branch. If you create merge conflicts, you will eventually need to resolve them. Often the resolution is manual. Merging more frequently allows you to resolve these conflicts close to when they happen, making the resolution clearer. Waiting weeks or months to resolve them, the Big Bang approach, means you are more likely to resolve conflicts incorrectly. - Bill Heys, VS ALM Ranger & TFS Branching Lead, Microsoft   Figure: Main line, this is where your stable code lives and where any build has known entities, always passes and has a happy test that passes as well? Many development projects consist of, a single “Main” line of source and artifacts. This is good; at least there is source control . There are however a couple of issues that need to be considered. What happens if: you and your team are working on a new set of features and the customer wants a change to his current version? you are working on two features and the customer decides to abandon one of them? you have two teams working on different feature sets and their changes start interfering with each other? I just use labels instead of branches? That's a lot of “what if’s”, but there is a simple way of preventing this. Branching… In TFS, labels are not immutable. This does not mean they are not useful. But labels do not provide a very good development isolation mechanism. Branching allows separate code sets to evolve separately (e.g. Current with hotfixes, and vNext with new development). I don’t see how labels work here. - Bill Heys, VS ALM Ranger & TFS Branching Lead, Microsoft   Figure: Creating a single feature branch means you can isolate the development work on that branch.   Its standard practice for large projects with lots of developers to use Feature branching and you can check the Branching Guidance for the latest recommendations from the Visual Studio ALM Rangers for other methods. In the diagram above you can see my recommendation for branching when using Scrum development with TFS 2010. It consists of a single Sprint branch to contain all the changes for the current sprint. The main branch has the permissions changes so contributors to the project can only Branch and Merge with “Main”. This will prevent accidental check-ins or checkouts of the “Main” line that would contaminate the code. The developers continue to develop on sprint one until the completion of the sprint. Note: In the real world, starting a new Greenfield project, this process starts at Sprint 2 as at the start of Sprint 1 you would have artifacts in version control and no need for isolation.   Figure: Once the sprint is complete the Sprint 1 code can then be merged back into the Main line. There are always good practices to follow, and one is to always do a Forward Integration from Main into Sprint 1 before you do a Reverse Integration from Sprint 1 back into Main. In this case it may seem superfluous, but this builds good muscle memory into your developer’s work ethic and means that no bad habits are learned that would interfere with additional Scrum Teams being added to the Product. The process of completing your sprint development: The Team completes their work according to their definition of done. Merge from “Main” into “Sprint1” (Forward Integration) Stabilize your code with any changes coming from other Scrum Teams working on the same product. If you have one Scrum Team this should be quick, but there may have been bug fixes in the Release branches. (we will talk about release branches later) Merge from “Sprint1” into “Main” to commit your changes. (Reverse Integration) Check-in Delete the Sprint1 branch Note: The Sprint 1 branch is no longer required as its useful life has been concluded. Check-in Done But you are not yet done with the Sprint. The goal in Scrum is to have a “potentially shippable product” at the end of every Sprint, and we do not have that yet, we only have finished code.   Figure: With Sprint 1 merged you can create a Release branch and run your final packaging and testing In 99% of all projects I have been involved in or watched, a “shippable product” only happens towards the end of the overall lifecycle, especially when sprints are short. The in-between releases are great demonstration releases, but not shippable. Perhaps it comes from my 80’s brain washing that we only ship when we reach the agreed quality and business feature bar. - Willy-Peter Schaub, VS ALM Ranger, Microsoft Although you should have been testing and packaging your code all the way through your Sprint 1 development, preferably using an automated process, you still need to test and package with stable unchanging code. This is where you do what at SSW we call a “Test Please”. This is first an internal test of the product to make sure it meets the needs of the customer and you generally use a resource external to your Team. Then a “Test Please” is conducted with the Product Owner to make sure he is happy with the output. You can read about how to conduct a Test Please on our Rules to Successful Projects: Do you conduct an internal "test please" prior to releasing a version to a client?   Figure: If you find a deviation from the expected result you fix it on the Release branch. If during your final testing or your “Test Please” you find there are issues or bugs then you should fix them on the release branch. If you can’t fix them within the time box of your Sprint, then you will need to create a Bug and put it onto the backlog for prioritization by the Product owner. Make sure you leave plenty of time between your merge from the development branch to find and fix any problems that are uncovered. This process is commonly called Stabilization and should always be conducted once you have completed all of your User Stories and integrated all of your branches. Even once you have stabilized and released, you should not delete the release branch as you would with the Sprint branch. It has a usefulness for servicing that may extend well beyond the limited life you expect of it. Note: Don't get forced by the business into adding features into a Release branch instead that indicates the unspoken requirement is that they are asking for a product spin-off. In this case you can create a new Team Project and branch from the required Release branch to create a new Main branch for that product. And you create a whole new backlog to work from.   Figure: When the Team decides it is happy with the product you can create a RTM branch. Once you have fixed all the bugs you can, and added any you can’t to the Product Backlog, and you Team is happy with the result you can create a Release. This would consist of doing the final Build and Packaging it up ready for your Sprint Review meeting. You would then create a read-only branch that represents the code you “shipped”. This is really an Audit trail branch that is optional, but is good practice. You could use a Label, but Labels are not Auditable and if a dispute was raised by the customer you can produce a verifiable version of the source code for an independent party to check. Rare I know, but you do not want to be at the wrong end of a legal battle. Like the Release branch the RTM branch should never be deleted, or only deleted according to your companies legal policy, which in the UK is usually 7 years.   Figure: If you have made any changes in the Release you will need to merge back up to Main in order to finalise the changes. Nothing is really ever done until it is in Main. The same rules apply when merging any fixes in the Release branch back into Main and you should do a reverse merge before a forward merge, again for the muscle memory more than necessity at this stage. Your Sprint is now nearly complete, and you can have a Sprint Review meeting knowing that you have made every effort and taken every precaution to protect your customer’s investment. Note: In order to really achieve protection for both you and your client you would add Automated Builds, Automated Tests, Automated Acceptance tests, Acceptance test tracking, Unit Tests, Load tests, Web test and all the other good engineering practices that help produce reliable software.     Figure: After the Sprint Planning meeting the process begins again. Where the Sprint Review and Retrospective meetings mark the end of the Sprint, the Sprint Planning meeting marks the beginning. After you have completed your Sprint Planning and you know what you are trying to achieve in Sprint 2 you can create your new Branch to develop in. How do we handle a bug(s) in production that can’t wait? Although in Scrum the only work done should be on the backlog there should be a little buffer added to the Sprint Planning for contingencies. One of these contingencies is a bug in the current release that can’t wait for the Sprint to finish. But how do you handle that? Willy-Peter Schaub asked an excellent question on the release activities: In reality Sprint 2 starts when sprint 1 ends + weekend. Should we not cater for a possible parallelism between Sprint 2 and the release activities of sprint 1? It would introduce FI’s from main to sprint 2, I guess. Your “Figure: Merging print 2 back into Main.” covers, what I tend to believe to be reality in most cases. - Willy-Peter Schaub, VS ALM Ranger, Microsoft I agree, and if you have a single Scrum team then your resources are limited. The Scrum Team is responsible for packaging and release, so at least one run at stabilization, package and release should be included in the Sprint time box. If more are needed on the current production release during the Sprint 2 time box then resource needs to be pulled from Sprint 2. The Product Owner and the Team have four choices (in order of disruption/cost): Backlog: Add the bug to the backlog and fix it in the next Sprint Buffer Time: Use any buffer time included in the current Sprint to fix the bug quickly Make time: Remove a Story from the current Sprint that is of equal value to the time lost fixing the bug(s) and releasing. Note: The Team must agree that it can still meet the Sprint Goal. Cancel Sprint: Cancel the sprint and concentrate all resource on fixing the bug(s) Note: This can be a very costly if the current sprint has already had a lot of work completed as it will be lost. The choice will depend on the complexity and severity of the bug(s) and both the Product Owner and the Team need to agree. In this case we will go with option #2 or #3 as they are uncomplicated but severe bugs. Figure: Real world issue where a bug needs fixed in the current release. If the bug(s) is urgent enough then then your only option is to fix it in place. You can edit the release branch to find and fix the bug, hopefully creating a test so it can’t happen again. Follow the prior process and conduct an internal and customer “Test Please” before releasing. You can read about how to conduct a Test Please on our Rules to Successful Projects: Do you conduct an internal "test please" prior to releasing a version to a client?   Figure: After you have fixed the bug you need to ship again. You then need to again create an RTM branch to hold the version of the code you released in escrow.   Figure: Main is now out of sync with your Release. We now need to get these new changes back up into the Main branch. Do a reverse and then forward merge again to get the new code into Main. But what about the branch, are developers not working on Sprint 2? Does Sprint 2 now have changes that are not in Main and Main now have changes that are not in Sprint 2? Well, yes… and this is part of the hit you take doing branching. But would this scenario even have been possible without branching?   Figure: Getting the changes in Main into Sprint 2 is very important. The Team now needs to do a Forward Integration merge into their Sprint and resolve any conflicts that occur. Maybe the bug has already been fixed in Sprint 2, maybe the bug no longer exists! This needs to be identified and resolved by the developers before they continue to get further out of Sync with Main. Note: Avoid the “Big bang merge” at all costs.   Figure: Merging Sprint 2 back into Main, the Forward Integration, and R0 terminates. Sprint 2 now merges (Reverse Integration) back into Main following the procedures we have already established.   Figure: The logical conclusion. This then allows the creation of the next release. By now you should be getting the big picture and hopefully you learned something useful from this post. I know I have enjoyed writing it as I find these exploratory posts coupled with real world experience really help harden my understanding.  Branching is a tool; it is not a silver bullet. Don’t over use it, and avoid “Anti-Patterns” where possible. Although the diagram above looks complicated I hope showing you how it is formed simplifies it as much as possible.   Technorati Tags: Branching,Scrum,VS ALM,TFS 2010,VS2010

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  • Scrum in 5 Minutes

    - by Stephen.Walther
    The goal of this blog entry is to explain the basic concepts of Scrum in less than five minutes. You learn how Scrum can help a team of developers to successfully complete a complex software project. Product Backlog and the Product Owner Imagine that you are part of a team which needs to create a new website – for example, an e-commerce website. You have an overwhelming amount of work to do. You need to build (or possibly buy) a shopping cart, install an SSL certificate, create a product catalog, create a Facebook page, and at least a hundred other things that you have not thought of yet. According to Scrum, the first thing you should do is create a list. Place the highest priority items at the top of the list and the lower priority items lower in the list. For example, creating the shopping cart and buying the domain name might be high priority items and creating a Facebook page might be a lower priority item. In Scrum, this list is called the Product Backlog. How do you prioritize the items in the Product Backlog? Different stakeholders in the project might have different priorities. Gary, your division VP, thinks that it is crucial that the e-commerce site has a mobile app. Sally, your direct manager, thinks taking advantage of new HTML5 features is much more important. Multiple people are pulling you in different directions. According to Scrum, it is important that you always designate one person, and only one person, as the Product Owner. The Product Owner is the person who decides what items should be added to the Product Backlog and the priority of the items in the Product Backlog. The Product Owner could be the customer who is paying the bills, the project manager who is responsible for delivering the project, or a customer representative. The critical point is that the Product Owner must always be a single person and that single person has absolute authority over the Product Backlog. Sprints and the Sprint Backlog So now the developer team has a prioritized list of items and they can start work. The team starts implementing the first item in the Backlog — the shopping cart — and the team is making good progress. Unfortunately, however, half-way through the work of implementing the shopping cart, the Product Owner changes his mind. The Product Owner decides that it is much more important to create the product catalog before the shopping cart. With some frustration, the team switches their developmental efforts to focus on implementing the product catalog. However, part way through completing this work, once again the Product Owner changes his mind about the highest priority item. Getting work done when priorities are constantly shifting is frustrating for the developer team and it results in lower productivity. At the same time, however, the Product Owner needs to have absolute authority over the priority of the items which need to get done. Scrum solves this conflict with the concept of Sprints. In Scrum, a developer team works in Sprints. At the beginning of a Sprint the developers and the Product Owner agree on the items from the backlog which they will complete during the Sprint. This subset of items from the Product Backlog becomes the Sprint Backlog. During the Sprint, the Product Owner is not allowed to change the items in the Sprint Backlog. In other words, the Product Owner cannot shift priorities on the developer team during the Sprint. Different teams use Sprints of different lengths such as one month Sprints, two-week Sprints, and one week Sprints. For high-stress, time critical projects, teams typically choose shorter sprints such as one week sprints. For more mature projects, longer one month sprints might be more appropriate. A team can pick whatever Sprint length makes sense for them just as long as the team is consistent. You should pick a Sprint length and stick with it. Daily Scrum During a Sprint, the developer team needs to have meetings to coordinate their work on completing the items in the Sprint Backlog. For example, the team needs to discuss who is working on what and whether any blocking issues have been discovered. Developers hate meetings (well, sane developers hate meetings). Meetings take developers away from their work of actually implementing stuff as opposed to talking about implementing stuff. However, a developer team which never has meetings and never coordinates their work also has problems. For example, Fred might get stuck on a programming problem for days and never reach out for help even though Tom (who sits in the cubicle next to him) has already solved the very same problem. Or, both Ted and Fred might have started working on the same item from the Sprint Backlog at the same time. In Scrum, these conflicting needs – limiting meetings but enabling team coordination – are resolved with the idea of the Daily Scrum. The Daily Scrum is a meeting for coordinating the work of the developer team which happens once a day. To keep the meeting short, each developer answers only the following three questions: 1. What have you done since yesterday? 2. What do you plan to do today? 3. Any impediments in your way? During the Daily Scrum, developers are not allowed to talk about issues with their cat, do demos of their latest work, or tell heroic stories of programming problems overcome. The meeting must be kept short — typically about 15 minutes. Issues which come up during the Daily Scrum should be discussed in separate meetings which do not involve the whole developer team. Stories and Tasks Items in the Product or Sprint Backlog – such as building a shopping cart or creating a Facebook page – are often referred to as User Stories or Stories. The Stories are created by the Product Owner and should represent some business need. Unlike the Product Owner, the developer team needs to think about how a Story should be implemented. At the beginning of a Sprint, the developer team takes the Stories from the Sprint Backlog and breaks the stories into tasks. For example, the developer team might take the Create a Shopping Cart story and break it into the following tasks: · Enable users to add and remote items from shopping cart · Persist the shopping cart to database between visits · Redirect user to checkout page when Checkout button is clicked During the Daily Scrum, members of the developer team volunteer to complete the tasks required to implement the next Story in the Sprint Backlog. When a developer talks about what he did yesterday or plans to do tomorrow then the developer should be referring to a task. Stories are owned by the Product Owner and a story is all about business value. In contrast, the tasks are owned by the developer team and a task is all about implementation details. A story might take several days or weeks to complete. A task is something which a developer can complete in less than a day. Some teams get lazy about breaking stories into tasks. Neglecting to break stories into tasks can lead to “Never Ending Stories” If you don’t break a story into tasks, then you can’t know how much of a story has actually been completed because you don’t have a clear idea about the implementation steps required to complete the story. Scrumboard During the Daily Scrum, the developer team uses a Scrumboard to coordinate their work. A Scrumboard contains a list of the stories for the current Sprint, the tasks associated with each Story, and the state of each task. The developer team uses the Scrumboard so everyone on the team can see, at a glance, what everyone is working on. As a developer works on a task, the task moves from state to state and the state of the task is updated on the Scrumboard. Common task states are ToDo, In Progress, and Done. Some teams include additional task states such as Needs Review or Needs Testing. Some teams use a physical Scrumboard. In that case, you use index cards to represent the stories and the tasks and you tack the index cards onto a physical board. Using a physical Scrumboard has several disadvantages. A physical Scrumboard does not work well with a distributed team – for example, it is hard to share the same physical Scrumboard between Boston and Seattle. Also, generating reports from a physical Scrumboard is more difficult than generating reports from an online Scrumboard. Estimating Stories and Tasks Stakeholders in a project, the people investing in a project, need to have an idea of how a project is progressing and when the project will be completed. For example, if you are investing in creating an e-commerce site, you need to know when the site can be launched. It is not enough to just say that “the project will be done when it is done” because the stakeholders almost certainly have a limited budget to devote to the project. The people investing in the project cannot determine the business value of the project unless they can have an estimate of how long it will take to complete the project. Developers hate to give estimates. The reason that developers hate to give estimates is that the estimates are almost always completely made up. For example, you really don’t know how long it takes to build a shopping cart until you finish building a shopping cart, and at that point, the estimate is no longer useful. The problem is that writing code is much more like Finding a Cure for Cancer than Building a Brick Wall. Building a brick wall is very straightforward. After you learn how to add one brick to a wall, you understand everything that is involved in adding a brick to a wall. There is no additional research required and no surprises. If, on the other hand, I assembled a team of scientists and asked them to find a cure for cancer, and estimate exactly how long it will take, they would have no idea. The problem is that there are too many unknowns. I don’t know how to cure cancer, I need to do a lot of research here, so I cannot even begin to estimate how long it will take. So developers hate to provide estimates, but the Product Owner and other product stakeholders, have a legitimate need for estimates. Scrum resolves this conflict by using the idea of Story Points. Different teams use different units to represent Story Points. For example, some teams use shirt sizes such as Small, Medium, Large, and X-Large. Some teams prefer to use Coffee Cup sizes such as Tall, Short, and Grande. Finally, some teams like to use numbers from the Fibonacci series. These alternative units are converted into a Story Point value. Regardless of the type of unit which you use to represent Story Points, the goal is the same. Instead of attempting to estimate a Story in hours (which is doomed to failure), you use a much less fine-grained measure of work. A developer team is much more likely to be able to estimate that a Story is Small or X-Large than the exact number of hours required to complete the story. So you can think of Story Points as a compromise between the needs of the Product Owner and the developer team. When a Sprint starts, the developer team devotes more time to thinking about the Stories in a Sprint and the developer team breaks the Stories into Tasks. In Scrum, you estimate the work required to complete a Story by using Story Points and you estimate the work required to complete a task by using hours. The difference between Stories and Tasks is that you don’t create a task until you are just about ready to start working on a task. A task is something that you should be able to create within a day, so you have a much better chance of providing an accurate estimate of the work required to complete a task than a story. Burndown Charts In Scrum, you use Burndown charts to represent the remaining work on a project. You use Release Burndown charts to represent the overall remaining work for a project and you use Sprint Burndown charts to represent the overall remaining work for a particular Sprint. You create a Release Burndown chart by calculating the remaining number of uncompleted Story Points for the entire Product Backlog every day. The vertical axis represents Story Points and the horizontal axis represents time. A Sprint Burndown chart is similar to a Release Burndown chart, but it focuses on the remaining work for a particular Sprint. There are two different types of Sprint Burndown charts. You can either represent the remaining work in a Sprint with Story Points or with task hours (the following image, taken from Wikipedia, uses hours). When each Product Backlog Story is completed, the Release Burndown chart slopes down. When each Story or task is completed, the Sprint Burndown chart slopes down. Burndown charts typically do not always slope down over time. As new work is added to the Product Backlog, the Release Burndown chart slopes up. If new tasks are discovered during a Sprint, the Sprint Burndown chart will also slope up. The purpose of a Burndown chart is to give you a way to track team progress over time. If, halfway through a Sprint, the Sprint Burndown chart is still climbing a hill then you know that you are in trouble. Team Velocity Stakeholders in a project always want more work done faster. For example, the Product Owner for the e-commerce site wants the website to launch before tomorrow. Developers tend to be overly optimistic. Rarely do developers acknowledge the physical limitations of reality. So Project stakeholders and the developer team often collude to delude themselves about how much work can be done and how quickly. Too many software projects begin in a state of optimism and end in frustration as deadlines zoom by. In Scrum, this problem is overcome by calculating a number called the Team Velocity. The Team Velocity is a measure of the average number of Story Points which a team has completed in previous Sprints. Knowing the Team Velocity is important during the Sprint Planning meeting when the Product Owner and the developer team work together to determine the number of stories which can be completed in the next Sprint. If you know the Team Velocity then you can avoid committing to do more work than the team has been able to accomplish in the past, and your team is much more likely to complete all of the work required for the next Sprint. Scrum Master There are three roles in Scrum: the Product Owner, the developer team, and the Scrum Master. I’v e already discussed the Product Owner. The Product Owner is the one and only person who maintains the Product Backlog and prioritizes the stories. I’ve also described the role of the developer team. The members of the developer team do the work of implementing the stories by breaking the stories into tasks. The final role, which I have not discussed, is the role of the Scrum Master. The Scrum Master is responsible for ensuring that the team is following the Scrum process. For example, the Scrum Master is responsible for making sure that there is a Daily Scrum meeting and that everyone answers the standard three questions. The Scrum Master is also responsible for removing (non-technical) impediments which the team might encounter. For example, if the team cannot start work until everyone installs the latest version of Microsoft Visual Studio then the Scrum Master has the responsibility of working with management to get the latest version of Visual Studio as quickly as possible. The Scrum Master can be a member of the developer team. Furthermore, different people can take on the role of the Scrum Master over time. The Scrum Master, however, cannot be the same person as the Product Owner. Using SonicAgile SonicAgile (SonicAgile.com) is an online tool which you can use to manage your projects using Scrum. You can use the SonicAgile Product Backlog to create a prioritized list of stories. You can estimate the size of the Stories using different Story Point units such as Shirt Sizes and Coffee Cup sizes. You can use SonicAgile during the Sprint Planning meeting to select the Stories that you want to complete during a particular Sprint. You can configure Sprints to be any length of time. SonicAgile calculates Team Velocity automatically and displays a warning when you add too many stories to a Sprint. In other words, it warns you when it thinks you are overcommitting in a Sprint. SonicAgile also includes a Scrumboard which displays the list of Stories selected for a Sprint and the tasks associated with each story. You can drag tasks from one task state to another. Finally, SonicAgile enables you to generate Release Burndown and Sprint Burndown charts. You can use these charts to view the progress of your team. To learn more about SonicAgile, visit SonicAgile.com. Summary In this post, I described many of the basic concepts of Scrum. You learned how a Product Owner uses a Product Backlog to create a prioritized list of tasks. I explained why work is completed in Sprints so the developer team can be more productive. I also explained how a developer team uses the daily scrum to coordinate their work. You learned how the developer team uses a Scrumboard to see, at a glance, who is working on what and the state of each task. I also discussed Burndown charts. You learned how you can use both Release and Sprint Burndown charts to track team progress in completing a project. Finally, I described the crucial role of the Scrum Master – the person who is responsible for ensuring that the rules of Scrum are being followed. My goal was not to describe all of the concepts of Scrum. This post was intended to be an introductory overview. For a comprehensive explanation of Scrum, I recommend reading Ken Schwaber’s book Agile Project Management with Scrum: http://www.amazon.com/Agile-Project-Management-Microsoft-Professional/dp/073561993X/ref=la_B001H6ODMC_1_1?ie=UTF8&qid=1345224000&sr=1-1

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  • Towards Database Continuous Delivery – What Next after Continuous Integration? A Checklist

    - by Ben Rees
    .dbd-banner p{ font-size:0.75em; padding:0 0 10px; margin:0 } .dbd-banner p span{ color:#675C6D; } .dbd-banner p:last-child{ padding:0; } @media ALL and (max-width:640px){ .dbd-banner{ background:#f0f0f0; padding:5px; color:#333; margin-top: 5px; } } -- Database delivery patterns & practices STAGE 4 AUTOMATED DEPLOYMENT If you’ve been fortunate enough to get to the stage where you’ve implemented some sort of continuous integration process for your database updates, then hopefully you’re seeing the benefits of that investment – constant feedback on changes your devs are making, advanced warning of data loss (prior to the production release on Saturday night!), a nice suite of automated tests to check business logic, so you know it’s going to work when it goes live, and so on. But what next? What can you do to improve your delivery process further, moving towards a full continuous delivery process for your database? In this article I describe some of the issues you might need to tackle on the next stage of this journey, and how to plan to overcome those obstacles before they appear. Our Database Delivery Learning Program consists of four stages, really three – source controlling a database, running continuous integration processes, then how to set up automated deployment (the middle stage is split in two – basic and advanced continuous integration, making four stages in total). If you’ve managed to work through the first three of these stages – source control, basic, then advanced CI, then you should have a solid change management process set up where, every time one of your team checks in a change to your database (whether schema or static reference data), this change gets fully tested automatically by your CI server. But this is only part of the story. Great, we know that our updates work, that the upgrade process works, that the upgrade isn’t going to wipe our 4Tb of production data with a single DROP TABLE. But – how do you get this (fully tested) release live? Continuous delivery means being always ready to release your software at any point in time. There’s a significant gap between your latest version being tested, and it being easily releasable. Just a quick note on terminology – there’s a nice piece here from Atlassian on the difference between continuous integration, continuous delivery and continuous deployment. This piece also gives a nice description of the benefits of continuous delivery. These benefits have been summed up by Jez Humble at Thoughtworks as: “Continuous delivery is a set of principles and practices to reduce the cost, time, and risk of delivering incremental changes to users” There’s another really useful piece here on Simple-Talk about the need for continuous delivery and how it applies to the database written by Phil Factor – specifically the extra needs and complexities of implementing a full CD solution for the database (compared to just implementing CD for, say, a web app). So, hopefully you’re convinced of moving on the the next stage! The next step after CI is to get some sort of automated deployment (or “release management”) process set up. But what should I do next? What do I need to plan and think about for getting my automated database deployment process set up? Can’t I just install one of the many release management tools available and hey presto, I’m ready! If only it were that simple. Below I list some of the areas that it’s worth spending a little time on, where a little planning and prep could go a long way. It’s also worth pointing out, that this should really be an evolving process. Depending on your starting point of course, it can be a long journey from your current setup to a full continuous delivery pipeline. If you’ve got a CI mechanism in place, you’re certainly a long way down that path. Nevertheless, we’d recommend evolving your process incrementally. Pages 157 and 129-141 of the book on Continuous Delivery (by Jez Humble and Dave Farley) have some great guidance on building up a pipeline incrementally: http://www.amazon.com/Continuous-Delivery-Deployment-Automation-Addison-Wesley/dp/0321601912 For now, in this post, we’ll look at the following areas for your checklist: You and Your Team Environments The Deployment Process Rollback and Recovery Development Practices You and Your Team It’s a cliché in the DevOps community that “It’s not all about processes and tools, really it’s all about a culture”. As stated in this DevOps report from Puppet Labs: “DevOps processes and tooling contribute to high performance, but these practices alone aren’t enough to achieve organizational success. The most common barriers to DevOps adoption are cultural: lack of manager or team buy-in, or the value of DevOps isn’t understood outside of a specific group”. Like most clichés, there’s truth in there – if you want to set up a database continuous delivery process, you need to get your boss, your department, your company (if relevant) onside. Why? Because it’s an investment with the benefits coming way down the line. But the benefits are huge – for HP, in the book A Practical Approach to Large-Scale Agile Development: How HP Transformed LaserJet FutureSmart Firmware, these are summarized as: -2008 to present: overall development costs reduced by 40% -Number of programs under development increased by 140% -Development costs per program down 78% -Firmware resources now driving innovation increased by a factor of 8 (from 5% working on new features to 40% But what does this mean? It means that, when moving to the next stage, to make that extra investment in automating your deployment process, it helps a lot if everyone is convinced that this is a good thing. That they understand the benefits of automated deployment and are willing to make the effort to transform to a new way of working. Incidentally, if you’re ever struggling to convince someone of the value I’d strongly recommend just buying them a copy of this book – a great read, and a very practical guide to how it can really work at a large org. I’ve spoken to many customers who have implemented database CI who describe their deployment process as “The point where automation breaks down. Up to that point, the CI process runs, untouched by human hand, but as soon as that’s finished we revert to manual.” This deployment process can involve, for example, a DBA manually comparing an environment (say, QA) to production, creating the upgrade scripts, reading through them, checking them against an Excel document emailed to him/her the night before, turning to page 29 in his/her notebook to double-check how replication is switched off and on for deployments, and so on and so on. Painful, error-prone and lengthy. But the point is, if this is something like your deployment process, telling your DBA “We’re changing everything you do and your toolset next week, to automate most of your role – that’s okay isn’t it?” isn’t likely to go down well. There’s some work here to bring him/her onside – to explain what you’re doing, why there will still be control of the deployment process and so on. Or of course, if you’re the DBA looking after this process, you have to do a similar job in reverse. You may have researched and worked out how you’d like to change your methodology to start automating your painful release process, but do the dev team know this? What if they have to start producing different artifacts for you? Will they be happy with this? Worth talking to them, to find out. As well as talking to your DBA/dev team, the other group to get involved before implementation is your manager. And possibly your manager’s manager too. As mentioned, unless there’s buy-in “from the top”, you’re going to hit problems when the implementation starts to get rocky (and what tool/process implementations don’t get rocky?!). You need to have support from someone senior in your organisation – someone you can turn to when you need help with a delayed implementation, lack of resources or lack of progress. Actions: Get your DBA involved (or whoever looks after live deployments) and discuss what you’re planning to do or, if you’re the DBA yourself, get the dev team up-to-speed with your plans, Get your boss involved too and make sure he/she is bought in to the investment. Environments Where are you going to deploy to? And really this question is – what environments do you want set up for your deployment pipeline? Assume everyone has “Production”, but do you have a QA environment? Dedicated development environments for each dev? Proper pre-production? I’ve seen every setup under the sun, and there is often a big difference between “What we want, to do continuous delivery properly” and “What we’re currently stuck with”. Some of these differences are: What we want What we’ve got Each developer with their own dedicated database environment A single shared “development” environment, used by everyone at once An Integration box used to test the integration of all check-ins via the CI process, along with a full suite of unit-tests running on that machine In fact if you have a CI process running, you’re likely to have some sort of integration server running (even if you don’t call it that!). Whether you have a full suite of unit tests running is a different question… Separate QA environment used explicitly for manual testing prior to release “We just test on the dev environments, or maybe pre-production” A proper pre-production (or “staging”) box that matches production as closely as possible Hopefully a pre-production box of some sort. But does it match production closely!? A production environment reproducible from source control A production box which has drifted significantly from anything in source control The big question is – how much time and effort are you going to invest in fixing these issues? In reality this just involves figuring out which new databases you’re going to create and where they’ll be hosted – VMs? Cloud-based? What about size/data issues – what data are you going to include on dev environments? Does it need to be masked to protect access to production data? And often the amount of work here really depends on whether you’re working on a new, greenfield project, or trying to update an existing, brownfield application. There’s a world if difference between starting from scratch with 4 or 5 clean environments (reproducible from source control of course!), and trying to re-purpose and tweak a set of existing databases, with all of their surrounding processes and quirks. But for a proper release management process, ideally you have: Dedicated development databases, An Integration server used for testing continuous integration and running unit tests. [NB: This is the point at which deployments are automatic, without human intervention. Each deployment after this point is a one-click (but human) action], QA – QA engineers use a one-click deployment process to automatically* deploy chosen releases to QA for testing, Pre-production. The environment you use to test the production release process, Production. * A note on the use of the word “automatic” – when carrying out automated deployments this does not mean that the deployment is happening without human intervention (i.e. that something is just deploying over and over again). It means that the process of carrying out the deployment is automatic in that it’s not a person manually running through a checklist or set of actions. The deployment still requires a single-click from a user. Actions: Get your environments set up and ready, Set access permissions appropriately, Make sure everyone understands what the environments will be used for (it’s not a “free-for-all” with all environments to be accessed, played with and changed by development). The Deployment Process As described earlier, most existing database deployment processes are pretty manual. The following is a description of a process we hear very often when we ask customers “How do your database changes get live? How does your manual process work?” Check pre-production matches production (use a schema compare tool, like SQL Compare). Sometimes done by taking a backup from production and restoring in to pre-prod, Again, use a schema compare tool to find the differences between the latest version of the database ready to go live (i.e. what the team have been developing). This generates a script, User (generally, the DBA), reviews the script. This often involves manually checking updates against a spreadsheet or similar, Run the script on pre-production, and check there are no errors (i.e. it upgrades pre-production to what you hoped), If all working, run the script on production.* * this assumes there’s no problem with production drifting away from pre-production in the interim time period (i.e. someone has hacked something in to the production box without going through the proper change management process). This difference could undermine the validity of your pre-production deployment test. Red Gate is currently working on a free tool to detect this problem – sign up here at www.sqllighthouse.com, if you’re interested in testing early versions. There are several variations on this process – some better, some much worse! How do you automate this? In particular, step 3 – surely you can’t automate a DBA checking through a script, that everything is in order!? The key point here is to plan what you want in your new deployment process. There are so many options. At one extreme, pure continuous deployment – whenever a dev checks something in to source control, the CI process runs (including extensive and thorough testing!), before the deployment process keys in and automatically deploys that change to the live box. Not for the faint hearted – and really not something we recommend. At the other extreme, you might be more comfortable with a semi-automated process – the pre-production/production matching process is automated (with an error thrown if these environments don’t match), followed by a manual intervention, allowing for script approval by the DBA. One he/she clicks “Okay, I’m happy for that to go live”, the latter stages automatically take the script through to live. And anything in between of course – and other variations. But we’d strongly recommended sitting down with a whiteboard and your team, and spending a couple of hours mapping out “What do we do now?”, “What do we actually want?”, “What will satisfy our needs for continuous delivery, but still maintaining some sort of continuous control over the process?” NB: Most of what we’re discussing here is about production deployments. It’s important to note that you will also need to map out a deployment process for earlier environments (for example QA). However, these are likely to be less onerous, and many customers opt for a much more automated process for these boxes. Actions: Sit down with your team and a whiteboard, and draw out the answers to the questions above for your production deployments – “What do we do now?”, “What do we actually want?”, “What will satisfy our needs for continuous delivery, but still maintaining some sort of continuous control over the process?” Repeat for earlier environments (QA and so on). Rollback and Recovery If only every deployment went according to plan! Unfortunately they don’t – and when things go wrong, you need a rollback or recovery plan for what you’re going to do in that situation. Once you move in to a more automated database deployment process, you’re far more likely to be deploying more frequently than before. No longer once every 6 months, maybe now once per week, or even daily. Hence the need for a quick rollback or recovery process becomes paramount, and should be planned for. NB: These are mainly scenarios for handling rollbacks after the transaction has been committed. If a failure is detected during the transaction, the whole transaction can just be rolled back, no problem. There are various options, which we’ll explore in subsequent articles, things like: Immediately restore from backup, Have a pre-tested rollback script (remembering that really this is a “roll-forward” script – there’s not really such a thing as a rollback script for a database!) Have fallback environments – for example, using a blue-green deployment pattern. Different options have pros and cons – some are easier to set up, some require more investment in infrastructure; and of course some work better than others (the key issue with using backups, is loss of the interim transaction data that has been added between the failed deployment and the restore). The best mechanism will be primarily dependent on how your application works and how much you need a cast-iron failsafe mechanism. Actions: Work out an appropriate rollback strategy based on how your application and business works, your appetite for investment and requirements for a completely failsafe process. Development Practices This is perhaps the more difficult area for people to tackle. The process by which you can deploy database updates is actually intrinsically linked with the patterns and practices used to develop that database and linked application. So you need to decide whether you want to implement some changes to the way your developers actually develop the database (particularly schema changes) to make the deployment process easier. A good example is the pattern “Branch by abstraction”. Explained nicely here, by Martin Fowler, this is a process that can be used to make significant database changes (e.g. splitting a table) in a step-wise manner so that you can always roll back, without data loss – by making incremental updates to the database backward compatible. Slides 103-108 of the following slidedeck, from Niek Bartholomeus explain the process: https://speakerdeck.com/niekbartho/orchestration-in-meatspace As these slides show, by making a significant schema change in multiple steps – where each step can be rolled back without any loss of new data – this affords the release team the opportunity to have zero-downtime deployments with considerably less stress (because if an increment goes wrong, they can roll back easily). There are plenty more great patterns that can be implemented – the book Refactoring Databases, by Scott Ambler and Pramod Sadalage is a great read, if this is a direction you want to go in: http://www.amazon.com/Refactoring-Databases-Evolutionary-paperback-Addison-Wesley/dp/0321774515 But the question is – how much of this investment are you willing to make? How often are you making significant schema changes that would require these best practices? Again, there’s a difference here between migrating old projects and starting afresh – with the latter it’s much easier to instigate best practice from the start. Actions: For your business, work out how far down the path you want to go, amending your database development patterns to “best practice”. It’s a trade-off between implementing quality processes, and the necessity to do so (depending on how often you make complex changes). Socialise these changes with your development group. No-one likes having “best practice” changes imposed on them, so good to introduce these ideas and the rationale behind them early.   Summary The next stages of implementing a continuous delivery pipeline for your database changes (once you have CI up and running) require a little pre-planning, if you want to get the most out of the work, and for the implementation to go smoothly. We’ve covered some of the checklist of areas to consider – mainly in the areas of “Getting the team ready for the changes that are coming” and “Planning our your pipeline, environments, patterns and practices for development”, though there will be more detail, depending on where you’re coming from – and where you want to get to. This article is part of our database delivery patterns & practices series on Simple Talk. Find more articles for version control, automated testing, continuous integration & deployment.

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  • Why is there a /etc/init.d/mysql file on this Slackware machine? How could it have gotten there?

    - by jasonspiro
    A client of my IT-consulting service owns a web-development shop. He's been having problems with a Slackware 12.0 server running MySQL 5.0.67. The machine was set up by the client's sysadmin, who left on bad terms. My client no longer employs a sysadmin. As far as I can tell, the only copy of MySQL that's installed is the one described in /var/log/packages/mysql-5.0.67-i486-1: PACKAGE NAME: mysql-5.0.67-i486-1 COMPRESSED PACKAGE SIZE: 16828 K UNCOMPRESSED PACKAGE SIZE: 33840 K PACKAGE LOCATION: /var/slapt-get/archives/./slackware/ap/mysql-5.0.67-i486-1.tgz PACKAGE DESCRIPTION: mysql: mysql (SQL-based relational database server) mysql: mysql: MySQL is a fast, multi-threaded, multi-user, and robust SQL mysql: (Structured Query Language) database server. It comes with a nice API mysql: which makes it easy to integrate into other applications. mysql: mysql: The home page for MySQL is http://www.mysql.com/ mysql: mysql: mysql: mysql: FILE LIST: ./ var/ var/lib/ var/lib/mysql/ var/run/ var/run/mysql/ install/ install/doinst.sh install/slack-desc usr/ usr/include/ usr/include/mysql/ usr/include/mysql/my_alloc.h usr/include/mysql/sql_common.h usr/include/mysql/my_dbug.h usr/include/mysql/errmsg.h usr/include/mysql/my_pthread.h usr/include/mysql/my_list.h usr/include/mysql/mysql.h usr/include/mysql/sslopt-vars.h usr/include/mysql/my_config.h usr/include/mysql/mysql_com.h usr/include/mysql/m_string.h usr/include/mysql/sslopt-case.h usr/include/mysql/my_xml.h usr/include/mysql/sql_state.h usr/include/mysql/my_global.h usr/include/mysql/my_sys.h usr/include/mysql/mysqld_ername.h usr/include/mysql/mysqld_error.h usr/include/mysql/sslopt-longopts.h usr/include/mysql/keycache.h usr/include/mysql/my_net.h usr/include/mysql/mysql_version.h usr/include/mysql/my_no_pthread.h usr/include/mysql/decimal.h usr/include/mysql/readline.h usr/include/mysql/my_attribute.h usr/include/mysql/typelib.h usr/include/mysql/my_dir.h usr/include/mysql/raid.h usr/include/mysql/m_ctype.h usr/include/mysql/mysql_embed.h usr/include/mysql/mysql_time.h usr/include/mysql/my_getopt.h usr/lib/ usr/lib/mysql/ usr/lib/mysql/libmysqlclient_r.so.15.0.0 usr/lib/mysql/libmysqlclient_r.la usr/lib/mysql/libmyisammrg.a usr/lib/mysql/libmystrings.a usr/lib/mysql/libmyisam.a usr/lib/mysql/libmysqlclient.so.15.0.0 usr/lib/mysql/libmysqlclient_r.a usr/lib/mysql/libmysqlclient.a usr/lib/mysql/libheap.a usr/lib/mysql/libvio.a usr/lib/mysql/libmysqlclient.la usr/lib/mysql/libmysys.a usr/lib/mysql/libdbug.a usr/bin/ usr/bin/comp_err usr/bin/my_print_defaults usr/bin/resolve_stack_dump usr/bin/msql2mysql usr/bin/mysqltestmanager-pwgen usr/bin/myisampack usr/bin/replace usr/bin/mysqld_multi usr/bin/mysqlaccess usr/bin/mysql_install_db usr/bin/innochecksum usr/bin/myisam_ftdump usr/bin/mysqlcheck usr/bin/mysqltest usr/bin/mysql_upgrade_shell usr/bin/mysql_secure_installation usr/bin/mysql_fix_extensions usr/bin/mysqld_safe usr/bin/mysql_explain_log usr/bin/mysqlimport usr/bin/myisamlog usr/bin/mysql_tzinfo_to_sql usr/bin/mysql_upgrade usr/bin/mysqltestmanager usr/bin/mysql_fix_privilege_tables usr/bin/mysql_find_rows usr/bin/mysql_convert_table_format usr/bin/mysqltestmanagerc usr/bin/mysqlhotcopy usr/bin/mysqldump usr/bin/mysqlshow usr/bin/mysqlbug usr/bin/mysql_config usr/bin/mysqldumpslow usr/bin/mysql_waitpid usr/bin/mysqlbinlog usr/bin/mysql_client_test usr/bin/perror usr/bin/mysql usr/bin/myisamchk usr/bin/mysql_setpermission usr/bin/mysqladmin usr/bin/mysql_zap usr/bin/mysql_tableinfo usr/bin/resolveip usr/share/ usr/share/mysql/ usr/share/mysql/errmsg.txt usr/share/mysql/swedish/ usr/share/mysql/swedish/errmsg.sys usr/share/mysql/mysql_system_tables_data.sql usr/share/mysql/mysql.server usr/share/mysql/hungarian/ usr/share/mysql/hungarian/errmsg.sys usr/share/mysql/norwegian/ usr/share/mysql/norwegian/errmsg.sys usr/share/mysql/slovak/ usr/share/mysql/slovak/errmsg.sys usr/share/mysql/spanish/ usr/share/mysql/spanish/errmsg.sys usr/share/mysql/polish/ usr/share/mysql/polish/errmsg.sys usr/share/mysql/ukrainian/ usr/share/mysql/ukrainian/errmsg.sys usr/share/mysql/danish/ usr/share/mysql/danish/errmsg.sys usr/share/mysql/romanian/ usr/share/mysql/romanian/errmsg.sys usr/share/mysql/english/ usr/share/mysql/english/errmsg.sys usr/share/mysql/charsets/ usr/share/mysql/charsets/latin2.xml usr/share/mysql/charsets/greek.xml usr/share/mysql/charsets/koi8r.xml usr/share/mysql/charsets/latin1.xml usr/share/mysql/charsets/cp866.xml usr/share/mysql/charsets/geostd8.xml usr/share/mysql/charsets/cp1250.xml usr/share/mysql/charsets/koi8u.xml usr/share/mysql/charsets/cp852.xml usr/share/mysql/charsets/hebrew.xml usr/share/mysql/charsets/latin7.xml usr/share/mysql/charsets/README usr/share/mysql/charsets/ascii.xml usr/share/mysql/charsets/cp1251.xml usr/share/mysql/charsets/macce.xml usr/share/mysql/charsets/latin5.xml usr/share/mysql/charsets/Index.xml usr/share/mysql/charsets/macroman.xml usr/share/mysql/charsets/cp1256.xml usr/share/mysql/charsets/keybcs2.xml usr/share/mysql/charsets/swe7.xml usr/share/mysql/charsets/armscii8.xml usr/share/mysql/charsets/dec8.xml usr/share/mysql/charsets/cp1257.xml usr/share/mysql/charsets/hp8.xml usr/share/mysql/charsets/cp850.xml usr/share/mysql/korean/ usr/share/mysql/korean/errmsg.sys usr/share/mysql/german/ usr/share/mysql/german/errmsg.sys usr/share/mysql/mi_test_all.res usr/share/mysql/greek/ usr/share/mysql/greek/errmsg.sys usr/share/mysql/french/ usr/share/mysql/french/errmsg.sys usr/share/mysql/mysql_fix_privilege_tables.sql usr/share/mysql/dutch/ usr/share/mysql/dutch/errmsg.sys usr/share/mysql/serbian/ usr/share/mysql/serbian/errmsg.sys usr/share/mysql/mysql_system_tables.sql usr/share/mysql/my-huge.cnf usr/share/mysql/portuguese/ usr/share/mysql/portuguese/errmsg.sys usr/share/mysql/japanese/ usr/share/mysql/japanese/errmsg.sys usr/share/mysql/mysql_test_data_timezone.sql usr/share/mysql/russian/ usr/share/mysql/russian/errmsg.sys usr/share/mysql/czech/ usr/share/mysql/czech/errmsg.sys usr/share/mysql/fill_help_tables.sql usr/share/mysql/estonian/ usr/share/mysql/estonian/errmsg.sys usr/share/mysql/my-medium.cnf usr/share/mysql/norwegian-ny/ usr/share/mysql/norwegian-ny/errmsg.sys usr/share/mysql/my-small.cnf usr/share/mysql/mysql-log-rotate usr/share/mysql/italian/ usr/share/mysql/italian/errmsg.sys usr/share/mysql/my-large.cnf usr/share/mysql/ndb-config-2-node.ini usr/share/mysql/binary-configure usr/share/mysql/mi_test_all usr/share/mysql/mysqld_multi.server usr/share/mysql/my-innodb-heavy-4G.cnf usr/doc/ usr/doc/mysql-5.0.67/ usr/doc/mysql-5.0.67/README usr/doc/mysql-5.0.67/Docs/ usr/doc/mysql-5.0.67/Docs/INSTALL-BINARY usr/doc/mysql-5.0.67/COPYING usr/info/ usr/info/mysql.info.gz usr/libexec/ usr/libexec/mysqld usr/libexec/mysqlmanager usr/man/ usr/man/man8/ usr/man/man8/mysqlmanager.8.gz usr/man/man8/mysqld.8.gz usr/man/man1/ usr/man/man1/mysql_zap.1.gz usr/man/man1/mysql_setpermission.1.gz usr/man/man1/mysql_tzinfo_to_sql.1.gz usr/man/man1/msql2mysql.1.gz usr/man/man1/mysql_tableinfo.1.gz usr/man/man1/mysql_explain_log.1.gz usr/man/man1/mysqlcheck.1.gz usr/man/man1/comp_err.1.gz usr/man/man1/my_print_defaults.1.gz usr/man/man1/mysqlbinlog.1.gz usr/man/man1/myisam_ftdump.1.gz usr/man/man1/mysql_upgrade.1.gz usr/man/man1/mysql.1.gz usr/man/man1/mysql_client_test.1.gz usr/man/man1/resolve_stack_dump.1.gz usr/man/man1/mysql_fix_extensions.1.gz usr/man/man1/mysqlmanagerc.1.gz usr/man/man1/mysql_config.1.gz usr/man/man1/mysqlshow.1.gz usr/man/man1/myisamlog.1.gz usr/man/man1/replace.1.gz usr/man/man1/mysqlmanager-pwgen.1.gz usr/man/man1/mysqltest.1.gz usr/man/man1/innochecksum.1.gz usr/man/man1/mysqladmin.1.gz usr/man/man1/perror.1.gz usr/man/man1/mysql_waitpid.1.gz usr/man/man1/mysql_convert_table_format.1.gz usr/man/man1/mysqlman.1.gz usr/man/man1/mysqlimport.1.gz usr/man/man1/mysqlbug.1.gz usr/man/man1/mysql_find_rows.1.gz usr/man/man1/myisampack.1.gz usr/man/man1/myisamchk.1.gz usr/man/man1/mysql_fix_privilege_tables.1.gz usr/man/man1/mysql-stress-test.pl.1.gz usr/man/man1/resolveip.1.gz usr/man/man1/make_win_bin_dist.1.gz usr/man/man1/mysqlhotcopy.1.gz usr/man/man1/mysqld_multi.1.gz usr/man/man1/safe_mysqld.1.gz usr/man/man1/mysql_secure_installation.1.gz usr/man/man1/mysql_install_db.1.gz usr/man/man1/mysqldump.1.gz usr/man/man1/mysql-test-run.pl.1.gz usr/man/man1/mysqld_safe.1.gz usr/man/man1/mysqlaccess.1.gz usr/man/man1/mysql.server.1.gz usr/man/man1/make_win_src_distribution.1.gz etc/ etc/rc.d/ etc/rc.d/rc.mysqld.new etc/my-huge.cnf etc/my-medium.cnf etc/my-small.cnf etc/my-large.cnf /etc/rc.d/rc.mysqld is an ordinary Slackware-type start/stop script: #!/bin/sh # Start/stop/restart mysqld. # # Copyright 2003 Patrick J. Volkerding, Concord, CA # Copyright 2003 Slackware Linux, Inc., Concord, CA # # This program comes with NO WARRANTY, to the extent permitted by law. # You may redistribute copies of this program under the terms of the # GNU General Public License. # To start MySQL automatically at boot, be sure this script is executable: # chmod 755 /etc/rc.d/rc.mysqld # Before you can run MySQL, you must have a database. To install an initial # database, do this as root: # # su - mysql # mysql_install_db # # Note that step one is becoming the mysql user. It's important to do this # before making any changes to the database, or mysqld won't be able to write # to it later (this can be fixed with 'chown -R mysql.mysql /var/lib/mysql'). # To allow outside connections to the database comment out the next line. # If you don't need incoming network connections, then leave the line # uncommented to improve system security. #SKIP="--skip-networking" # Start mysqld: mysqld_start() { if [ -x /usr/bin/mysqld_safe ]; then # If there is an old PID file (no mysqld running), clean it up: if [ -r /var/run/mysql/mysql.pid ]; then if ! ps axc | grep mysqld 1> /dev/null 2> /dev/null ; then echo "Cleaning up old /var/run/mysql/mysql.pid." rm -f /var/run/mysql/mysql.pid fi fi /usr/bin/mysqld_safe --datadir=/var/lib/mysql --pid-file=/var/run/mysql/mysql.pid $SKIP & fi } # Stop mysqld: mysqld_stop() { # If there is no PID file, ignore this request... if [ -r /var/run/mysql/mysql.pid ]; then killall mysqld # Wait at least one minute for it to exit, as we don't know how big the DB is... for second in 0 1 2 3 4 5 6 7 8 9 0 1 2 3 4 5 6 7 8 9 0 1 2 3 4 5 6 7 8 9 \ 0 1 2 3 4 5 6 7 8 9 0 1 2 3 4 5 6 7 8 9 0 1 2 3 4 5 6 7 8 9 60 ; do if [ ! -r /var/run/mysql/mysql.pid ]; then break; fi sleep 1 done if [ "$second" = "60" ]; then echo "WARNING: Gave up waiting for mysqld to exit!" sleep 15 fi fi } # Restart mysqld: mysqld_restart() { mysqld_stop mysqld_start } case "$1" in 'start') mysqld_start ;; 'stop') mysqld_stop ;; 'restart') mysqld_restart ;; *) echo "usage $0 start|stop|restart" esac But there's also an unexpected init script on the machine, named /etc/init.d/mysql: #!/bin/sh # Copyright Abandoned 1996 TCX DataKonsult AB & Monty Program KB & Detron HB # This file is public domain and comes with NO WARRANTY of any kind # MySQL daemon start/stop script. # Usually this is put in /etc/init.d (at least on machines SYSV R4 based # systems) and linked to /etc/rc3.d/S99mysql and /etc/rc0.d/K01mysql. # When this is done the mysql server will be started when the machine is # started and shut down when the systems goes down. # Comments to support chkconfig on RedHat Linux # chkconfig: 2345 64 36 # description: A very fast and reliable SQL database engine. # Comments to support LSB init script conventions ### BEGIN INIT INFO # Provides: mysql # Required-Start: $local_fs $network $remote_fs # Should-Start: ypbind nscd ldap ntpd xntpd # Required-Stop: $local_fs $network $remote_fs # Default-Start: 2 3 4 5 # Default-Stop: 0 1 6 # Short-Description: start and stop MySQL # Description: MySQL is a very fast and reliable SQL database engine. ### END INIT INFO # If you install MySQL on some other places than /usr, then you # have to do one of the following things for this script to work: # # - Run this script from within the MySQL installation directory # - Create a /etc/my.cnf file with the following information: # [mysqld] # basedir=<path-to-mysql-installation-directory> # - Add the above to any other configuration file (for example ~/.my.ini) # and copy my_print_defaults to /usr/bin # - Add the path to the mysql-installation-directory to the basedir variable # below. # # If you want to affect other MySQL variables, you should make your changes # in the /etc/my.cnf, ~/.my.cnf or other MySQL configuration files. # If you change base dir, you must also change datadir. These may get # overwritten by settings in the MySQL configuration files. #basedir= #datadir= # Default value, in seconds, afterwhich the script should timeout waiting # for server start. # Value here is overriden by value in my.cnf. # 0 means don't wait at all # Negative numbers mean to wait indefinitely service_startup_timeout=900 # The following variables are only set for letting mysql.server find things. # Set some defaults pid_file=/var/run/mysql/mysql.pid server_pid_file=/var/run/mysql/mysql.pid use_mysqld_safe=1 user=mysql if test -z "$basedir" then basedir=/usr bindir=/usr/bin if test -z "$datadir" then datadir=/var/lib/mysql fi sbindir=/usr/sbin libexecdir=/usr/libexec else bindir="$basedir/bin" if test -z "$datadir" then datadir="$basedir/data" fi sbindir="$basedir/sbin" libexecdir="$basedir/libexec" fi # datadir_set is used to determine if datadir was set (and so should be # *not* set inside of the --basedir= handler.) datadir_set= # # Use LSB init script functions for printing messages, if possible # lsb_functions="/lib/lsb/init-functions" if test -f $lsb_functions ; then . $lsb_functions else log_success_msg() { echo " SUCCESS! $@" } log_failure_msg() { echo " ERROR! $@" } fi PATH=/sbin:/usr/sbin:/bin:/usr/bin:$basedir/bin export PATH mode=$1 # start or stop shift other_args="$*" # uncommon, but needed when called from an RPM upgrade action # Expected: "--skip-networking --skip-grant-tables" # They are not checked here, intentionally, as it is the resposibility # of the "spec" file author to give correct arguments only. case `echo "testing\c"`,`echo -n testing` in *c*,-n*) echo_n= echo_c= ;; *c*,*) echo_n=-n echo_c= ;; *) echo_n= echo_c='\c' ;; esac parse_server_arguments() { for arg do case "$arg" in --basedir=*) basedir=`echo "$arg" | sed -e 's/^[^=]*=//'` bindir="$basedir/bin" if test -z "$datadir_set"; then datadir="$basedir/data" fi sbindir="$basedir/sbin" libexecdir="$basedir/libexec" ;; --datadir=*) datadir=`echo "$arg" | sed -e 's/^[^=]*=//'` datadir_set=1 ;; --user=*) user=`echo "$arg" | sed -e 's/^[^=]*=//'` ;; --pid-file=*) server_pid_file=`echo "$arg" | sed -e 's/^[^=]*=//'` ;; --service-startup-timeout=*) service_startup_timeout=`echo "$arg" | sed -e 's/^[^=]*=//'` ;; --use-mysqld_safe) use_mysqld_safe=1;; --use-manager) use_mysqld_safe=0;; esac done } parse_manager_arguments() { for arg do case "$arg" in --pid-file=*) pid_file=`echo "$arg" | sed -e 's/^[^=]*=//'` ;; --user=*) user=`echo "$arg" | sed -e 's/^[^=]*=//'` ;; esac done } wait_for_pid () { verb="$1" manager_pid="$2" # process ID of the program operating on the pid-file i=0 avoid_race_condition="by checking again" while test $i -ne $service_startup_timeout ; do case "$verb" in 'created') # wait for a PID-file to pop into existence. test -s $pid_file && i='' && break ;; 'removed') # wait for this PID-file to disappear test ! -s $pid_file && i='' && break ;; *) echo "wait_for_pid () usage: wait_for_pid created|removed manager_pid" exit 1 ;; esac # if manager isn't running, then pid-file will never be updated if test -n "$manager_pid"; then if kill -0 "$manager_pid" 2>/dev/null; then : # the manager still runs else # The manager may have exited between the last pid-file check and now. if test -n "$avoid_race_condition"; then avoid_race_condition="" continue # Check again. fi # there's nothing that will affect the file. log_failure_msg "Manager of pid-file quit without updating file." return 1 # not waiting any more. fi fi echo $echo_n ".$echo_c" i=`expr $i + 1` sleep 1 done if test -z "$i" ; then log_success_msg return 0 else log_failure_msg return 1 fi } # Get arguments from the my.cnf file, # the only group, which is read from now on is [mysqld] if test -x ./bin/my_print_defaults then print_defaults="./bin/my_print_defaults" elif test -x $bindir/my_print_defaults then print_defaults="$bindir/my_print_defaults" elif test -x $bindir/mysql_print_defaults then print_defaults="$bindir/mysql_print_defaults" else # Try to find basedir in /etc/my.cnf conf=/etc/my.cnf print_defaults= if test -r $conf then subpat='^[^=]*basedir[^=]*=\(.*\)$' dirs=`sed -e "/$subpat/!d" -e 's//\1/' $conf` for d in $dirs do d=`echo $d | sed -e 's/[ ]//g'` if test -x "$d/bin/my_print_defaults" then print_defaults="$d/bin/my_print_defaults" break fi if test -x "$d/bin/mysql_print_defaults" then print_defaults="$d/bin/mysql_print_defaults" break fi done fi # Hope it's in the PATH ... but I doubt it test -z "$print_defaults" && print_defaults="my_print_defaults" fi # # Read defaults file from 'basedir'. If there is no defaults file there # check if it's in the old (depricated) place (datadir) and read it from there # extra_args="" if test -r "$basedir/my.cnf" then extra_args="-e $basedir/my.cnf" else if test -r "$datadir/my.cnf" then extra_args="-e $datadir/my.cnf" fi fi parse_server_arguments `$print_defaults $extra_args mysqld server mysql_server mysql.server` # Look for the pidfile parse_manager_arguments `$print_defaults $extra_args manager` # # Set pid file if not given # if test -z "$pid_file" then pid_file=$datadir/mysqlmanager-`/bin/hostname`.pid else case "$pid_file" in /* ) ;; * ) pid_file="$datadir/$pid_file" ;; esac fi if test -z "$server_pid_file" then server_pid_file=$datadir/`/bin/hostname`.pid else case "$server_pid_file" in /* ) ;; * ) server_pid_file="$datadir/$server_pid_file" ;; esac fi case "$mode" in 'start') # Start daemon # Safeguard (relative paths, core dumps..) cd $basedir manager=$bindir/mysqlmanager if test -x $libexecdir/mysqlmanager then manager=$libexecdir/mysqlmanager elif test -x $sbindir/mysqlmanager then manager=$sbindir/mysqlmanager fi echo $echo_n "Starting MySQL" if test -x $manager -a "$use_mysqld_safe" = "0" then if test -n "$other_args" then log_failure_msg "MySQL manager does not support options '$other_args'" exit 1 fi # Give extra arguments to mysqld with the my.cnf file. This script may # be overwritten at next upgrade. $manager --user=$user --pid-file=$pid_file >/dev/null 2>&1 & wait_for_pid created $!; return_value=$? # Make lock for RedHat / SuSE if test -w /var/lock/subsys then touch /var/lock/subsys/mysqlmanager fi exit $return_value elif test -x $bindir/mysqld_safe then # Give extra arguments to mysqld with the my.cnf file. This script # may be overwritten at next upgrade. pid_file=$server_pid_file $bindir/mysqld_safe --datadir=$datadir --pid-file=$server_pid_file $other_args >/dev/null 2>&1 & wait_for_pid created $!; return_value=$? # Make lock for RedHat / SuSE if test -w /var/lock/subsys then touch /var/lock/subsys/mysql fi exit $return_value else log_failure_msg "Couldn't find MySQL manager ($manager) or server ($bindir/mysqld_safe)" fi ;; 'stop') # Stop daemon. We use a signal here to avoid having to know the # root password. # The RedHat / SuSE lock directory to remove lock_dir=/var/lock/subsys/mysqlmanager # If the manager pid_file doesn't exist, try the server's if test ! -s "$pid_file" then pid_file=$server_pid_file lock_dir=/var/lock/subsys/mysql fi if test -s "$pid_file" then mysqlmanager_pid=`cat $pid_file` echo $echo_n "Shutting down MySQL" kill $mysqlmanager_pid # mysqlmanager should remove the pid_file when it exits, so wait for it. wait_for_pid removed "$mysqlmanager_pid"; return_value=$? # delete lock for RedHat / SuSE if test -f $lock_dir then rm -f $lock_dir fi exit $return_value else log_failure_msg "MySQL manager or server PID file could not be found!" fi ;; 'restart') # Stop the service and regardless of whether it was # running or not, start it again. if $0 stop $other_args; then $0 start $other_args else log_failure_msg "Failed to stop running server, so refusing to try to start." exit 1 fi ;; 'reload'|'force-reload') if test -s "$server_pid_file" ; then read mysqld_pid < $server_pid_file kill -HUP $mysqld_pid && log_success_msg "Reloading service MySQL" touch $server_pid_file else log_failure_msg "MySQL PID file could not be found!" exit 1 fi ;; 'status') # First, check to see if pid file exists if test -s "$server_pid_file" ; then read mysqld_pid < $server_pid_file if kill -0 $mysqld_pid 2>/dev/null ; then log_success_msg "MySQL running ($mysqld_pid)" exit 0 else log_failure_msg "MySQL is not running, but PID file exists" exit 1 fi else # Try to find appropriate mysqld process mysqld_pid=`pidof $sbindir/mysqld` if test -z $mysqld_pid ; then if test "$use_mysqld_safe" = "0" ; then lockfile=/var/lock/subsys/mysqlmanager else lockfile=/var/lock/subsys/mysql fi if test -f $lockfile ; then log_failure_msg "MySQL is not running, but lock exists" exit 2 fi log_failure_msg "MySQL is not running" exit 3 else log_failure_msg "MySQL is running but PID file could not be found" exit 4 fi fi ;; *) # usage echo "Usage: $0 {start|stop|restart|reload|force-reload|status} [ MySQL server options ]" exit 1 ;; esac exit 0 An unimportant aside: The previous users of the machine kept a messy home directory. Their home directory was /root. I've pasted a copy at http://www.pastebin.ca/2167496. My question: Why is there a /etc/init.d/mysql file on this Slackware machine? How could it have gotten there? P.S. This question is far from perfect. Please feel free to edit it.

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  • Agile Development

    - by James Oloo Onyango
    Alot of literature has and is being written about agile developement and its surrounding philosophies. In my quest to find the best way to express the importance of agile methodologies, i have found Robert C. Martin's "A Satire Of Two Companies" to be both the most concise and thorough! Enjoy the read! Rufus Inc Project Kick Off Your name is Bob. The date is January 3, 2001, and your head still aches from the recent millennial revelry. You are sitting in a conference room with several managers and a group of your peers. You are a project team leader. Your boss is there, and he has brought along all of his team leaders. His boss called the meeting. "We have a new project to develop," says your boss's boss. Call him BB. The points in his hair are so long that they scrape the ceiling. Your boss's points are just starting to grow, but he eagerly awaits the day when he can leave Brylcream stains on the acoustic tiles. BB describes the essence of the new market they have identified and the product they want to develop to exploit this market. "We must have this new project up and working by fourth quarter October 1," BB demands. "Nothing is of higher priority, so we are cancelling your current project." The reaction in the room is stunned silence. Months of work are simply going to be thrown away. Slowly, a murmur of objection begins to circulate around the conference table.   His points give off an evil green glow as BB meets the eyes of everyone in the room. One by one, that insidious stare reduces each attendee to quivering lumps of protoplasm. It is clear that he will brook no discussion on this matter. Once silence has been restored, BB says, "We need to begin immediately. How long will it take you to do the analysis?" You raise your hand. Your boss tries to stop you, but his spitwad misses you and you are unaware of his efforts.   "Sir, we can't tell you how long the analysis will take until we have some requirements." "The requirements document won't be ready for 3 or 4 weeks," BB says, his points vibrating with frustration. "So, pretend that you have the requirements in front of you now. How long will you require for analysis?" No one breathes. Everyone looks around to see whether anyone has some idea. "If analysis goes beyond April 1, we have a problem. Can you finish the analysis by then?" Your boss visibly gathers his courage: "We'll find a way, sir!" His points grow 3 mm, and your headache increases by two Tylenol. "Good." BB smiles. "Now, how long will it take to do the design?" "Sir," you say. Your boss visibly pales. He is clearly worried that his 3 mms are at risk. "Without an analysis, it will not be possible to tell you how long design will take." BB's expression shifts beyond austere.   "PRETEND you have the analysis already!" he says, while fixing you with his vacant, beady little eyes. "How long will it take you to do the design?" Two Tylenol are not going to cut it. Your boss, in a desperate attempt to save his new growth, babbles: "Well, sir, with only six months left to complete the project, design had better take no longer than 3 months."   "I'm glad you agree, Smithers!" BB says, beaming. Your boss relaxes. He knows his points are secure. After a while, he starts lightly humming the Brylcream jingle. BB continues, "So, analysis will be complete by April 1, design will be complete by July 1, and that gives you 3 months to implement the project. This meeting is an example of how well our new consensus and empowerment policies are working. Now, get out there and start working. I'll expect to see TQM plans and QIT assignments on my desk by next week. Oh, and don't forget that your crossfunctional team meetings and reports will be needed for next month's quality audit." "Forget the Tylenol," you think to yourself as you return to your cubicle. "I need bourbon."   Visibly excited, your boss comes over to you and says, "Gosh, what a great meeting. I think we're really going to do some world shaking with this project." You nod in agreement, too disgusted to do anything else. "Oh," your boss continues, "I almost forgot." He hands you a 30-page document. "Remember that the SEI is coming to do an evaluation next week. This is the evaluation guide. You need to read through it, memorize it, and then shred it. It tells you how to answer any questions that the SEI auditors ask you. It also tells you what parts of the building you are allowed to take them to and what parts to avoid. We are determined to be a CMM level 3 organization by June!"   You and your peers start working on the analysis of the new project. This is difficult because you have no requirements. But from the 10-minute introduction given by BB on that fateful morning, you have some idea of what the product is supposed to do.   Corporate process demands that you begin by creating a use case document. You and your team begin enumerating use cases and drawing oval and stick diagrams. Philosophical debates break out among the team members. There is disagreement as to whether certain use cases should be connected with <<extends>> or <<includes>> relationships. Competing models are created, but nobody knows how to evaluate them. The debate continues, effectively paralyzing progress.   After a week, somebody finds the iceberg.com Web site, which recommends disposing entirely of <<extends>> and <<includes>> and replacing them with <<precedes>> and <<uses>>. The documents on this Web site, authored by Don Sengroiux, describes a method known as stalwart-analysis, which claims to be a step-by-step method for translating use cases into design diagrams. More competing use case models are created using this new scheme, but again, people can't agree on how to evaluate them. The thrashing continues. More and more, the use case meetings are driven by emotion rather than by reason. If it weren't for the fact that you don't have requirements, you'd be pretty upset by the lack of progress you are making. The requirements document arrives on February 15. And then again on February 20, 25, and every week thereafter. Each new version contradicts the previous one. Clearly, the marketing folks who are writing the requirements, empowered though they might be, are not finding consensus.   At the same time, several new competing use case templates have been proposed by the various team members. Each template presents its own particularly creative way of delaying progress. The debates rage on. On March 1, Prudence Putrigence, the process proctor, succeeds in integrating all the competing use case forms and templates into a single, all-encompassing form. Just the blank form is 15 pages long. She has managed to include every field that appeared on all the competing templates. She also presents a 159- page document describing how to fill out the use case form. All current use cases must be rewritten according to the new standard.   You marvel to yourself that it now requires 15 pages of fill-in-the-blank and essay questions to answer the question: What should the system do when the user presses Return? The corporate process (authored by L. E. Ott, famed author of "Holistic Analysis: A Progressive Dialectic for Software Engineers") insists that you discover all primary use cases, 87 percent of all secondary use cases, and 36.274 percent of all tertiary use cases before you can complete analysis and enter the design phase. You have no idea what a tertiary use case is. So in an attempt to meet this requirement, you try to get your use case document reviewed by the marketing department, which you hope will know what a tertiary use case is.   Unfortunately, the marketing folks are too busy with sales support to talk to you. Indeed, since the project started, you have not been able to get a single meeting with marketing, which has provided a never-ending stream of changing and contradictory requirements documents.   While one team has been spinning endlessly on the use case document, another team has been working out the domain model. Endless variations of UML documents are pouring out of this team. Every week, the model is reworked.   The team members can't decide whether to use <<interfaces>> or <<types>> in the model. A huge disagreement has been raging on the proper syntax and application of OCL. Others on the team just got back from a 5-day class on catabolism, and have been producing incredibly detailed and arcane diagrams that nobody else can fathom.   On March 27, with one week to go before analysis is to be complete, you have produced a sea of documents and diagrams but are no closer to a cogent analysis of the problem than you were on January 3. **** And then, a miracle happens.   **** On Saturday, April 1, you check your e-mail from home. You see a memo from your boss to BB. It states unequivocally that you are done with the analysis! You phone your boss and complain. "How could you have told BB that we were done with the analysis?" "Have you looked at a calendar lately?" he responds. "It's April 1!" The irony of that date does not escape you. "But we have so much more to think about. So much more to analyze! We haven't even decided whether to use <<extends>> or <<precedes>>!" "Where is your evidence that you are not done?" inquires your boss, impatiently. "Whaaa . . . ." But he cuts you off. "Analysis can go on forever; it has to be stopped at some point. And since this is the date it was scheduled to stop, it has been stopped. Now, on Monday, I want you to gather up all existing analysis materials and put them into a public folder. Release that folder to Prudence so that she can log it in the CM system by Monday afternoon. Then get busy and start designing."   As you hang up the phone, you begin to consider the benefits of keeping a bottle of bourbon in your bottom desk drawer. They threw a party to celebrate the on-time completion of the analysis phase. BB gave a colon-stirring speech on empowerment. And your boss, another 3 mm taller, congratulated his team on the incredible show of unity and teamwork. Finally, the CIO takes the stage to tell everyone that the SEI audit went very well and to thank everyone for studying and shredding the evaluation guides that were passed out. Level 3 now seems assured and will be awarded by June. (Scuttlebutt has it that managers at the level of BB and above are to receive significant bonuses once the SEI awards level 3.)   As the weeks flow by, you and your team work on the design of the system. Of course, you find that the analysis that the design is supposedly based on is flawedno, useless; no, worse than useless. But when you tell your boss that you need to go back and work some more on the analysis to shore up its weaker sections, he simply states, "The analysis phase is over. The only allowable activity is design. Now get back to it."   So, you and your team hack the design as best you can, unsure of whether the requirements have been properly analyzed. Of course, it really doesn't matter much, since the requirements document is still thrashing with weekly revisions, and the marketing department still refuses to meet with you.     The design is a nightmare. Your boss recently misread a book named The Finish Line in which the author, Mark DeThomaso, blithely suggested that design documents should be taken down to code-level detail. "If we are going to be working at that level of detail," you ask, "why don't we simply write the code instead?" "Because then you wouldn't be designing, of course. And the only allowable activity in the design phase is design!" "Besides," he continues, "we have just purchased a companywide license for Dandelion! This tool enables 'Round the Horn Engineering!' You are to transfer all design diagrams into this tool. It will automatically generate our code for us! It will also keep the design diagrams in sync with the code!" Your boss hands you a brightly colored shrinkwrapped box containing the Dandelion distribution. You accept it numbly and shuffle off to your cubicle. Twelve hours, eight crashes, one disk reformatting, and eight shots of 151 later, you finally have the tool installed on your server. You consider the week your team will lose while attending Dandelion training. Then you smile and think, "Any week I'm not here is a good week." Design diagram after design diagram is created by your team. Dandelion makes it very difficult to draw these diagrams. There are dozens and dozens of deeply nested dialog boxes with funny text fields and check boxes that must all be filled in correctly. And then there's the problem of moving classes between packages. At first, these diagram are driven from the use cases. But the requirements are changing so often that the use cases rapidly become meaningless. Debates rage about whether VISITOR or DECORATOR design patterns should be used. One developer refuses to use VISITOR in any form, claiming that it's not a properly object-oriented construct. Someone refuses to use multiple inheritance, since it is the spawn of the devil. Review meetings rapidly degenerate into debates about the meaning of object orientation, the definition of analysis versus design, or when to use aggregation versus association. Midway through the design cycle, the marketing folks announce that they have rethought the focus of the system. Their new requirements document is completely restructured. They have eliminated several major feature areas and replaced them with feature areas that they anticipate customer surveys will show to be more appropriate. You tell your boss that these changes mean that you need to reanalyze and redesign much of the system. But he says, "The analysis phase is system. But he says, "The analysis phase is over. The only allowable activity is design. Now get back to it."   You suggest that it might be better to create a simple prototype to show to the marketing folks and even some potential customers. But your boss says, "The analysis phase is over. The only allowable activity is design. Now get back to it." Hack, hack, hack, hack. You try to create some kind of a design document that might reflect the new requirements documents. However, the revolution of the requirements has not caused them to stop thrashing. Indeed, if anything, the wild oscillations of the requirements document have only increased in frequency and amplitude.   You slog your way through them.   On June 15, the Dandelion database gets corrupted. Apparently, the corruption has been progressive. Small errors in the DB accumulated over the months into bigger and bigger errors. Eventually, the CASE tool just stopped working. Of course, the slowly encroaching corruption is present on all the backups. Calls to the Dandelion technical support line go unanswered for several days. Finally, you receive a brief e-mail from Dandelion, informing you that this is a known problem and that the solution is to purchase the new version, which they promise will be ready some time next quarter, and then reenter all the diagrams by hand.   ****   Then, on July 1 another miracle happens! You are done with the design!   Rather than go to your boss and complain, you stock your middle desk drawer with some vodka.   **** They threw a party to celebrate the on-time completion of the design phase and their graduation to CMM level 3. This time, you find BB's speech so stirring that you have to use the restroom before it begins. New banners and plaques are all over your workplace. They show pictures of eagles and mountain climbers, and they talk about teamwork and empowerment. They read better after a few scotches. That reminds you that you need to clear out your file cabinet to make room for the brandy. You and your team begin to code. But you rapidly discover that the design is lacking in some significant areas. Actually, it's lacking any significance at all. You convene a design session in one of the conference rooms to try to work through some of the nastier problems. But your boss catches you at it and disbands the meeting, saying, "The design phase is over. The only allowable activity is coding. Now get back to it."   ****   The code generated by Dandelion is really hideous. It turns out that you and your team were using association and aggregation the wrong way, after all. All the generated code has to be edited to correct these flaws. Editing this code is extremely difficult because it has been instrumented with ugly comment blocks that have special syntax that Dandelion needs in order to keep the diagrams in sync with the code. If you accidentally alter one of these comments, the diagrams will be regenerated incorrectly. It turns out that "Round the Horn Engineering" requires an awful lot of effort. The more you try to keep the code compatible with Dandelion, the more errors Dandelion generates. In the end, you give up and decide to keep the diagrams up to date manually. A second later, you decide that there's no point in keeping the diagrams up to date at all. Besides, who has time?   Your boss hires a consultant to build tools to count the number of lines of code that are being produced. He puts a big thermometer graph on the wall with the number 1,000,000 on the top. Every day, he extends the red line to show how many lines have been added. Three days after the thermometer appears on the wall, your boss stops you in the hall. "That graph isn't growing quickly enough. We need to have a million lines done by October 1." "We aren't even sh-sh-sure that the proshect will require a m-million linezh," you blather. "We have to have a million lines done by October 1," your boss reiterates. His points have grown again, and the Grecian formula he uses on them creates an aura of authority and competence. "Are you sure your comment blocks are big enough?" Then, in a flash of managerial insight, he says, "I have it! I want you to institute a new policy among the engineers. No line of code is to be longer than 20 characters. Any such line must be split into two or more preferably more. All existing code needs to be reworked to this standard. That'll get our line count up!"   You decide not to tell him that this will require two unscheduled work months. You decide not to tell him anything at all. You decide that intravenous injections of pure ethanol are the only solution. You make the appropriate arrangements. Hack, hack, hack, and hack. You and your team madly code away. By August 1, your boss, frowning at the thermometer on the wall, institutes a mandatory 50-hour workweek.   Hack, hack, hack, and hack. By September 1st, the thermometer is at 1.2 million lines and your boss asks you to write a report describing why you exceeded the coding budget by 20 percent. He institutes mandatory Saturdays and demands that the project be brought back down to a million lines. You start a campaign of remerging lines. Hack, hack, hack, and hack. Tempers are flaring; people are quitting; QA is raining trouble reports down on you. Customers are demanding installation and user manuals; salespeople are demanding advance demonstrations for special customers; the requirements document is still thrashing, the marketing folks are complaining that the product isn't anything like they specified, and the liquor store won't accept your credit card anymore. Something has to give.    On September 15, BB calls a meeting. As he enters the room, his points are emitting clouds of steam. When he speaks, the bass overtones of his carefully manicured voice cause the pit of your stomach to roll over. "The QA manager has told me that this project has less than 50 percent of the required features implemented. He has also informed me that the system crashes all the time, yields wrong results, and is hideously slow. He has also complained that he cannot keep up with the continuous train of daily releases, each more buggy than the last!" He stops for a few seconds, visibly trying to compose himself. "The QA manager estimates that, at this rate of development, we won't be able to ship the product until December!" Actually, you think it's more like March, but you don't say anything. "December!" BB roars with such derision that people duck their heads as though he were pointing an assault rifle at them. "December is absolutely out of the question. Team leaders, I want new estimates on my desk in the morning. I am hereby mandating 65-hour work weeks until this project is complete. And it better be complete by November 1."   As he leaves the conference room, he is heard to mutter: "Empowermentbah!" * * * Your boss is bald; his points are mounted on BB's wall. The fluorescent lights reflecting off his pate momentarily dazzle you. "Do you have anything to drink?" he asks. Having just finished your last bottle of Boone's Farm, you pull a bottle of Thunderbird from your bookshelf and pour it into his coffee mug. "What's it going to take to get this project done? " he asks. "We need to freeze the requirements, analyze them, design them, and then implement them," you say callously. "By November 1?" your boss exclaims incredulously. "No way! Just get back to coding the damned thing." He storms out, scratching his vacant head.   A few days later, you find that your boss has been transferred to the corporate research division. Turnover has skyrocketed. Customers, informed at the last minute that their orders cannot be fulfilled on time, have begun to cancel their orders. Marketing is re-evaluating whether this product aligns with the overall goals of the company. Memos fly, heads roll, policies change, and things are, overall, pretty grim. Finally, by March, after far too many sixty-five hour weeks, a very shaky version of the software is ready. In the field, bug-discovery rates are high, and the technical support staff are at their wits' end, trying to cope with the complaints and demands of the irate customers. Nobody is happy.   In April, BB decides to buy his way out of the problem by licensing a product produced by Rupert Industries and redistributing it. The customers are mollified, the marketing folks are smug, and you are laid off.     Rupert Industries: Project Alpha   Your name is Robert. The date is January 3, 2001. The quiet hours spent with your family this holiday have left you refreshed and ready for work. You are sitting in a conference room with your team of professionals. The manager of the division called the meeting. "We have some ideas for a new project," says the division manager. Call him Russ. He is a high-strung British chap with more energy than a fusion reactor. He is ambitious and driven but understands the value of a team. Russ describes the essence of the new market opportunity the company has identified and introduces you to Jane, the marketing manager, who is responsible for defining the products that will address it. Addressing you, Jane says, "We'd like to start defining our first product offering as soon as possible. When can you and your team meet with me?" You reply, "We'll be done with the current iteration of our project this Friday. We can spare a few hours for you between now and then. After that, we'll take a few people from the team and dedicate them to you. We'll begin hiring their replacements and the new people for your team immediately." "Great," says Russ, "but I want you to understand that it is critical that we have something to exhibit at the trade show coming up this July. If we can't be there with something significant, we'll lose the opportunity."   "I understand," you reply. "I don't yet know what it is that you have in mind, but I'm sure we can have something by July. I just can't tell you what that something will be right now. In any case, you and Jane are going to have complete control over what we developers do, so you can rest assured that by July, you'll have the most important things that can be accomplished in that time ready to exhibit."   Russ nods in satisfaction. He knows how this works. Your team has always kept him advised and allowed him to steer their development. He has the utmost confidence that your team will work on the most important things first and will produce a high-quality product.   * * *   "So, Robert," says Jane at their first meeting, "How does your team feel about being split up?" "We'll miss working with each other," you answer, "but some of us were getting pretty tired of that last project and are looking forward to a change. So, what are you people cooking up?" Jane beams. "You know how much trouble our customers currently have . . ." And she spends a half hour or so describing the problem and possible solution. "OK, wait a second" you respond. "I need to be clear about this." And so you and Jane talk about how this system might work. Some of her ideas aren't fully formed. You suggest possible solutions. She likes some of them. You continue discussing.   During the discussion, as each new topic is addressed, Jane writes user story cards. Each card represents something that the new system has to do. The cards accumulate on the table and are spread out in front of you. Both you and Jane point at them, pick them up, and make notes on them as you discuss the stories. The cards are powerful mnemonic devices that you can use to represent complex ideas that are barely formed.   At the end of the meeting, you say, "OK, I've got a general idea of what you want. I'm going to talk to the team about it. I imagine they'll want to run some experiments with various database structures and presentation formats. Next time we meet, it'll be as a group, and we'll start identifying the most important features of the system."   A week later, your nascent team meets with Jane. They spread the existing user story cards out on the table and begin to get into some of the details of the system. The meeting is very dynamic. Jane presents the stories in the order of their importance. There is much discussion about each one. The developers are concerned about keeping the stories small enough to estimate and test. So they continually ask Jane to split one story into several smaller stories. Jane is concerned that each story have a clear business value and priority, so as she splits them, she makes sure that this stays true.   The stories accumulate on the table. Jane writes them, but the developers make notes on them as needed. Nobody tries to capture everything that is said; the cards are not meant to capture everything but are simply reminders of the conversation.   As the developers become more comfortable with the stories, they begin writing estimates on them. These estimates are crude and budgetary, but they give Jane an idea of what the story will cost.   At the end of the meeting, it is clear that many more stories could be discussed. It is also clear that the most important stories have been addressed and that they represent several months worth of work. Jane closes the meeting by taking the cards with her and promising to have a proposal for the first release in the morning.   * * *   The next morning, you reconvene the meeting. Jane chooses five cards and places them on the table. "According to your estimates, these cards represent about one perfect team-week's worth of work. The last iteration of the previous project managed to get one perfect team-week done in 3 real weeks. If we can get these five stories done in 3 weeks, we'll be able to demonstrate them to Russ. That will make him feel very comfortable about our progress." Jane is pushing it. The sheepish look on her face lets you know that she knows it too. You reply, "Jane, this is a new team, working on a new project. It's a bit presumptuous to expect that our velocity will be the same as the previous team's. However, I met with the team yesterday afternoon, and we all agreed that our initial velocity should, in fact, be set to one perfectweek for every 3 real-weeks. So you've lucked out on this one." "Just remember," you continue, "that the story estimates and the story velocity are very tentative at this point. We'll learn more when we plan the iteration and even more when we implement it."   Jane looks over her glasses at you as if to say "Who's the boss around here, anyway?" and then smiles and says, "Yeah, don't worry. I know the drill by now."Jane then puts 15 more cards on the table. She says, "If we can get all these cards done by the end of March, we can turn the system over to our beta test customers. And we'll get good feedback from them."   You reply, "OK, so we've got our first iteration defined, and we have the stories for the next three iterations after that. These four iterations will make our first release."   "So," says Jane, can you really do these five stories in the next 3 weeks?" "I don't know for sure, Jane," you reply. "Let's break them down into tasks and see what we get."   So Jane, you, and your team spend the next several hours taking each of the five stories that Jane chose for the first iteration and breaking them down into small tasks. The developers quickly realize that some of the tasks can be shared between stories and that other tasks have commonalities that can probably be taken advantage of. It is clear that potential designs are popping into the developers' heads. From time to time, they form little discussion knots and scribble UML diagrams on some cards.   Soon, the whiteboard is filled with the tasks that, once completed, will implement the five stories for this iteration. You start the sign-up process by saying, "OK, let's sign up for these tasks." "I'll take the initial database generation." Says Pete. "That's what I did on the last project, and this doesn't look very different. I estimate it at two of my perfect workdays." "OK, well, then, I'll take the login screen," says Joe. "Aw, darn," says Elaine, the junior member of the team, "I've never done a GUI, and kinda wanted to try that one."   "Ah, the impatience of youth," Joe says sagely, with a wink in your direction. "You can assist me with it, young Jedi." To Jane: "I think it'll take me about three of my perfect workdays."   One by one, the developers sign up for tasks and estimate them in terms of their own perfect workdays. Both you and Jane know that it is best to let the developers volunteer for tasks than to assign the tasks to them. You also know full well that you daren't challenge any of the developers' estimates. You know these people, and you trust them. You know that they are going to do the very best they can.   The developers know that they can't sign up for more perfect workdays than they finished in the last iteration they worked on. Once each developer has filled his or her schedule for the iteration, they stop signing up for tasks.   Eventually, all the developers have stopped signing up for tasks. But, of course, tasks are still left on the board.   "I was worried that that might happen," you say, "OK, there's only one thing to do, Jane. We've got too much to do in this iteration. What stories or tasks can we remove?" Jane sighs. She knows that this is the only option. Working overtime at the beginning of a project is insane, and projects where she's tried it have not fared well.   So Jane starts to remove the least-important functionality. "Well, we really don't need the login screen just yet. We can simply start the system in the logged-in state." "Rats!" cries Elaine. "I really wanted to do that." "Patience, grasshopper." says Joe. "Those who wait for the bees to leave the hive will not have lips too swollen to relish the honey." Elaine looks confused. Everyone looks confused. "So . . .," Jane continues, "I think we can also do away with . . ." And so, bit by bit, the list of tasks shrinks. Developers who lose a task sign up for one of the remaining ones.   The negotiation is not painless. Several times, Jane exhibits obvious frustration and impatience. Once, when tensions are especially high, Elaine volunteers, "I'll work extra hard to make up some of the missing time." You are about to correct her when, fortunately, Joe looks her in the eye and says, "When once you proceed down the dark path, forever will it dominate your destiny."   In the end, an iteration acceptable to Jane is reached. It's not what Jane wanted. Indeed, it is significantly less. But it's something the team feels that can be achieved in the next 3 weeks.   And, after all, it still addresses the most important things that Jane wanted in the iteration. "So, Jane," you say when things had quieted down a bit, "when can we expect acceptance tests from you?" Jane sighs. This is the other side of the coin. For every story the development team implements,   Jane must supply a suite of acceptance tests that prove that it works. And the team needs these long before the end of the iteration, since they will certainly point out differences in the way Jane and the developers imagine the system's behaviour.   "I'll get you some example test scripts today," Jane promises. "I'll add to them every day after that. You'll have the entire suite by the middle of the iteration."   * * *   The iteration begins on Monday morning with a flurry of Class, Responsibilities, Collaborators sessions. By midmorning, all the developers have assembled into pairs and are rapidly coding away. "And now, my young apprentice," Joe says to Elaine, "you shall learn the mysteries of test-first design!"   "Wow, that sounds pretty rad," Elaine replies. "How do you do it?" Joe beams. It's clear that he has been anticipating this moment. "OK, what does the code do right now?" "Huh?" replied Elaine, "It doesn't do anything at all; there is no code."   "So, consider our task; can you think of something the code should do?" "Sure," Elaine said with youthful assurance, "First, it should connect to the database." "And thereupon, what must needs be required to connecteth the database?" "You sure talk weird," laughed Elaine. "I think we'd have to get the database object from some registry and call the Connect() method. "Ah, astute young wizard. Thou perceives correctly that we requireth an object within which we can cacheth the database object." "Is 'cacheth' really a word?" "It is when I say it! So, what test can we write that we know the database registry should pass?" Elaine sighs. She knows she'll just have to play along. "We should be able to create a database object and pass it to the registry in a Store() method. And then we should be able to pull it out of the registry with a Get() method and make sure it's the same object." "Oh, well said, my prepubescent sprite!" "Hay!" "So, now, let's write a test function that proves your case." "But shouldn't we write the database object and registry object first?" "Ah, you've much to learn, my young impatient one. Just write the test first." "But it won't even compile!" "Are you sure? What if it did?" "Uh . . ." "Just write the test, Elaine. Trust me." And so Joe, Elaine, and all the other developers began to code their tasks, one test case at a time. The room in which they worked was abuzz with the conversations between the pairs. The murmur was punctuated by an occasional high five when a pair managed to finish a task or a difficult test case.   As development proceeded, the developers changed partners once or twice a day. Each developer got to see what all the others were doing, and so knowledge of the code spread generally throughout the team.   Whenever a pair finished something significant whether a whole task or simply an important part of a task they integrated what they had with the rest of the system. Thus, the code base grew daily, and integration difficulties were minimized.   The developers communicated with Jane on a daily basis. They'd go to her whenever they had a question about the functionality of the system or the interpretation of an acceptance test case.   Jane, good as her word, supplied the team with a steady stream of acceptance test scripts. The team read these carefully and thereby gained a much better understanding of what Jane expected the system to do. By the beginning of the second week, there was enough functionality to demonstrate to Jane. She watched eagerly as the demonstration passed test case after test case. "This is really cool," Jane said as the demonstration finally ended. "But this doesn't seem like one-third of the tasks. Is your velocity slower than anticipated?"   You grimace. You'd been waiting for a good time to mention this to Jane but now she was forcing the issue. "Yes, unfortunately, we are going more slowly than we had expected. The new application server we are using is turning out to be a pain to configure. Also, it takes forever to reboot, and we have to reboot it whenever we make even the slightest change to its configuration."   Jane eyes you with suspicion. The stress of last Monday's negotiations had still not entirely dissipated. She says, "And what does this mean to our schedule? We can't slip it again, we just can't. Russ will have a fit! He'll haul us all into the woodshed and ream us some new ones."   You look Jane right in the eyes. There's no pleasant way to give someone news like this. So you just blurt out, "Look, if things keep going like they're going, we're not going to be done with everything by next Friday. Now it's possible that we'll figure out a way to go faster. But, frankly, I wouldn't depend on that. You should start thinking about one or two tasks that could be removed from the iteration without ruining the demonstration for Russ. Come hell or high water, we are going to give that demonstration on Friday, and I don't think you want us to choose which tasks to omit."   "Aw forchrisakes!" Jane barely manages to stifle yelling that last word as she stalks away, shaking her head. Not for the first time, you say to yourself, "Nobody ever promised me project management would be easy." You are pretty sure it won't be the last time, either.   Actually, things went a bit better than you had hoped. The team did, in fact, have to drop one task from the iteration, but Jane had chosen wisely, and the demonstration for Russ went without a hitch. Russ was not impressed with the progress, but neither was he dismayed. He simply said, "This is pretty good. But remember, we have to be able to demonstrate this system at the trade show in July, and at this rate, it doesn't look like you'll have all that much to show." Jane, whose attitude had improved dramatically with the completion of the iteration, responded to Russ by saying, "Russ, this team is working hard, and well. When July comes around, I am confident that we'll have something significant to demonstrate. It won't be everything, and some of it may be smoke and mirrors, but we'll have something."   Painful though the last iteration was, it had calibrated your velocity numbers. The next iteration went much better. Not because your team got more done than in the last iteration but simply because the team didn't have to remove any tasks or stories in the middle of the iteration.   By the start of the fourth iteration, a natural rhythm has been established. Jane, you, and the team know exactly what to expect from one another. The team is running hard, but the pace is sustainable. You are confident that the team can keep up this pace for a year or more.   The number of surprises in the schedule diminishes to near zero; however, the number of surprises in the requirements does not. Jane and Russ frequently look over the growing system and make recommendations or changes to the existing functionality. But all parties realize that these changes take time and must be scheduled. So the changes do not cause anyone's expectations to be violated. In March, there is a major demonstration of the system to the board of directors. The system is very limited and is not yet in a form good enough to take to the trade show, but progress is steady, and the board is reasonably impressed.   The second release goes even more smoothly than the first. By now, the team has figured out a way to automate Jane's acceptance test scripts. The team has also refactored the design of the system to the point that it is really easy to add new features and change old ones. The second release was done by the end of June and was taken to the trade show. It had less in it than Jane and Russ would have liked, but it did demonstrate the most important features of the system. Although customers at the trade show noticed that certain features were missing, they were very impressed overall. You, Russ, and Jane all returned from the trade show with smiles on your faces. You all felt as though this project was a winner.   Indeed, many months later, you are contacted by Rufus Inc. That company had been working on a system like this for its internal operations. Rufus has canceled the development of that system after a death-march project and is negotiating to license your technology for its environment.   Indeed, things are looking up!

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