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

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

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  • Trying to prevent Windows from hibernating/sleeping automatically

    - by user328821
    My Dell XPS 8700 (Win 7) suddenly began putting itself to sleep at 6pm daily, even if I'm typing. I don't know what caused this to occur, except possibly a windows update that took place in the middle of the night. I initially went into settings for power and saw 2 plans set up, one from Dell and the other window's Power saver plan. I set both to never for sleep and hibernate yet it still occurred. I have current drivers and a fairly new UPS that has software to set to shutdown only after power loss. Dell is of little help, can anyone point me in the right direction? I did do the powerdfg -energy program and came up with this: Power Efficiency Diagnostics Report Scan Time 2014-05-08T19:21:48Z Scan Duration 60 seconds System Manufacturer Dell Inc. System Product Name XPS 8700 BIOS Date 08/23/2013 BIOS Version A04 OS Build 7601 Platform Role PlatformRoleDesktop Plugged In true Process Count 115 Thread Count 1631 Report GUID {097caf99-039b-44c3-b154-d797bfbfdfcc} Analysis Results Errors Power Policy:Sleep timeout is disabled (Plugged In) The computer is not configured to automatically sleep after a period of inactivity. System Availability Requests:System Required Request The device or driver has made a request to prevent the system from automatically entering sleep. Requesting Driver Instance HDAUDIO\FUNC_01&VEN_10EC&DEV_0899&SUBSYS_102805B7&REV_1000\4&220b1bbc&0&0001 Requesting Driver Device Realtek High Definition Audio CPU Utilization:Processor utilization is high The average processor utilization during the trace was high. The system will consume less power when the average processor utilization is very low. Review processor utilization for individual processes to determine which applications and services contribute the most to total processor utilization. Average Utilization (%) 9.48 Warnings Platform Timer Resolution:Platform Timer Resolution The default platform timer resolution is 15.6ms (15625000ns) and should be used whenever the system is idle. If the timer resolution is increased, processor power management technologies may not be effective. The timer resolution may be increased due to multimedia playback or graphical animations. Current Timer Resolution (100ns units) 10000 Maximum Timer Period (100ns units) 156001 Platform Timer Resolution:Outstanding Kernel Timer Request A kernel component or device driver has requested a timer resolution smaller than the platform maximum timer resolution. Requested Period 10000 Request Count 2 Platform Timer Resolution:Outstanding Timer Request A program or service has requested a timer resolution smaller than the platform maximum timer resolution. Requested Period 10000 Requesting Process ID 8672 Requesting Process Path \Device\HarddiskVolume3\Program Files (x86)\Mozilla Firefox\firefox.exe Platform Timer Resolution:Outstanding Timer Request A program or service has requested a timer resolution smaller than the platform maximum timer resolution. Requested Period 100000 Requesting Process ID 1212 Requesting Process Path \Device\HarddiskVolume3\Windows\System32\svchost.exe Power Policy:802.11 Radio Power Policy is Maximum Performance (Plugged In) The current power policy for 802.11-compatible wireless network adapters is not configured to use low-power modes. CPU Utilization:Individual process with significant processor utilization. This process is responsible for a significant portion of the total processor utilization recorded during the trace. Process Name audiodg.exe PID 1304 Average Utilization (%) 4.73 Module Average Module Utilization (%) \Device\HarddiskVolume3\Windows\System32\msvcrt.dll 1.88 \Device\HarddiskVolume3\Windows\System32\MaxxAudioAPO5064.dll 1.77 \Device\HarddiskVolume3\Windows\System32\AudioEng.dll 0.80 CPU Utilization:Individual process with significant processor utilization. This process is responsible for a significant portion of the total processor utilization recorded during the trace. Process Name thunderbird.exe PID 6036 Average Utilization (%) 0.35 Module Average Module Utilization (%) \Device\HarddiskVolume3\Program Files (x86)\Mozilla Thunderbird\xul.dll 0.16 \Device\HarddiskVolume3\Program Files (x86)\Mozilla Thunderbird\mozjs.dll 0.05 \SystemRoot\System32\win32k.sys 0.03 CPU Utilization:Individual process with significant processor utilization. This process is responsible for a significant portion of the total processor utilization recorded during the trace. Process Name dwm.exe PID 1340 Average Utilization (%) 0.25 Module Average Module Utilization (%) \Device\HarddiskVolume3\Windows\System32\dwmcore.dll 0.08 \Device\HarddiskVolume3\Windows\System32\nvwgf2umx.dll 0.05 \SystemRoot\system32\ntoskrnl.exe 0.03 CPU Utilization:Individual process with significant processor utilization. This process is responsible for a significant portion of the total processor utilization recorded during the trace.

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

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

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

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

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  • Electronic circuit simulator four-way flood-filling issues

    - by AJ Weeks
    I've made an electronic circuit board simulator which has simply 3 types of tiles: wires, power sources, and inverters. Wires connect to anything they touch, other than the sides of inverters; inverters have one input side and one output side; and finally power tiles connect in a similar manner as wires. In the case of an infinite loop, caused by the output of the inverter feeding into its input, I want inverters to oscillate (quickly turn on/off). I've attempted to implement a FloodFill algorithm to spread the power throughout the grid, but seem to have gotten something wrong, as only the tiles above the power source get powered (as seen below) I've attempted to debug the program, but have had no luck thus far. My code concerning the updating of power can be seen here.

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

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

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  • Mouse Problem on Ubuntu 12.10

    - by KashmirHackers
    I had a strange mouse problem on Ubuntu 12.10(64-Bit), the problem is that when I turnoff power supply/power goes off, the red laser light of my mouse also goes off and my mouse stops working but it works fine when A/C power supply is on. First I thought my mouse or my laptop's USB ports had problem but since I am using Dual Boot with windows 7, I checked my mouse on windows 7 and it works fine, even I turn off power supply. Today,I thought that I should give a try to Linux Mint 14-RC (which is based on same Ubuntu 12.10) and after installing linux mint when I plugged in my mouse it worked fine even though power is off. Don't know what is really going on, and I am afraid if I reinstall my Ubuntu 12.10 the problem will remain.

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  • ?Oracle Database 12c????ASM Scrubbing Disk Groups

    - by Liu Maclean(???)
    ?12.1?Oracle ASM??????????????????? ??Scrubbing Disk Groups, Disk Scrubbing???????????,?????Normal ??High Redundancy?disk group?????? Scrubbing ?????????????????Disk Scrubbing???disk group rebalancing???????I/O?????Disk Scrubbing??????I/O????? ?????????Scrubbing????,?????,????????????,?????ALTER DISKGROUP?????????: SQL> ALTER DISKGROUP data SCRUB POWER LOW; SQL> ALTER DISKGROUP data SCRUB FILE '+DATA/ORCL/ASKMACLEAN/example.266.806582193' REPAIR POWER HIGH FORCE; SQL> ALTER DISKGROUP data SCRUB DISK DATA_0005 REPAIR POWER HIGH FORCE; ?????SCRUB ?: ??REPAIR??????????,?????REPAIR,?SCRUB???????????????? ??POWER?????AUTO LOW HIGH ??MAX? ?POWER???,???AUTO????? ??WAIT ???????scrubbing ?????????WAIT???,?scrubbing??????scrubbing queue ??,??????? ?FORCE?????,?????I/O????????????????scrubbing ,????????

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  • Delphi - Proper way to page though data.

    - by Brad
    I have a string list (TStrings) that has a couple thousand items in it. I need to process them in groups of 100. I basically want to know what the best way to do the loop is in Delphi. I'm hitting a brick wall when I'm trying to figure it out. Thanks unit Unit2; interface uses Windows, Messages, SysUtils, Variants, Classes, Graphics, Controls, Forms, Dialogs, StdCtrls; type TForm2 = class(TForm) Memo1: TMemo; Memo2: TMemo; Button1: TButton; procedure Button1Click(Sender: TObject); private { Private declarations } public { Public declarations } end; var Form2: TForm2; implementation Uses math; {$R *.dfm} procedure TForm2.Button1Click(Sender: TObject); var I:Integer; pages:Integer; str:string; begin pages:= ceil(memo1.Lines.Count/100) ; memo2.Lines.add('Total Pages: '+inttostr(pages)); memo2.Lines.add('Total Items: '+inttostr(memo1.Lines.Count)); // Should just do in batches of 100 VS entire list for I := 0 to memo1.lines.Count - 1 do begin if str '' then str:= str+#10+ memo1.Lines.Strings[i] else str:= memo1.Lines.Strings[i]; end; //I need to stop here every 100 items, then process the items. memo2.Lines.Add(str); end; end. Example form object Form2: TForm2 Left = 0 Top = 0 Caption = 'Form2' ClientHeight = 245 ClientWidth = 527 Color = clBtnFace Font.Charset = DEFAULT_CHARSET Font.Color = clWindowText Font.Height = -11 Font.Name = 'Tahoma' Font.Style = [] OldCreateOrder = False PixelsPerInch = 96 TextHeight = 13 object Memo1: TMemo Left = 16 Top = 8 Width = 209 Height = 175 Lines.Strings = ( '4xlt columbia thunder storm jacket' '5 things about thunder storms' 'a thunder storm with a lot of thunder ' 'and lighting sccreensaver' 'a thunder storm with a lot of thunder ' 'and lighting screensaver with no nag ' 'screens' 'all about thunder storms' 'all about thunderstorms for kids' 'amazing tornado videos and ' 'thunderstorm videos' 'are thunder storms louder in ohio?' 'bad thunder storms' 'bathing in thunder storm' 'best thunderstorm pictures' 'cartoon thunder storms' 'celtic thunder storm' 'central valley thunder storm' 'chicago thunderstorm pictures' 'cool thunderstorm pictures' 'current thunderstorm warnings' 'does thunder storms in december mean ' 'snow will be coming' 'facts about thunderstorms for kids' 'facts on thunderstorms for kids' 'fedex thunderstorm video' 'florida thunderstorms facts' 'free relaxing thunderstorm music' 'free soothing thunderstorm sounds ' 'online' 'free thunderstorm mp3' 'free thunderstorm mp3 download' 'free thunderstorm mp3 downloads' 'free thunderstorm mp3s' 'free thunderstorm music' 'free thunderstorm pictures' 'free thunderstorm sound effects' 'free thunderstorm sounds' 'free thunderstorm sounds cd' 'free thunderstorm sounds mp3' 'free thunderstorm sounds online' 'free thunderstorm soundscape' 'free thunderstorm video' 'free thunderstorm video download' 'free thunderstorm videos' 'god of storm and thunder' 'horses storm thunder rain' 'how do thunder storms form' 'how far away is a thunder storm' 'how long do thunder storms last' 'ice cube in a thunder storm' 'indoor thunderstorm safety tips' 'information about thunderstorms for kids' 'interesting thunderstorm facts' 'is it dangerous to shower during thunder ' 'storm' 'is there frequently thunder during snow ' 'storms' 'isolated thunderstorms' 'it'#39's just a thunder storm baby there is ' 'nothing you should fear lyrics' 'lightning & thunder storm safety' 'lightning and thunderstorm facts' 'lightning and thunderstorms facts' 'lightning and thunderstorms for kids' 'listen to thunderstorm sounds online' 'mississauga thunder storm' 'nature sounds free mp3 thunder storm' 'only about thunderstorms facts' 'original storm deep thunderstick' 'phone use during thunder storms' 'pictures of thunderstorms' 'pocono thunder storm' 'posters of thunder storms' 'power rangers ninja storm' 'power rangers thunder storm' 'power rangers thunder storm cast' 'power rangers thunder storm games' 'power rangers thunder storm morphers' 'power rangers thunder storm part 1' 'power rangers thunder storm part 2' 'power rangers thunderstorm' 'power rangers thunderstorm cannon' 'power rangers thunderstorm deluxe ' 'megazord' 'power rangers thunderstorm games' 'power rangers thunderstorm megazord' 'power rangers thunderstorm part 2' 'power rangers thunderstorm pictures' 'power rnager ninja storm thunder staff' 'powerful thunder and lightning storms' 'precambrian thunder storms' 'rain thunderstorm mp3' 'rain thunderstorm pictures' 'relaxing thunderstorm music' 'reminds me of ohio river thunder lighten ' 'storms' 'sacramento thunder storm' 'safety tips for when your caught in a ' 'thunder storm' 'scattered thunderstorms' 'schemer puts his head in the thunder ' 'storm' 'sedative thunder storm' 'server thunder storms' 'severe supercell thunderstorm pictures' 'severe thunder storm pictures' 'severe thunder storms' 'severe thunderstorm facts' 'severe thunderstorm pictures' 'severe thunderstorm pictures hail' 'severe thunderstorm pictures in alberta' 'severe thunderstorm pictures tornado' 'severe thunderstorm safety' 'severe thunderstorm safety tips' 'severe thunderstorm videos' 'severe thunderstorm warning' 'severe thunderstorm warning los ' 'angeles' 'severe thunderstorm warning signs' 'severe thunderstorm warnings' 'severe thunderstorms' 'severe thunderstorms facts' 'shakespeare use thunder storm for ' 'cosmic disorder julius caesar' 'soothing thunderstorm sounds online' 'sound effects of severe thunder storm' 'sound of rain storm finger snapping ' 'thunder chorus' 'split thunder storm' 'storm 3d thunder power' 'storm dark thunder' 'storm dark thunder bowling ball' 'storm dark thunder bowling ball sale' 'storm dark thunder for sale' 'storm dark thunder pearl' 'storm dark thunder pearl bowling ball' 'storm dark thunder review' 'storm dark thunder shirt' 'storm dark thunderball' 'storm deep thunder' 'storm deep thunder 11' 'storm deep thunder 15' 'storm deep thunder 15 lure' 'storm deep thunder 2' 'storm deep thunder lures' 'storm deep thunderstick' 'storm deep thunderstick crankbaits' 'storm deep thunderstick dts09' 'storm deep thunderstick jr' 'storm deep thunderstick lures' 'storm deep thundersticks' 'storm rolling thunder 3 ball roller' 'storm rolling thunder bowling bag' 'storm rolling thunder three ball bowling ' 'bag' 'storm shallow thunder' 'storm shallow thunder 15' 'storm thunder claw' 'storm thunder craw' 'storm watches thunder' 'storms with constant lightning and ' 'thunder non-stop' 'supercell thunder storms' 'supercell thunderstorm pictures' 'supercell thunderstorms' 'swimming pools thunder storms' 'tampa + lightning strikes + thunder ' 'storms' 'texas thunderstorm pictures' 'texas thunderstorm warnings' 'thunder and lightning storm' 'thunder and lighting storms' 'thunder and lightning storms' 'thunder bay snow storm video' 'thunder storm' 'thunder storm and windmill' 'thunder storm cd' 'thunder storm cloud' 'thunder storm clouds' 'thunder storm dog peppermint oil' 'thunder storm in winter' 'thunder storm in winter and weather ' 'prediction' 'thunder storm lx-3 & road blaster psx ' 'download' 'thunder storm occurances' 'thunder storm photos' 'thunder storm poems' 'thunder storm safety' 'thunder storm sign' 'thunder storm sounds' 'thunder storms' 'thunder storms and deaths' 'thunder storms and ilghting' 'thunder storms and lighting' 'thunder storms cd' 'thunder storms in the arctic arctic ' 'weather' 'thunder storms in winter' 'thunder storms on you tub' 'thunder storms pics' 'thunder storms with rain' 'thunderstorm' 'thunderstorm backgrounds' 'thunderstorm capital' 'thunderstorm capital 2008 dorfman' 'thunderstorm capital in boston' 'thunderstorm capital llc' 'thunderstorm capital of canada' 'thunderstorm capital of the us' 'thunderstorm capital of the world' 'thunderstorm facts' 'thunderstorm facts for kids' 'thunderstorm facts hail' 'thunderstorm facts tornadoes' 'thunderstorm mp3' 'thunderstorm mp3 download' 'thunderstorm mp3 download free' 'thunderstorm mp3 downloads' 'thunderstorm mp3 downloads free' 'thunderstorm mp3 files' 'thunderstorm mp3 free' 'thunderstorm mp3 free download' 'thunderstorm mp3 free downloads' 'thunderstorm mp3 torrent' 'thunderstorm mp3s' 'thunderstorm music' 'thunderstorm music cd' 'thunderstorm music downloads' 'thunderstorm music free' 'thunderstorm music playlists' 'thunderstorm music rain' 'thunderstorm pics' 'thunderstorm pictures' 'thunderstorm pictures for kids' 'thunderstorm safety' 'thunderstorm safety for kids' 'thunderstorm safety precautions' 'thunderstorm safety procedures' 'thunderstorm safety rules' 'thunderstorm safety tips' 'thunderstorm safety tips for kids' 'thunderstorm safety tips shelter' 'thunderstorm safety tips trees' 'thunderstorm sound effects' 'thunderstorm sound effects cd' 'thunderstorm sound effects download' 'thunderstorm sound effects free' 'thunderstorm sound effects free ' 'download' 'thunderstorm sound effects free music ' 'feature audio' 'thunderstorm sound effects mp3' 'thunderstorm sound effects rain' 'thunderstorm sounds' 'thunderstorm sounds cd' 'thunderstorm sounds download' 'thunderstorm sounds for sleep' 'thunderstorm sounds for sleeping' 'thunderstorm sounds free' 'thunderstorm sounds free download' 'thunderstorm sounds free downloads' 'thunderstorm sounds mp3' 'thunderstorm sounds mp3 download' 'thunderstorm sounds mp3 free' 'thunderstorm sounds online' 'thunderstorm sounds online for free' 'thunderstorm sounds online free' 'thunderstorm sounds sleep' 'thunderstorm sounds streaming' 'thunderstorm sounds torrent' 'thunderstorm soundscape' 'thunderstorm soundscapes' 'thunderstorm video' 'thunderstorm video clips' 'thunderstorm video download' 'thunderstorm video downloads' 'thunderstorm videos' 'thunderstorm videos for kids' 'thunderstorm videos lightning' 'thunderstorm videos online' 'thunderstorm wallpaper' 'thunderstorm warning' 'thunderstorm warning brisbane' 'thunderstorm warning definition' 'thunderstorm warning los angeles' 'thunderstorm warning san diego' 'thunderstorm warning san mateo county' 'thunderstorm warning santa barbara' 'thunderstorm warning santa clara' 'thunderstorm warning santa clara ' 'county' 'thunderstorm warning signal' 'thunderstorm warning signs' 'thunderstorm warning vs watch' 'thunderstorm warnings' 'thunderstorm warnings and watches' 'thunderstorm warnings for nj' 'thunderstorm warnings qld' 'thunderstorms' 'thunderstorms facts' 'thunderstorms facts for kids' 'thunderstorms for kids' 'tornados and thunder storms animated' 'understanding thunderstorms for kids' 'watch thunderstorm videos' 'weather underground forecast ' 'thunderstorms' 'what causes thunder storms' 'what is a thunder storm' 'where d thunder storms occur') TabOrder = 0 end object Memo2: TMemo Left = 240 Top = 8 Width = 265 Height = 129 Lines.Strings = ( 'Memo2') TabOrder = 1 end object Button1: TButton Left = 384 Top = 184 Width = 75 Height = 25 Caption = 'Button1' TabOrder = 2 OnClick = Button1Click end end

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  • MySQL InnoDB Corruption after power outage, possible to recover?

    - by Tim Hackett
    Hey Guys, I recently started trying to get Redmine up and running after a power outage that seems to have corrupted our InnoDB database in MySQL. Redmine had an extensive set of documentation that I would like to get even if redmine isn't able to run. The service fails on startup. I have tried inserting innodb_force_recovery = 4 per the documentation from the url in the error log. (also tried 1 thru 6 as I have backed up all directories after the corruption) I have verified through "mysqld-nt --print-defaults" that it is starting with the recovery option in the params. The machine is running Windows Server 2003 SP2, Xeon E5335 with 2GB RAM, MySQL is not mirrored to another machine, nor is the machine a mirror. I do not have any backups because the previous person did not set them up. Here is the error log: InnoDB: The log sequence number in ibdata files does not match InnoDB: the log sequence number in the ib_logfiles! 100308 14:50:01 InnoDB: Database was not shut down normally! InnoDB: Starting crash recovery. InnoDB: Reading tablespace information from the .ibd files... InnoDB: Restoring possible half-written data pages from the doublewrite InnoDB: buffer... 100308 14:50:02 InnoDB: Error: page 7 log sequence number 0 935521175 InnoDB: is in the future! Current system log sequence number 0 933419020. InnoDB: Your database may be corrupt or you may have copied the InnoDB InnoDB: tablespace but not the InnoDB log files. See InnoDB: http://dev.mysql.com/doc/refman/5.0/en/forcing-recovery.html InnoDB: for more information. 100308 14:50:02 InnoDB: Error: page 2 log sequence number 0 935517607 InnoDB: is in the future! Current system log sequence number 0 933419020. InnoDB: Your database may be corrupt or you may have copied the InnoDB InnoDB: tablespace but not the InnoDB log files. See InnoDB: http://dev.mysql.com/doc/refman/5.0/en/forcing-recovery.html InnoDB: for more information. 100308 14:50:02 InnoDB: Error: page 11 log sequence number 0 935517607 InnoDB: is in the future! Current system log sequence number 0 933419020. InnoDB: Your database may be corrupt or you may have copied the InnoDB InnoDB: tablespace but not the InnoDB log files. See InnoDB: http://dev.mysql.com/doc/refman/5.0/en/forcing-recovery.html InnoDB: for more information. 100308 14:50:02 InnoDB: Error: page 5 log sequence number 0 972973045 InnoDB: is in the future! Current system log sequence number 0 933419020. InnoDB: Your database may be corrupt or you may have copied the InnoDB InnoDB: tablespace but not the InnoDB log files. See InnoDB: http://dev.mysql.com/doc/refman/5.0/en/forcing-recovery.html InnoDB: for more information. 100308 14:50:02 InnoDB: Error: page 6 log sequence number 0 972984051 InnoDB: is in the future! Current system log sequence number 0 933419020. InnoDB: Your database may be corrupt or you may have copied the InnoDB InnoDB: tablespace but not the InnoDB log files. See InnoDB: http://dev.mysql.com/doc/refman/5.0/en/forcing-recovery.html InnoDB: for more information. 100308 14:50:02 InnoDB: Error: page 1577 log sequence number 0 972737368 InnoDB: is in the future! Current system log sequence number 0 933419020. InnoDB: Your database may be corrupt or you may have copied the InnoDB InnoDB: tablespace but not the InnoDB log files. See InnoDB: http://dev.mysql.com/doc/refman/5.0/en/forcing-recovery.html InnoDB: for more information. InnoDB: Error: trying to access page number 4294965119 in space 0, InnoDB: space name .\ibdata1, InnoDB: which is outside the tablespace bounds. InnoDB: Byte offset 0, len 16384, i/o type 10. InnoDB: If you get this error at mysqld startup, please check that InnoDB: your my.cnf matches the ibdata files that you have in the InnoDB: MySQL server. 100308 14:50:02InnoDB: Assertion failure in thread 960 in file .\fil\fil0fil.c line 3959 InnoDB: We intentionally generate a memory trap. InnoDB: Submit a detailed bug report to http://bugs.mysql.com. InnoDB: If you get repeated assertion failures or crashes, even InnoDB: immediately after the mysqld startup, there may be InnoDB: corruption in the InnoDB tablespace. Please refer to InnoDB: http://dev.mysql.com/doc/refman/5.0/en/forcing-recovery.html InnoDB: about forcing recovery. 100308 14:50:02 [ERROR] mysqld-nt: Got signal 11. Aborting! 100308 14:50:02 [ERROR] Aborting 100308 14:50:02 [Note] mysqld-nt: Shutdown complete

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

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

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  • Projected Results

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

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  • How do you raise a Java BigInteger to the power of a BigInteger without doing modular arithmetic?

    - by angstrom91
    I'm doing some large integer computing, and I need to raise a BigInteger to the power of another BigInteger. The .pow() method does what I want, but takes an int value as an argument. The .modPow method takes a BigInteger as an argument, but I do not want an answer congruent to the value I'm trying to compute. My BigInteger exponent is too large to be represented as an int, can someone suggest a way to work around this limitation?

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  • Delivering SOA Governance with EAMS and Oracle Enterprise Repository by Link Consulting Team

    - by JuergenKress
    In the last 12 years Link Consulting has been making its presence in specific areas such as Governance and Architecture, both in terms of practices and methodologies, products, know-how and technological expertise. The Enterprise Architecture Management System - Oracle Enterprise Edition (EAMS - OER Edition) is the result of this experience and combines the architecture management solution with OER in order to deliver a product specialized for SOA Governance that gathers the better of two worlds in solution that enables SOA Governance projects, initiatives and programs. Enterprise Architecture Management System Enterprise Architecture Management System (EAMS), is an automation based solution that enables the efficient management of Enterprise Architectures. The solution uses configured enterprise repositories and takes advantages of its features to provide automation capabilities to the users. EAMS provides capabilities to create/customize/analyze repository data, architectural blueprints, reports and analytic charts. Oracle Enterprise Repository Oracle Enterprise Repository (OER) is one of the major and central elements of the Oracle SOA Governance solution. Oracle Enterprise Repository provides the tools to manage and govern the metadata for any type of software asset, from business processes and services to patterns, frameworks, applications, components, and models. OER maps the relationships and inter-dependencies that connect those assets to improve impact analysis, promote and optimize their reuse, and measure their impact on the bottom line. It provides the visibility, feedback, controls, and analytics to keep your SOA on track to deliver business value. The intense focus on automation helps to overcome barriers to SOA adoption and streamline governance throughout the lifecycle. Core capabilities of the OER include: Asset Management Asset Lifecycle Management Usage Tracking Service Discovery Version Management Dependency Analysis Portfolio Management EAMS - OER Edition The solution takes the advantages and features from both products and combines them in a symbiotic tool that enhances the quality of SOA Governance Initiatives and Programs. EAMS is able to produce a vast number of outputs by combining its analytical engine, SOA-specific configurations and the assets in OER and other related tools, catalogs and repositories. The configurations encompass not only the extendable parametrization of the metadata but also fully configurable blueprints, PowerPoint reports, charts and queries. The SOA blueprints The solution comes with a set of predefined architectural representations that help the organization better perceive their SOA landscape. More blueprints can be easily created in order to accommodate the organizations needs in terms of detail, audience and metadata. Charts & Dashboards The solution encompasses a set of predefined charts and dashboards that promote a more agile way to control and explore the assets. Time Based Visualization All representations are time bound, and with EAMS - OER you can truly govern SOA with a complete view of the Past, Present and Future; The solution delivers Gap Analysis, a project oriented approach while taking into consideration the As-Was, As-Is an To-Be. Time based visualization differentiating factors: Extensive automation and maintenance of architectural representations Organization wide solution. Easy access and navigation to and between all architectural artifacts and representations. Flexible meta-model, customization and extensibility capabilities. Lifecycle management and enforcement of the time dimension over all the repository content. Profile based customization. Comprehensive visibility Architectural alignment Friendly and striking user interfaces For more information on EAMS visit us here. For more information on SOA visit us here. SOA & BPM Partner Community For regular information on Oracle SOA Suite become a member in the SOA & BPM Partner Community for registration please visit  www.oracle.com/goto/emea/soa (OPN account required) If you need support with your account please contact the Oracle Partner Business Center. Blog Twitter LinkedIn Mix Forum Technorati Tags: Link Consulting,OER,OSR,SOA Governance,SOA Community,Oracle SOA,Oracle BPM,BPM Community,OPN,Jürgen Kress

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  • How to set foreground Window from Powershell event subscriber action

    - by guillermooo
    I have a FileSystemWatcher instance running in the background of my PoSh session watching for changes to text files. A PoSh event subscriber is attached to this event and, when fired, it launches a console program by calling Start-Process. This program steals de focus from the current foreground window (my PoSh console). Calling SetForegroundWindow from the PoSh event subscriber to return the focus to my PoSh console doesn't work. SwitchToThisWindow does work most of the time, but according to the MSDN docs, it shoulnd't be used. Can I prevent Start-Process from stealing the focus in this situation or set it back from the event subscriber to the window that had it before this event is fired?

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  • DirectoryServicesCOMException when working with System.DirectoryServices.AccountManagement

    - by antik
    I'm attempting to determine whether a user is a member of a given group using System.DirectoryServices.AccountManagment. I'm doing this inside a SharePoint WebPart in SharePoint 2007 on a 64-bit system. Project targets .NET 3.5 Impersonation is enabled in the web.config. The IIS Site in question is using an IIS App Pool with a domain user configured as the identity. I am able to instantiate a PrincipalContext as such: PrincipalContext pc = new PrincipalContext(ContextType.Domain) Next, I try to grab a principal: using (PrincipalContext pc = new PrincipalContext(ContextType.Domain)) { GroupPrincipal group = GroupPrincipal.FindByIdentity(pc, "MYDOMAIN\somegroup"); // snip: exception thrown by line above. } Both the above and UserPrincipal.FindByIdentity with a user SAM throw a DirectoryServicesCOMException: "Logon failure: Unknown user name or bad password" I've tried passing in a complete SAMAccountName to either FindByIdentity (in the form of MYDOMAIN\username) or just the username with no change in behavior. I've tried executing the code with other credentials using both the HostingEnvironment.Impersonate and SPSecurity.RunWithElevatedPrivileges approaches and also experience the same result. I've also tried instantiating my context with the domain name in place: Principal Context pc = new PrincipalContext(ContextType.Domain, "MYDOMAIN"); This throws a PrincipalServerDownException: "The server could not be contacted." I'm working on a reasonably hardened server. I did not lock the system down so I am unsure exactly what has been done to it. If there are credentials I need to allocate to my pool identity's user or in the domain security policy in order for these to work, I can configure the domain accordingly. Are there any settings that would be preventing my code from running? Am I missing something in the code itself? Is this just not possible in a SharePoint web? EDIT: Given further testing, my code functions correctly when tested in a Console application targeting .NET 4.0. I targeted a different framework because I didn't have AccountManagement available to me in the console app when targeting .NET 3.5 for some reason. using (PrincipalContext pc = new PrincipalContext(ContextType.Domain)) using (UserPrincipal adUser = UserPrincipal.FindByIdentity(pc, "MYDOMAIN\joe.user")) using (GroupPrincipal adGroup = GroupPrincipal.FindByIdentity(pc, "MYDOMAIN\user group")) { if (adUser.IsMemberOf(adGroup)) { Console.WriteLine("User is a member!"); } else { Console.WriteLine("User is NOT a member."); } } What varies in my SharePoint environment that might prohibit this function from executing?

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  • PDF rendering crashes app Core Graphics

    - by Felixyz
    EDIT: The memory leaks turned out to be unrelated to the crashes. Leaks are fixed but crashes remain, still mysterious. My (iPhone) app does lots of PDF loading and rendering, some of it threaded. Sometime, it seems always after I flush a page cash after getting a memory warning, the app crashes with a bad access when trying to draw a pdf page stored in an NSData object. Here is one example trace: #0 0x3016d564 in CGPDFResourcesGetResource () #1 0x3016d58a in CGPDFResourcesGetResource () #2 0x3016d94e in CGPDFResourcesGetExtGState () #3 0x3015fac4 in CGPDFContentStreamGetExtGState () #4 0x301629a8 in op_gs () #5 0x3016df12 in handle_xname () #6 0x3016dd9e in read_objects () #7 0x3016de6c in CGPDFScannerScan () #8 0x30161e34 in CGPDFDrawingContextDraw () #9 0x3016a9dc in CGContextDrawPDFPage () But sometimes I get this instead: Program received signal: “EXC_BAD_ACCESS”. (gdb) bt #0 0x335625fa in objc_msgSend () #1 0x32c04eba in CFDictionaryGetValue () #2 0x3016d500 in get_value () #3 0x3016d5d6 in CGPDFResourcesGetFont () #4 0x3015fbb4 in CGPDFContentStreamGetFont () #5 0x30163480 in op_Tf () #6 0x3016df12 in handle_xname () #7 0x3016dd9e in read_objects () #8 0x3016de6c in CGPDFScannerScan () #9 0x30161e34 in CGPDFDrawingContextDraw () #10 0x3016a9dc in CGContextDrawPDFPage () Is this an indication that I've mistakenly deallocated an object? It's hard for me to decode what's happening here. This is how I create and retain the various objects involved: // Some data was just loaded from the network and is pointed to by "data" self.pdfData = data; _dataProviderRef = CGDataProviderCreateWithData( NULL, [_pdfData bytes], [_pdfData length], NULL ); _documentRef = CGPDFDocumentCreateWithProvider(_dataProviderRef); _pageRef = CGPDFDocumentGetPage(_documentRef, 1); CGPDFPageRetain(_pageRef); _pdfFrame = CGPDFPageGetBoxRect(_pageRef, kCGPDFArtBox); So the NSData object is retained, and I explicitly retain the page reference. The data provider and the document are already retained by the create-functions. And here is my dealloc method: -(void)dealloc { if (_pageRef) CGPDFPageRelease(_pageRef); if (_documentRef) CGPDFDocumentRelease(_documentRef); if (_dataProviderRef) CGDataProviderRelease(_dataProviderRef); self.pdfData = nil; [super dealloc]; } Am I doing anything wrong? Even an assurance that I'm not, with explanation, would be a help.

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  • -[UIImage drawInRect:] / CGContextDrawImage() not releasing memory?

    - by sohocoke
    I wanted to easily blend a UIImage on top of another background image, so wrote a category method for UIImage, adapted from http://stackoverflow.com/questions/1309757/blend-two-uiimages : - (UIImage *) blendedImageOn:(UIImage *) backgroundImage { NSAutoreleasePool* pool = [[NSAutoreleasePool alloc] init]; UIGraphicsBeginImageContext(backgroundImage.size); CGRect rect = CGRectMake(0, 0, backgroundImage.size.width, backgroundImage.size.height); [backgroundImage drawInRect:rect]; [self drawInRect:rect]; UIImage* blendedImage = UIGraphicsGetImageFromCurrentImageContext(); UIGraphicsEndImageContext(); [pool release]; return blendedImage; } Unfortunately my app that uses the above method to load around 20 images and blend them with background and gloss images (so probably around 40 calls), is being jettisoned on the device. An Instruments session revealed that calls to malloc stemming from the calls to drawInRect: are responsible for the bulk of the memory usage. I tried replacing the drawInRect: messages with equivalent function calls to the function CGContextDrawImage but it didn't help. The AutoReleasePool was added after I found the memory usage problem; it also didn't make a difference. I'm thinking this is probably because I'm not using graphics contexts appropriately. Would calling the above method in a loop be a bad idea because of the number of contexts I create? Or did I simply miss something?

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