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• I Clobbered a Leopard with a Window Last Night

  - by D'Arcy Lussier

  I’ve had my 15” Mac Book Pro for a little over a year now, and its hands-down the best laptop I’ve ever owned…hardware wise. And I tried, I really really tried, to like OSX. I even bought Parallels so I could run Windows 7 and all my development tools while still trying to live in an OSX world. But in the end, I missed Windows too much. There were just too many shortcomings with OSX that kept me from being productive. For one thing, Office for Mac is *not* Office for Windows. The applications are written by different teams, and Excel on the Mac is just different enough to be painful. The VM experience was adequate, but my MBP would heat up like crazy when running it and the experience trying to get Windows apps to interact with an OSX file system was awkward. And I found I was in the VM more than I thought I’d be. iMovie is not as easy to use for doing simple movie editing as Windows Movie Maker. There’s no free blog editing software for OSX that’s on par with Windows Live Writer. And really, all I was using OSX for was Twitter (which I can use a Windows client for) and web browsing (also something Windows can provide obviously). So I had to ask myself – why am I forcing myself to use an operating system I don’t like, on a laptop that can support Windows 7? And so I paved my MBP and am happily running Windows 7 on it…and its fantastic! All the good stuff with the hardware is still there with the goodness of Win 7. Happy happy. I did run into some snags doing this though, and that’s really what this blog post is about – things to be aware of if you want to install Win 7 directly on your MBP metal. First, Ensure You Have Your Original Mac Install Disk This was a warning my buddy Dylan, who’s been running Win 7 on his MBP for a while now, gave me early on. The reason you need that original disk is that the hardware drivers you need are all located there. Apparently you can’t easily download them, so make sure you have them ahead of time. Second, Forget BootCamp The only reason you need BootCamp is if you still want the option to boot into OSX. If you don’t, then you don’t need BootCamp. In fact, you don’t even need BootCamp to install Win 7. What you *will* need though is a DVD with Win 7 burnt on it. Apple doesn’t support bootable USB drives. Well, actually they do for Mac Book Airs which don’t come with optical drives…but to get it working you’ll need to edit a system file of BootCamp so your make of MBP is included in an XML document, and even then you *still* are using BootCamp meaning you’ll be making an OSX partition. So don’t worry about BootCamp, just burn a Windows 7 disc, put it into the DVD drive, and restart your MBP. Third, Know The Secret Commands So after putting in the Windows 7 DVD and restarting your MBP, you’ll want to hold down the ‘C’ key during boot up. This tells the MBP that it should boot from the DVD drive instead of the hard drive. Interestingly, it appears you don’t have to do this if its the Mac OSX install disc (more on that in a second), but regardless – hold down C and Windows will start the install process. Next up is the partition process. You’ll notice that there’s a partition called ETI or something like that. This has to do with the drive format that Apple uses and how they partition their system drives. What I did – I blew it away! At first I didn’t, but I was told I couldn’t install Windows on the remaining space due to the different drive format. Blowing away the ETI partition (and all other partitions) allowed me to continue the Windows install. *REMEMBER –  No warranty is provided or implied, just telling you what I did and how I got it to work. Ok, so now Windows is installed and I’m rebooting. Everything looks good, but I need drivers! So I put in the OSX install DVD and run the BootCamp assistant which installs all the Windows drivers I need. Fantastic! Oh, I need to restart – no problem. OH NO, PROBLEM! I left the OSX install DVD in the drive and now the MBP wants to boot from the drive and install OSX! I’m not holding down the C key, what the heck?! Ok, well there must be a way to eject this disk…hmm…no physical button on the side…the eject button doesn’t seem to work on the keyboard…no little pin hole to insert something to force the disc out…well what the…?! It turns out, if you want to eject a disc at boot up, you need (and I kid you not) to plug a mouse into the laptop and hold down the right-click button while its booting. This ejected the disc for me. Seriously. Finally, Things You Should Be Aware Of Once you have Windows up and running there’s a few things you need to be aware of, mainly new keyboard shortcuts. For instance, on the Mac keyboard there is no Home, End, PageUp or PageDown. There’s also no obvious way to do something like select large amounts of text (like you would by holding Shift-Home at the end of a line of text for instance). So here’s some shortcuts you need to know: Home – fn + left arrow End – fn + right arrow Select a line of text as you would with the Home key – Shift + fn + left arrow Select a line of text as you would with the End key – Shift + fn + right arrow Page Up – fn + up arrow Page Down – fn + down arrow Also, you’ll notice that the awesome Mac track pad doesn’t respond to taps as clicks. No fear, this is just a setting that needs to be altered in the BootCamp control panel (that controls the Mac Hardware-specific settings within Windows, you can access it easily from the system tray icon) One other thing, battery life seems a bit lower than with OSX, but then again I’m also doing more than Twitter or web browsing on this thing now. Conclusion My laptop runs awesome now that I have Windows 7 on there. It’s obviously up to individual taste, but for me I just didn’t see benefits to living in an OSX world when everything I needed lived in Windows. And also, I finally am back to an operating system that doesn’t require me to eject a USB drive before physically removing it! It’s 2012 folks, how has this not been fixed?! D

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• How to Control Screen Layouts in LightSwitch

  - by ChrisD

  Visual Studio LightSwitch has a bunch of screen templates that you can use to quickly generate screens. They give you good starting points that you can customize further. When you add a new screen to your project you see a set of screen templates that you can choose from. These templates lay out all the related data you choose to put on a screen automatically for you. And don’t under estimate them; they do a great job of laying out controls in a smart way. For instance, a tab control will be used when you select more than one related set of data to display on a screen. However, you’re not limited to taking the layout as is. In fact, the screen designer is pretty flexible and allows you to create stacks of controls in a variety of configurations. You just need to visualize your screen as a series of containers that you can lay out in rows and columns. You then place controls or stacks of controls into these areas to align the screen exactly how you want. If you’re new in Visual Studio LightSwitch, you can see this tutorial. OK, Let’s start with a simple example. I have already designed my data entities for a simple order tracking system similar to the Northwind database. I also have added a Search Data  Screen to search my Products already. Now I will add a new Details Screen for my Products and make it the default screen via the “Add New Screen” dialog: The screen designer picks a simple layout for me based on the single entity I chose, in this case Product. Hit F5 to run the application, select a Product on the search screen to open the Product Details Screen. Notice that it’s pretty simple because my entity is simple. Click the “Customize” button in the top right of the screen so we can start tweaking it. The left side of the screen shows the containership of controls and data bindings (called the content tree) and the right side shows the live preview with data. Notice that we have a simple layout of two rows but only one row is populated (with a vertical stack of controls in this case). The bottom row is empty. You can envision the screen like this: Each container will display a group of data that you select. For instance in the above screen, the top row is set to a vertical stack control and the group of data to display is coming from Product. So when laying out screens you need to think in terms of containers of controls bound to groups of data. To change the data to which a container is bound, select the data item next to the container: You can select the “New Group” item in order to create more containers (or controls) within the current container. For instance to totally control the layout, select the Product in the top row and hit the delete key. This will delete the vertical stack and therefore all the controls on the screen. The content tree will still have two rows, but the rows are now both empty. If you want a layout of four containers (two rows and two columns) then select “New Group” for the data item and then change the vertical stack control to “Two Columns” for both of the rows as shown here: You can keep going on and on by selecting new groups and choosing between rows or columns. Here’s a layout with 8 containers, 4 rows and 2 columns: And here is a layout with 7 content areas; one row across the top of the screen and three rows with two columns below that: When you select Choose Content and select a data item like Product it will populate all the controls within the container (row or column in a vertical stack) however you have complete control on what to display within each group. You can delete fields you don’t want to display and/or change their controls. You can also change the size of controls and how they display by changing the settings in the properties window. If you are in the Screen Designer (and not the customization mode like we are here) you can also drag-drop data items from the left-hand side of the screen to the content tree. Note, however, that not all areas of the tree will allow you to drop a data item if there is a binding already set to a different set of data. For instance you can’t drop a Customer ID into the same group as a Product if they originate from different entities. To get around this, all you need to do is create a new group and content area as shown above. Let’s take a more complex example that deals with more than just product. I want to design a complex screen that displays Products and their Category, as well as all the OrderDetails for which that product is selected. This time I will create a new screen and select List and Details, select the Products screen data, and include the related OrderDetails. However I’m going to totally change the layout so that a Product grid is at the top left and below that is the selected Product detail. Below that will be the Category text fields and image in two columns below. On the right side I want the OrderDetails grid to take up the whole right side of the screen. All this can be done in customization mode while you’re debugging the application. To do this, I first deleted all the content items in the tree and then re-created the content tree as shown in the image below. I also set the image to be larger and the description textbox to be 5 rows using the property window below the live preview. I added the green lines to indicate the containers and show how it maps to the content tree (click to enlarge): I hope this demystifies the screen designer a little bit. Remember that screen templates are excellent starting points – you can take them as-is or customize them further. It takes a little fooling around with customizing screens to get them to do exactly what you want but there are a ton of possibilities once you get the hang of it. Stay tuned for more information on how to create your own screen templates that show up in the “Add New Screen” dialog. Enjoy! The tutorial that might be interested: Adding Custom Control In LightSwitch

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• Webcast Q&A: ING on How to Scale Role Management and Compliance

  - by Tanu Sood

  Thanks to all who attended the live webcast we hosted on ING: Scaling Role Management and Access Certifications to Thousands of Applications on Wed, April 11th. Those of you who couldn’t join us, the webcast replay is now available. Many thanks to our guest speaker, Mark Robison, Enterprise Architect at ING for walking us through ING’s drivers and rationale for the platform approach, the phased implementation strategy, results & metrics, roadmap and recommendations. We greatly appreciate the insight he shared with us all on the deployment synergies between Oracle Identity Manager (OIM) and Oracle Identity Analytics (OIA) to enforce streamlined user and role management and scalable compliance. Mark was also kind enough to walk us through specific solutions features that helped ING manage the problem of role explosion and implement closed loop remediation. Our host speaker, Neil Gandhi, Principal Product Manager, Oracle rounded off the presentation by discussing common use cases and deployment scenarios we see organizations implement to automate user/identity administration and enforce closed-loop scalable compliance. Neil also called out the specific features in Oracle Identity Analytics 11gR1 that cater to expediting and streamlining compliance processes such as access certifications. While we tackled a few questions during the webcast, we have captured the responses to those that we weren’t able to get to here; our sincere thanks to Mark Robison for taking the time to respond to questions specific to ING’s implementation and strategy. Q. Did you include business friendly entitlment descriptions, or is the business seeing application descriptors A. We include very business friendly descriptions.  The OIA tool has the facility to allow this. Q. When doing attestation on job change, who is in the workflow to review and confirm that the employee should continue to have access? Is that a best practice?   A. The new and old manager  are in the workflow.  The tool can check for any Separation of Duties (SOD) violations with both having similiar accesses.  It may not be a best practice, but it is a reality of doing your old and new job for a transition period on a transfer. Q. What versions of OIM and OIA are being used at ING?   A. OIM 11gR1 and OIA 11gR1; the very latest versions available. Q. Are you using an entitlements / role catalog?   A. Yes. We use both roles and entitlements. Q. What specific unexpected benefits did the Identity Warehouse provide ING?   A. The most unanticipated was to help Legal Hold identify user ID's in the various applications.   Other benefits included providing a one stop shop for all aggregated ID information. Q. How fine grained are your application and entitlements? Did OIA, OIM support that level of granularity?   A. We have some very fine grained entitlements, but we role this up into approved Roles to allow for easier management.   For managing very fine grained entitlements, Oracle offers the Oracle Entitlement Server.  We currently do not own this software but are considering it. Q. Do you allow any individual access or is everything truly role based?   A. We are a hybrid environment with roles and individual positive and negative entitlements Q. Did you use an Agile methodology like scrum to deliver functionality during your project? A. We started with waterfall, but used an agile approach to provide benefits after the initial implementation Q. How did you handle rolling out the standard ID format to existing users? A. We just used the standard IDs for new users.  We have not taken on a project to address the existing nonstandard IDs. Q. To avoid role explosion, how do you deal with apps that require more than a couple of entitlement TYPES? For example, an app may have different levels of access and it may need to know the user's country/state to associate them with particular customers.   A. We focus on the functional user and craft the role around their daily job requirements.  The role captures the required application entitlements.  To keep role explosion down, we use role mining in OIA and also meet and interview the business.  It is an iterative process to get role consensus. Q. Great presentation! How many rounds of Certifications has ING performed so far?  A. Around 7 quarters and constant certifications on transfer. Q. Did you have executive support from the top down   A. Yes  The executive support was key to our success. Q. For your cloud instance are you using OIA or OIM as SaaS?  A. No.  We are just provisioning and deprovisioning to various Cloud providers.  (Service Now is an example) Q. How do you ensure a role owner does not get more priviliges as are intended and thus violates another role, e,g, a DBA Roles should not get tor rigt to run somethings as root, as this would affect the root role? A. We have SOD  checks.  Also all Roles are initially approved by external audit and the role owners have to certify the roles and any changes Q. What is your ratio of employees to roles?   A. We are still in process going through our various lines of business, so I do not have a final ratio.  From what we have seen, the ratio varies greatly depending on the Line of Business and the diversity of Job Functions.  For standardized lines of business such as call centers, the ratio is very good where we can have a single role that covers many employees.  For specialized lines of business like treasury, it can be one or two people per role. Q. Is ING using Oracle On Demand service ?   A. No Q. Do you have to implement or migrate to OIM in order to get the Identity Warehouse, or can OIA provide the identity warehouse as well if you haven't reached OIM yet? A. No, OIM deployment is not required to implement OIA’s Identity Warehouse but as you heard during the webcast, there are tremendous deployment synergies in deploying both OIA and OIM together. Q. When is the Security Governor product coming out? A. Oracle Security Governor for Healthcare is available today. Hope you enjoyed the webcast and we look forward to having you join us for the next webcast in the Customers Talk: Identity as a Platform webcast series: Toyota: Putting Customers First – Identity Platform as a Business Enabler Wednesday, May 16th at 10 am PST/ 1 pm EST Register Today You can also register for a live event at a city near you where Aberdeen’s Derek Brink will discuss the survey results from the recently published report “Analyzing Platform vs. Point Solution Approach in Identity”. And, you can do a quick (& free)  online assessment of your identity programs by benchmarking it against the 160 organizations surveyed  in the Aberdeen report, compliments of Oracle. Here’s the slide deck from our ING webcast: ING webcast platform View more presentations from OracleIDM

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• Tykie

  - by Brian

  Here’s the obituary my mother wrote for Tykie, I still miss the little guy quite a bit. Anyone who’s interested in further information on hearing dogs should check out the IHDI website. I cannot begin to express how helpful a hearing dog can be for the hearing impaired. If you feel so inclined, please make a donation. In Memoriam, Tykie 1993-2010 The American Legion Post 401, South Wichita, KS, supported one of its members and commander by sponsoring a service dog for him. Unlike most service dogs this one was for the hearing impaired. Both Ocie and Betty Sims had hearing loss – Ocie more than Betty. The Post and Auxilliary had garage sales, auctions and other fund-raising endeavors to get donations for the dog. Betty made Teddy bears with growlers that were auctioned for donations to bring a hearing dog from International Hearing Dog, Henderson, Colorado. Tykie, a small wiry, salt and pepper terrier, arrived September 1, 1994 to begin his work that included attending Post 401 meetings and celebrations as well as raising more money to be donated to IHD to help others have hearing dogs. Tykie was a young dog less than a year old when he came to Wichita. He was always anxious to please and seldom barked, though he did put out a kind of cry when he was giving his urgent announcement that someone was at the door or the telephone was ringing. He also enjoyed chasing squirrels in the backyard garden that Ocie prized. In 1995, Betty almost died of a lung infection. Tykie was at the hospital with Ocie when he could visit. Several weeks after she was able to come home after a miraculous recovery, Tykie and Ocie went to a car show in downtown Wichita. Ocie’s retina tore loose in the only eye he could see out of and he almost blind was in great pain. How Ocie and Tykie got home is still a mystery, but the family legend goes that Tykie added seeing eye dog to his repertoire and helped drive him home. Health problems continued for Ocie and when he was placed in a nursing home, Tykie was moved to be Betty’s hearing dog. No problem for Tykie, he still saw his friends at the post and continued to help with visitors at the door. The night of May 3, 1999, Betty and Tykie were in the bedroom watching TV when Tykie began hitting her with both front paws as he would if something were urgent. She said later she thought he wanted to go out. As she and the dog walked down the hall towards the back of the house, Tykie hit her again with his front paws with such urgency that she fell into a small coat closet. That small 2-by-2 closet became their refuge as that very second the roof of her house went off as the f4 tornado raced through the city. Betty acquired one small wound on her hand from a piece of flying glass as she pulled Tykie into the closet with her. Tykie was a hero that day and a lot of days after. He kept Betty going as she rebuilt her home and after her husband died April 15, 2000. Tykie had to be cared for so she had to take him outside and bring him inside. He attended weddings of grandchildren and funerals of Post friends. When Betty died February 17, 2002 Tykie’s life changed again. IHD gave approval for his transfer and retirement to Betty and Ocie’s grandson, Brian Laird, who has a similar hearing loss to his grandfather. A few days after the funeral Tykie flew to his new home in Rutherford, NJ where he was able to take long walks for a couple of years before moving back to the Kansas City area. He was still full of adventure. He was written up in a book about service dogs and his story of the tornado and his picture appeared. He spent weekends at Brian’s mother’s farm to get muddy and be afraid of cats and chickens. He also took on an odyssey as he slipped from his fenced yard in Lenexa one day and walked more than seven miles in Overland Park traffic before being found by a good Samaritan who called IHD to find out where he belonged. Tykie was deaf for about the last two years of his long life and became blind as well, but he continued to strive to please. Tykie was 16 years and 4 months when he was cremated. His ashes were scattered on the graves of Betty and Ocie Sims at Greenwood Cemetery west of Wichita on the afternoon of March 21, 2010, with about a dozen family and Post 401 members. It is still the rule. Service dogs are the only dogs allowed inside the Post home. Submitted by Linda Laird, daughter of Betty and Ocie and mother of Brian Laird.

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• SSAS Compare: an intern’s journey

  - by Red Gate Software BI Tools Team

  About a month ago, David mentioned an intern working in the BI Tools Team. That intern happens to be me! In five weeks’ time, I’ll start my second year of Computer Science at the University of Cambridge and be a full-time student again, but for the past eight weeks, I’ve been living a completely different life. As Jon mentioned before, the teams here at Red Gate are small and everyone (including the interns!) is responsible for the product as a whole. I’ve attended planning sessions, UX tests, daily meetings, and everything else a full-time member of the team would; I had as much say in where we would go next with the product as anyone; I was able to see that what I was doing was an important part of the product from the feedback we got in the UX tests. All these things almost made me forget that this is just an internship and not my full-time job. First steps at Red Gate Being based in Cambridge, Red Gate has many Cambridge university graduates working for them. They also hire some Cambridge undergraduates for internships each summer. With its popularity with university graduates and its great working environment, Red Gate has managed to build up a great reputation. When I thought of doing an internship here in Cambridge, Red Gate just seemed to be the obvious choice for my first real work experience. On my first day at Red Gate, David, the lead developer for SSAS Compare, helped me settle in and explained what I’d be doing. My task was to improve the user experience of displaying differences between MDX scripts by syntax highlighting, script formatting, and improving the difference identification in the first place. David suggested how I should approach the problem, but left all the details and design decisions to me. That was when I realised how much independence and responsibility I’d have. What I’ve done If you launch the latest version of SSAS Compare and drill down to an MDX script difference, you can see the changes that have been made. In earlier versions, you could only see the scripts in plain text on both sides — either in black or grey, depending on whether they were the same or not. However, you couldn’t see exactly where the scripts were different, which was especially annoying when the two scripts were large – as they often are. Furthermore, if parts of the two scripts were formatted differently, they seemed to be different but were actually the same, which caused even more confusion and made it difficult to see where the differences were. All these issues have been fixed now. The two scripts are automatically formatted by the tool so that if two things are syntactically equivalent, they look the same – including case differences in keywords! The actual difference is highlighted in grey, which makes them easy to spot. The difference identification has been improved as well, so two scripts aren’t identified as different if there’s just a difference in meaningless whitespace characters, or when you have “select” on one side and “SELECT” on the other. We also have syntax highlighting, which makes it easier to read the scripts. How I did it In order to do the formatting properly, we decided to parse the MDX scripts. After some investigation into parser builders, I decided to go with the GOLD Parser builder and the bsn-goldparser .NET engine. GOLD Parser builder provides a fairly nice GUI to write, build, and test grammar in. We also liked the idea of separating the grammar building from parsing a text. The bsn-goldparser is one of many .NET engines for GOLD, and although it doesn’t support the newest features of GOLD Parser, it has “the ability to map semantic action classes to terminals or reduction rules, so that a completely functional semantic AST can be created directly without intermediate token AST representation, and without the need for glue code.” That makes it much easier for us to change the implementation in our program when we change the grammar. As bsn-goldparser is open source, and I wanted some more features in it, I contributed two new features which have now been merged to the project. Unfortunately, there wasn’t an MDX grammar written for GOLD already, so I had to write it myself. I was referencing MSDN to get the formal grammar specification, but the specification was all over the place, so it wasn’t that easy to implement and find. We’re aware that we don’t yet fully support all valid MDX, so sometimes you’ll just see the MDX script difference displayed the old way. In that case, there is some grammar construct we don’t yet recognise. If you come across something SSAS Compare doesn’t recognise, we’d love to hear about it so we can add it to our grammar. When some MDX script gets parsed, a tree is produced. That tree can then be processed into a list of inlines which deal with the correct formatting and can be outputted to the screen. Doing all this has led me to many new technologies and projects I haven’t worked with before. This was my first experience with C# and Visual Studio, although I have done things in Java before. I have learnt how to unit test with NUnit, how to do dependency injection with Ninject, how to source-control code with SVN and Mercurial, how to build with TeamCity, how to use GOLD, and many other things. What’s coming next Sadly, my internship comes to an end this week, so there will be less development on MDX difference view for a while. But the team is going to work on marking the differences better and making it consistent with difference indication in the top part of comparison window, and will keep adding support for more MDX grammar so you can see the differences easily in every comparison you make. So long! And maybe I’ll see you next summer!

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• 2010 Collaboration Summit Impressions

  - by Elena Zannoni

  It's a bit late, but there you have it anyway. April 14 to 16 I attended the Linux Foundation Collaboration Summit in SFO. I was running two tracks, one on tracing and one on tools. You can see the tracks and the slides here: http://events.linuxfoundation.org/events/collaboration-summit/slides I was pretty busy both days, Thursday with a whole day tracing track, Friday with a half day toolchain track. The sessions were well attended, the rooms were full, with people spilling in the hallways. Some new things were presented, like Kernelshark, by Steve Rostedt, a GUI (yes, believe it or not, a GUI) written in GTK. It is very nice, showing a timeline for traced kernel events, and you can zoom in and filter at will. It works on the latest kernels, and it requires some new things/fixes in GTK. I don't recall exactly what version of GTK though. Dominique Toupin from Ericsson presented something about user requirements for tracing. Mostly though about who's who in the embedded world, and eclipse. Masami and Mathieu presented an update on their work. See their slides. The interesting thing to me was of course the new version of uprobes w/o underlying utrace presented by Jim Keniston. At the end of the session we had a discussion about the future of utrace. Roland wasn't there, butTom Tromey (also from RedHat) collected the feedback. Basically we are at a standstill now that utrace has been rejected yet again. There wasn't much advise that anybody could give, except jokingly, we decided that the only way in is to make it a part of perf events. There needs to be another refactoring, but most of all, this "killer app" that would be enabled because of utrace hasn't materialized yet. We think that having a good debugging story on Linux is enough of a killer app, for instance allowing multiple tracers, and not relying on SIGCHLD etc. I think this wasn't completely clear to the kernel community. Trying to achieve debugging via a gdb stub inside the kernel interfacing to utrace and that is controlled via the gdb remote protocol also lost its appeal (thankfully, since the gdb remote protocol is archaic). Somebody would have to be creative in how to submit utrace. It doesn't have to be called utrace (it was really a random choice, for lack of a letter that was not already used in front of the word "trace"). So basically, I think the ideas behind utrace are sound, and the necessity of a new interface is acknowledged. But I believe the integration/submission process with the kernel folks has to restart from scratch, clean slate. We'll see. There are many conferences and meetings coming up in the near future where things can be discussed further. On the second day, Friday, we had the tools talks. It was interesting to observe the more "kernel" oriented people's behavior towards the gcc etc community. The first talk was by Mark Mitchell, about Gcc and its new plugin architecture. After that, Paolo talked about the new C++1x standard, which will be finalized in 2011. Many features are already implemented in the libstdc++ library and gcc and usable today. We had a few minutes (really, the half day track was quite short) where Bradley Kuhn from the Software Freedom Law Center explained the GPLv3 exception for gcc (due to the new gcc plugin architecture and the availability of the intermediate results from the compilation, which is a new thing). I will not try to explain, but basically you cannot take the result of the preprocessing and then use that in your own proprietary compiler. After, we had a talk by Ian Taylor about the new Gold linker. One good thing in that area is that they are trying to make gold the new default linker (for instance Fedora will use gold as the distro linker). However gold is very different from binutils' old linker. It doesn't use a linker script, for instance. The kernel has been linked with gold many times as an exercise (the ground work was done by Kris Van Hees), but this needs to be constantly tested/monitored because the kernel linker script is very complex, and uses esoteric features (Wenji is now monitoring that each kernel RC can be built with gold). It was positive that people are now aware of gold and the need for it to be ported to more architectures. It seems that the porting is very easy, with little arch dependent code. Finally Tom Tromey presented about gdb and the archer project. Archer is a development branch of gdb mostly done by RedHat, where they are focusing on better c++ printing, c++ expression parsing, and plugins. The archer work is merged regularly in the gdb mainline. In general it was a good conference. I did miss most of the first day, because that's when I flew in. But I caught a couple of talks. Nothing earth shattering, except for Google giving each person registered a free Android phone. Yey.

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• Seven Worlds will collide…. High Availability BI is not such a Distant Sun.

  - by Testas

  Over the last 5 years I have observed Microsoft persevere with the notion of Self Service BI over a series of conferences as far back as SQLBits V in Newport. The release of SQL Server 2012, improvements in Excel and the integration with SharePoint 2010 is making this a reality. Business users are now empowered to create their own BI reports through a number of different technologies such as PowerPivot, PowerView and Report Builder. This opens up a whole new way of working; improving staff productivity, promoting efficient decision making and delivering timely business reports. There is, however; a serious question to answer. What happens should any of these applications become unavailable? More to the point, how would the business react should key business users be unable to fulfil reporting requests for key management meetings when they require it?  While the introduction of self-service BI will provide instant access to the creation of management information reports, it will also cause instant support calls should the access to the data become unavailable. These are questions that are often overlooked when a business evaluates the need for self-service BI. But as I have written in other blog posts, the thirst for information is unquenchable once the business users have access to the data. When they are unable to access the information, you will be the first to know about it and will be expected to have a resolution to the downtime as soon as possible. The world of self-service BI is pushing reporting and analytical databases to the tier 1 application level for some of Coeo’s customers. A level that is traditionally associated with mission critical OLTP environments. There is recognition that by making BI readily available to the business user, provisions also need to be made to ensure that the solution is highly available so that there is minimal disruption to the business. This is where High Availability BI infrastructures provide a solution. As there is a convergence of technologies to support a self-service BI culture, there is also a convergence of technologies that need to be understood in order to provide the high availability architecture required to support the self-service BI infrastructure. While you may not be the individual that implements these components, understanding the concepts behind these components will empower you to have meaningful discussions with the right people should you put this infrastructure in place. There are 7 worlds that you will have to understand to successfully implement a highly available BI infrastructure   1.       Server/Virtualised server hardware/software 2.       DNS 3.       Network Load Balancing 4.       Active Directory 5.       Kerberos 6.       SharePoint 7.       SQL Server I have found myself over the last 6 months reaching out to knowledge that I learnt years ago when I studied for the Windows 2000 and 2003 (MCSE) Microsoft Certified System Engineer. (To the point that I am resuming my studies for the Windows Server 2008 equivalent to be up to date with newer technologies) This knowledge has proved very useful in the numerous engagements I have undertaken since being at Coeo, particularly when dealing with High Availability Infrastructures. As a result of running my session at SQLBits X and SQL Saturday in Dublin, the feedback I have received has been that many individuals desire to understand more of the concepts behind the first 6 “worlds” in the list above. Over the coming weeks, a series of blog posts will be put on this site to help understand the key concepts of each area as it pertains to a High Availability BI Infrastructure. Each post will not provide exhaustive coverage of the topic. For example DNS can be a book in its own right when you consider that there are so many different configuration options with Forward Lookup, Reverse Lookups, AD Integrated Zones and DNA forwarders to name some examples. What I want to do is share the pertinent points as it pertains to the BI infrastructure that you build so that you are equipped with the knowledge to have the right discussion when planning this infrastructure. Next, we will focus on the server infrastructure that will be required to support the High Availability BI Infrastructure, from both a physical box and virtualised perspective. Thanks   Chris

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• Spolskism or Twitterism: A Doctor writes...

  - by Phil Factor

  "I never realized I had a problem. I just 'twittered' because it was a social thing to do. All my mates were doing it. It made me feel good to have 'followers'; it bolstered my self-esteem. Of course, you don't think of the long-term effects on your work and on the way you think. There's no denying that it impairs your judgment…" Yes, this story is typical. Hundreds of people are waking up to the long term effects of twittering, and seeking help. Dave, who wishes to remain anonymous, told our reporter… "I started using Twitter at work. Just a few minutes now and then, throughout the day. A lot of my colleagues were doing it and I thought 'Well, that's cool; it must be part of what I should be doing at work'. Soon, I was avidly reading every twitter that came my way, and counting the minutes between my own twitters. I tried to kid myself that it was all about professional development and getting other people to help you with work-related problems, but in truth I had become addicted to the buzz of the social network. The worse thing was that it made me seem busy even when I was really just frittering my time away. Inevitably, I started to get behind with my real work." Experts have identified the syndrome and given it a name: 'Twitterism', sometimes referred to as 'Spolskism', after the person who first drew attention to the pernicious damage to well-being that the practice caused, and who had the courage to take the pledge of rejecting it. According to one expert… "The occasional Twitter does little harm to the participant, and can be an adaptive way of dealing with stress. Unfortunately, it rarely stops there. The addictive qualities of the practice have put a strain on the caring professions who are faced with a flood of people making that first bold step to seeking help". Dave is one of those now seeking help for his addiction… "I had lost touch with reality. Even though I twittered my work colleagues constantly, I found I actually spoke to them less and less. Even when out socializing, I would frequently disengage from the conversation, in order to twitter. I stopped blogging. I stopped responding to emails; the only way to reach me was through the world of Twitter. Unfortunately, my denial about the harm that twittering was doing to me, my friends, and my work-colleagues was so strong that I truly couldn't see that I had a problem." Like other addictions, the help and support of others who are 'taking the cure' is important. There is a common bond between those who have 'been through hell and back' and are once more able to experience the joys of actually conversing and socializing, rather than the false comfort of solitary 'twittering'. Complete abstinence is essential to the cure. Most of those who risk even an occasional twitter face a headlong slide back into 'binge' twittering. Tom, another twitterer who has managed to kick the habit explains… "My twittering addiction now seems more like a bad dream. You get to work, and switch on the PC. You say to yourself, just open up the browser, just for a minute, just to see what people are saying on Twitter. The next thing you know, half the day has gone by. The worst thing is that when you're addicted, you get good at covering up the habit; I spent so much time looking at the screen and typing on the keyboard, people just assumed I was working hard.I know that I must never forget what it was like then, and what it's like now that I've kicked the habit. I now have more time for productive work and a real social life." Like many addictions, Spolskism has its most detrimental effects on family, friends and workmates, rather than the addict. So often nowadays, we hear the sad stories of Twitter-Widows; tales of long lonely evenings spent whilst their partners are engrossed in their twittering into their 'mobiles' or indulging in their solitary spolskistic habits in privacy, under cover of 'having to do work at home'. Workmates suffer too, when the addicts even take their laptops or mobiles into meetings in order to 'twitter' with their fellow obsessives, even stooping to complain to their followers how boring the meeting is. No; The best advice is to leave twittering to the birds. You know it makes sense.

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• Online Password Security Tactics

  - by BuckWoody

  Recently two more large databases were attacked and compromised, one at the popular Gawker Media sites and the other at McDonald’s. Every time this kind of thing happens (which is FAR too often) it should remind the technical professional to ensure that they secure their systems correctly. If you write software that stores passwords, it should be heavily encrypted, and not human-readable in any storage. I advocate a different store for the login and password, so that if one is compromised, the other is not. I also advocate that you set a bit flag when a user changes their password, and send out a reminder to change passwords if that bit isn’t changed every three or six months.    But this post is about the *other* side – what to do to secure your own passwords, especially those you use online, either in a cloud service or at a provider. While you’re not in control of these breaches, there are some things you can do to help protect yourself. Most of these are obvious, but they contain a few little twists that make the process easier.   Use Complex Passwords This is easily stated, and probably one of the most un-heeded piece of advice. There are three main concepts here: ·         Don’t use a dictionary-based word ·         Use mixed case ·         Use punctuation, special characters and so on   So this: password Isn’t nearly as safe as this: P@ssw03d   Of course, this only helps if the site that stores your password encrypts it. Gawker does, so theoretically if you had the second password you’re in better shape, at least, than the first. Dictionary words are quickly broken, regardless of the encryption, so the more unusual characters you use, and the farther away from the dictionary words you get, the better.   Of course, this doesn’t help, not even a little, if the site stores the passwords in clear text, or the key to their encryption is broken. In that case…   Use a Different Password at Every Site What? I have hundreds of sites! Are you kidding me? Nope – I’m not. If you use the same password at every site, when a site gets attacked, the attacker will store your name and password value for attacks at other sites. So the only safe thing to do is to use different names or passwords (or both) at each site. Of course, most sites use your e-mail as a username, so you’re kind of hosed there. So even though you have hundreds of sites you visit, you need to have at least a different password at each site.   But it’s easier than you think – if you use an algorithm.   What I’m describing is to pick a “root” password, and then modify that based on the site or purpose. That way, if the site is compromised, you can still use that root password for the other sites.   Let’s take that second password: P@ssw03d   And now you can append, prepend or intersperse that password with other characters to make it unique to the site. That way you can easily remember the root password, but make it unique to the site. For instance, perhaps you read a lot of information on Gawker – how about these:   P@ssw03dRead ReadP@ssw03d PR@esasdw03d   If you have lots of sites, tracking even this can be difficult, so I recommend you use password software such as Password Safe or some other tool to have a secure database of your passwords at each site. DO NOT store this on the web. DO NOT use an Office document (Microsoft or otherwise) that is “encrypted” – the encryption office automation packages use is very trivial, and easily broken. A quick web search for tools to do that should show you how bad a choice this is.   Change Your Password on a Schedule I know. It’s a real pain. And it doesn’t seem worth it…until your account gets hacked. A quick note here – whenever a site gets hacked (and I find out about it) I change the password at that site immediately (or quit doing business with them) and then change the root password on every site, as quickly as I can.   If you follow the tip above, it’s not as hard. Just add another number, year, month, day, something like that into the mix. It’s not unlike making a Primary Key in an RDBMS.   P@ssw03dRead10242010   Change the site, and then update your password database. I do this about once a month, on the first or last day, during staff meetings. (J)   If you have other tips, post them here. We can all learn from each other on this.

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• What Counts For a DBA: Simplicity

  - by Louis Davidson

  Too many computer processes do an apparently simple task in a bizarrely complex way. They remind me of this strip by one of my favorite artists: Rube Goldberg. In order to keep the boss from knowing one was late, a process is devised whereby the cuckoo clock kisses a live cuckoo bird, who then pulls a string, which triggers a hat flinging, which in turn lands on a rod that removes a typewriter cover…and so on. We rely on creating automated processes to keep on top of tasks. DBAs have a lot of tasks to perform: backups, performance tuning, data movement, system monitoring, and of course, avoiding being noticed.  Every day, there are many steps to perform to maintain the database infrastructure, including: checking physical structures, re-indexing tables where needed, backing up the databases, checking those backups, running the ETL, and preparing the daily reports and yes, all of these processes have to complete before you can call it a day, and probably before many others have started that same day. Some of these tasks are just naturally complicated on their own. Other tasks become complicated because the database architecture is excessively rigid, and we often discover during “production testing” that certain processes need to be changed because the written requirements barely resembled the actual customer requirements.   Then, with no time to change that rigid structure, we are forced to heap layer upon layer of code onto the problematic processes. Instead of a slight table change and a new index, we end up with 4 new ETL processes, 20 temp tables, 30 extra queries, and 1000 lines of SQL code.  Report writers then need to build reports and make magical numbers appear from those toxic data structures that are overly complex and probably filled with inconsistent data. What starts out as a collection of fairly simple tasks turns into a Goldbergian nightmare of daily processes that are likely to cause your dinner to be interrupted by the smartphone doing the vibration dance that signifies trouble at the mill. So what to do? Well, if it is at all possible, simplify the problem by either going into the code and refactoring the complex code to simple, or taking all of the processes and simplifying them into small, independent, easily-tested steps.  The former approach usually requires an agreement on changing underlying structures that requires countless mind-numbing meetings; while the latter can generally be done to any complex process without the same frustration or anger, though it will still leave you with lots of steps to complete, the ability to test each step independently will definitely increase the quality of the overall process (and with each step reporting status back, finding an actual problem within the process will be definitely less unpleasant.) We all know the principle behind simplifying a sequence of processes because we learned it in math classes in our early years of attending school, starting with elementary school. In my 4 years (ok, 9 years) of undergraduate work, I remember pretty much one thing from my many math classes that I apply daily to my career as a data architect, data programmer, and as an occasional indentured DBA: “show your work”. This process of showing your work was my first lesson in simplification. Each step in the process was in fact, far simpler than the entire process.  When you were working an equation that took both sides of 4 sheets of paper, showing your work was important because the teacher could see every step, judge it, and mark it accordingly.  So often I would make an error in the first few lines of a problem which meant that the rest of the work was actually moving me closer to a very wrong answer, no matter how correct the math was in the subsequent steps. Yet, when I got my grade back, I would sometimes be pleasantly surprised. I passed, yet missed every problem on the test. But why? While I got the fact that 1+1=2 wrong in every problem, the teacher could see that I was using the right process. In a computer process, the process is very similar. We take complex processes, show our work by storing intermediate values, and test each step independently. When a process has 100 steps, each step becomes a simple step that is tested and verified, such that there will be 100 places where data is stored, validated, and can be checked off as complete. If you get step 1 of 100 wrong, you can fix it and be confident (that if you did your job of testing the other steps better than the one you had to repair,) that the rest of the process works. If you have 100 steps, and store the state of the process exactly once, the resulting testable chunk of code will be far more complex and finding the error will require checking all 100 steps as one, and usually it would be easier to find a specific needle in a stack of similarly shaped needles.  The goal is to strive for simplicity either in the solution, or at least by simplifying every process down to as many, independent, testable, simple tasks as possible.  For the tasks that really can’t be done completely independently, minimally take those tasks and break them down into simpler steps that can be tested independently.  Like working out division problems longhand, have each step of the larger problem verified and tested.

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• What should you bring to the table as a Software Architect?

  - by Ahmad Mageed

  There have been many questions with good answers about the role of a Software Architect (SA) on StackOverflow and Programmers SE. I am trying to ask a slightly more focused question than those. The very definition of a SA is broad so for the sake of this question let's define a SA as follows: A Software Architect guides the overall design of a project, gets involved with coding efforts, conducts code reviews, and selects the technologies to be used. In other words, I am not talking about managerial rest and vest at the crest (further rhyming words elided) types of SAs. If I were to pursue any type of SA position I don't want to be away from coding. I might sacrifice some time to interface with clients and Business Analysts etc., but I am still technically involved and I'm not just aware of what's going on through meetings. With these points in mind, what should a SA bring to the table? Should they come in with a mentality of "laying down the law" (so to speak) and enforcing the usage of certain tools to fit "their way," i.e., coding guidelines, source control, patterns, UML documentation, etc.? Or should they specify initial direction and strategy then be laid back and jump in as needed to correct the ship's direction? Depending on the organization this might not work. An SA who relies on TFS to enforce everything may struggle to implement their plan at an employer that only uses StarTeam. Similarly, an SA needs to be flexible depending on the stage of the project. If it's a fresh project they have more choices, whereas they might have less for existing projects. Here are some SA stories I have experienced as a way of sharing some background in hopes that answers to my questions might also shed some light on these issues: I've worked with an SA who code reviewed literally every single line of code of the team. The SA would do this for not just our project but other projects in the organization (imagine the time spent on this). At first it was useful to enforce certain standards, but later it became crippling. FxCop was how the SA would find issues. Don't get me wrong, it was a good way to teach junior developers and force them to think of the consequences of their chosen approach, but for senior developers it was seen as somewhat draconian. One particular SA was against the use of a certain library, claiming it was slow. This forced us to write tons of code to achieve things differently while the other library would've saved us a lot of time. Fast forward to the last month of the project and the clients were complaining about performance. The only solution was to change certain functionality to use the originally ignored approach despite early warnings from the devs. By that point a lot of code was thrown out and not reusable, leading to overtime and stress. Sadly the estimates used for the project were based on the old approach which my project was forbidden from using so it wasn't an appropriate indicator for estimation. I would hear the PM say "we've done this before," when in reality they had not since we were using a new library and the devs working on it were not the same devs used on the old project. The SA who would enforce the usage of DTOs, DOs, BOs, Service layers and so on for all projects. New devs had to learn this architecture and the SA adamantly enforced usage guidelines. Exceptions to usage guidelines were made when it was absolutely difficult to follow the guidelines. The SA was grounded in their approach. Classes for DTOs and all CRUD operations were generated via CodeSmith and database schemas were another similar ball of wax. However, having used this setup everywhere, the SA was not open to new technologies such as LINQ to SQL or Entity Framework. I am not using this post as a platform for venting. There were positive and negative aspects to my experiences with the SA stories mentioned above. My questions boil down to: What should an SA bring to the table? How can they strike a balance in their decision making? Should one approach an SA job (as defined earlier) with the mentality that they must enforce certain ground rules? Anything else to consider? Thanks! I'm sure these job tasks are easily extended to people who are senior devs or technical leads, so feel free to answer at that capacity as well.

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• Becoming A Great Developer

  - by Lee Brandt

  Image via Wikipedia I’ve been doing the whole programming thing for awhile and reading and watching some of the best in the business. I have come to notice that the really great developers do a few things that (I think) makes them great. Now don’t get me wrong, I am not saying that I am one of these few. I still struggle with doing some of the things that makes one great at development. Coincidently, many of these things also make you a better person period. Believe That Guidance Is Better Than Answers This is one I have no problem with. I prefer guidance any time I am learning from another developer. Answers may get you going, but guidance will leave you stranded. At some point, you will come across a problem that can only be solved by thinking for yourself and this is where that guidance will really come in handy. You can use that guidance and extrapolate whatever technology to salve that problem (if it’s the right tool for solving that problem). The problem is, lots of developers simply want someone to tell them, “Do this, then this, then set that, and write this.” Favor thinking and learn the guidance of doing X and don’t ask someone to show you how to do X, if that makes sense. Read, Read and Read If you don’t like reading, you’re probably NOT going to make it into the Great Developer group. Great developers read books, they read magazines and they read code. Open source playgrounds like SourceForge, CodePlex and GitHub, have made it extremely easy to download code from developers you admire and see how they do stuff. Chances are, if you read their blog too, they’ll even explain WHY they did what they did (see “Guidance” above). MSDN and Code Magazine have not only code samples, but explanations of how to use certain technologies and sometimes even when NOT to use that same technology. Books are also out on just about every topic. I still favor the less technology centric books. For instance, I generally don’t buy books like, “Getting Started with Jiminy Jappets”. I look for titles like, “How To Write More Effective Code” (again, see guidance). The Addison-Wesley Signature Series is a great example of these types of books. They teach technology-agnostic concepts. Head First Design Patterns is another great guidance book. It teaches the "Gang Of Four" Design Patterns in a very easy-to-understand, picture-heavy way (I LIKE pictures). Hang Your Balls Out There Even though the advice came from a 3rd-shift Kinko’s attendant, doesn’t mean it’s not sound advice. Write some code and put it out for others to read, criticize and castigate you for. Understand that there are some real jerks out there who are absolute geniuses. Don’t be afraid to get some great advice wrapped in some really nasty language. Try to take what’s good about it and leave what’s not. I have a tough time with this myself. I don’t really have any code out there that is available for review (other than my demo code). It takes some guts to do, but in the end, there is no substitute for getting a community of developers to critique your code and give you ways to improve. Get Involved Speaking of community, the local and online user groups and discussion forums are a great place to hear about technologies and techniques you might never come across otherwise. Mostly because you might not know to look. But, once you sit down with a bunch of other developers and start discussing what you’re interested in, you may open up a whole new perspective on it. Don’t just go to the UG meetings and watch the presentations either, get out there and talk, socialize. I realize geeks weren’t meant to necessarily be social creatures, but if you’re amongst other geeks, it’s much easier. I’ve learned more in the last 3-4 years that I have been involved in the community that I did in my previous 8 years of coding without it. Socializing works, even if socialism doesn’t. Continuous Improvement Lean proponents might call this “Kaizen”, but I call it progress. We all know, especially in the technology realm, if you’re not moving ahead, you’re falling behind. It may seem like drinking from a fire hose, but step back and pick out the technologies that speak to you. The ones that may you’re little heart go pitter-patter. Concentrate on those. If you’re still overloaded, pick the best of the best. Just know that if you’re not looking at the code you wrote last week or at least last year with some embarrassment, you’re probably stagnating. That’s about all I can say about that, cause I am all out of clichés to throw at it. :0) Write Code Great painters paint, great writers write, and great developers write code. The most sure-fire way to improve your coding ability is to continue writing code. Don’t just write code that your work throws on you, pick that technology you love or are curious to know more about and walk through some blog demo examples. Take the language you use everyday and try to get it to do something crazy. Who knows, you might create the next Google search algorithm! All in all, being a great developer is about finding yourself in all this code. If it is just a job to you, you will probably never be one of the “Great Developers”, but you’re probably okay with that. If, on the other hand, you do aspire to greatness, get out there and GET it. No one’s going hand it to you.

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• In the Groove: PASS Board Year 1, Q3

  - by Denise McInerney

  It's nine months into my first year on the PASS Board and I feel like I've found my rhythm. I've accomplished one of the goals I set out for the year and have made progress on others. Here's a recap of the last few months. Anti-Harassment Policy & Process Completed In April I began work on a Code of Conduct for the PASS Summit. The Board had several good discussions and various PASS members provided feedback. You can read more about that in this blog post. Since the document was focused on issues of harassment we renamed it the "Anti-Harassment Policy " and it was approved by the Board in August. The next step was to refine the guideliness and process for enforcement of the AHP. A subcommittee worked on this and presented an update to the Board at the September meeting. You can read more about that in this post, and you can find the process document here. Global Growth Expanding PASS' reach and making the organization relevant to SQL Server communities around the world has been a focus of the Board's work in 2012. We took the Global Growth initiative out to the community for feedback, and everyone on the Board participated, via Twitter chats, Town Hall meetings, feedback forums and in-person discussions. This community participation helped shape and refine our plans. Implementing the vision for Global Growth goes across all portfolios. The Virtual Chapters are well-positioned to help the organization move forward in this area. One outcome of the Global Growth discussions with the community is the expansion of two of the VCs from country-specific to language-specific. Thanks to the leadership in Brazil & Mexico for taking the lead here. I look forward to continued success for the Portuguese- and Spanish-language Virtual Chapters. Together with the Global Chinese VC PASS is off to a good start in making the VC's truly global. Virtual Chapters The VCs continue to grow and expand. Volunteers recently rebooted the Azure and Virutalization VCs, and a new  Education VC will be launching soon. Every week VCs offer excellent free training on a variety of topics. It's the dedication of the VC leaders and volunteers that make all this possible and I thank them for it. Board meeting The Board had an in-person meeting in September in San Diego, CA.. As usual we covered a number of topics including governance changes to support Global Growth, the upcoming Summit, 2013 events and the (then) upcoming PASS election. Next Up Much of the last couple of months has been focused on preparing for the PASS Summit in Seattle Nov. 6-9. I'll be there all week;  feel free to stop me if you have a question or concern, or just to introduce yourself.  Here are some of the places you can find me: VC Leaders Meeting Tuesday 8:00 am the VC leaders will have a meeting. We'll review some of the year's highlights and talk about plans for the next year Welcome Reception The VCs will be at the Welcome Reception in the new VC Lounge. Come by, learn more about what the VCs have to offer and meet others who share your interests. Exceptional DBA Awards Party I'm looking forward to seeing PASS Women in Tech VC leader Meredith Ryan receive her award at this event sponsored by Red Gate Session Presentation I will be presenting a spotlight session entitled "Stop Bad Data in Its OLTP Tracks" on Wednesday at 3:00 p.m. Exhibitor Reception This reception Wednesday evening in the Expo Hall is a great opportunity to learn more about tools and solutions that can help you in your job. Women in Tech Luncheon This year marks the 10th WIT Luncheon at PASS. I'm honored to be on the panel with Stefanie Higgins, Kevin Kline, Kendra Little and Jen Stirrup. This event is on Thursday at 11:30. Community Appreciation Party Thursday evening don't miss this event thanking all of you for everthing you do for PASS and the community. This year we will be at the Experience Music Project and it promises to be a fun party. Board Q & A Friday  9:45-11:15  am the members of the Board will be available to answer your questions. If you have a question for us, or want to hear what other members are thinking about, come by room 401 Friday morning.

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• Stand-Up Desk 2012 Update

  - by BuckWoody

  One of the more popular topics here on my technical blog doesn't have to do with technology, per-se - it's about the choice I made to go to a stand-up desk work environment. If you're interested in the history of those, check here: Stand-Up Desk Part One Stand-Up Desk Part Two I have made some changes and I was asked to post those here.Yes, I'm still standing - I think the experiment has worked well, so I'm continuing to work this way. I've become so used to it that I notice when I sit for a long time. If I'm flying, or driving a long way, or have long meetings, I take breaks to stand up and move around. That being said, I don't stand as much as I did. I started out by standing the entire day - which did not end well. As you can read in my second post, I found that sitting down for a few minutes each hour worked out much better. And over time I would say that I now stand about 70-80% of the day, depending on the day. Some days I don't even notice I'm standing, so I don't sit as often. Other days I find that I really tire quickly - so I sit more often. But in both cases, I stand more than I sit. In the first post you can read about how I used a simple coffee-table from Ikea to elevate my desktop to the right height. I then adjusted the height where I stand by using a small plastic square and some carpet. Over time I found this did not work as well as I'd like. The primary reason is that the front of these are at the same depth - so my knees would hit the desk or table when I sat down. Also, the desk was at a certain height, and I had to adjust, rather than the other way around.  Also, I like a lot of surface area on top of a desk - almost more of a table. Routing cables and wiring was a pain, and of course moving it was out of the question.   So I've changed what I use. I found a perfect solution for what I was looking for - industrial wire shelving: I bought one, built only half of it (for the right height I wanted) and arranged the shelves the way I wanted. I then got a 5'x4' piece of wood from Lowes, and mounted it to where the top was balanced, but had an over-hang  I could get my knees under easily.My wife sewed a piece of fake-leather for the top. This arrangement provides the following benefits: Very strong Rolls easily, wheels can lock to prevent rolling Long, wide shelves Wire-frame allows me to route any kind of wiring and other things all over the desk I plugged in my UPS and ran it's longer power-cable to the wall outlet. I then ran the router's LAN connection along that wire, and covered both with a large insulation sleeve. I then plugged in everything to the UPS, and routed all the wiring. I can now roll the desk almost anywhere in the room so that I can record, look out the window, get closer to or farther away from the door and more. I put a few boxes on the shelves as "drawers" and tidied that part up. Even my printer fits on a shelf. Laser-dog not included - some assembly required In the second post you can read about the bar-stool I purchased from Target for the desk. I cheaped-out on this one, and it proved to be a bad choice. Because I had to raise it so high, and was constantly sitting on it and then standing up, the gas-cylinder in it just gave out. So it became a very short stool that I ended up getting rid of. In the end, this one from Ikea proved to be a better choice: And so this arrangement is working out perfectly. I'm finding myself VERY productive this way. I hope these posts help you if you decide to try working at a stand-up desk. Although I was skeptical at first, I've found it to be a very healthy, easy way to code, design and especially present over a web-cam. It's natural to stand to speak when you're presenting, and it feels more energetic than sitting down to talk to others.

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• Upcoming User Group Events in 2011

  - by john.orourke(at)oracle.com

  At a recent customer event, someone asked me if Oracle had any plans to re-create the Hyperion Solutions Conference.  Unfortunately the answer is no.  With so many different product lines it would be challenging and costly for Oracle to run separate user conferences for every product line, and it would create too many events for customers with multiple products to attend.  So Oracle Open World is the company's main event for showcasing what's new and what's coming across all product lines.  If customers find Oracle OpenWorld too overwhelming or if the timing is bad, there are a number of other conferences, which are run by Oracle user groups and include a number of sessions focused on Oracle Hyperion EPM and BI products.  Here's a sneak preview of what's coming up for conferences in 2011 where you can network with other Hyperion users and learn what's new and what's coming in our products. Alliance 2011:  This conference is run by the Oracle Higher Education User Group (HEUG).  It's being held March 27 - 30th in lovely Denver, Colorado.  (a great location and time for skiers!)  This event is targeted at customers in Higher Education and Public Sector organizations and is expecting to draw over 3,500 attendees.  There will be a number of sessions focusing on Oracle Hyperion EPM and BI products in the Budgeting track, as well as the Reporting & BI track.  This includes product-focused sessions delivered by Oracle and partners, as well as case studies delivered by customers.  Here's a link to the registration page where you can get more information: http://www.heug.org/p/cm/ld/fid=255 Collaborate 2011:  This conference is run by three different user groups;  OAUG, IOUG and Quest.  It's being held April 10 - 14th in sunny Orlando, Florida.  (yes, sunshine and warmth!)  This event is targeted to customers with Oracle E-Business Suite, PeopleSoft, JD Edwards, Hyperion, Primavera and other products and is expected to draw over 5,000 attendees.  You'll find a number of sessions focused on Oracle Hyperion EPM and BI products in the BI/Data Warehousing/EPM track.  This includes product-focused sessions delivered by Oracle, our partners, and customers as well as a number of customer case studies.  There will also be an exhibit area with a number of demo pods focused on EPM and BI products.  Here's a link to the conference web site where you can get more information: http://collaborate.oaug.org/ Also, please note that the OAUG has a Hyperion SIG that runs focused EPM/Hyperion events throughout the year.  Here's a link to their web site where you can get more information: http://hyperionsig.oaug.org/ Kscope 2011:  Formerly the Kaleidoscope conference, this one is run by the Oracle Developer Tools User Group (ODTUG).  This conference is being held June 26 - 30th in Long Beach, CA. (surf's up!)  Historically, this event has focused on Oracle Development tools, but over the past few years the EPM and BI content has grown with over 100 sessions planned this year.  So this event is becoming a great venue for existing Hyperion customers to learn about the latest developments with Oracle Essbase, Hyperion Planning, Hyperion Financial Management, Oracle BI and other products.   You'll also find hands-on workshops, product demonstrations as well as EPM and BI Symposiums run by Oracle Development staff.  Here's a link to the web site where you can get more details.  http://www.kscope11.com/biepm UKOUG Conference Series:  EPM and Hyperion 2011:  For Hyperion customers in the UK, the UKOUG has a Hyperion SIG that runs a focused conference for EPM and Hyperion products.  The 2011 event is planned for June in London.  Here's a link to the web site for this event where you can get more information: http://hyperion.ukoug.org/default.asp?p=8461 In addition to these conferences, you can also find Oracle EPM and BI content at regional user group meetings globally as well as Marketing events run by Oracle.  Check the events page at www.oracle.com for the details on upcoming Marketing and regional User Group events.  So while Oracle will not be trying to replicate the Hyperion Solutions conference, the good news is that there are a number of other events available where customers can find out what's new and what's coming with Oracle EPM and BI products.  And these events are running at different times of the year in different locations - so you can pick the event that makes the most sense for your company from a timing and location standpoint. I'll be delivering a number of sessions at the Alliance and Collaborate conferences and hope to see many of our loyal customers and partners at these events.  And there's always Oracle OpenWorld coming up in October, for which the planning has already started.  I look forward to seeing you in 2011.

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• Inside Red Gate - Project teams

  - by Simon Cooper

  Within each division in Red Gate, development effort is structured around one or more project teams; currently, each division contains 2-3 separate teams. These are self contained units responsible for a particular development project. Project team structure The typical size of a development team varies, but is normally around 4-7 people - one project manager, two developers, one or two testers, a technical author (who is responsible for the text within the application, website content, and help documentation) and a user experience designer (who designs and prototypes the UIs) . However, team sizes can vary from 3 up to 12, depending on the division and project. As an rule, all the team sits together in the same area of the office. (Again, this is my experience of what happens. I haven't worked in the DBA division, and SQL Tools might have changed completely since I moved to .NET. As I mentioned in my previous post, each division is free to structure itself as it sees fit.) Depending on the project, and the other needs in the division, the tech author and UX designer may be shared between several projects. Generally, developers and testers work on one project at a time. If the project is a simple point release, then it might not need a UX designer at all. However, if it's a brand new product, then a UX designer and tech author will be involved right from the start. Developers, testers, and the project manager will normally stay together in the same team as they work on different projects, unless there's a good reason to split or merge teams for a particular project. Technical authors and UX designers will normally go wherever they are needed in the division, depending on what each project needs at the time. In my case, I was working with more or less the same people for over 2 years, all the way through SQL Compare 7, 8, and Schema Compare for Oracle. This helped to build a great sense of camaraderie wihin the team, and helped to form and maintain a team identity. This, in turn, meant we worked very well together, and so the final result was that much better (as well as making the work more fun). How is a project started and run? The product manager within each division collates user feedback and ideas, does lots of research, throws in a few ideas from people within the company, and then comes up with a list of what the division should work on in the next few years. This is split up into projects, and after each project is greenlit (I'll be discussing this later on) it is then assigned to a project team, as and when they become available (I'm sure there's lots of discussions and meetings at this point that I'm not aware of!). From that point, it's entirely up to the project team. Just as divisions are autonomous, project teams are also given a high degree of autonomy. All the teams in Red Gate use some sort of vaguely agile methodology; most use some variations on SCRUM, some have experimented with Kanban. Some store the project progress on a whiteboard, some use our bug tracker, others use different methods. It all depends on what the team members think will work best for them to get the best result at the end. From that point, the project proceeds as you would expect; code gets written, tests pass and fail, discussions about how to resolve various problems are had and decided upon, and out pops a new product, new point release, new internal tool, or whatever the project's goal was. The project manager ensures that everyone works together without too much bloodshed and that thrown missiles are constrained to Nerf bullets, the developers write the code, the testers ensure it actually works, and the tech author and UX designer ensure that people will be able to use the final product to solve their problem (after all, developers make lousy UI designers and technical authors). Projects in Red Gate last a relatively short amount of time; most projects are less than 6 months. The longest was 18 months. This has evolved as the company has grown, and I suspect is a side effect of the type of software Red Gate produces. As an ISV, we sell packaged software; we only get revenue when customers purchase the ready-made tools. As a result, we only get a sellable piece of software right at the end of a project. Therefore, the longer the project lasts, the more time and money has to be invested by the company before we get any revenue from it, and the riskier the project becomes. This drives the average project time down. Small project teams are the core of how Red Gate produces software, and are what the whole development effort of the company is built around. In my next post, I'll be looking at the office itself, and how all 200 of us manage to fit on two floors of a small office building.

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• Adventures in Scrum: Lesson 1 &ndash; The failed Sprint

  - by Martin Hinshelwood

  I recently had a conversation with a product owner that wanted to have the Scrum team broken up into smaller units so that less time was wasted on the Scrum Ceremonies! Their complaint was around the need in Scrum to have the entire “Team” (7+-2) involved in the sizing of the work during the “Sprint Planning Meeting”.  The standard flippant answer of all Scrum professionals, “Well that's not Scrum”, does not get you any brownie points in these situations. The response could be “Well we are not doing Scrum then” which in turn leads to “We are doing Scrum…But, we have split the scrum team into units of 2/3 so that they can concentrate on a specific area of work”. While this may work, it is not Scrum and should not be called so… It is just a form of Agile. Don’t get me wrong at this stage, there is nothing wrong with Agile, just don’t call it Scrum. The reason that the Product Owner wants to do this is that, in effect, through a number of miscommunications and failings in our implementation of Scrum, there was NO unit of potentially Shippable software at the end of the first sprint. It does not matter to them that most Scrum teams will fail the first Sprint, even those that are high performing teams. Remember it is the product owners their money! We should NOT break up scrum teams into smaller units for the purpose of having less people tied up in the Scrum Ceremonies. The amount of backlog the Team selects is solely up to the Team… Only the Team can assess what it can accomplish over the upcoming Sprint. - Scrum Guide, Scrum.org The entire team must accept the work and in order to understand what they can accept they must be free to size it as a team. This both encourages common understanding and increases visibility on why team members think a task is of a particular size. This has the benefit of increasing the knowledge of the entire team in the problem domain. A new Team often first realizes that it will either sink or swim as a Team, not individually, in this meeting. The Team realizes that it must rely on itself. As it realizes this, it starts to self-organize to take on the characteristics and behaviour of a real Team. - Scrum Guide, Scrum.org This paragraph goes to the why of having the whole team at the meeting; The goal of Scrum it to produce a unit of potentially shippable software at the end of every Sprint. In order to achieve this we need high performing teams and this is what Scrum as a framework has been optimised to produce. I think that our Product Owner is understandably upset over loosing two weeks work and is losing sight the end goal of Scrum in the failures of the moment. As the man spending the money, I completely understand his perspective and I think that we should not have started Scrum on an internal project, but selected a customer  that is open to the ideas and complications of Scrum. So, what should we have NOT done on our first Scrum project: Should not have had 3 interns as the only on site resource – This lead to bad practices as the experienced guys were not there helping and correcting as they usually would. Should not have had the only experienced guys offsite – With both the experienced technical guys in completely different time zones it was difficult to get time for questions. Helping the guys on site was just plain impossible. Should not have used a part time ScrumMaster – Although the ScrumMaster attended all of the Ceremonies, because they are only in 2 full days of the week it makes it difficult for the team to raise impediments as they go. Should not have used a proxy product owner. – This was probably the worst decision that was made. Mainly because the proxy product owner did not have the same vision as the product owner. While Scrum does not explicitly reject the idea of a Proxy Product Owner, I do not think it works very well in practice. The “single wringable neck” needs to contain both the Money and the Vision as well as attending the required meetings. I will be brining all of these things up at the Sprint Retrospective and we will learn from our mistakes and move on. Do, Inspect then Adapt…   Technorati Tags: Scrum,Sprint Planing,Sprint Retrospective,Scrum.org,Scrum Guide,Scrum Ceremonies,Scrummaster,Product Owner Need Help? Professional Scrum Developer Training SSW has six Professional Scrum Developer Trainers who specialise in training your developers in implementing Scrum with Microsoft's Visual Studio ALM tools.

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• Blog Buzz - Devoxx 2011

  - by Janice J. Heiss

  Some day I will make it to Devoxx – for now, I’m content to vicariously follow the blogs of attendees and pick up on what’s happening.  I’ve been doing more blog "fishing," looking for the best commentary on 2011 Devoxx. There’s plenty of food for thought – and the ideas are not half-baked.The bloggers are out in full, offering useful summaries and commentary on Devoxx goings-on.Constantin Partac, a Java developer and a member of Transylvania JUG, a community from Cluj-Napoca/Romania, offers an excellent summary of the Devoxx keynotes. Here’s a sample:“Oracle Opening Keynote and JDK 7, 8, and 9 Presentation•    Oracle is committed to Java and wants to provide support for it on any device.•    JSE 7 for Mac will be released next week.•    Oracle would like Java developers to be involved in JCP, to adopt a JSR and to attend local JUG meetings.•    JEE 7 will be released next year.•    JEE 7 is focused on cloud integration, some of the features are already implemented in glassfish 4 development branch.•    JSE 8 will be release in summer of 2013 due to “enterprise community request” as they can not keep the pace with an 18    month release cycle.•    The main features included in JSE8 are lambda support, project Jigsaw, new Date/Time API, project Coin++ and adding   support for sensors. JSE 9 probably will focus on some of these features:1.    self tuning JVM2.    improved native language integration3.    processing enhancement for big data4.    reification (adding runtime class type info for generic types)5.    unification of primitive and corresponding object classes6.    meta-object protocol in order to use type and methods define in other JVM languages7.    multi-tenancy8.    JVM resource management” Thanks Constantin! Ivan St. Ivanov, of SAP Labs Bulgaria, also commented on the keynotes with a different focus.  He summarizes Henrik Stahl’s look ahead to Java SE 8 and JavaFX 3.0; Cameron Purdy on Java EE and the cloud; celebrated Java Champion Josh Bloch on what’s good and bad about Java; Mark Reinhold’s quick look ahead to Java SE 9; and Brian Goetz on lambdas and default methods in Java SE 8. Here’s St. Ivanov’s account of Josh Bloch’s comments on the pluses of Java:“He started with the virtues of the platform. To name a few:    Tightly specified language primitives and evaluation order – int is always 32 bits and operations are executed always from left  to right, without compilers messing around    Dynamic linking – when you change a class, you need to recompile and rebuild just the jar that has it and not the whole application    Syntax  similarity with C/C++ – most existing developers at that time felt like at home    Object orientations – it was cool at that time as well as functional programming is today    It was statically typed language – helps in faster runtime, better IDE support, etc.    No operator overloading – well, I’m not sure why it is good. Scala has it for example and that’s why it is far better for defining DSLs. But I will not argue with Josh.”It’s worth checking out St. Ivanov’s summary of Bloch’s views on what’s not so great about Java as well. What's Coming in JAX-RS 2.0Marek Potociar, Principal Software Engineer at Oracle and currently specification lead of Java EE RESTful web services API (JAX-RS), blogged on his talk about what's coming in JAX-RS 2.0, scheduled for final release in mid-2012.  Here’s a taste:“Perhaps the most wanted addition to the JAX-RS is the Client API, that would complete the JAX-RS story, that is currently server-side only. In JAX-RS 2.0 we are adding a completely interface-based and fluent client API that blends nicely in with the existing fluent response builder pattern on the server-side. When we started with the client API, the first proposal contained around 30 classes. Thanks to the feedback from our Expert Group we managed to reduce the number of API classes to 14 (2 of them being exceptions)! The resulting is compact while at the same time we still managed to create an API that reflects the method invocation context flow (e.g. once you decide on the target URI and start setting headers on the request, your IDE will not try to offer you a URI setter in the code completion). This is a subtle but very important usability aspect of an API…” Obviously, Devoxx is a great Java conference, one that is hitting this year at a time when much is brewing in the platform and beginning to be anticipated.

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• Cowboy Agile?

  - by Robert May

  In a previous post, I outlined the rules of Scrum.  This post details one of those rules. I’ve often heard similar phrases around Scrum that clue me in to someone who doesn’t understand Scrum.  The phrases go something like this: “We don’t do Agile because the idea of letting people just do whatever they want is wrong.  We believe in a more structured approach.” (i.e. Work is Prison, and I’m the Warden!) “I love Agile.  Agile lets us do whatever we want!” (Cowboy Agile?) “We’re Agile, but we use a process that I’ve created.” (Cowboy Agile?) All of those phrases have one thing in common:  The assumption that Agile, and I mean Scrum, lets you do whatever you want.  This is simply not true. Executing Scrum properly requires more dedication, rigor, and diligence than happens in most traditional development methods. Scrum and Waterfall Compared Since Scrum and Waterfall are two of the most commonly used methodologies, a little bit of contrasting and comparing is in order. Waterfall Scrum A project manager defines all tasks and then manages the tasks that team members are working on. The team members define the tasks and estimates of the stories for the current iteration.  Any team member may work on any task in the iteration. Usually only a few milestones that need to be met, the milestones are measured in months, and these milestones are expected to be missed.  Little work is ever done to improve estimates and poor estimators can hide behind high estimates. Stories must be delivered every iteration, milestones are measured in hours, and the team is expected to figure out why their estimates were wrong, even when they were under.  Repeated misses can get the entire team fired. Partially completed work is normal. Partially completed work doesn’t count. Nobody knows the task you’re working on. Everyone knows what you’re working on, whether or not you’re making progress and how much longer you think its going to take, in hours. Little requirement to show working code.  Prototypes are ok. Working code must be shown each iteration.  No smoke and mirrors allowed.  Testing is done in lengthy cycles at the end of development.  Developers aren’t held accountable. Testing is part of the team.  If the testers don’t accept the story as complete, the team can’t count it.  Complete means that the story’s functionality works as designed.  The team can’t have any open defects on the story. Velocity is rarely truly measured and difficult to evaluate. Velocity is integral to the process and can be seen at a glance and everyone in the company knows what it is. A business analyst writes requirements.  Designers mock up screens.  Developers hide behind “I did it just like the spec doc told me to and made the screen exactly like the picture” Developers are expected to collaborate in real time.  If a design is bad or lacks needed details, the developers are required to get it right in the iteration, because all software must be functional.  Designers and Business Analysts are part of the team and must do their work in iterations slightly ahead of the developers. Upper Management is often surprised.  “You told me things were going well two months ago!” Management receives updates at the end of every iteration showing them exactly what the team did and how that compares to what' is remaining in the backlog.  Managers know every iteration what their money is buying. Status meetings are rare or don’t occur.  Email is a primary form of communication. Teams coordinate every single day with each other and use other high bandwidth communication channels to make sure they’re making progress.  Email is used only as a last resort.  Instead, team members stand up, walk to each other, and talk, face to face.  If that’s not possible, they pick up the phone. IF someone asks what happened, its at the end of a lengthy development cycle measured in months, and nobody really knows why it happened. Someone asks what happened every iteration.  The team talks about what happened, and then adapts to make sure that what happened either never happens again or happens every time.   That’s probably enough for now.  As you can see, a lot is required of Scrum teams! One of the key differences in Scrum is that the burden for many activities is shifted to a group of people who share responsibility, instead of a single person having responsibility.  This is a very good thing, since small groups usually come up with better and more insightful work than single individuals.  This shift also results in better velocity.  Team members can take vacations and the rest of the team simply picks up the slack.  With Waterfall, if a key team member takes a vacation, delays can ensue. Scrum requires much more out of every team member and as a result, Scrum teams outperform non-Scrum teams working 60 hour weeks. Recommended Reading Everyone considering Scrum should read Mike Cohn’s excellent book, User Stories Applied. Technorati Tags: Agile,Scrum,Waterfall

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• The Oracle Graduate Experience...A Graduates Perspective by Angelie Tierney

  - by david.talamelli

  [Note: Angelie has just recently joined Oracle in Australia in our 2011 Graduate Program. Last week I shared my thoughts on our 2011 Graduate Program, this week Angelie took some time to share her thoughts of our Graduate Program. The notes below are Angelie's overview from her experience with us starting with our first contact last year - David Talamelli] How does the 1 year program work? It consists of 3 weeks of training, followed by 2 rotations in 2 different Lines of Business (LoB's). The first rotation goes for 4 months, while your 2nd rotation goes for 7, when you are placed into your final LoB for the program. The interview process: After sorting through the many advertised graduate jobs, submitting so many resumes and studying at the same time, it can all be pretty stressful. Then there is the interview process. David called me on a Sunday afternoon and I spoke to him for about 30 minutes in a mini sort of phone interview. I was worried that working at Oracle would require extensive technical experience, but David stressed that even the less technical, and more business-minded person could, and did, work at Oracle. I was then asked if I would like to attend a group interview in the next weeks, to which I said of course! The first interview was a day long, consisting of a brief introduction, a group interview where we worked on a business plan with a group of other potential graduates and were marked by 3 Oracle employees, on our ability to work together and presentation. After lunch, we then had a short individual interview each, and that was the end of the first round. I received a call a few weeks later, and was asked to come into a second interview, at which I also jumped at the opportunity. This was an interview based purely on your individual abilities and would help to determine which Line of Business you would go to, should you land a graduate position. So how did I cope throughout the interview stages? I believe the best tool to prepare for the interview, was to research Oracle and its culture and to see if I thought I could fit into that. I personally found out about Oracle, its partners as well as competitors and along the way, even found out about their part (or Larry Ellison's specifically) in the Iron Man 2 movie. Armed with some Oracle information and lots of enthusiasm, I approached the Oracle Graduate Interview process. Why did I apply for an Oracle graduate position? I studied a Bachelor of Business/Bachelor of Science in IT, and wanted to be able to use both my degrees, while have the ability to work internationally in the future. Coming straight from university, I wasn't sure exactly what I wanted to do in terms of my career. With the program, you are rotated across various lines of business, to not only expose you to different parts of the business, but to also help you to figure out what you want to achieve out of your career. As a result, I thought Oracle was the perfect fit. So what can an Oracle ANZ Graduate expect? First things first, you can expect to line up for your visitor pass. Really. Next you enter a room full of unknown faces, graduates just like you, and then you realise you're in this with 18 other people, going through the same thing as you. 3 weeks later you leave with many memories, colleagues you can call your friends, and a video of your presentation. Vanessa, the Graduate Manager, will also take lots of photos and keep you (well) fed. Well that's not all you leave with, you are also equipped with a wealth of knowledge and contacts within Oracle, both that will help you throughout your career there. What training is involved? We started our Oracle experience with 3 weeks of training, consisting of employee orientation, extensive product training, presentations on the various lines of business (LoB's), followed by sales and presentation training. While there was potential for an information overload, maybe even death by Powerpoint, we were able to have access to the presentations for future reference, which was very helpful. This period also allowed us to start networking, not only with the graduates, but with the managers who presented to us, as well as through the monthly chinwag, HR celebrations and even with the sharing of tea facilities. We also had a team bonding day when we recorded a "commercial" within groups, and learned how to play an Irish drum. Overall, the training period helped us to learn about Oracle, as well as ourselves, and to prepare us for our transition into our rotations. Where to now? I'm now into my 2nd week of my first graduate rotation. It has been exciting to finally get out into the work environment and utilise that knowledge we gained from training. My manager has been a great mentor, extremely knowledgeable, and it has been good being able to participate in meetings, conference calls and make a contribution towards the business. And while we aren't necessarily working directly with the other graduates, they are still reachable via email, Pidgin and lunch and they are important as a resource and support, after all, they are going through a similar experience to you. While it is only the beginning, there is a lot more to learn and a lot more to experience along the way, especially because, as we learned during training, at Oracle, the only constant is change.

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• My First Weeks at Red Gate

  - by Jess Nickson

  Hi, my name’s Jess and early September 2012 I started working at Red Gate as a Software Engineer down in The Agency (the Publishing team). This was a bit of a shock, as I didn’t think this team would have any developers! I admit, I was a little worried when it was mentioned that my role was going to be different from normal dev. roles within the company. However, as luck would have it, I was placed within a team that was responsible for the development and maintenance of Simple-Talk and SQL Server Central (SSC). I felt rather unprepared for this role. I hadn’t used many of the technologies involved and of those that I had, I hadn’t looked at them for quite a while. I was, nevertheless, quite excited about this turn of events. As I had predicted, the role has been quite challenging so far. I expected that I would struggle to get my head round the large codebase already in place, having never used anything so much as a fraction of the size of this before. However, I was perhaps a bit naive when it came to how quickly things would move. I was required to start learning/remembering a number of different languages and technologies within time frames I would never have tried to set myself previously. Having said that, my first week was pretty easy. It was filled with meetings that were designed to get the new starters up to speed with the different departments, ideals and rules within the company. I also attended some lightning talks being presented by other employees, which were pretty useful. These occur once a fortnight and normally consist of around four speakers. In my spare time, we set up the Simple-Talk codebase on my computer and I started exploring it and worked on my first feature – redirecting requests for URLs that used incorrect casing! It was also during this time that I was given my first introduction to test-driven development (TDD) with Michael via a code kata. Although I had heard of the general ideas behind TDD, I had definitely never tried it before. Indeed, I hadn’t really done any automated testing of code before, either. The session was therefore very useful and gave me insights as to some of the coding practices used in my team. Although I now understand the importance of TDD, it still seems odd in my head and I’ve yet to master how to sensibly step up the functionality of the code a bit at a time. The second week was both easier and more difficult than the first. I was given a new project to work on, meaning I was no longer using the codebase already in place. My job was to take some designs, a WordPress theme, and some initial content and build a page that allowed users of the site to read provided resources and give feedback. This feedback could include their thoughts about the resource, the topics covered and the page design itself. Although it didn’t sound the most challenging of projects when compared to fixing bugs in our current codebase, it nevertheless provided a few sneaky problems that had me stumped. I really enjoyed working on this project as it allowed me to play around with HTML, CSS and JavaScript; all things that I like working with but rarely have a chance to use. I completed the aims for the project on time and was happy with the final outcome – though it still needs a good designer to take a look at it! I am now into my third week at Red Gate and I have temporarily been pulled off the website from week 2. I am again back to figuring out the Simple-Talk codebase. Monday provided me with the chance to learn a bunch of new things: system level testing, Selenium and Python. I was set the challenge of testing a bug fix dealing with the search bars in Simple-Talk. The exercise was pretty fun, although Mike did have to point me in the right direction when I started making the tests a bit too complex. The rest of the week looks set to be focussed on pair programming with Mike as we work together on a new feature. I look forward to the challenges that still face me and hope that I will be able to get up to speed quickly. *fingers crossed*

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• Second Day of Data Integration Track at OpenWorld 2012

  - by Doug Reid

  0 false 18 pt 18 pt 0 0 false false false /* 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-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:12.0pt; font-family:"Times New Roman"; mso-ascii-font-family:Cambria; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Cambria; mso-hansi-theme-font:minor-latin;} Our second day at OpenWorld and the Data Integration Team was very active with customer meetings, product updates, product demonstrations, sessions, plus much more.  If the volume of traffic by our demo pods is any indicator, this is a record year for attendance at OpenWorld.  The DIS team have had tremendous number of people stop by our demo pods to learn about the latest product releases or to speak to one of our product managers.    For Oracle GoldenGate, there has been a great deal of interest in Integrated Capture and the  Oracle GoldenGate Monitor plug-in for Enterprise Manager.  Our customer panels this year have been very well attended and on Tuesday we held the “Real World Operational Reporting with Oracle GoldenGate Customer Panel”. On this panel this year we had Michael Wells from Raymond James, Joy Mathew and Venki Govindarajan from Comcast, and Serkan Karatas from Turk Telekom. Our panelists have a great mix of experiences and all are passionate about using Oracle Data Integration products to solve very complex use cases. Each panelist was given a ten minute to overview their use of our product, followed by a barrage of questions from the audience. Michael Wells spoke about using Oracle GoldenGate for heterogeneous real time replication from HP (Tandem) NonStop to SQL Server and emphasized the need for using standard naming conventions for when customers configure GoldenGate, as the practices is immensely helpful when debugging a problem. Joy Mathew and Venkat Govindarajan from Comcast described how they have used GoldenGate for over a decade and their experiences of using the product for replicating data from HP nonstop to Terdata. Serkan Karatas from Turk Telekom dove into using Oracle GoldenGate and the value of archiving data in extremely large databases, which in Turk Telekoms case resulted in a 1 month ROI for the entire project. Thanks again to our panelist and audience participants for making the session interactive and informative.  For Wednesday we have a number of sessions available to attendees plus two hands-on labs, which I have listed below.   If you are unable to attend our hands-on lab for Oracle GoldenGate Veridata, it is available online at youtube.com. Sessions  11:45 AM - 12:45 PM Best Practices for High Availability with Oracle GoldenGate on Oracle Exadata -Moscone South - 102 1:15 PM - 2:15 PM Customer Perspectives: Oracle Data Integrator -Marriott Marquis - Golden Gate C3 Oracle GoldenGate Case Study: Real-Time Operational Reporting Deployment at Oracle -Moscone West - 2003 Data Preparation and Ongoing Governance with the Oracle Enterprise Data Quality Platform -Moscone West - 3000 3:30 PM - 4:30 PM Best Practices for Conflict Detection and Resolution in Oracle GoldenGate for Active/Active -Moscone West - 3000 5:00 PM - 6:00 PM Tuning and Troubleshooting Oracle GoldenGate on Oracle Database -Moscone South - 102 0 false 18 pt 18 pt 0 0 false false false /* 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-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:12.0pt; font-family:"Times New Roman"; mso-ascii-font-family:Cambria; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Cambria; mso-hansi-theme-font:minor-latin;} Hands-on Labs 10:15 AM - 11:15 AM Introduction to Oracle GoldenGate Veridata Marriott Marquis - Salon 1/2 11:45 AM - 12:45 PM Oracle Data Integrator and Oracle SOA Suite: Hands-on Lab -Marriott Marquis - Salon 1/2 If you are at OpenWorld please join us in these sessions. For a full review of data integration track at OpenWorld please see our Focus-On Document.

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• Sending Outlook Invites

  - by Daniel Moth

  Sending an Outlook invite for a meeting (also referred to as S+ in Microsoft) is a simple thing to get right if you just run the quick mental check below, which is driven by visual cues in the Outlook UI. I know that some folks don’t do this often or are new to Outlook, so if you know one of those folks share this blog post with them and if they read nothing else ask them to read step 7. Add on the To line the folks that you want to be at the meeting. Indicate optional invitees. Click on the “To” button to bring up the dialog that lets you move folks to be Optional (you can also do this from the Scheduling Assistant). Set the Reminder according to the attendee that has to travel the most. 5 minutes is the minimum. Use the Response Options and uncheck the "Request Response" if your event is going ahead regardless of who can make it or not, i.e. if everyone is optional. Don’t force every recipient to make an extra click, instead make the extra click yourself - you are the organizer. Add a good subject Make the subject such that just by reading it folks know what the meeting is about. Examples, e.g. "Review…", "Finalize…", "XYZ sync up" If this is only between two people and what is commonly referred to as a one to one, the subject would be something like "MyName/YourName 1:1" Write the subject in such a way that when the recipient sees this on their calendar among all the other items, they know what this meeting is about without having to see location, recipients, or any other information about the invite. Add a location, typically a meeting room. If recipients are from different buildings, schedule it where the folks that are doing the other folks a favor live. Otherwise schedule it wherever the least amount of people will have to travel. If you send me an invite to come to your building, and there is more of us than you, you are silently sending me the message that you are doing me a favor so if you don’t want to do that, include a note of why this is in your building, e.g. "Sorry we are slammed with back to back meetings today so hope you can come over to our building". If this is in someone's office, the location would be something like "Moth's office (7/666)" where in parenthesis you see the office location. If some folks are remote in another building/country, or if you know you picked a time which wasn't free for everyone, add an Online option (click the Lync Meeting button). Add a date and time. This MUST be at a time that is showing on the recipients’ calendar as FREE or at worst TENTATIVE. You can check that on the Scheduling Assistant. The reality is that this is not always possible, so in that case you MUST say something about it in the Invite Body, e.g. "Sorry I can see X has a conflict, but I cannot find a better slot", or "With so many of us there are some conflicts and I cannot find a better slot so hope this works", or "Apologies but due to Y we must have this meeting at this time and I know there are some conflicts, hope you can make it anyway". When you do that, I better not be able to find a better slot myself for all of us, and of course when you do that you have implicitly designated the Busy folks as optional. Finally, the body of the invite. This has the agenda of the meeting and if applicable the courtesy apologies due to messing up steps 6 & 7. This should not be the introduction to the meeting, in other words the recipients should not be surprised when they see the invite and go to the body to read it. Notifying them of the meeting takes place via separate email where you explain the purpose and give them a heads up that you'll be sending an invite. That separate email is also your chance to attach documents, don’t do that as part of the invite. TIP: If you have sent mail about the meeting, you can then go to your sent folder to select the message and click the "Meeting" button (Ctrl+Alt+R). This will populate the body with the necessary background, auto select the mandatory and optional attendees as per the TO/CC line, and have a subject that may be good enough already (or you can tweak it). Long to write, but very quick to remember and enforce since most of it is common sense and the checklist is driven of the visual cues in the UI you use to send the invite. Comments about this post by Daniel Moth welcome at the original blog.

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• Real Time BI in the Real World

  - by tobin.gilman(at)oracle.com

  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:10.0pt; font-family:"Times New Roman","serif";} 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:10.0pt; font-family:"Times New Roman","serif"; mso-fareast-font-family:"Times New Roman";} One of my favorite BI offerings from Oracle is a solution called Oracle Real Time Decisions.  Whenever I mention this product in customer meetings, eyes light up.  There are some fascinating examples of customers using it to up-sell, cross-sell, increase customer retention, and reduce risk in real time, with off the charts return on investment. I plan to share some of those stories in a future blog.  In this post however, I want to share some far more common real time analytics use case scenarios that are being addressed with widely deployed Oracle BI and data integration technologies Not all real time BI applications require continuous learning, predictive modeling, and data mining.  Many simply require the ability to integrate, aggregate, and access information that is current (typically within in few minutes or a few seconds).  The use cases are infinite.  A few I've seen: ·         Purchasing agents need to match demand against available inventory ·         Manufacturing planners need to monitor current parts and material against scheduled build plans ·         Airline agents need to match ticket demand against flight schedules, ·         Human resources managers need to track the status of global hiring requisitions against current headcount authorizations...you get the idea. One way of doing this is to run reports or federated queries directly against transactional systems.  That approach can be viable if you only need to access simple data sets on rare occasions.  High volume and complex queries can quickly bog down performance of mission critical transactional systems.  There is an architecturally simple way of solving the problem, and it's being applied by real companies around the world to solve real needs in real time.    Cbeyond is an Atlanta, GA based  provider of voice, data and mobile business applications delivers.  They deliver real time information to its call center agents  as they are interacting with their customers. The data they need resides in production CRM and other transactional systems, but  instead or reporting directly off the those systems, data is first moved to an operational data store (ODS).  Rather than running data intensive, time consuming, and performance degrading batch ETL routines to populate the ODS, Cbeyond uses Oracle Golden Gate software to incrementally capture and move only the changed records from log files of the transactional systems every few minutes.  There is no impact on transactional system performance, and the information needed by call center representatives is up to date.  Oracle Business Intelligence software presents the information to services reps in a rich, visual, and highly interactive format. Avea is similar to Cbeyond.  They are a telecommunications company who integrates billing and customer information in an ODS that is accessed by their call center agents in real time using Oracle Golden Gate and Oracle Business Intelligence.  They've taken it a step further by using the ODS to feed a data warehouse.  The operational data store provides the current information needed by call center agents during "in flight" customer interactions.  The data warehouse is used for more sophisticated analysis of historical data.  For maximum performance, both the ODS and data warehouse run on the Oracle Exadata Database Machine. These are practical illustrations of companies addressing real time reporting and analysis needs using established business intelligence/data warehousing methodologies and tools common to many IT departments.  If real time BI could benefit your organization, you may be already be closer than you thought to having the pieces in place to solving the problem.    Give us a shout if you are interested in learning more or if you have an interesting use or approach to real-time BI.

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• Invitation to the Oracle EDGE Applications Partner Roadshow

  - by Hartmut Wiese

  Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 This is a unique opportunity for any Oracle Alliance & Channel Managers & their Partners to connect with the Oracle Edge Sales and Management Team to understand the relevance and value of the entire Oracle Edge Portfolio of Applications in solving complex customer issues and supporting a variety of evolving Partner Go-To-Market business models. Oracle Edge Applications (PLM, VCE, VCP, MDM, GRC, OPA) With strong participation from the key Oracle Edge Applications Sales business leaders, attendees will get the opportunity to hear about the benefits of the Oracle Edge Solutions within three different value-added contexts: Value 1: Oracle Edge Application Strategy Value 2: Oracle Value Chain Transformation Vision Value 3: Individual Application Business Line Differentiators Following on from the morning presentations, Oracle Partners will also get the opportunity in the afternoon to challenge and discuss the value of Oracle Edge Applications in the context of their own Go-To-Market business models. These sensitive discussions will be managed via focused 1-2-1 breakout meetings with the relevant Oracle Edge Applications Sales Business Leaders. 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:0cm 5.4pt 0cm 5.4pt; mso-para-margin:0cm; 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;} When Where To Register Tuesday, July 09th 2013 09 am to 04 pm Utrecht Register now Tuesday, July 16th 2013 09 am to 04 pm London Register now Wednesday, August 28th 2013 09 am to 04 pm Paris Register now IIMPORTANT NOTE: ONLY 60 ATTENDEE PLACES AVAILABLE PER LOCATION - BOOK NOW TO AVOID MISSING OUT. 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:0cm 5.4pt 0cm 5.4pt; mso-para-margin:0cm; 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;} There is a strict limit to the number of people who can attend this event based on site logistics for the day. Please note that Partners will be given priority over Oracle personnel registrations. Partners however may only register a maximum of 2 personnel from their company plus the supporting local Oracle Alliance & Channel Manager /* 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:0cm 5.4pt 0cm 5.4pt; mso-para-margin:0cm; 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;}

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