Search Results

Search found 30361 results on 1215 pages for 'tactical test team'.

Page 170/1215 | < Previous Page | 166 167 168 169 170 171 172 173 174 175 176 177  | Next Page >

  • Linux tool to send raw data to a TCP server

    - by paul simmons
    Hi, I am aware that this is not a direct 'development' question but I need that info to test a development project, so I think someone could've hit similar problem. I will test a software that runs a TCP server and according to sent commands replies some answers. I will test the software and do not want to write code if it doesn't work well. So I want to send those commands and test drive the server software. How can I achieve this with a Linux box?

    Read the article

  • SED whitespace removal within a string

    - by blazeprogrammer
    I'm trying to use sed to replace whitespace within a string. For example, given the line: var test = 'Some test text here.'; I want to get: var test = 'Sometesttexthere.'; I've tried using (\x27 matches the '): sed 's|\x27\([^x27[:space:]]*\)[[:space:]]|\x27\1|g but that just gives var test = 'Sometest text here.'; Any ideas?

    Read the article

  • pointer to preallocated memory as an input parameter and have the function fill it

    - by djones2010
    test code: void modify_it(char * mystuff) { char test[7] = "123456"; //last element is null i presume for c style strings here. //static char test[] = "123123"; //when i do this i thought i should be able to gain access to this bit of memory when the function is destroyed but that does not seem to be the case. //char * test = new char[7]; //this is also creating memory on stack and not the heap i reckon and gets destroyed once the function is done with. strcpy_s(mystuff,7,test); //this does the job as long as memory for mystuff has been allocated outside the function. mystuff = test; //this does not work. I know with c style strings you can't just do string assignments they have to be actually copied. in this case I was using this in conjunction with static char test thinking by having it as static the memory would not get destroyed and i can then simply point mystuff to test and be done with it. i would later have address the memory cleanup in the main function. but anyway this never worked. } int main(void) { char * mystuff = new char [7]; //allocate memory on heap where the pointer will point cool(mystuff); std::string test_case(mystuff); std::cout<<test_case.c_str(); //this is the only way i know how to use cout by making it into a string c++ string. delete [] mystuff; return 0; } in the case, of a static array in the function why would it not work. in the case, when i allocated memory using new in the function does it get created on the stack or heap? in the case, i have string which needs to be copied into a char * form. everything i see usually requires const char* instead of just char*. I know i could use reference to take care of this easy. Or char ** to send in the pointer and do it that way. But i just wanted to know if I could do it with just char *. Anyway your thoughts and comments plus any examples would be very helpful.

    Read the article

  • Java: How to return single char after string

    - by newSpringer
    I have a file directory which could look like either C:\projects\lab3\test\test.java or C:\projects\assignment3\test\test.java But the "lab3" or "assignment3" can appear anywhere in the directory, it is not a set directory What i want is to check to see if the directory either contains "lab" or "assignment" and get the number that follows. In this case "3" This is what i have so far if(directory.toLowerCase().contains("lab")){ } else if (directory.toLowerCase().contains("assignment")){ } but i do not know how to check for the char straight after the word?

    Read the article

  • Extracting numbers from a url using javascript?

    - by stormist
    var exampleURL = '/example/url/345234/test/'; var numbersOnly = [?] The /url/ and /test portions of the path will always be the same. Note that I need the numbers between /url/ and /test. In the example URL above, the placeholder word example might be numbers too from time to time but in that case it shouldn't be matched. Only the numbers between /url/ and /test. Thanks!

    Read the article

  • Users and roles in context

    - by Eric W.
    I'm trying to get a sense of how to implement the user/role relationships for an application I'm writing. The persistence layer is Google App Engine's datastore, which places some interesting (but generally beneficial) constraints on what can be done. Any thoughts are appreciated. It might be helpful to keep things very concrete. I would like there to be organizations, users, test content and test administrations (records of tests that have been taken). A user can have the role of participant (test-taker), contributor of test material or both. A user can also be a member of zero or more organizations. In the role of participant, the user can see the previous administrations of tests he or she has taken. The user can also see a test administration of another participant if that participant has given the user authorization. The user can see test material that has been made public, and he or she can see restricted content as a participant during a specific administration of a test for which that user has been authorized by an organization. As a member of an organization, the user can see restricted content in the role of contributor, and he or she might or might not also be able to edit the content. Each organization should have one or more administrators that can determine whether a member can see and edit content and determine who has admin privileges. There should also be one or more application-wide superusers that can troubleshoot and solve problems. Members of organizations can see the administrations of tests that the participants concerned have authorized them to see, and they can see anonymous data if no authorization has been given. A user cannot see the test results of another user in any other circumstances. Since there are no joins in the App Engine datastore, it might be necessary to have things less normalized than usual for the typical SQL database in order to ensure that queries that check permissions are fast (e.g., ones that determine whether a link is to be displayed). My questions are: How do I move forward on this? Should I spend a lot of time up front in order to get the model right, or can I iterate several times and gradually roll in additional complexity? Does anyone have some general ideas about how to break things up in this instance? Are there any GAE libraries that handle roles in a way that is compatible with this arrangement?

    Read the article

  • FsUnit `should equal` fails on `Some []`

    - by SHiNKiROU
    When I run this FsUnit test with NUnit 2.6.3, let f xs = Some (List.map ((+) 2) xs) [<Test>] let test() = f [] |> should equal (Some []) I get: Result Message: Expected: <Some([])> But was: <Some([])> Result StackTrace: at FsUnit.TopLevelOperators.should[a,a](FSharpFunc`2 f, a x, Object y) The test fails even though the Expected and Actual in the message are the same. What happened?

    Read the article

  • What will be the output of this program? And why?

    - by Mac
    I came across a good example written below: class Test { private: int m_iX; public: Test(void): m_iX(0) { } ~Test(void) { } void Show() { printf("Hello World"); } }; int main() { Test* pTemp = NULL; pTemp->Show(); return 0; } But, what does this code mean and do? Thanks

    Read the article

  • Too Many Kittens To Juggle At Once

    - by Bil Simser
    Ahh, the Internet. That crazy, mixed up place where one tweet turns into a conversation between dozens of people and spawns a blogpost. This is the direct result of such an event this morning. It started innocently enough, with this: Then followed up by a blog post by Joel here. In the post, Joel introduces us to the term Business Solutions Architect with mad skillz like InfoPath, Access Services, Excel Services, building Workflows, and SSRS report creation, all while meeting the business needs of users in a SharePoint environment. I somewhat disagreed with Joel that this really wasn’t a new role (at least IMHO) and that a good Architect or BA should really be doing this job. As Joel pointed out when you’re building a SharePoint team this kind of role is often overlooked. Engineers might be able to build workflows but is the right workflow for the right problem? Michael Pisarek wrote about a SharePoint Business Architect a few months ago and it’s a pretty solid assessment. Again, I argue you really shouldn’t be looking for roles that don’t exist and I don’t suggest anyone create roles to hire people to fill them. That’s basically creating a solution looking for problems. Michael’s article does have some great points if you’re lost in the quagmire of SharePoint duties though (and I especially like John Ross’ quote “The coolest shit is worthless if it doesn’t meet business needs”). SharePoinTony summed it up nicely with “SharePoint Solutions knowledge is both lacking and underrated in most environments. Roles help”. Having someone on the team who can dance between a business user and a coder can be difficult. Remember the idea of telling something to someone and them passing it on to the next person. By the time the story comes round the circle it’s a shadow of it’s former self with little resemblance to the original tale. This is very much business requirements as they’re told by the user to a business analyst, written down on paper, read by an architect, tuned into a solution plan, and implemented by a developer. Transformations between what was said, what was heard, what was written down, and what was developed can be distant cousins. Not everyone has the skill of communication and even less have negotiation skills to suit the SharePoint platform. Negotiation is important because not everything can be (or should be) done in SharePoint. Sometimes it’s just not appropriate to build it on the SharePoint platform but someone needs to know enough about the platform and what limitations it might have, then communicate that (and/or negotiate) with a customer or user so it’s not about “You can’t have this” to “Let’s try it this way”. Visualize the possible instead of denying the impossible. So what is the right SharePoint team? My cromag brain came with a fairly simpleton answer (and I’m sure people will just say this is a cop-out). The perfect SharePoint team is just enough people to do the job that know the technology and business problem they’re solving. Bridge the gap between business need and technology platform and you have an architect. Communicate the needs of the business effectively so the entire team understands it and you have a business analyst. Can you get this with full time workers? Maybe but don’t expect miracles out of the gate. Also don’t take a consultant’s word as gospel. Some consultants just don’t have the diversity of the SharePoint platform to be worth their value so be careful. You really need someone who knows enough about SharePoint to be able to validate a consultants knowledge level. This is basically try for any consultant, not just a SharePoint one. Specialization is good and needed. A good, well-balanced SharePoint team is one of people that can solve problems with work with the technology, not against it. Having a top developer is great, but don’t rely on them to solve world hunger if they can’t communicate very well with users. An expert business analyst might be great at gathering requirements so the entire team can understand them, but if it means building 100% custom solutions because they don’t fit inside the SharePoint boundaries isn’t of much value. Just repeat. There is no silver bullet. There is no silver bullet. There is no silver bullet. A few people pointed out Nick Inglis’ article Excluding The Information Professional In SharePoint. It’s a good read too and hits home that maybe some developers and IT pros need some extra help in the information space. If you’re in an organization that needs labels on people, come up with something everyone understands and go with it. If that’s Business Solutions Architect, SharePoint Advisor, or Guy Who Knows A Lot About Portals, make it work for you. We all wish that one person could master all that is SharePoint but we also know that doesn’t scale very well and you quickly get into the hit-by-a-bus syndrome (with the organization coming to a full crawl when the guy or girl goes on vacation, gets sick, or pops out a baby). There are too many gaps in SharePoint knowledge to have any one person know it all and too many kittens to juggle all at once. We like to consider ourselves experts in our field, but trying to tackle too many roles at once and we end up being mediocre jack of all trades, master of none. Don't fall into this pit. It's a deep, dark hole you don't want to try to claw your way out of. Trust me. Been there. Done that. Got the t-shirt. In the end I don’t disagree with Joel. SharePoint is a beast and not something that should be taken on by newbies. If you just read “Teach Yourself SharePoint in 24 Hours” and want to go build your corporate intranet or the next killer business solution with all your new found knowledge plan to pony up consultant dollars a few months later when everything goes to Hell in a handbasket and falls over. I’m not saying don’t build solutions in SharePoint. I’m just saying that building effective ones takes skill like any craft and not something you can just cobble together with a little bit of cursory knowledge. Thanks to *everyone* who participated in this tweet rush. It was fun and educational.

    Read the article

  • FREE eBook: .NET Performance Testing and Optimization (Part 1)

    In this this first part of complete guide to performance profiling, Paul Glavich and Chris Farrell explain why performance testing is a good idea and walk you through everything you need to know to set up a test environment. This comprehensive guide to getting started is an essential handbook to any programmer looking to set up a .NET testing environment and get the best results out of it. Download your free copy now span.fullpost {display:none;}

    Read the article

  • TFS 2010 SDK: Smart Merge - Programmatically Create your own Merge Tool

    - by Tarun Arora
    Technorati Tags: Team Foundation Server 2010,TFS SDK,TFS API,TFS Merge Programmatically,TFS Work Items Programmatically,TFS Administration Console,ALM   The information available in the Merge window in Team Foundation Server 2010 is very important in the decision making during the merging process. However, at present the merge window shows very limited information, more that often you are interested to know the work item, files modified, code reviewer notes, policies overridden, etc associated with the change set. Our friends at Microsoft are working hard to change the game again with vNext, but because at present the merge window is a model window you have to cancel the merge process and go back one after the other to check the additional information you need. If you can relate to what i am saying, you will enjoy this blog post! I will show you how to programmatically create your own merging window using the TFS 2010 API. A few screen shots of the WPF TFS 2010 API – Custom Merging Application that we will be creating programmatically, Excited??? Let’s start coding… 1. Get All Team Project Collections for the TFS Server You can read more on connecting to TFS programmatically on my blog post => How to connect to TFS Programmatically 1: public static ReadOnlyCollection<CatalogNode> GetAllTeamProjectCollections() 2: { 3: TfsConfigurationServer configurationServer = 4: TfsConfigurationServerFactory. 5: GetConfigurationServer(new Uri("http://xxx:8080/tfs/")); 6: 7: CatalogNode catalogNode = configurationServer.CatalogNode; 8: return catalogNode.QueryChildren(new Guid[] 9: { CatalogResourceTypes.ProjectCollection }, 10: false, CatalogQueryOptions.None); 11: } 2. Get All Team Projects for the selected Team Project Collection You can read more on connecting to TFS programmatically on my blog post => How to connect to TFS Programmatically 1: public static ReadOnlyCollection<CatalogNode> GetTeamProjects(string instanceId) 2: { 3: ReadOnlyCollection<CatalogNode> teamProjects = null; 4: 5: TfsConfigurationServer configurationServer = 6: TfsConfigurationServerFactory.GetConfigurationServer(new Uri("http://xxx:8080/tfs/")); 7: 8: CatalogNode catalogNode = configurationServer.CatalogNode; 9: var teamProjectCollections = catalogNode.QueryChildren(new Guid[] {CatalogResourceTypes.ProjectCollection }, 10: false, CatalogQueryOptions.None); 11: 12: foreach (var teamProjectCollection in teamProjectCollections) 13: { 14: if (string.Compare(teamProjectCollection.Resource.Properties["InstanceId"], instanceId, true) == 0) 15: { 16: teamProjects = teamProjectCollection.QueryChildren(new Guid[] { CatalogResourceTypes.TeamProject }, false, 17: CatalogQueryOptions.None); 18: } 19: } 20: 21: return teamProjects; 22: } 3. Get All Branches with in a Team Project programmatically I will be passing the name of the Team Project for which i want to retrieve all the branches. When consuming the ‘Version Control Service’ you have the method QueryRootBranchObjects, you need to pass the recursion type => none, one, full. Full implies you are interested in all branches under that root branch. 1: public static List<BranchObject> GetParentBranch(string projectName) 2: { 3: var branches = new List<BranchObject>(); 4: 5: var tfs = TfsTeamProjectCollectionFactory.GetTeamProjectCollection(new Uri("http://<ServerName>:8080/tfs/<teamProjectName>")); 6: var versionControl = tfs.GetService<VersionControlServer>(); 7: 8: var allBranches = versionControl.QueryRootBranchObjects(RecursionType.Full); 9: 10: foreach (var branchObject in allBranches) 11: { 12: if (branchObject.Properties.RootItem.Item.ToUpper().Contains(projectName.ToUpper())) 13: { 14: branches.Add(branchObject); 15: } 16: } 17: 18: return branches; 19: } 4. Get All Branches associated to the Parent Branch Programmatically Now that we have the parent branch, it is important to retrieve all child branches of that parent branch. Lets see how we can achieve this using the TFS API. 1: public static List<ItemIdentifier> GetChildBranch(string parentBranch) 2: { 3: var branches = new List<ItemIdentifier>(); 4: 5: var tfs = TfsTeamProjectCollectionFactory.GetTeamProjectCollection(new Uri("http://<ServerName>:8080/tfs/<CollectionName>")); 6: var versionControl = tfs.GetService<VersionControlServer>(); 7: 8: var i = new ItemIdentifier(parentBranch); 9: var allBranches = 10: versionControl.QueryBranchObjects(i, RecursionType.None); 11: 12: foreach (var branchObject in allBranches) 13: { 14: foreach (var childBranche in branchObject.ChildBranches) 15: { 16: branches.Add(childBranche); 17: } 18: } 19: 20: return branches; 21: } 5. Get Merge candidates between two branches Programmatically Now that we have the parent and the child branch that we are interested to perform a merge between we will use the method ‘GetMergeCandidates’ in the namespace ‘Microsoft.TeamFoundation.VersionControl.Client’ => http://msdn.microsoft.com/en-us/library/bb138934(v=VS.100).aspx 1: public static MergeCandidate[] GetMergeCandidates(string fromBranch, string toBranch) 2: { 3: var tfs = TfsTeamProjectCollectionFactory.GetTeamProjectCollection(new Uri("http://<ServerName>:8080/tfs/<CollectionName>")); 4: var versionControl = tfs.GetService<VersionControlServer>(); 5: 6: return versionControl.GetMergeCandidates(fromBranch, toBranch, RecursionType.Full); 7: } 6. Get changeset details Programatically Now that we have the changeset id that we are interested in, we can get details of the changeset. The Changeset object contains the properties => http://msdn.microsoft.com/en-us/library/microsoft.teamfoundation.versioncontrol.client.changeset.aspx - Changes: Gets or sets an array of Change objects that comprise this changeset. - CheckinNote: Gets or sets the check-in note of the changeset. - Comment: Gets or sets the comment of the changeset. - PolicyOverride: Gets or sets the policy override information of this changeset. - WorkItems: Gets an array of work items that are associated with this changeset. 1: public static Changeset GetChangeSetDetails(int changeSetId) 2: { 3: var tfs = TfsTeamProjectCollectionFactory.GetTeamProjectCollection(new Uri("http://<ServerName>:8080/tfs/<CollectionName>")); 4: var versionControl = tfs.GetService<VersionControlServer>(); 5: 6: return versionControl.GetChangeset(changeSetId); 7: } 7. Possibilities In future posts i will try and extend this idea to explore further possibilities, but few features that i am sure will further help during the merge decision making process would be, - View changed files - Compare modified file with current/previous version - Merge Preview - Last Merge date Any other features that you can think of?

    Read the article

  • SQL Server Split() Function

    - by HighAltitudeCoder
    Title goes here   Ever wanted a dbo.Split() function, but not had the time to debug it completely?  Let me guess - you are probably working on a stored procedure with 50 or more parameters; two or three of them are parameters of differing types, while the other 47 or so all of the same type (id1, id2, id3, id4, id5...).  Worse, you've found several other similar stored procedures with the ONLY DIFFERENCE being the number of like parameters taped to the end of the parameter list. If this is the situation you find yourself in now, you may be wondering, "why am I working with three different copies of what is basically the same stored procedure, and why am I having to maintain changes in three different places?  Can't I have one stored procedure that accomplishes the job of all three? My answer to you: YES!  Here is the Split() function I've created.    /******************************************************************************                                       Split.sql   ******************************************************************************/ /******************************************************************************   Split a delimited string into sub-components and return them as a table.   Parameter 1: Input string which is to be split into parts. Parameter 2: Delimiter which determines the split points in input string. Works with space or spaces as delimiter. Split() is apostrophe-safe.   SYNTAX: SELECT * FROM Split('Dvorak,Debussy,Chopin,Holst', ',') SELECT * FROM Split('Denver|Seattle|San Diego|New York', '|') SELECT * FROM Split('Denver is the super-awesomest city of them all.', ' ')   ******************************************************************************/ USE AdventureWorks GO   IF EXISTS       (SELECT *       FROM sysobjects       WHERE xtype = 'TF'       AND name = 'Split'       ) BEGIN       DROP FUNCTION Split END GO   CREATE FUNCTION Split (       @InputString                  VARCHAR(8000),       @Delimiter                    VARCHAR(50) )   RETURNS @Items TABLE (       Item                          VARCHAR(8000) )   AS BEGIN       IF @Delimiter = ' '       BEGIN             SET @Delimiter = ','             SET @InputString = REPLACE(@InputString, ' ', @Delimiter)       END         IF (@Delimiter IS NULL OR @Delimiter = '')             SET @Delimiter = ','   --INSERT INTO @Items VALUES (@Delimiter) -- Diagnostic --INSERT INTO @Items VALUES (@InputString) -- Diagnostic         DECLARE @Item                 VARCHAR(8000)       DECLARE @ItemList       VARCHAR(8000)       DECLARE @DelimIndex     INT         SET @ItemList = @InputString       SET @DelimIndex = CHARINDEX(@Delimiter, @ItemList, 0)       WHILE (@DelimIndex != 0)       BEGIN             SET @Item = SUBSTRING(@ItemList, 0, @DelimIndex)             INSERT INTO @Items VALUES (@Item)               -- Set @ItemList = @ItemList minus one less item             SET @ItemList = SUBSTRING(@ItemList, @DelimIndex+1, LEN(@ItemList)-@DelimIndex)             SET @DelimIndex = CHARINDEX(@Delimiter, @ItemList, 0)       END -- End WHILE         IF @Item IS NOT NULL -- At least one delimiter was encountered in @InputString       BEGIN             SET @Item = @ItemList             INSERT INTO @Items VALUES (@Item)       END         -- No delimiters were encountered in @InputString, so just return @InputString       ELSE INSERT INTO @Items VALUES (@InputString)         RETURN   END -- End Function GO   ---- Set Permissions --GRANT SELECT ON Split TO UserRole1 --GRANT SELECT ON Split TO UserRole2 --GO   The syntax is basically as follows: SELECT <fields> FROM Table 1 JOIN Table 2 ON ... JOIN Table 3 ON ... WHERE LOGICAL CONDITION A AND LOGICAL CONDITION B AND LOGICAL CONDITION C AND TABLE2.Id IN (SELECT * FROM Split(@IdList, ',')) @IdList is a parameter passed into the stored procedure, and the comma (',') is the delimiter you have chosen to split the parameter list on. You can also use it like this: SELECT <fields> FROM Table 1 JOIN Table 2 ON ... JOIN Table 3 ON ... WHERE LOGICAL CONDITION A AND LOGICAL CONDITION B AND LOGICAL CONDITION C HAVING COUNT(SELECT * FROM Split(@IdList, ',') Similarly, it can be used in other aggregate functions at run-time: SELECT MIN(SELECT * FROM Split(@IdList, ','), <fields> FROM Table 1 JOIN Table 2 ON ... JOIN Table 3 ON ... WHERE LOGICAL CONDITION A AND LOGICAL CONDITION B AND LOGICAL CONDITION C GROUP BY <fields> Now that I've (hopefully effectively) explained the benefits to using this function and implementing it in one or more of your database objects, let me warn you of a caveat that you are likely to encounter.  You may have a team member who waits until the right moment to ask you a pointed question: "Doesn't this function just do the same thing as using the IN function?  Why didn't you just use that instead?  In other words, why bother with this function?" What's happening is, one or more team members has failed to understand the reason for implementing this kind of function in the first place.  (Note: this is THE MOST IMPORTANT ASPECT OF THIS POST). Allow me to outline a few pros to implementing this function, so you may effectively parry this question.  Touche. 1) Code consolidation.  You don't have to maintain what is basically the same code and logic, but with varying numbers of the same parameter in several SQL objects.  I'm not going to go into the cons related to using this function, because the afore mentioned team member is probably more than adept at pointing these out.  Remember, the real positive contribution is ou are decreasing the liklihood that your team fails to update all (x) duplicate copies of what are basically the same stored procedure, and so on...  This is the classic downside to duplicate code.  It is a virus, and you should kill it. You might be better off rejecting your team member's question, and responding with your own: "Would you rather maintain the same logic in multiple different stored procedures, and hope that the team doesn't forget to always update all of them at the same time?".  In his head, he might be thinking "yes, I would like to maintain several different copies of the same stored procedure", although you probably will not get such a direct response.  2) Added flexibility - you can use the Split function elsewhere, and for splitting your data in different ways.  Plus, you can use any kind of delimiter you wish.  How can you know today the ways in which you might want to examine your data tomorrow?  Segue to my next point. 3) Because the function takes a delimiter parameter, you can split the data in any number of ways.  This greatly increases the utility of such a function and enables your team to work with the data in a variety of different ways in the future.  You can split on a single char, symbol, word, or group of words.  You can split on spaces.  (The list goes on... test it out). Finally, you can dynamically define the behavior of a stored procedure (or other SQL object) at run time, through the use of this function.  Rather than have several objects that accomplish almost the same thing, why not have only one instead?

    Read the article

  • CodePlex Daily Summary for Monday, May 17, 2010

    CodePlex Daily Summary for Monday, May 17, 2010New Projects.NET Essentials Course: .NET Essentials course @ Telerik Academy Training project for the studentsAU/NZ Office 2010 Launch Demos: The AU/NZ Office 2010 Launch Demos are a collection of code samples that were used as part of the Office/SharePoint 2010 launch parties in Australi...CybennyCMS: Very simple CMS system for building sites with ASP.NET with templates for lay-out, content pages with only html content and a xml file for the site...essionPIM: essionPIMGIStance: A library for finding "nearest neighbor" among an in-memory set of positions, in C# and F#. A radius must be specified for making a meaningful s...IP Informer: IP Informer is IP Informer.Kurumsal Ofis Paketi: Kurumsal Ofis Paketi (KOP), Microsoft Ofis 2010 ürünleri için geliştirilmiş eklenti yazılımıdır. KOP, Word ve Excel’de bulunan işlevlerinin genişle...Mockup to XAML: Convert Balsamiq Mockups to XAML. This project supports BMML mockup control conversion using plugins. A standard set of controls are included wit...Open XML Validator: This WPF app give you a brief resume about errors in your Open XML documents.Paint.NET Bulk Image Processor: PDNBulkUpdater is a plug-in for Paint.NET that allows you to efficiently perform operations such as resizing and converting multiple images at the ...PiPiBugNet: PiPiBugNet是一套全新的开源Bug管理系统Roleplay character generator: The roleplay character generator allows the creation of characters for different roleplaying gamesSharePoint User Search WebParts: This project contains SharePoint webparts which provide advanced search configuration and experience for SharePoint 2007. It will be upgrade in few...Spodi: Spodi is created on 22-04-2010TfsPolicyPack: This project will provide a few checkin policies for VS 2010.vccodesandobx: vccodesandobxvccodesandobxvccodesandobxWhiteNile: test project using codeplexNew ReleasesAnimeStore.Net: 1.0.3.0: Build 1.0.3.0 Changes Move some functionality to features (MEF) Filter / Search functionality. Anime hard-copy records storage (e.g Disk Storage ...AU/NZ Office 2010 Launch Demos: Twitter map web part: This is the main twitter map web part download, see the Twitter Map web part page for all the information.Blueset Studio Opensource Projects: 推来: 稳定版本BUtil: BUtil 5.0 Alpha2: The initial implementation of multitasking (except ghost)CassiniDev - Cassini 3.5/4.0 Developers Edition: CassiniDev 3.5.1 and 4.0.1 beta: Beta 2 is released here: url http://cassinidev.codeplex.com/releases/view/45456 New in CassiniDev v3.5.1.0/v4.0.1.0 Added .Net 4 / VS10 build. ...CBM-Command: 2010-05-16: Release Notes - 2010-05-16New Features New navigation options: Page Up, Page Down, Top of Directory, Bottom of Directory. See documentation (http:...CCNet Conditional Plugin: CCNet Conditional for CCNet 1.5: A (quick) build of the plugin for CCNet 1.5 to fix the 17365 bug reported by Beakster. This also adds a new condition "timeCondition"CybennyCMS: Cybenny CMS beta 1: The first beta. Includes a small demo site.Data Extracting SDK: Data Extracting SDK v.1.1 RTM: RTM version of Data Extracting SDK.Duckworth Lewis Professional Edition Calculator: DLcalc 2.0: This software can perform all D/L calculations 100% accurately. From version 2.0 onwards, tables for par scores can also be produced.EPiServer CMS Page Type Builder: Page Type Builder 1.2: Release notes can be found in this blog post.Floe IRC Client: Floe IRC Client 2010-05 R5: - Many new context menu options for @s - Ability to select multiple users in the nick list for some operations (kick, ban) - Bunch of minor bug fix...Graffiti CMS Events Plugin: Version 1.0.1: Minor update to previous version to fix bug where deleted posts were still showing in the calendar.Microsoft Research Boogie: 2010-05-16: Binary release of Boogie and Dafny. (Note, Chalice is not pre-built as part of this binary release. To obtain it, you need to build it yourself f...MSBuild Launch Pad (mPad): 1.0 Beta 2: Basic support for sln, csproj, vbproj, vcxproj, shfbproj, ccproj, oxygene and proj files are added. Basic settings (Show Prompt, and Auto Hide) are...Multi-Language Words Memorizer: Memorizer 1.1: Issues fix, XML db update with new words.NShader - HLSL - GLSL - CG - Shader Syntax Highlighter AddIn for Visual Studio: NShader 1.1: New release of NShader! New : - a Visual Studio 2010 port can be installed through the new extension manager : you just have to download NShaderV...PHPExcel: PHPExcel 1.7.3 Production: Want to contribute?Please refer the Contribute page. DonationsDonate via PayPal. If you want to, we can also add your name / company on our Donati...Rollback - A social backup tool.: Rollback Setup 0.5.1.2 Build 48360: Bug fixes for backing up files which are hidden/system. Changes to make builds on 64 bit Windows 7 using VS 2010 Express edition.Rollback - A social backup tool.: Rollback Setup 0.5.1.3: Updated version number.Shake - C# Make: Shake v0.1.20: New: Simple console logger Changes: Command line params helper writes out syntax and samples (like msbuild) Fixes: Assembly info, file task and r...SharePoint User Search WebParts: v0.1 Friendly MOSS 2007 Search WebPart: Very first version of this webpart. A more stabilized version will follow in few days.Team Deploy: Team Deploy 2010 Beta 1: This is the initial release for Team Deploy 2010 for TFS Team Build 2010. All features from Team Build 2.x are functional in this version. Comp...Team Foundation Server Administration Tool: 2.0: TFS Administration Tool 2.0 TFS Administration Tool 2.0 is built on top of the Team Foundation Server 2008 object model and in order to connect to...The Ping Master: v0.9.0.0: Installer for The Ping Master binariesUseful Office Macros: All Macro Downloads: Please find above the downloads related to this project. Each Excel Workbook below works independently of the others, so you only need to download...VCC: Latest build, v2.1.30516.0: Automatic drop of latest buildVisual Studio DSite: Advanced Digital Board Game (Visual C++ 2008): An advanced digital board game made in visual c 2008.YUI Compressor Custom Tool for Visual Studio: YUI Compressor Custom Tool Full Version: Version 1.0 The following changes have been made: Merged classes to automatically sense if the target file is Javascript or CSS. Cleaned up setu...Most Popular ProjectsRawrWBFS ManagerAJAX Control ToolkitMicrosoft SQL Server Product Samples: DatabaseSilverlight ToolkitWindows Presentation Foundation (WPF)patterns & practices – Enterprise LibraryMicrosoft SQL Server Community & SamplesPHPExcelASP.NETMost Active Projectspatterns & practices – Enterprise LibraryPHPExcelBlogEngine.NETRawrMicrosoft Biology FoundationCustomer Portal Accelerator for Microsoft Dynamics CRMWindows Azure Command-line Tools for PHP DevelopersDotNetZip LibraryCaliburn: An Application Framework for WPF and SilverlightSQL Server PowerShell Extensions

    Read the article

  • Workshops, online content show how Oracle infuses simplicity, mobility, extensibility into user experience

    - by mvaughan
    By Kathy Miedema & Misha Vaughan, Oracle Applications User Experience Oracle has made a huge investment into the user experience of its many different software product families, and recent releases showcase big changes and features that aim to promote end user engagement and efficiency by streamlining navigation and simplifying the user interface. But making Oracle’s enterprise software great-looking and usable doesn’t stop when Oracle products go out the door. The Applications User Experience (UX) team recognizes that our customers may need to customize software to fit their work processes. And that’s why we provide tools such as user experience design patterns to help you maintain the Oracle user experience as you tailor your application to fit your business needs. Often, however, customers may need some context around user experience. How has the Oracle user experience been designed and constructed? Why is a good user experience important for users? How does understanding what goes into the user experience benefit the people who purchase the software for users? There’s a short answer to these questions, and you can read about it on Usable Apps. But truly understanding Oracle’s investment and seeing how it applies across product families occasionally requires a deeper dive into the Oracle user experience, especially if you’re an influencer or decision-maker about Oracle products. To help frame these decisions, the Communications & Outreach team has developed several targeted workshops that explore what Oracle means when it talks about user experience, and provides a roadmap into where the Oracle user experience is going. These workshops require non-disclosure agreements, and have been delivered to Oracle sales folks, Oracle partners, Oracle ACE Directors and ACEs, and a few customers. Some of these audience members have been developers or have a technical background; just as many did not. Here’s a breakdown of the kind of training you can get around the Oracle user experience from the OAUX Communications & Outreach team.For Partners: George Papazzian, Principal, Naviscent with Joyce Ohgi, Oracle Oracle Fusion Applications HCM Pre-Sales Seminar:  In concert with Worldwide Alliances  and  Channels under Applications Partner Enablement Director Jonathan Vinoskey’s guidance, the Applications User Experience team delivers a two-day workshop.  Day one focuses on Oracle Fusion Applications HCM and pre-sales strategy, and Day two focuses on positioning and leveraging Oracle’s investment in the Oracle Fusion Applications user experience.  The next workshops will occur on the following dates: December 4-5, 2013 @ Manchester, UK January 29-30, 2014 @ Reston, Virginia February 2014 @ Guadalajara, Mexico (email: Shannon Whiteman) March 11-12, 2014 @ Dubai, United Arab Emirates April 1-2, 2014 @ Chicago, Illinois Partner Advisory Board: A two-day board meeting in the U.S. and U.K. to discuss four main user experience areas for Oracle Fusion Applications: simplicity, visualization & analytics, mobility, & futures. This event is limited to Oracle Diamond Partners, UX bloggers, and key UX influencers and requires legal documentation.  We will be talking about the Oracle applications UX strategy and roadmap. Partner Implementation Training on User Interface: How to Build Great-Looking, Usable Apps:  In this two-day, hands-on workshop built around Oracle’s Application Development Framework, learn how to build desktop and mobile user interfaces and mobile user interfaces based on Oracle’s experience with Fusion Applications. This workshop is for partners with a technology background who are looking for ways to tailor Fusion Applications using ADF, or have built their own custom solutions using ADF. It includes an introduction to UX design patterns and provides tools to build usability-tested UX designs. Nov 5-6, 2013 @ Redwood Shores, CA, USA January 28-29th, 2014 @ Reston, Virginia, USA February 25-26, 2014 @ Guadalajara, Mexico March 9-10, 2014 @ Dubai, United Arab Emirates To register, contact [email protected] Simplified UI Customization & Extensibility:  Pilot workshop:  We will be reviewing the proposed content for communicating the user experience tool kit available with the next release of Oracle Fusion Applications.  Our core focus will be on what toolkit components our system implementors and independent software vendors will need to respond to customer demand, whether they are extending Fusion Applications, or building custom applications, that will need to leverage the simplified UI. Dec 11th, 2013 @ Reading, UK For information: contact [email protected] Private lab tour and demos: Interested in seeing what’s going on in the Apps UX Labs?  If you are headed to the San Francisco Bay Area, let us know. We can arrange a spin through our usability labs at headquarters. OAUX Expo: This open-house forum gives partners a look at what the UX team is working on, and showcases the next-generation user experiences in a demo environment where attendees can see and touch the applications. UX Direct: Use the same methods that Oracle uses to develop its own user experiences. We help you define your users and their needs, and then provide direction on how to tailor the best user experience you can for them. For CustomersAngela Johnston, Gozel Aamoth, Teena Singh, and Yen Chan, Oracle Lab tours: See demos of soon-to-be-released products, and take a spin on usability research equipment such as our eye-tracker. Watch this video to get an idea of what you’ll see. Get our newsletter: Learn about newly released products and see where you can meet us at user group conferences. Participate in a feedback session: Join a focus group or customer feedback session to get an early look at user experience designs for the next generation of software, and provide your thoughts on how well it will work. Join the OUAB: The Oracle Usability Advisory Board meets several times a year to discuss trends in the workforce and provide direction on user experience designs. UX Direct: Use the same methods that Oracle uses to develop its own user experiences. We help you define your users and their needs, and then provide direction on how to tailor the best user experience you can for them. For Developers (customers, partners, and consultants): Plinio Arbizu, SP Solutions, Richard Bingham, Oracle, Balaji Kamepalli, EiSTechnoogies, Praveen Pillalamarri, EiSTechnologies How to Build Great-Looking, Usable Apps: This workshop is for attendees with a strong technology background who are looking for ways to tailor customer software using ADF. It includes an introduction to UX design patterns and provides tools to build usability-tested UX designs.  See above for dates and times. UX design patterns web site: Cut the length of your project down by months. Use these patterns to build out the task flow you need to develop for your users. The patterns have already been usability-tested and represent the best practices that the Oracle UX research team has found in its studies. UX Direct: Use the same methods that Oracle uses to develop its own user experiences. We help you define your users and their needs, and then provide direction on how to tailor the best user experience you can for them. For Oracle Sales Mike Klein, Jeremy Ashley, Brent White, Oracle Contact your local sales person for more information about the Oracle user experience and the training available from the Applications User Experience Communications & Outreach team. See customer-friendly user experience collateral ranging from the new simplified UI in Oracle Fusion Applications Release 7, to E-Business Suite user experience highlights, to Siebel, PeopleSoft, and JD Edwards user experience highlights.   Receive access to the same pre-sales and implementation training we provide to partners. For Oracle Sales only: Oracle-only training on the Oracle Fusion Applications UX Innovation Sales Kit.

    Read the article

  • Getting your bearings and defining the project objective

    - by johndoucette
    I wrote this two years ago and thought it was worth posting… Some may think this is a daunting task and some may even say “what a waste of time” and want to open MS Project and start typing out tasks because someone asked for an estimate and a task list. Hell, maybe you even use Excel and pump out a spreadsheet with some real scientific formula for guessing how long it will take to code a bunch of classes. However, this short exercise will provide the basis for the entire project, whether small or large and be a great friend when communicating to anyone on your team or even your client. I call this the Project Brief. If you find yourself going beyond a single page, then you must decompose the sections and summarize your findings so there is a complete and clear picture of the project you are working on in a relatively short statement. Here is a great quote from the PMBOK (Project Management Body of Knowledge) relative to what a project is;   A project is a temporary endeavor undertaken to create a unique product, service or result. With this in mind, the project brief should encompass the entirety (objective) of the endeavor in its explanation and what it will take (goals) to create the product, service or result (deliverables). Normally the process of identifying the project objective is done during the first stage of a project called the Project Kickoff, but you can perform this very important step anytime to help you get a bearing. There are many more parts to helping a project stay on course, but this is usually the foundation where it can be grounded on. Through a series of 3 exercises, you should be able to come up with the objective, goals and deliverables on your project. Follow these steps, and in no time (about &frac12; hour), you will have the foundation of your project plan. (See examples below) Exercise 1 – Objectives Begin with the end in mind. Think about your project in business terms with a couple things to help you understand the objective; Reference the business benefit in terms of cost, speed and / or quality, Provide a higher level of what the outcome will look like (future sense) It should be non-measurable, that’s what the goals are all about The output should be a single paragraph with three sentences and take 10 minutes to write. *Typically, agreement must be reached on the objectives of the project before you would proceed to the next steps of the project. Exercise 2 – Goals A project goal is a statement that answers questions about who, what, why, where and when. A good project goal statement; Answers the five “W” questions for the project Is measurable in each of its parts Is published and agreed on by all the owners This helps the Project Manager receive confirmation on defining the project target. Using the established project objective done in the first exercise, think about the things it will take to get the job done. Think about tangible activities which are the top level tasks in a typical Work Breakdown Structure (WBS). The overall goal statement plus all the deliverables (next exercise) can be seen as the project team’s contract with the project owners. Write 3 - 5 goals in about 10 minutes. You should not write the words “Who, what, why, where and when, but merely be able to answer the questions when you read a goal. Exercise 3 – Deliverables Every project creates some type of output and these outputs are called deliverables. There are two classes of deliverables; Internal – produced for project team members to meet their goals External – produced for project owners to meet their expectations The list you enter here provides a checklist for the team’s delivery and/or is a statement of all the expectations of the project owners. Here are some typical project deliverables; Product and product documentation End product/system Requirements/feature documents Installation guides Demo/prototype System design documents User guides/help files Plans Project plan Training plan Conversion/installation/delivery plan Test plans Documentation plan Communication plan Reports and general documentation Progress reports System acceptance tests Outstanding bug list Procedures Risk and issue logs Project history Deliverables should go with each of the goals. Have 3-5 deliverables for each goal. When you are done, you will have established a great foundation for the clarity of your project. This exercise can take some time, but with practice, you should be able to whip this one out in 10 minutes as well, especially if you are intimate with an ongoing project. Samples  Objective [Client] is implementing a series of MOSS sites to support external public (Internet), internal employee (Intranet) and an external secure (password protected Internet) applications. This project will focus on the public-facing web site and will provide [Client] with architectural recommendations based on the current design being done by their design partner [Partner] and the internal Content Team. In addition, it will provide [Client] with a development plan and confidence they need to deploy a world class public Internet website. Goals 1.  [Consultant] will provide technical guidance and set project team expectations for the implementation of the MOSS Internet site based on provided features/functions within three weeks. 2.  [Consultant] will understand phase 2 secure password-protected Internet site design and provide recommendations.   Deliverables 1.1  Public Internet (unsecure) Architectural Recommendation Plan 1.2  Physical Site construction Work Breakdown Structure and plan (Time, cost and resources needed) 2.1  Two Factor authentication recommendation document   Objective [Client] is currently using an application developed by [Consultant] many years ago called "XXX". This application, although functional, does not meet their new updated business requirements and contains a few defects which [Client] has developed work-around processes. [Client] would like to have a "new and improved" system to support their membership management needs by expanding membership and subscription capabilities, provide accounting integration with internal (GL) and external (VeriSign) systems, and implement hooks to the current CRM solution. This effort will take place through a series of phases, beginning with envisioning. Goals 1. Through discussions with users, [Consultant] will discover current issues/bugs which need to be resolved which must meet the current functionality requirements within three weeks. 2. [Consultant] will gather requirements from the users about what is "needed" vs. "what they have" for enhancements and provide a high level document supporting their needs. 3. [Consultant] will meet with the team members through a series of meetings and help define the overall project plan to deliver a new and improved solution. Deliverables 1.1 Prioritized list of Current application issues/bugs that need to be resolved 1.2 Provide a resolution plan on the issues/bugs identified in the current application 1.3 Risk Assessment Document 2.1 Deliver a Requirements Document showing high-level [Client] needs for the new XXX application. · New feature functionality not in the application today · Existing functionality that will remain in the new functionality 2.2 Reporting Requirements Document 3.1 A Project Plan showing the deliverables and cost for the next (second) phase of this project. 3.2 A Statement of Work for the next (second) phase of this project. 3.3 An Estimate of any work that would need to follow the second phase.

    Read the article

  • Agile Testing Days 2012 – Day 3 – Agile or agile?

    - by Chris George
    Another early start for my last Lean Coffee of the conference, and again it was not wasted. We had some really interesting discussions around how to determine what test automation is useful, if agile is not faster, why do it? and a rather existential discussion on whether unicorns exist! First keynote of the day was entitled “Fast Feedback Teams” by Ola Ellnestam. Again this relates nicely to the releasing faster talk on day 2, and something that we are looking at and some teams are actively trying. Introducing the notion of feedback, Ola describes a game he wrote for his eldest child. It was a simple game where every time he clicked a button, it displayed “You’ve Won!”. He then changed it to be a Win-Lose-Win-Lose pattern and watched the feedback from his son who then twigged the pattern and got his younger brother to play, alternating turns… genius! (must do that with my children). The idea behind this was that you need that feedback loop to learn and progress. If you are not getting the feedback you need to close that loop. An interesting point Ola made was to solve problems BEFORE writing software. It may be that you don’t have to write anything at all, perhaps it’s a communication/training issue? Perhaps the problem can be solved another way. Writing software, although it’s the business we are in, is expensive, and this should be taken into account. He again mentions frequent releases, and how they should be made as soon as stuff is ready to be released, don’t leave stuff on the shelf cause it’s not earning you anything, money or data. I totally agree with this and it’s something that we will be aiming for moving forwards. “Exceptions, Assumptions and Ambiguity: Finding the truth behind the story” by David Evans started off very promising by making references to ‘Grim up North’ referring to the north of England. Not sure it was appreciated by most of the audience, but it made me laugh! David explained how there are always risks associated with exceptions, giving the example of a one-way road near where he lives, with an exception sign giving rights to coaches to go the wrong way. Therefore you could merrily swing around the corner of the one way road straight into a coach! David showed the danger in making assumptions with lyrical quotes from Lola by The Kinks “I’m glad I’m a man, and so is Lola” and with a picture of a toilet flush that needed instructions to operate the full and half flush. With this particular flush, you pulled the handle all the way down to half flush, and half way down to full flush! hmmm, a bit of a crappy user experience methinks! Then through a clever use of a passage from the Jabberwocky, David then went onto show how mis-translation/ambiguity is the can completely distort the original meaning of something, and this is a real enemy of software development. This was all helping to demonstrate that the term Story is often heavily overloaded in the Agile world, and should really be stripped back to what it is really for, stating a business problem, and offering a technical solution. Therefore a story could be worded as “In order to {make some improvement}, we will { do something}”. The first ‘in order to’ statement is stakeholder neutral, and states the problem through requesting an improvement to the software/process etc. The second part of the story is the verb, the doing bit. So to achieve the ‘improvement’ which is not currently true, we will do something to make this true in the future. My PM is very interested in this, and he’s observed some of the problems of overloading stories so I’m hoping between us we can use some of David’s suggestions to help clarify our stories better. The second keynote of the day (and our last) proved to be the most entertaining and exhausting of the conference for me. “The ongoing evolution of testing in agile development” by Scott Barber. I’ve never had the pleasure of seeing Scott before… OMG I would love to have even half of the energy he has! What struck me during this presentation was Scott’s explanation of how testing has become the role/job that it is (largely) today, and how this has led to the need for ‘methodologies’ to make dev and test work! The argument that we should be trying to converge the roles again is a very valid one, and one that a couple of the teams at work are actively doing with great results. Making developers as responsible for quality as testers is something that has been lost over the years, but something that we are now striving to achieve. The idea that we (testers) should be testing experts/specialists, not testing ‘union members’, supports this idea so the entire team works on all aspects of a feature/product, with the ‘specialists’ taking the lead and advising/coaching the others. This leads to better propagation of information around the team, a greater holistic understanding of the project and it allows the team to continue functioning if some of it’s members are off sick, for example. Feeling somewhat drained from Scott’s keynote (but at the same time excited that alot of the points he raised supported actions we are taking at work), I headed into my last presentation for Agile Testing Days 2012 before having to make my way to Tegel to catch the flight home. “Thinking and working agile in an unbending world” with Pete Walen was a talk I was not going to miss! Having spoken to Pete several times during the past few days, I was looking forward to hearing what he was going to say, and I was not disappointed. Pete started off by trying to separate the definitions of ‘Agile’ as in the methodology, and ‘agile’ as in the adjective by pronouncing them the ‘english’ and ‘american’ ways. So Agile pronounced (Ajyle) and agile pronounced (ajul). There was much confusion around what the hell he was talking about, although I thought it was quite clear. Agile – Software development methodology agile – Marked by ready ability to move with quick easy grace; Having a quick resourceful and adaptable character. Anyway, that aside (although it provided a few laughs during the presentation), the point was that many teams that claim to be ‘Agile’ but are not, in fact, ‘agile’ by nature. Implementing ‘Agile’ methodologies that are so prescriptive actually goes against the very nature of Agile development where a team should anticipate, adapt and explore. Pete made a valid point that very few companies intentionally put up roadblocks to impede work, so if work is being blocked/delayed, why? This is where being agile as a team pays off because the team can inspect what’s going on, explore options and adapt their processes. It is through experimentation (and that means trying and failing as well as trying and succeeding) that a team will improve and grow leading to focussing on what really needs to be done to achieve X. So, that was it, the last talk of our conference. I was gutted that we had to miss the closing keynote from Matt Heusser, as Matt was another person I had spoken too a few times during the conference, but the flight would not wait, and just as well we left when we did because the traffic was a nightmare! My Takeaway Triple from Day 3: Release often and release small – don’t leave stuff on the shelf Keep the meaning of the word ‘agile’ in mind when working in ‘Agile Look at testing as more of a skill than a role  

    Read the article

  • The Future of Project Management is Social

    - by Natalia Rachelson
    Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} A guest post by Kazim Isfahani, Director, Product Marketing, Oracle Rapid Ascent. Breakneck Speed. Lightning Fast. Perhaps even overwhelming. No matter which set of adjectives we use to describe it, social media’s rise into the enterprise mainstream has been unprecedented. Indeed, the big 4 social media powerhouses (Facebook, Google+, LinkedIn, and Twitter), have nearly 2 Billion users between them. You may be asking (as you should really) “That’s all well and good for the consumer, but for me at my company, what’s your point? Beyond the fact that I can check and post updates, that is.” Good question, kind sir. Impact of Social and Collaboration on Project Management I’ll dovetail this discussion to the project management realm, since that’s what I’m writing about. Speed is a big challenge for project-driven organizations. Anything that can help speed up project delivery - be it a new product introduction effort or a geographical expansion project - fast is a good thing. So where does this whole social thing fit particularly since there are already a host of tools to help with traditional project execution? The fact is companies have seen improvements in their productivity by deploying departmental collaboration and other social-oriented solutions. McKinsey’s survey on social tools shows we have reached critical scale: 72% of respondents report that their companies use at least one and over 40% say they are using social networks and blogs. We don’t hear as much about the impact of social media technologies at the project and project manager level, but that does not mean there is none. Consider the new hire. The type of individual entering the workforce and executing on projects is a generation of worker expecting visually appealing, easy to use and easy to understand technology meshing hand-in-hand with business processes. Consider the project manager. The social era has enhanced the role that the project manager must play. Today’s project manager must be a supreme communicator, an influencer, a sympathizer, a negotiator, and still manage to keep all stakeholders in the loop on project progress. Social tools play a significant role in this effort. Now consider the impact to the project team. The way that a project team functions has changed, with newer, social oriented technologies making the process of information dissemination and team communications much more fluid. It’s clear that a shift is occurring where “social” is intersecting with project management. The Rise of Social Project Management We refer to the melding of project management and social networking as Social Project Management. Social Project Management is based upon the philosophy that the project team is one part of an integrated whole, and that valuable and unique abilities exist within the larger organization. For this reason, Social Project Management systems should be integrated into the collaborative platform(s) of an organization, allowing communication to proceed outside the project boundaries. What makes social project management "social" is an implicit awareness where distributed teams build connected links in ways that were previously restricted to teams that were co-located. Just as critical, Social Project Management embraces the vision of seamless online collaboration within a project team, but also provides for, (and enhances) the use of rigorous project management techniques. Social Project Management acknowledges that projects (particularly large projects) are a social activity - people doing work with people, for other people, with commitments to yet other people. The more people (larger projects), the more interpersonal the interactions, and the more social affects the project. The Epitome of Social - Fusion Project Portfolio Management If I take this one level further to discuss Fusion Project Portfolio Management, the notion of Social Project Management is on full display. With Fusion Project Portfolio Management, project team members have a single place for interaction on projects and access to any other resources working within the Fusion ERP applications. This allows team members the opportunity to be informed with greater participation and provide better information. The application’s the visual appeal, and highly graphical nature makes it easy to navigate information. The project activity stream adds to the intuitive user experience. The goal of productivity is pervasive throughout Fusion Project Portfolio Management. Field research conducted with Oracle customers and partners showed that users needed a way to stay in the context of their core transactions and yet easily access social networking tools. This is manifested in the application so when a user executes a business process, they not only have the transactional application at their fingertips, but also have things like e-mail, SMS, text, instant messaging, chat – all providing a number of different ways to interact with people and/or groups of people, both internal and external to the project and enterprise. But in the end, connecting people is relatively easy. The larger issue is finding a way to serve up relevant, system-generated, actionable information, in real time, which will allow for more streamlined execution on key business processes. Fusion Project Portfolio Management’s design concept enables users to create project communities, establish discussion threads, manage event calendars as well as deliver project based work spaces to organize communications within the context of a project – all within a secure business environment. We’d love to hear from you and get your thoughts and ideas about how Social Project Management is impacting your organization. To learn more about Oracle Fusion Project Portfolio Management, please visit this link

    Read the article

  • FREE eBook: .NET Performance Testing and Optimization (Part 1)

    In this this first part of complete guide to performance profiling, Paul Glavich and Chris Farrell explain why performance testing is a good idea and walk you through everything you need to know to set up a test environment. This comprehensive guide to getting started is an essential handbook to any programmer looking to set up a .NET testing environment and get the best results out of it. Download your free copy now span.fullpost {display:none;}

    Read the article

  • testing Clojure in Maven

    - by Ralph
    I am new at Maven and even newer at Clojure. As an exercise to learn the language, I am writing a spider solitaire player program. I also plan on writing a similar program in Scala to compare the implementations (see my post http://stackoverflow.com/questions/2571267/modern-java-alternatives-closed). I have configured a Maven directory structure containing the usual src/main/clojure and src/test/clojure directories. My pom.xml file includes the clojure-maven-plugin. When I run "mvn test", it displays "No tests to run", despite my having test code in the src/test/clojure directory. As I misnaming something? Here is my pom.xml file: <?xml version="1.0" encoding="UTF-8"?> <project xmlns="http://maven.apache.org/POM/4.0.0" xmlns:xsi="http://www.w3.org/2001/XMLSchema-instance" xsi:schemaLocation="http://maven.apache.org/POM/4.0.0 http://maven.apache.org/xsd/maven-4.0.0.xsd"> <modelVersion>4.0.0</modelVersion> <groupId>SpiderPlayer</groupId> <artifactId>SpiderPlayer</artifactId> <version>1.0.0-SNAPSHOT</version> <inceptionYear>2010</inceptionYear> <packaging>jar</packaging> <properties> <maven.build.timestamp.format>yyMMdd.HHmm</maven.build.timestamp.format> <main.dir>org/dogdaze/spider_player</main.dir> <main.package>org.dogdaze.spider_player</main.package> <main.class>${main.package}.Main</main.class> </properties> <build> <sourceDirectory>src/main/clojure</sourceDirectory> <testSourceDirectory>src/main/clojure</testSourceDirectory> <plugins> <plugin> <groupId>com.theoryinpractise</groupId> <artifactId>clojure-maven-plugin</artifactId> <version>1.3.1</version> </plugin> <plugin> <groupId>org.apache.maven.plugins</groupId> <artifactId>maven-antrun-plugin</artifactId> <version>1.3</version> <executions> <execution> <goals> <goal>run</goal> </goals> <phase>generate-sources</phase> <configuration> <tasks> <echo file="${project.build.sourceDirectory}/${main.dir}/Version.clj" message="(ns ${main.package})${line.separator}"/> <echo file="${project.build.sourceDirectory}/${main.dir}/Version.clj" append="true" message="(def version &quot;${maven.build.timestamp}&quot;)${line.separator}"/> </tasks> </configuration> </execution> </executions> </plugin> <plugin> <groupId>org.apache.maven.plugins</groupId> <artifactId>maven-assembly-plugin</artifactId> <version>2.1</version> <executions> <execution> <goals> <goal>single</goal> </goals> <phase>package</phase> <configuration> <descriptorRefs> <descriptorRef>jar-with-dependencies</descriptorRef> </descriptorRefs> <archive> <manifest> <mainClass>${main.class}</mainClass> </manifest> </archive> </configuration> </execution> </executions> </plugin> <plugin> <groupId>org.apache.maven.plugins</groupId> <artifactId>maven-surefire-plugin</artifactId> <configuration> <redirectTestOutputToFile>true</redirectTestOutputToFile> <skipTests>false</skipTests> <skip>false</skip> </configuration> <executions> <execution> <id>surefire-it</id> <phase>integration-test</phase> <goals> <goal>test</goal> </goals> <configuration> <skip>false</skip> </configuration> </execution> </executions> </plugin> </plugins> </build> <dependencies> <dependency> <groupId>commons-cli</groupId> <artifactId>commons-cli</artifactId> <version>1.2</version> <scope>compile</scope> </dependency> </dependencies> </project> Here is my Clojure source file (src/main/clojure/org/dogdaze/spider_player/Deck.clj): ; Copyright 2010 Dogdaze (ns org.dogdaze.spider_player.Deck (:use [clojure.contrib.seq-utils :only (shuffle)])) (def suits [:clubs :diamonds :hearts :spades]) (def ranks [:ace :two :three :four :five :six :seven :eight :nine :ten :jack :queen :king]) (defn suit-seq "Return 4 suits: if number-of-suits == 1: :clubs :clubs :clubs :clubs if number-of-suits == 2: :clubs :diamonds :clubs :diamonds if number-of-suits == 4: :clubs :diamonds :hearts :spades." [number-of-suits] (take 4 (cycle (take number-of-suits suits)))) (defstruct card :rank :suit) (defn unshuffled-deck "Create an unshuffled deck containing all cards from the number of suits specified." [number-of-suits] (for [rank ranks suit (suit-seq number-of-suits)] (struct card rank suit))) (defn deck "Create a shuffled deck containing all cards from the number of suits specified." [number-of-suits] (shuffle (unshuffled-deck number-of-suits))) Here is my test case (src/test/clojure/org/dogdaze/spider_player/TestDeck.clj): ; Copyright 2010 Dogdaze (ns org.dogdaze.spider_player (:use clojure.set clojure.test org.dogdaze.spider_player.Deck)) (deftest test-suit-seq (is (= (suit-seq 1) [:clubs :clubs :clubs :clubs])) (is (= (suit-seq 2) [:clubs :diamonds :clubs :diamonds])) (is (= (suit-seq 4) [:clubs :diamonds :hearts :spades]))) (def one-suit-deck [{:rank :ace, :suit :clubs} {:rank :ace, :suit :clubs} {:rank :ace, :suit :clubs} {:rank :ace, :suit :clubs} {:rank :two, :suit :clubs} {:rank :two, :suit :clubs} {:rank :two, :suit :clubs} {:rank :two, :suit :clubs} {:rank :three, :suit :clubs} {:rank :three, :suit :clubs} {:rank :three, :suit :clubs} {:rank :three, :suit :clubs} {:rank :four, :suit :clubs} {:rank :four, :suit :clubs} {:rank :four, :suit :clubs} {:rank :four, :suit :clubs} {:rank :five, :suit :clubs} {:rank :five, :suit :clubs} {:rank :five, :suit :clubs} {:rank :five, :suit :clubs} {:rank :six, :suit :clubs} {:rank :six, :suit :clubs} {:rank :six, :suit :clubs} {:rank :six, :suit :clubs} {:rank :seven, :suit :clubs} {:rank :seven, :suit :clubs} {:rank :seven, :suit :clubs} {:rank :seven, :suit :clubs} {:rank :eight, :suit :clubs} {:rank :eight, :suit :clubs} {:rank :eight, :suit :clubs} {:rank :eight, :suit :clubs} {:rank :nine, :suit :clubs} {:rank :nine, :suit :clubs} {:rank :nine, :suit :clubs} {:rank :nine, :suit :clubs} {:rank :ten, :suit :clubs} {:rank :ten, :suit :clubs} {:rank :ten, :suit :clubs} {:rank :ten, :suit :clubs} {:rank :jack, :suit :clubs} {:rank :jack, :suit :clubs} {:rank :jack, :suit :clubs} {:rank :jack, :suit :clubs} {:rank :queen, :suit :clubs} {:rank :queen, :suit :clubs} {:rank :queen, :suit :clubs} {:rank :queen, :suit :clubs} {:rank :king, :suit :clubs} {:rank :king, :suit :clubs} {:rank :king, :suit :clubs} {:rank :king, :suit :clubs}]) (def two-suits-deck [{:rank :ace, :suit :clubs} {:rank :ace, :suit :diamonds} {:rank :ace, :suit :clubs} {:rank :ace, :suit :diamonds} {:rank :two, :suit :clubs} {:rank :two, :suit :diamonds} {:rank :two, :suit :clubs} {:rank :two, :suit :diamonds} {:rank :three, :suit :clubs} {:rank :three, :suit :diamonds} {:rank :three, :suit :clubs} {:rank :three, :suit :diamonds} {:rank :four, :suit :clubs} {:rank :four, :suit :diamonds} {:rank :four, :suit :clubs} {:rank :four, :suit :diamonds} {:rank :five, :suit :clubs} {:rank :five, :suit :diamonds} {:rank :five, :suit :clubs} {:rank :five, :suit :diamonds} {:rank :six, :suit :clubs} {:rank :six, :suit :diamonds} {:rank :six, :suit :clubs} {:rank :six, :suit :diamonds} {:rank :seven, :suit :clubs} {:rank :seven, :suit :diamonds} {:rank :seven, :suit :clubs} {:rank :seven, :suit :diamonds} {:rank :eight, :suit :clubs} {:rank :eight, :suit :diamonds} {:rank :eight, :suit :clubs} {:rank :eight, :suit :diamonds} {:rank :nine, :suit :clubs} {:rank :nine, :suit :diamonds} {:rank :nine, :suit :clubs} {:rank :nine, :suit :diamonds} {:rank :ten, :suit :clubs} {:rank :ten, :suit :diamonds} {:rank :ten, :suit :clubs} {:rank :ten, :suit :diamonds} {:rank :jack, :suit :clubs} {:rank :jack, :suit :diamonds} {:rank :jack, :suit :clubs} {:rank :jack, :suit :diamonds} {:rank :queen, :suit :clubs} {:rank :queen, :suit :diamonds} {:rank :queen, :suit :clubs} {:rank :queen, :suit :diamonds} {:rank :king, :suit :clubs} {:rank :king, :suit :diamonds} {:rank :king, :suit :clubs} {:rank :king, :suit :diamonds}]) (def four-suits-deck [{:rank :ace, :suit :clubs} {:rank :ace, :suit :diamonds} {:rank :ace, :suit :hearts} {:rank :ace, :suit :spades} {:rank :two, :suit :clubs} {:rank :two, :suit :diamonds} {:rank :two, :suit :hearts} {:rank :two, :suit :spades} {:rank :three, :suit :clubs} {:rank :three, :suit :diamonds} {:rank :three, :suit :hearts} {:rank :three, :suit :spades} {:rank :four, :suit :clubs} {:rank :four, :suit :diamonds} {:rank :four, :suit :hearts} {:rank :four, :suit :spades} {:rank :five, :suit :clubs} {:rank :five, :suit :diamonds} {:rank :five, :suit :hearts} {:rank :five, :suit :spades} {:rank :six, :suit :clubs} {:rank :six, :suit :diamonds} {:rank :six, :suit :hearts} {:rank :six, :suit :spades} {:rank :seven, :suit :clubs} {:rank :seven, :suit :diamonds} {:rank :seven, :suit :hearts} {:rank :seven, :suit :spades} {:rank :eight, :suit :clubs} {:rank :eight, :suit :diamonds} {:rank :eight, :suit :hearts} {:rank :eight, :suit :spades} {:rank :nine, :suit :clubs} {:rank :nine, :suit :diamonds} {:rank :nine, :suit :hearts} {:rank :nine, :suit :spades} {:rank :ten, :suit :clubs} {:rank :ten, :suit :diamonds} {:rank :ten, :suit :hearts} {:rank :ten, :suit :spades} {:rank :jack, :suit :clubs} {:rank :jack, :suit :diamonds} {:rank :jack, :suit :hearts} {:rank :jack, :suit :spades} {:rank :queen, :suit :clubs} {:rank :queen, :suit :diamonds} {:rank :queen, :suit :hearts} {:rank :queen, :suit :spades} {:rank :king, :suit :clubs} {:rank :king, :suit :diamonds} {:rank :king, :suit :hearts} {:rank :king, :suit :spades}]) (deftest test-unshuffled-deck (is (= (unshuffled-deck 1) one-suit-deck)) (is (= (unshuffled-deck 2) two-suits-deck)) (is (= (unshuffled-deck 4) four-suits-deck))) (deftest test-shuffled-deck (is (= (set (deck 1)) (set one-suit-deck))) (is (= (set (deck 2)) (set two-suits-deck))) (is (= (set (deck 4)) (set four-suits-deck)))) (run-tests) Any idea why the test is not running? BTW, feel free to suggest improvements to the Clojure code. Thanks, Ralph

    Read the article

  • How to install php-devel under CentOS 6.3 x64?

    - by Jeremy Dicaire
    I'm trying to install php-devel on my CentOS 6.3 VPS and get a failed dependencies test. From phpinfos(): SYSTEM Linux 2.6.32-279.5.2.el6.x86_64 #1 x86_64 NTS error: Failed dependencies: php(x86-64) = 5.4.6-1.el6.remi is needed by php-devel-5.4.6-1.el6.remi.x86_64 I've tried the following RPM packages: php54w-devel-5.4.6-1.w6.x86_64.rpm php-devel-5.4.6-1.el6.remi.i686.rpm php-devel-5.4.6-1.el6.remi.x86_64.rpm One of the above package gave me this: root@sv1 [/tmp]# rpm -Uvh php-devel-5.4.6-1.el6.remi.i686.rpm warning: php-devel-5.4.6-1.el6.remi.i686.rpm: Header V3 DSA/SHA1 Signature, key ID 00f97f56: NOKEY error: Failed dependencies: php(x86-32) = 5.4.6-1.el6.remi is needed by php-devel-5.4.6-1.el6.remi.i686 libbz2.so.1 is needed by php-devel-5.4.6-1.el6.remi.i686 libcom_err.so.2 is needed by php-devel-5.4.6-1.el6.remi.i686 libcrypto.so.10 is needed by php-devel-5.4.6-1.el6.remi.i686 libedit.so.0 is needed by php-devel-5.4.6-1.el6.remi.i686 libgmp.so.3 is needed by php-devel-5.4.6-1.el6.remi.i686 libgssapi_krb5.so.2 is needed by php-devel-5.4.6-1.el6.remi.i686 libk5crypto.so.3 is needed by php-devel-5.4.6-1.el6.remi.i686 libkrb5.so.3 is needed by php-devel-5.4.6-1.el6.remi.i686 libncurses.so.5 is needed by php-devel-5.4.6-1.el6.remi.i686 libssl.so.10 is needed by php-devel-5.4.6-1.el6.remi.i686 libstdc++.so.6 is needed by php-devel-5.4.6-1.el6.remi.i686 libxml2.so.2 is needed by php-devel-5.4.6-1.el6.remi.i686 libxml2.so.2(LIBXML2_2.4.30) is needed by php-devel-5.4.6-1.el6.remi.i686 libxml2.so.2(LIBXML2_2.5.2) is needed by php-devel-5.4.6-1.el6.remi.i686 libxml2.so.2(LIBXML2_2.6.0) is needed by php-devel-5.4.6-1.el6.remi.i686 libxml2.so.2(LIBXML2_2.6.11) is needed by php-devel-5.4.6-1.el6.remi.i686 libxml2.so.2(LIBXML2_2.6.5) is needed by php-devel-5.4.6-1.el6.remi.i686 libz.so.1 is needed by php-devel-5.4.6-1.el6.remi.i686 I don't know how to fix this error and download all the dependencies. Thank you. Edit 1 (for quanta): Here is "yum repolist": root@sv1 [/tmp]# yum repolist Loaded plugins: fastestmirror, presto Loading mirror speeds from cached hostfile * base: mirror.atlanticmetro.net * epel: mirror.cogentco.com * extras: mirror.atlanticmetro.net * rpmforge: mirror.us.leaseweb.net * updates: centos.mirror.choopa.net repo id repo name status base CentOS-6 - Base 5,980+366 epel Extra Packages for Enterprise Linux 6 - x86_64 6,493+1,272 extras CentOS-6 - Extras 4 rpmforge RHEL 6 - RPMforge.net - dag 2,123+2,310 updates CentOS-6 - Updates 499+29 repolist: 15,099 root@sv1 [/tmp]# rpm -qa | grep php didn't return any result. I forgot to mention I'm using cPanel/WHM Edit 2 after adding the Remi repo: >root@sv1 [/etc/yum.repos.d]# yum clean all Loaded plugins: fastestmirror, presto Cleaning repos: base epel extras remi remi-test rpmforge updates Cleaning up Everything Cleaning up list of fastest mirrors 1 delta-package files removed, by presto >root@sv1 [/etc/yum.repos.d]# yum repolist Loaded plugins: fastestmirror, presto Determining fastest mirrors epel/metalink | 12 kB 00:00 * base: centos.mirror.nac.net * epel: mirror.symnds.com * extras: centos.mirror.choopa.net * remi: remi-mirror.dedipower.com * remi-test: remi-mirror.dedipower.com * rpmforge: mirror.us.leaseweb.net * updates: centos.mirror.nac.net base | 3.7 kB 00:00 base/primary_db | 4.5 MB 00:00 epel | 4.3 kB 00:00 epel/primary_db | 4.7 MB 00:00 extras | 3.0 kB 00:00 extras/primary_db | 6.3 kB 00:00 remi | 2.9 kB 00:00 remi/primary_db | 330 kB 00:00 remi-test | 2.9 kB 00:00 remi-test/primary_db | 85 kB 00:00 rpmforge | 1.9 kB 00:00 rpmforge/primary_db | 2.5 MB 00:00 updates | 3.5 kB 00:00 updates/primary_db | 2.3 MB 00:00 repo id repo name status base CentOS-6 - Base 5,980+366 epel Extra Packages for Enterprise Linux 6 - x86_64 6,493+1,272 extras CentOS-6 - Extras 4 remi Les RPM de remi pour Enterprise Linux 6 - x86_64 96+564 remi-test Les RPM de remi en test pour Enterprise Linux 6 - x86_64 25+139 rpmforge RHEL 6 - RPMforge.net - dag 2,123+2,310 updates CentOS-6 - Updates 499+29 repolist: 15,220 >root@sv1 [/etc/yum.repos.d]# yum install php-devel Loaded plugins: fastestmirror, presto Loading mirror speeds from cached hostfile * base: centos.mirror.nac.net * epel: mirror.symnds.com * extras: centos.mirror.choopa.net * remi: remi-mirror.dedipower.com * remi-test: remi-mirror.dedipower.com * rpmforge: mirror.us.leaseweb.net * updates: centos.mirror.nac.net Setting up Install Process No package php-devel available. Error: Nothing to do >root@sv1 [/etc/yum.repos.d]#

    Read the article

  • PC runs very slowly for no apparent reason

    - by GalacticCowboy
    I have a Dell Latitude D820 that I've owned for about 2.5 years. It is a Core 2 Duo T7200 2.0GHz, with 2 GB of RAM, an 80 GB hard drive and an NVidia Quadro 120M video card. The computer was purchased in late November of 2006 with XP Pro, and included a free upgrade to Vista Business. (Vista was available on MSDN but not yet via retail, so the Vista Business upgrades weren't shipped until March of '07.) Since we had an MSDN subscription at the time, I installed Vista Ultimate on it pretty much as soon as I got it. It ran happily until sometime in the spring of 2007 when Media Center (which I had never used except to watch DVDs) started throwing some kind of bizarre SQL (CE?) error. This error would pop up at random times just while using the computer. Furthermore, Media Center would no longer start. I never identified the cause of this error. I had the Vista Business upgrade by this time, so I nuked the machine, installed XP and all the drivers, and then the Vista Business upgrade. Again, it ran happily for a few months and then started behaving badly once again. Vista Business doesn't have Media Center, so this exhibited completely unrelated symptoms. For no apparent reason and at fairly random times, the machine would suddenly appear to freeze up or run very slowly. For example, launching a new application window (any app) might take 30-45 seconds to paint fully. However, Task Manager showed very low CPU load, memory, etc. I tried all the normal stuff (chkdsk, defrag, etc.) and ran several diagnostic programs to try to identify any problems, but none found anything. It eventually reached the point that the computer was all but unusable, so I nuked it again and installed XP. This time I decided to stick with XP instead of going to Vista. However, within the past couple of months it has started to exhibit the same symptoms in XP that I used to see in Vista. The computer is still under Dell warranty until December, but so far they aren't any help unless I can identify a specific problem. A friend (partner in a now-dead business) has an identical machine that was purchased at the same time. His machine exhibits none of these symptoms, which leads me to believe it is a hardware issue, but I can't figure out how to identify it. Any ideas? Utilities? Seen something similar? At this point I can't even identify any pattern to the behavior, but would be willing to run a "stress test"-style app for as long as a couple days if I had any hope that it would find something. EDIT July 17 I'm testing jerryjvl's answer regarding the video card, though I'm not sure it fully explains the symptoms yet. This morning I ran a video stress test. The test itself ran fine, but immediately afterward the PC started acting up again. I left ProcExp open and various system processes were consuming 50-60% of the CPU but with no apparent reason. For example, "services.exe" was eating about 40%, but the sum of its child processes wasn't higher than about 5%. I left it alone for several minutes to settle down, and then it was fine again. I used the "video card stability test" from firestone-group.com. Its output isn't very detailed, but it at least exercises the hardware pretty hard. EDIT July 22 Thanks for your excellent suggestions. Here is an update on what I have tried so far. Ran memtest86, SeaTools (Seagate), Hitachi drive fitness test, video card stability test (mentioned above). The video card test was the only one that seemed to produce any results, though it didn't occur during the actual test. I defragged the drive (again...) with JkDefrag I dropped the video card

    Read the article

  • maven-ear-plugin works if jboss version is 4.2, but not 5. Why ?

    - by NSINGH
    I am using maven to configure maven-ear-plugin. I am getting following exception when I say jboss version is 5 (See below code, under tag). It works if I replace version to 4.2 <build> <finalName>tactical</finalName> <plugins> <plugin> <artifactId>maven-ear-plugin</artifactId> <configuration> <version>5</version> <defaultJavaBundleDir>lib</defaultJavaBundleDir> <jboss> <version>5</version> <loader-repository>seam.jboss.org:loader=tactical</loader-repository> </jboss> <modules> <ejbModule> <groupId>${project.groupId}</groupId> <artifactId>tactical-jar</artifactId> </ejbModule> </modules> </configuration> </plugin> </plugins> </build> Why it works fine for jboss 4.2 but not for 5. What ?? I get the following exception: [INFO] Failed to initialize JBoss configuration Embedded error: Invalid JBoss configuration, version[5] is not supported. [INFO] ------------------------------------------------------------------------ [INFO] Trace org.apache.maven.lifecycle.LifecycleExecutionException: Failed to initialize JBoss configuration at org.apache.maven.lifecycle.DefaultLifecycleExecutor.executeGoals(DefaultLifecycleExecutor.java:583) at org.apache.maven.lifecycle.DefaultLifecycleExecutor.executeGoalWithLifecycle(DefaultLifecycleExecutor.java:49 9) at org.apache.maven.lifecycle.DefaultLifecycleExecutor.executeGoal(DefaultLifecycleExecutor.java:478) at org.apache.maven.lifecycle.DefaultLifecycleExecutor.executeGoalAndHandleFailures(DefaultLifecycleExecutor.jav a:330) at org.apache.maven.lifecycle.DefaultLifecycleExecutor.executeTaskSegments(DefaultLifecycleExecutor.java:291) at org.apache.maven.lifecycle.DefaultLifecycleExecutor.execute(DefaultLifecycleExecutor.java:142) at org.apache.maven.DefaultMaven.doExecute(DefaultMaven.java:336) at org.apache.maven.DefaultMaven.execute(DefaultMaven.java:129) at org.apache.maven.cli.MavenCli.main(MavenCli.java:287) at sun.reflect.NativeMethodAccessorImpl.invoke0(Native Method) at sun.reflect.NativeMethodAccessorImpl.invoke(NativeMethodAccessorImpl.java:39) at sun.reflect.DelegatingMethodAccessorImpl.invoke(DelegatingMethodAccessorImpl.java:25) at java.lang.reflect.Method.invoke(Method.java:597) at org.codehaus.classworlds.Launcher.launchEnhanced(Launcher.java:315) at org.codehaus.classworlds.Launcher.launch(Launcher.java:255) at org.codehaus.classworlds.Launcher.mainWithExitCode(Launcher.java:430) at org.codehaus.classworlds.Launcher.main(Launcher.java:375) Caused by: org.apache.maven.plugin.MojoExecutionException: Failed to initialize JBoss configuration at org.apache.maven.plugin.ear.AbstractEarMojo.execute(AbstractEarMojo.java:159) at org.apache.maven.plugin.ear.GenerateApplicationXmlMojo.execute(GenerateApplicationXmlMojo.java:96) at org.apache.maven.plugin.DefaultPluginManager.executeMojo(DefaultPluginManager.java:451) at org.apache.maven.lifecycle.DefaultLifecycleExecutor.executeGoals(DefaultLifecycleExecutor.java:558) ... 16 more Caused by: org.apache.maven.plugin.ear.EarPluginException: Invalid JBoss configuration, version[5] is not supported. at org.apache.maven.plugin.ear.JbossConfiguration.(JbossConfiguration.java:95) at org.apache.maven.plugin.ear.AbstractEarMojo.initializeJbossConfiguration(AbstractEarMojo.java:296) at org.apache.maven.plugin.ear.AbstractEarMojo.execute(AbstractEarMojo.java:155) ... 19 more [INFO] ------------------------------------------------------------------------ [INFO] Total time: 2 seconds Any idea. Thanks

    Read the article

  • Microsoft Visual Studio Release History/Timelines/Milestones

    1975 – Bill Gates and Paul Allen write a version of Basic for Altair 8080 1982 – IBM releases BASCOM 1.0 (developed by Microsoft) 1983 – Microsoft Basic Compiler System v5.35 for MS-DOS release 1984 - Microsoft Basic Compiler System v5.36 release 1985 – Microsoft QuickBASIC 1.0 1986 – Microsoft QuickBASIC 1.01, 1.02, 2.00 1987 – Microsoft QuickBASIC 2.01, 3.00, 4.00 1987 – Microsoft BASIC 6.0 1988 – Microsoft QuickBASIC 4.00, 4.00b, 4.50 1989 – Microsoft BASIC Professional Development System 7.0 1990 - Microsoft BASIC Professional Development System 7.1 1991 – Microsoft Visual Basic released May 20-Windows World Convention –Atlanta 1992 – Microsoft Visual Basic 2.0 1993 – Microsoft Visual Basic 3.0 in Standard and Professional versions 1995 – Microsoft Visual Basic 4.0 released, supported the new Windows 95 1997 – Microsoft Visual Basic 5.0 – introduction of IntelliSense 1998 – Microsoft Visual Studio 6.0 that included Visual Basic 6.0 released (first VS) 2002 – Microsoft Visual Basic .NET 7.0 2002 – Visual Studio .NET 2003 – Microsoft Visual Basic .NET 7.1 2003 – Microsoft Visual Studio w/Intellisense 2003 – Visual Studio .NET 2004 – Announce Visual Studios 2005 – Code name Whidbey 2005 – Visual Studio 2005 release w/Extensibility 2005 – Visual Studio Express released 2006 - Expression Tool Set released - devs and designers work together 2006 – Visual Studio Team release – November 30th 2007 – Visual Studio 2008 (code name Orcas) ships November = Video Studio Shell 2010 - Visual Studios (code name Rosario) span.fullpost {display:none;}

    Read the article

  • “Being Agile” Means No Documentation, Right?

    - by jesschadwick
    Ask most software professionals what Agile is and they’ll probably start talking about flexibility and delivering what the customer wants.  Some may even mention the word “iterations”.  But inevitably, they’ll say at some point that it means less or even no documentation.  After all, doesn’t creating, updating, and circulating painstakingly comprehensive documentation that everyone and their mother have officially signed off on go against the very core of Agile?  Of course it does!  But really, they’re missing the point! Read The Agile Manifesto. (No, seriously - read it now. It’s short. I’ll wait.)  It’s essentially a list of values.  More specifically, it’s a right-side/left-side weighted list of values:  “Value this over that”. Many people seem to get the impression that this is really a “good vs. bad” list and that those values on the right side are evil and should essentially be tossed on the floor.  This leads to the conclusion that in order to be Agile we must throw away our fancy expensive tools, document as little as possible, and scoff at the idea of a project plan.  This conclusion is quite convenient because it essentially means “less work, more productivity!” (particularly in regards to the documentation and project planning).  I couldn’t disagree with this conclusion more. My interpretation of the Manifesto targets “over” as the operative word.  It’s not just a list of right vs. wrong or good vs. bad.  It’s a list of priorities.  In other words, none of the concepts on the list should be removed from your development lifecycle – they are all important… just not equally important.  This is not a unique interpretation, in fact it says so right at the end of the manifesto! So, the next time your team sits down to tackle that big new project, don’t make the first order of business to outlaw all meetings, documentation, and project plans.  Instead, collaborate with both your team and the business members involved (you do have business members sitting in the room, directly involved in the project planning, right?) and determine the bare minimum that will allow all of you to work and communicate in the best way possible.  This often means that you can pick and choose which parts of the Agile methodologies and process work for your particular project and end up with an amalgamation of Waterfall, Agile, XP, SCRUM and whatever other methodologies the members of your team have been exposed to (my favorite is “SCRUMerfall”). The biggest implication of this is that there is no one way to implement Agile.  There is no checklist with which you can tick off boxes and confidently conclude that, “Yep, we’re Agile™!”  In fact, depending on your business and the members of your team, moving to Agile full-bore may actually be ill-advised.  Such a drastic change just ends up taking everyone out of their comfort zone which they inevitably fall back into by the end of the project.  This often results in frustration to the point that Agile is abandoned altogether because “we just need to ship something!”  Needless to say, this is far more devastating to a project. Instead, I offer this approach: keep it simple and take it slow.  If your business members or customers are only involved at the beginning phases and nowhere to be seen until the project is delivered, invite them to your daily meetings; encourage them to keep up to speed on what’s going on on a daily basis and provide feedback.  If your current process is heavy on the documentation, try to reduce it as opposed to eliminating it outright.  If you need a “TPS Change Request” signed in triplicate with a 5-day “cooling off period” before a change is implemented, try a simple bug tracking system!  Tighten the feedback loop! Finally, at the end of every “iteration” (whatever that means to you, as long as it’s relatively frequent), take as much time as you can spare (even if it’s an hour or so) and perform some kind of retrospective.  Learn from your mistakes.  Figure out what’s working for you and what’s not, then fix it.  Before you know it you’ve got a handful of iterations and/or projects under your belt and you sit down with your team to realize that, “Hey, this is working - we’re pretty Agile!”  After all, Agile is a Zen journey.  It’s a destination that you aim for, not force, and even if you never reach true “enlightenment” that doesn’t mean your team can’t be exponentially better off from merely taking the journey.

    Read the article

< Previous Page | 166 167 168 169 170 171 172 173 174 175 176 177  | Next Page >