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• Last week I was presented with a Microsoft MVP award in Virtual Machines – time to thank all who hel

  - by Liam Westley

  MVP in Virtual Machines Last week, on 1st April, I received an e-mail from Microsoft letting me know that I had been presented with a 2010 Microsoft® MVP Award for outstanding contributions in Virtual Machine technical communities during the past year.   It was an honour to be nominated, and is a great reflection on the vibrancy of the UK user group community which made this possible. Virtualisation for developers, not just IT Pros I consider it a special honour as my expertise in virtualisation is as a software developer utilising virtual machines to aid my software development, rather than an IT Pro who manages data centre and network infrastructure.  I’ve been on a minor mission over the past few years to enthuse developers in a topic usually seen as only for network admins, but which can make their life a whole lot easier once understood properly. Continuous learning is fun In 1676, the scientist Isaac Newton, in a letter to Robert Hooke used the phrase (http://www.phrases.org.uk/meanings/268025.html) ‘If I have seen a little further it is by standing on the shoulders of Giants’ I’m a nuclear physicist by education, so I am more than comfortable that any knowledge I have is based on the work of others.  Although far from a science, software development and IT is equally built upon the work of others. It’s one of the reasons I despise software patents. So in that sense this MVP award is a result of all the great minds that have provided virtualisation solutions for me to talk about.  I hope that I have always acknowledged those whose work I have used when blogging or giving presentations, and that I have executed my responsibility to share any knowledge gained as widely as possible. Thanks to all those who helped – a big thanks to the UK user group community I reckon this journey started in 2003 when I started attending a user group called the London .Net Users Group (http://www.dnug.org.uk) started by a nice chap called Ian Cooper. The great thing about Ian was that he always encouraged non professional speakers to take the stage at the user group, and my first ever presentation was on 30th September 2003; SQL Server CE 2.0 and the.NET Compact Framework. In 2005 Ian Cooper was on the committee for the first DeveloperDeveloperDeveloper! day, the free community conference held at Microsoft’s UK HQ in Thames Valley park in Reading.  He encouraged me to take part and so on 14th May 2005 I presented a talk previously given to the London .Net User Group on Simplifying access to multiple DB providers in .NET.  From that point on I definitely had the bug; presenting at DDD2, DDD3, groking at DDD4 and SQLBits I and after a break, DDD7, DDD Scotland and DDD8.  What definitely made me keen was the encouragement and infectious enthusiasm of some of the other DDD organisers; Craig Murphy, Barry Dorrans, Phil Winstanley and Colin Mackay. During the first few DDD events I met the Dave McMahon and Richard Costall from NxtGenUG who made it easy to start presenting at their user groups.  Along the way I’ve met a load of great user group organisers; Guy Smith-Ferrier of the .Net Developer Network, Jimmy Skowronski of GL.Net and the double act of Ray Booysen and Gavin Osborn behind what was Vista Squad and is now Edge UG. Final thanks to those who suggested virtualisation as a topic ... Final thanks have to go the people who inspired me to create my Virtualisation for Developers talk.  Toby Henderson (@holytshirt) ensured I took notice of Sun’s VirtualBox, Peter Ibbotson for being a fine sounding board at the Kew Railway over quite a few Adnam’s Broadside and to Guy Smith-Ferrier for allowing his user group to be the guinea pigs for the talk before it was seen at DDD7.  Thanks to all of you I now know much more about virtualisation than I would have thought possible and it continues to be great fun. Conclusion If this was an academy award acceptance speech I would have been cut off after the first few paragraphs, so well done if you made it this far.  I’ll be doing my best to do justice to the MVP award and the UK community.  I’m fortunate in having a new employer who considers presenting at user groups as a good thing, so don’t expect me to stop any time soon. If you’ve never seen me in action, then you can view the original DDD7 Virtualisation for Developers presentation (filmed by the Microsoft Channel 9 team) as part of the full DDD7 video list here, http://www.craigmurphy.com/blog/?p=1591.  Also thanks to Craig Murphy’s fine video work you can also view my latest DDD8 presentation on Commercial Software Development, here, http://vimeo.com/9216563 P.S. If I’ve missed anyone out, do feel free to lambast me in comments, it’s your duty.

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• &ldquo;My life at Oracle&rdquo;

  - by cristian.condurache(at)oracle.com

  Hello everybody! My name is Eva and I currently work in Oracle Italy as Sales Programs Manager for the Technology Sales organization. Since 2009, I also proudly represent the Oracle Education Foundation within my country as the Ambassador for Italy. My career path in this amazing company began 5 years ago as a fresh graduate: after various years studying abroad, in Germany and Ireland mainly, I was looking for a valuable and concrete opportunity which could fulfill my energetic spirit. I wanted to develop myself inside a stimulating and “fast” business environment.. and here came Oracle and I really couldn’t ask for anything better!  THE PARTNER EXPERIENCE The first department I had the chance to work into was the Alliances and Channels organization, where I had the opportunity to join a brilliant team of great and visionary guys. I began having the responsibility to analyze and rationalize the portfolio of Oracle business partners and to identify potential cross-area solutions, which had to be highlighted both on the local market and internationally: this ended up with the implementation of the “Partner Community” model, a business environment of selected Oracle partners, specialized on the different technology focus areas. This new concept was then recognized as an EMEA Best Practice and replicated internationally. Having the opportunity to strengthen day after day strategic relationships with several business partners and study the market positioning of their technology solutions, I was given the role to develop the “Oracle Partner Network Innovation Award” in Italy: the EMEA competition encouraging and rewarding proven and successful technology innovations, creating high value for our common customers and generating new business potential. Several Italian partner solutions won different prizes and I decided that it was worth collecting all those valuable projects, winners and short-listed, inside two specific books in order also to provide them an international market visibility: OPN Innovation Award Booklet 2007 and OPN Innovation Award Booklet 2008 Inside the Alliances and Channels department I really had the opportunity to do    amazing things, like for example working side-by-side with one of the most exceptional teams in Oracle I have ever worked with: the EMEA Recruitment Team. Together, in fact, we conceived a brand new business initiative for our partners, called “Oracle Campus Joint Program”. This program was awarded as an EMEA Best Practice and acknowledged by both Italian public institutions and press media. Italy   is currently running its 5th edition.   Briefly, the “Oracle Campus Joint Program” aims at facing the growing issue of lack of  technology competences and skills on the market. By identifying a specific technology area and developing an intensive 4-6 week Oracle University training course and by collaborating with important academic institutes, international “gurus” and professionals, our business partners are able to benefit from a pool of brilliant top talented young consultants and offer them a significant career opportunity. BUSINESS BUT NOT ONLY: THE NO-PROFIT EXPERIENCE OF ORACLE Currently my mission in Oracle is to continue driving the implementation of strategic business development and sales programs for the entire Oracle Technology stack, involving both partners and the end-customers. But as a completely distinguished role from the day-today business, I’m also honored to represent in Italy the charity global organization founded by Oracle - the Oracle Education Foundation - and drive its corporate citizenship and marketing programs. Oracle Education Foundation is an independent charitable organization funded by Oracle and is dedicated to helping students develop 21st century skills through project learning and the use of technology. It provides “ThinkQuest” as a free program to primary and secondary (K12) schools. Just some significant numbers: today 548,000 students/teachers in 47 countries use ThinkQuest and the Oracle Education Foundation partners with 40+ no-profit or government organizations globally. ABOUT MYSELF AND MY INTERESTS About myself…I’m very enthusiastic and positive, trying always to transform difficult issues in challenging opportunities. My day usually begins very early in the morning with running, swimming or when I need to collect some “zen” energies with a yoga session or better with a long walk with my dog. I definitely love animals and generally speaking I’m very keen on environmental issues and try, as much as I can, to carry out a healthy and “planet respectful” lifestyle. My thirst for knowledge pushed me some time ago to begin a new personal challenge: I decided to enroll, dedicating a good part of my free time, for a second university degree: I chose “Neuroeconomics”, an innovative academic path which combines psychology, economics, and neuroscience and studies how people make decisions and the role of the brain when people evaluate these decisions, categorizing risks and rewards and generally interacting with each other. I’ve been very glad to talk about my experience in this article, as working for Oracle is something very stimulating. This company ensures you the opportunity to face new challenges, work with highly talented people and be professionally highlighted also globally. Motivation, good results and innovation is always pursued, recognized and fully supported. Thanks and wish you all an amazing career! If you have any question please contact [email protected]. For our job opportunities, please look at http://campus.oracle.com.   Technorati Tags: EMEA,Oracle Partners,Oracle Campus,Oracle Education,experience,EMEA Recruitment Team

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• Social Business Forum Milano: Day 2

  - by me

  @YourService. The business world has flipped and small business can capitalize  by Frank Eliason (twitter: @FrankEliason ) Technology and social media tools have made it easier than ever for companies to communicate with consumers. They can listen and join in on conversations, solve problems, get instant feedback about their products and services, and more. So why, then, are most companies not doing this? Instead, it seems as if customer service is at an all time low, and that the few companies who are choosing to focus on their customers are experiencing a great competitive advantage. At Your Service explains the importance of refocusing your business on your customers and your employees, and just how to do it. Explains how to create a culture of empowered employees who understand the value of a great customer experience Advises on the need to communicate that experience to their customers and potential customers Frank Eliason, recognized by BusinessWeek as the 'most famous customer service manager in the US, possibly in the world,' has built a reputation for helping large businesses improve the way they connect with customers and enhance their relationships Quotes from the Audience: Bertrand Duperrin ?@bduperrin social service is not about shutting up the loudest cutsomers ! #sbf12 @frankeliason Paolo Pelloni ?@paolopelloniGautam Ghosh ?@GautamGhosh RT @cecildijoux: #sbf12 @frankeliason you need to change things and fix the approach it's not about social media it's about driving change  Peter H. Reiser ?@peterreiser #sbf12 Company Experience = Product Experience + Customer Interactions + Employee Experience @yourservice Engage or lose! Socialize, mobilize, conversify: engage your employees to improve business performance Christian Finn (twitter: @cfinn) First Christian was presenting the flying monkey   Then he outlined the four principals to fix the Intranet: 1. Socalize the Intranet 2. Get Thee to a Single Repository 3. Mobilize the Intranet 4. Conversationalize Your Processes Quotes from the Audience: Oscar Berg ?@oscarberg Engaged employees think their work bring out the best of their ideas @cfinn #sbf12 http://pic.twitter.com/68eddp48 John Stepper ?@johnstepper I like @cfinn's "conversify your processes" A nice related concept to "narrating your work", part of working out loud. http://johnstepper.com/2012/05/26/working-out-loud-your-personal-content-strategy/ Oscar Berg ?@oscarberg Organizations are talent markets - socializing your intranet makes this market function better @cfinn #sbf12 For profit, productivity, and personal benefit: creating a collaborative culture at Deutsche Bank John Stepper (twitter:@johnstepper) Driving adoption of collaboration + social media platforms at Deutsche Bank. John shared some great best practices on how to deploy an enterprise wide  community model  in a large company. He started with the most important question What is the commercial value of adding social ? Then he talked about the success of Community of Practices deployment and outlined some key use cases including the relevant measures to proof the ROI of the investment. Examples:  Community of practice -> measure: systematic collection of value stories  Self-service website  -> measure: based on representative models Optimizing asset inventory - > measure: Actual counts  This use case was particular interesting.  It is a crowd sourced spending/saving of infrastructure model.  User can cancel IT services they don't need (as example Software xx).  5% of the saving goes to social responsibility projects. The John outlined some  best practices on how to address the WIIFM (What's In It For Me) question of the individual users:  - change from hierarchy to graph -  working out loud = observable work + narrating  your work  - add social skills to career objectives - example: building a purposeful social network course/training as part of the job development curriculum And last but not least John gave some important tips on how to get senior management buy-in by establishing management sponsored division level collaboration boards which defines clear uses cases and measures. This divisional use cases are then implemented using a common social platform.  Thanks John - I learned a lot from your presentation!   Quotes from the Audience: Ana Silva ?@AnaDataGirl #sbf12 what's in it for individuals at Deutsche Bank? Shapping their reputations in a big org says @johnstepper #e20Ana Silva ?@AnaDataGirl Any reason why not? MT @magatorlibero #sbf12 is Deutsche B. experience on applying social inside company applicable to Italian people? Oscar Berg ?@oscarberg Your career is not a ladder, it is a network that opens up opportunities - @johnstepper #sbf12 Oscar Berg ?@oscarberg @johnstepper: Institutionalizing collaboration is next - collaboration woven into the fabric of daily work #sbf12 Ana Silva ?@AnaDataGirl #sbf12 @johnstepper talking about how Deutsche Bank is using #socbiz to build purposeful CoP & save money

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• Team Leaders & Authors - Manage and Report Workflow using "Print an Outline" in UPK

  - by [email protected]

  Did you know you can "print an outline?" You can print any outline or portion of an outline. Why might you want to "print an outline" in UPK... Have you ever wondered how many topics you have recorded, how many of your topics are ready for review, or even better, how many topics are complete! Do you need to report your project status to management? Maybe you just like to have a copy of your outline to refer to during development. Included in this output is the outline structure as well as the layout defined in the Details View of the Outline Editor. To print an outline, you must open either a module or section in the Outline Editor. A set of default data columns is automatically included in the output; however, you can configure which columns you want to appear in the report by switching to the Details view and customizing the columns. (To learn more about customizing your columns refer to the Add and Remove Columns section of the Content Development.pdf guide) To print an outline from the Outline Editor: 1. Open a module or section document in the Outline Editor. 2. Expand the documents to display the details that you want included in the report. 3. On the File menu, choose Print and use the toolbar icons to print, view, or save the report to a file. Personally, I opt to save my outline in Microsoft Excel. Using the delivered features of Microsoft Excel you can add columns of information, such as development notes, to your outline or you can graph and chart your Project status. As mentioned above you can configure what columns you want to appear in the outline. When utilizing the Print an Outline feature in conjunction with the Managing Workflow features of the UPK Multi-user instance you as a Team Lead or Author can better report project status. Read more about Managing Workflow below. Managing Workflow: The Properties toolpane contains special properties that allow authors to track document status or State as well as assign Document Ownership. Assign Content State The State property is an editable property for communicating the status of a document. This is particularly helpful when collaborating with other authors in a development team. Authors can assign a state to documents from the master list defined by the administrator. The default list of States includes (blank), Not Started, Draft, In Review, and Final. Administrators can customize the list by adding, deleting or renaming the values. To assign a State value to a document: 1. Make sure you are working online. 2. Display the Properties toolpane. 3. Select the document(s) to which you want to assign a state. Note: You can select multiple documents using the standard Windows selection keys (CTRL+click and SHIFT+click). 4. In the Workflow category, click in the State cell. 5. Select a value from the list. Assign Document Ownership In many enterprises, multiple authors often work together developing content in a team environment. Team leaders typically handle large projects by assigning specific development responsibilities to authors. The Owner property allows team leaders and authors to assign documents to themselves and other authors to track who is responsible for a specific document. You view and change document assignments for a document using the Owner property in the Properties toolpane. To assign a document owner: 1. Make sure you are working online. 2. On the View menu, choose Properties. 3. Select the document(s) to which you want to assign document responsibility. Note: You can select multiple documents using the standard Windows selection keys (CTRL+click and SHIFT+click). 4. In the Workflow category, click in the Owner cell. 5. Select a name from the list. Is anyone out there already using this feature? Share your ideas with the group. Those of you new to this feature, give it a test drive and let us know what you think. - Kathryn Lustenberger, Oracle UPK & Tutor Outbound Product Management

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• Meet our 2009 Oracle Graduates in South Africa

  - by anca.rosu

  Focusing on the broader Oracle community, Oracle South Africa initiated its first skills development programme in May 1988. Since its inception the programme has developed and improved and every year more graduates are taken on board. The Oracle Graduate Programme is made up of specific learning paths designed around customer, partner and Oracle specifications and is structured to meet the urgent skills requirements in the Oracle “economy”. The training programmes have a specific duration and incorporate both theoretical and practical application of Oracle product sets. It is aimed at creating: Meaningful employment for graduates; Learning opportunities for individuals within the organization so that career growth opportunities are exploited to the fullest; Capacity building for small enterprises which is aligned to Oracle’s Enterprise Development Programme Meet our five graduates who joined us in December 2008 and have spent over a year with us! Let’s get their initial feedback on the graduate programme and on their assignment to Jordan. Lector   On the Oracle Graduate Programme: “The Oracle Graduate Programme is an experience of a life time. I would not trade it for anything. It’s challenging and rewarding. I am proud and happy to be in an organization like Oracle” On the assignment in Jordan: "Friendly, welcoming people, world class instructors always willing to go the extra mile. What more can you ask for?"   Lungile On the Oracle Graduate Programme: “I joined Oracle as part of the graduate intake for pre-sales in order to develop my skills and knowledge. Working at Oracle has been an overwhelmingly positive experience as it has encouraged me to progress with my personal development. I am hugely grateful. It has been a great challenge and an awesome opportunity.” On the assignment to Jordan: “Going to Jordan was a great opportunity and the experience of a lifetime. The people were very welcoming and friendly. The culture was totally different from ours - the food, the clothes and the weather. It was an amazingly different experience to work from Sunday to Thursday with Friday and Saturday as the weekend.” Thabo On the Oracle Graduate Programme: “Life is an infinite learning path. I truly value growth. I believe for one to grow, one needs to be challenged to your full potential. The Oracle Graduate Programme offers real growth – and so much more.” On the assignment to Jordan: “I was amazed by the cultural differences. I now understood that to be part of the global community, I must embrace our similarities and understand our differences.”   Albeauty On the Oracle Graduate Programme: “Responsibility, dedication, focus and taking initiative … these are the key points I learned from Oracle. It is such an honour to finally be part of the Oracle family. The graduate programme itself was a great experience as I managed to learn how Oracle operates – it has been the highlight of my year. I believe that my hard work will assist in the growth of the company.” On the Jordan assignment: “A memory worth embracing. Going to Jordan was a great opportunity as I learned a lot with respect to integration between different cultures and getting to adapt to all things different. I, along with almost every other graduate, discovered that Oracle is far more than a database company. Now I know there is far more to the ‘Big Red’ name.” Emmanuel On the Oracle Graduate Programme: “The programme gave me invaluable exposure to the ICT sector and also provided an opportunity to travel, network and exchange ideas with others. The formal training helped me to improve my presentation skills and gave me a better understanding of business etiquette and communication.” On the assignment to Jordan: “It was my first trip abroad. It was a great chance to get to know each other. I had the opportunity to share ideas, share personal stuff as a team. We met experts who gave us superb training in Oracle Technologies. It was great.”   If you have any questions related to this article feel free to contact  [email protected].  You can find our job opportunities via http://campus.oracle.com.   Technorati Tags: Oracle community,South Africa,Graduate Programme,Jordan,Technologies

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• EU Digital Agenda scores 85/100

  - by trond-arne.undheim

  If the Digital Agenda was a bottle of wine and I were wine critic Robert Parker, I would say the Digital Agenda has "a great bouquet, many good elements, with astringent, dry and puckering mouth feel that will not please everyone, but still displaying some finesse. A somewhat controlled effort with no surprises and a few noticeable flaws in the delivery. Noticeably shorter aftertaste than advertised by the producers. Score: 85/100. Enjoy now". The EU Digital Agenda states that "standards are vital for interoperability" and has a whole chapter on interoperability and standards. With this strong emphasis, there is hope the EU's outdated standardization system finally is headed for reform. It has been 23 years since the legal framework of standardisation was completed by Council Decision 87/95/EEC8 in the Information and Communications Technology (ICT) sector. Standardization is market driven. For several decades the IT industry has been developing standards and specifications in global open standards development organisations (fora/consortia), many of which have transparency procedures and practices far superior to the European Standards Organizations. The Digital Agenda rightly states: "reflecting the rise and growing importance of ICT standards developed by certain global fora and consortia". Some fora/consortia, of course, are distorted, influenced by single vendors, have poor track record, and need constant vigilance, but they are the minority. Therefore, the recognition needs to be accompanied by eligibility criteria focused on openness. Will the EU reform its ICT standardization by the end of 2010? Possibly, and only if DG Enterprise takes on board that Information and Communications Technologies (ICTs) have driven half of the productivity growth in Europe over the past 15 years, a prominent fact in the EU's excellent Digital Competitiveness report 2010 published on Monday 17 May. It is ok to single out the ICT sector. It simply is the most important sector right now as it fuels growth in all other sectors. Let's not wait for the entire standardization package which may take another few years. Europe does not have time. The Digital Agenda is an umbrella strategy with deliveries from a host of actors across the Commission. For instance, the EU promises to issue "guidance on transparent ex-ante disclosure rules for essential intellectual property rights and licensing terms and conditions in the context of standard setting", by 2011 in the Horisontal Guidelines now out for public consultation by DG COMP and to some extent by DG ENTR's standardization policy reform. This is important. The EU will issue procurement guidance as interoperability frameworks are put into practice. This is a joint responsibility of several DGs, and is likely to suffer coordination problems, controversy and delays. We have seen plenty of the latter already and I have commented on the Commission's own interoperability elsewhere, with mixed luck. :( Yesterday, I watched the cartoonesque Korean western film The Good, the Bad and the Weird. In the movie (and I meant in the movie only), a bandit, a thief, and a bounty hunter, all excellent at whatever they do, fight for a treasure map. Whether that is a good analogy for the situation within the Commission, others are better judges of than I. However, as a movie fanatic, I still await the final shoot-out, and, as in the film, the only certainty is that "life is about chasing and being chased". The missed opportunity (in this case not following up the push from Member States to better define open standards based interoperability) is a casualty of the chaos ensued in the European Wild West (and I mean that in the most endearing sense, and my excuses beforehand to actors who possibly justifiably cannot bear being compared to fictional movie characters). Instead of exposing the ongoing fight, the EU opted for the legalistic use of the term "standards" throughout the document. This is a term that--to the EU-- excludes most standards used by the IT industry world wide. So, while it, for a moment, meant "weapon down", it will not lead to lasting peace. The Digital Agenda calls for the Member States to "Implement commitments on interoperability and standards in the Malmö and Granada Declarations by 2013". This is a far cry from the actual Ministerial Declarations which called upon the Commission to help them with this implementation by recognizing and further defining open standards based interoperability. Unless there is more forthcoming from the Commission, the market's judgement will be: you simply fall short. Generally, I think the EU focus now should be "from policy to practice" and the Digital Agenda does indeed stop short of tackling some highly practical issues. There is need for progress beyond the Digital Agenda. Here are some suggestions that would help Europe re-take global leadership on openness, public sector reform, and economic growth: A strong European software strategy centred around open standards based interoperability by 2011. An ambitious new eCommission strategy for 2011-15 focused on migration to open standards by 2015. Aligning the IT portfolio across the Commission into one Digital Agenda DG by 2012. Focusing all best practice exchange in eGovernment on one social networking site, epractice.eu (full disclosure: I had a role in getting that site up and running) Prioritizing public sector needs in global standardization over European standardization by 2014.

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• IBM "per core" comparisons for SPECjEnterprise2010

  - by jhenning

  I recently stumbled upon a blog entry from Roman Kharkovski (an IBM employee) comparing some SPECjEnterprise2010 results for IBM vs. Oracle. Mr. Kharkovski's blog claims that SPARC delivers half the transactions per core vs. POWER7. Prior to any argument, I should say that my predisposition is to like Mr. Kharkovski, because he says that his blog is intended to be factual; that the intent is to try to avoid marketing hype and FUD tactic; and mostly because he features a picture of himself wearing a bike helmet (me too). Therefore, in a spirit of technical argument, rather than FUD fight, there are a few areas in his comparison that should be discussed. Scaling is not free For any benchmark, if a small system scores 13k using quantity R1 of some resource, and a big system scores 57k using quantity R2 of that resource, then, sure, it's tempting to divide: is  13k/R1 > 57k/R2 ? It is tempting, but not necessarily educational. The problem is that scaling is not free. Building big systems is harder than building small systems. Scoring  13k/R1  on a little system provides no guarantee whatsoever that one can sustain that ratio when attempting to handle more than 4 times as many users. Choosing the denominator radically changes the picture When ratios are used, one can vastly manipulate appearances by the choice of denominator. In this case, lots of choices are available for the resource to be compared (R1 and R2 above). IBM chooses to put cores in the denominator. Mr. Kharkovski provides some reasons for that choice in his blog entry. And yet, it should be noted that the very concept of a core is: arbitrary: not necessarily comparable across vendors; fluid: modern chips shift chip resources in response to load; and invisible: unless you have a microscope, you can't see it. By contrast, one can actually see processor chips with the naked eye, and they are a bit easier to count. If we put chips in the denominator instead of cores, we get: 13161.07 EjOPS / 4 chips = 3290 EjOPS per chip for IBM vs 57422.17 EjOPS / 16 chips = 3588 EjOPS per chip for Oracle The choice of denominator makes all the difference in the appearance. Speaking for myself, dividing by chips just seems to make more sense, because: I can see chips and count them; and I can accurately compare the number of chips in my system to the count in some other vendor's system; and Tthe probability of being able to continue to accurately count them over the next 10 years of microprocessor development seems higher than the probability of being able to accurately and comparably count "cores". SPEC Fair use requirements Speaking as an individual, not speaking for SPEC and not speaking for my employer, I wonder whether Mr. Kharkovski's blog article, taken as a whole, meets the requirements of the SPEC Fair Use rule www.spec.org/fairuse.html section I.D.2. For example, Mr. Kharkovski's footnote (1) begins Results from http://www.spec.org as of 04/04/2013 Oracle SUN SPARC T5-8 449 EjOPS/core SPECjEnterprise2010 (Oracle's WLS best SPECjEnterprise2010 EjOPS/core result on SPARC). IBM Power730 823 EjOPS/core (World Record SPECjEnterprise2010 EJOPS/core result) The questionable tactic, from a Fair Use point of view, is that there is no such metric at the designated location. At www.spec.org, You can find the SPEC metric 57422.17 SPECjEnterprise2010 EjOPS for Oracle and You can also find the SPEC metric 13161.07 SPECjEnterprise2010 EjOPS for IBM. Despite the implication of the footnote, you will not find any mention of 449 nor anything that says 823. SPEC says that you can, under its fair use rule, derive your own values; but it emphasizes: "The context must not give the appearance that SPEC has created or endorsed the derived value." Substantiation and transparency Although SPEC disclaims responsibility for non-SPEC information (section I.E), it says that non-SPEC data and methods should be accurate, should be explained, should be substantiated. Unfortunately, it is difficult or impossible for the reader to independently verify the pricing: Were like units compared to like (e.g. list price to list price)? Were all components (hw, sw, support) included? Were all fees included? Note that when tpc.org shows IBM pricing, there are often items such as "PROCESSOR ACTIVATION" and "MEMORY ACTIVATION". Without the transparency of a detailed breakdown, the pricing claims are questionable. T5 claim for "Fastest Processor" Mr. Kharkovski several times questions Oracle's claim for fastest processor, writing You see, when you publish industry benchmarks, people may actually compare your results to other vendor's results. Well, as we performance people always say, "it depends". If you believe in performance-per-core as the primary way of looking at the world, then yes, the POWER7+ is impressive, spending its chip resources to support up to 32 threads (8 cores x 4 threads). Or, it just might be useful to consider performance-per-chip. Each SPARC T5 chip allows 128 hardware threads to be simultaneously executing (16 cores x 8 threads). The Industry Standard Benchmark that focuses specifically on processor chip performance is SPEC CPU2006. For this very well known and popular benchmark, SPARC T5: provides better performance than both POWER7 and POWER7+, for 1 chip vs. 1 chip, for 8 chip vs. 8 chip, for integer (SPECint_rate2006) and floating point (SPECfp_rate2006), for Peak tuning and for Base tuning. For example, at the 8-chip level, integer throughput (SPECint_rate2006) is: 3750 for SPARC 2170 for POWER7+. You can find the details at the March 2013 BestPerf CPU2006 page SPEC is a trademark of the Standard Performance Evaluation Corporation, www.spec.org. The two specific results quoted for SPECjEnterprise2010 are posted at the URLs linked from the discussion. Results for SPEC CPU2006 were verified at spec.org 1 July 2013, and can be rechecked here.

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• How do I prove or disprove "god" objects are wrong?

  - by honestduane

  Problem Summary: Long story short, I inherited a code base and an development team I am not allowed to replace and the use of God Objects is a big issue. Going forward, I want to have us re-factor things but I am getting push-back from the teams who want to do everything with God Objects "because its easier" and this means I would not be allowed to re-factor. I pushed back citing my years of dev experience, that I'm the new boss who was hired to know these things, etc, and so did the third party offshore companies account sales rep, and this is now at the executive level and my meeting is tomorrow and I want to go in with a lot of technical ammo to advocate best practices because I feel it will be cheaper in the long run (And I personally feel that is what the third party is worried about) for the company. My issue is from a technical level, I know its good long term but I'm having trouble with the ultra short term and 6 months term, and while its something I "know" I cant prove it with references and cited resources outside of one person (Robert C. Martin, aka Uncle Bob), as that is what I am being asked to do as I have been told having data from one person and only one person (Robert C Martin) is not good enough of an argument. Question: What are some resources I can cite directly (Title, year published, page number, quote) by well known experts in the field that explicitly say this use of "God" Objects/Classes/Systems is bad (or good, since we are looking for the most technically valid solution)? Research I have already done: I have a number of books here and I have searched their indexes for the use of the words "god object" and "god class". I found that oddly its almost never used and the copy of the GoF book I have for example, never uses it (At least according to the index in front of me) but I have found it in 2 books per the below, but I want more I can use. I checked the Wikipedia page for "God Object" and its currently a stub with little reference links so although I personally agree with that it says, It doesn't have much I can use in an environment where personal experience is not considered valid. The book cited is also considered too old to be valid by the people I am debating these technical points with as the argument they are making is that "it was once thought to be bad but nobody could prove it, and now modern software says "god" objects are good to use". I personally believe that this statement is incorrect, but I want to prove the truth, whatever it is. In Robert C Martin's "Agile Principles, Patterns, and Practices in C#" (ISBN: 0-13-185725-8, hardcover) where on page 266 it states "Everybody knows that god classes are a bad idea. We don't want to concentrate all the intelligence of a system into a single object or a single function. One of the goals of OOD is the partitioning and distribution of behavior into many classes and many function." -- And then goes on to say sometimes its better to use God Classes anyway sometimes (Citing micro-controllers as an example). In Robert C Martin's "Clean Code: A Handbook of Agile Software Craftsmanship" page 136 (And only this page) talks about the "God class" and calls it out as a prime example of a violation of the "classes should be small" rule he uses to promote the Single Responsibility Principle" starting on on page 138. The problem I have is all my references and citations come from the same person (Robert C. Martin), and am from the same single person/source. I am being told that because he is just one guy, my desire to not use "God Classes" is invalid and not accepted as a standard best practice in the software industry. Is this true? Am I doing things wrong from a technical perspective by trying to keep to the teaching of Uncle Bob? God Objects and Object Oriented Programming and Design: The more I think of this the more I think this is more something you learn when you study OOP and its never explicitly called out; Its implicit to good design is my thinking (Feel free to correct me, please, as I want to learn), The problem is I "know" this, but but not everybody does, so in this case its not considered a valid argument because I am effectively calling it out as universal truth when in fact most people are statistically ignorant of it since statistically most people are not programmers. Conclusion: I am at a loss on what to search for to get the best additional results to cite, since they are making a technical claim and I want to know the truth and be able to prove it with citations like a real engineer/scientist, even if I am biased against god objects due to my personal experience with code that used them. Any assistance or citations would be deeply appreciated.

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• Breaking up the Workday– Overcoming the Workaholic Syndrome

  - by dwahlin

  Hi, my name’s Dan Wahlin and I’m a workaholic – I admit it. It’s good from the standpoint that I get a lot done but it also has a lot of cons associated with it as well that I’m not proud of. I literally can’t watch TV without feeling like I should be doing something more productive (although I have no problem going to see movies at a theater or watching sporting events – that’s my escape I guess). On vacation it’s sometimes difficult the first few days to just “let go” of work and enjoy the time with my family. I always feel like I should be checking email and following up with different business projects. Fortunately, my wife knows me really well after 17 years of marriage and “gently” restricts my usage of laptops and other gadgets while we’re out. She also reminds me that constantly burying my face in gadgets just isn’t cool and shows a distinct lack of self control. On a given day I typically put in between 12 (at a minimum) up to 16-18 hours working on projects. My company does .NET consulting (ASP.NET/jQuery, SharePoint and Silverlight) but we also do a lot in the training space so there’s always a client project, some new courseware or some other deliverable that has to be worked on. My normal process for handling that is to just work my butt off and see how much I can get done. That process has worked well for a long time but when you start realizing that your happiness comes from how much work you accomplished that day then you have a problem. That’s especially true if you have kids (which I do….two awesome boys). It’s almost as if working more hours feels like I’m more successful or something which is of course ridiculous. It may actually mean that I’m too distracted or disorganized. Lately I’ve realized that while I’m still productive and always meet my deadlines, I’m really burnt out by the afternoon and have lost some of the excitement I used to have. Part of that’s normal I think given that I’ve been doing this for close to 15 years now, but in thinking through it more I realized that I just need to get away from the desk and take a break. By far, the happiest time of my life was my childhood. Part of that was due to having awesome parents, having far less responsibility (a big factor I suspect), being able to hang-out with friends at school, playing sports, games, etc. but I think a big part of the overall happiness came from being outside a lot. I lived on my bike as a little kid and as I grew up I shared time between riding an ATV all over the place, shooting hoops on the basketball court, playing golf and working on a golf course (all outside work of course).  Being a software developer and trainer I generally spend 95% or more of my day indoors and only see the sun when driving from place to place or by looking out the window (that’s sad because I live in a suburb of Phoenix, AZ where it’s nearly always sunny). I haven’t looked into any scientific studies on the matter, but I’d be willing to bet there’s a direct correlation between overall productivity/happiness and being outside some throughout the day (sunny or not). But, I wasn’t sure what to do about it since I do have a lot of deadlines I need to meet after all. While talking with my wife last night I mentioned how I feel like I’m in a rut and want to get the “fun” back that I used to have. She immediately said that I need to start making time for breaks (a real quick fact – she’s a lot smarter than me and nearly always right). Of course my first thought was that I’d be less productive taking breaks. If I spend 2 hours just relaxing then I’m losing 2 hours of work. But, I thought about it more and realized that I’m probably less productive when I work 10+ hours and only take less than 30 minutes for a lunch break to relax a little. I bet my brain is screaming, “Please let me relax a little so I can figure out these problems you’re trying to resolve!”. So, starting today I’m going to try to break the workaholic habit and spend time outside of the office. That could mean sitting around outside, working out, golfing, or whatever. I’ve decided that no gadgets are allowed during that time and that I shouldn’t work for more than 4 hours straight without taking a break. I have no idea how my little “break the workaholic syndrome” experiment will go or how long it will last, but I’d be very interested in hearing from others on how they keep fresh and focused without working yourself to death. If you have any specific ideas, techniques or practices you follow please share them. There’s a lot more to life than work and some of us (and I’m thinking of myself specifically) need to take a long, hard look at what kind of balance we currently have. I’d hate to look back at my life when I’m 80 years old and say, “The only thing I did was work – I missed out on life!”.

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• Come meet our Interns in Dublin

  - by klaudia.drulis

  Oracle Worldwide Product Translation Group (WPTG) provides solutions for all Oracle product and Content translation requirements. WPTG is a global organisation with its headquarters in Ireland and employees in Oracle offices worldwide. WPTG offer expertise in fields such as process engineering, tools development, linguistic quality, terminology, global product release, financial and vendor management. WPTG provides translation solution for over 40 languages including Asia Pacific, European, American and Middle Eastern languages. WPTG first introduced an intern program over 10 years ago and it has become a key component of our teams structure. The majority of Interns are sourced from a Computer Science related course, these Interns joining the engineering team. Others are sourced from Business courses and work within the Business / Project management area. The intern program allows us to maintain ties with current course curriculum and brings fresh energy and perspective into our Organisation. Four of the full time staff working in Dublin today joined us originally as Interns and subsequently were offered permanent positions. Come Meet some of our 2010 Interns, Come and see what Darragh, Anthony, Caoimhe, James and Artemij thought about working within the WPTG at Oracle: Darragh “Oracle has been a fun, challenging work placement for me. From day one I was treated as a full member of staff, this was both comforting and a little bit scary. The responsibilities stack up but I found I was able to keep on top of everything and even make improvements to how we handle a few things thanks to a great team and a very supportive manager. There’s a very positive atmosphere in work that’s really conducive to getting a lot of work done. Ideas seem to be the central hub in my line of business so all of my ideas and innovations were greeted with enthusiasm. Oracle has given me a fantastic opportunity and I urge you to grab it with both hands, you’ll find that you’re with a set of like minded people from all works of life that make work both interesting and fun. Even when the pressure is on you know that you can always get help and advice from someone nearby. My last word of advice is don’t be afraid to stick your neck out, everyone here is willing to learn, try something new and innovate, your voice will be heard and who knows, you could end up having a large impact on Oracle and your career.” Anthony “I had a great experience working with Oracle, from day one I was treated like a full member of staff with responsibilities of my own. I found that the more I put into the work the more I got out from the experience. Volunteering and being willing to face challenges have made this a more exciting placement. I am given a lot of leeway to do my own projects and so I’ve found that I am really enjoying my time here.” Caoimhe “I am currently spending my year of placement within the Release Management Team in the WPTG. My main role is to handle the finance process of all translation projects under 100k which includes creating workspecs and PO's, sending out kits, dealing with vendor queries and handling the invoicing and payment part. I am really enjoying my time here at Oracle, everyone is very open and friendly and willing to help you out with any questions you may have. I would definitely be interested in returning to Oracle after I graduate!” James “I am currently on a 12 month placement with Oracle, working as part of the Worldwide Product Translation Group in the Business Management. The Business Management team provides a global view on WPTG’s vendor and business strategy and is an interface into WPTG for new business. The business management team work together to support the external translation partner network. My role is to support the Business Management team and also to work on various projects when the need arises. This involves working with translation vendors and working with other Oracle employees worldwide. I am really enjoying my time working for Oracle, at times it can be challenging bit also very rewarding. I would recommend any student wanting to undertake a placement year to apply to Oracle, I made some great friends and I will never forget my time in Dublin.” Artemij “From working within Oracle, I have truly understood what "career path" is, and what opportunities a large corporation like Oracle can offer. Without any illusions, the work itself is exciting, sometimes challenging, tests your ability to handle pressure, to make decisions and take responsibility, to learn quickly and cooperate efficiently in order to solve a problem. I have learned a lot about myself. What I am good at, where and what I can do better. My placement at Oracle has allowed me to get a clearer picture of what I want, and which door I am going to open after college. If you have any questions related to this article feel free to contact  [email protected].  You can find our job opportunities via http://campus.oracle.com

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• Summit reflections

  - by Rob Farley

  So far, my three PASS Summit experiences have been notably different to each other. My first, I wasn’t on the board and I gave two regular sessions and a Lightning Talk in which I told jokes. My second, I was a board advisor, and I delivered a precon, a spotlight and a Lightning Talk in which I sang. My third (last week), I was a full board director, and I didn’t present at all. Let’s not talk about next year. I’m not sure there are many options left. This year, I noticed that a lot more people recognised me and said hello. I guess that’s potentially because of the singing last year, but could also be because board elections can bring a fair bit of attention, and because of the effort I’ve put in through things like 24HOP... Yeah, ok. It’d be the singing. My approach was very different though. I was watching things through different eyes. I looked for the things that seemed to be working and the things that didn’t. I had staff there again, and was curious to know how their things were working out. I knew a lot more about what was going on behind the scenes to make various things happen, and although very little about the Summit was actually my responsibility (based on not having that portfolio), my perspective had moved considerably. Before the Summit started, Board Members had been given notebooks – an idea Tom (who heads up PASS’ marketing) had come up with after being inspired by seeing Bill walk around with a notebook. The plan was to take notes about feedback we got from people. It was a good thing, and the notebook forms a nice pair with the SQLBits one I got a couple of years ago when I last spoke there. I think one of the biggest impacts of this was that during the first keynote, Bill told everyone present about the notebooks. This set a tone of “we’re listening”, and a number of people were definitely keen to tell us things that would cause us to pull out our notebooks. PASSTV was a new thing this year. Justin, the host, featured on the couch and talked a lot of people about a lot of things, including me (he talked to me about a lot of things, I don’t think he talked to a lot people about me). Reaching people through online methods is something which interests me a lot – it has huge potential, and I love the idea of being able to broadcast to people who are unable to attend in person. I’m keen to see how this medium can be developed over time. People who know me will know that I’m a keen advocate of certification – I've been SQL certified since version 6.5, and have even been involved in creating exams. However, I don’t believe in studying for exams. I think training is worthwhile for learning new skills, but the goal should be on learning those skills, not on passing an exam. Exams should be for proving that the skills are there, not a goal in themselves. The PASS Summit is an excellent place to take exams though, and with an attitude of professional development throughout the event, why not? So I did. I wasn’t expecting to take one, but I was persuaded and took the MCM Knowledge Exam. I hadn’t even looked at the syllabus, but tried it anyway. I was very tired, and even fell asleep at one point during it. I’ll find out my result at some point in the future – the Prometric site just says “Tested” at the moment. As I said, it wasn’t something I was expecting to do, but it was good to have something unexpected during the week. Of course it was good to catch up with old friends and make new ones. I feel like every time I’m in the US I see things develop a bit more, with more and more people knowing who I am, who my staff are, and recognising the LobsterPot brand. I missed being a presenter, but I definitely enjoyed seeing many friends on the list of presenters. I won’t try to list them, because there are so many these days that people might feel sad if I don’t mention them. For those that I managed to see, I was pleased to see that the majority of them have lifted their presentation skills since I last saw them, and I happily told them as much. One person who I will mention was Paul White, who travelled from New Zealand to his first PASS Summit. He gave two sessions (a regular session and a half-day), packed large rooms of people, and had everyone buzzing with enthusiasm. I spoke to him after the event, and he told me that his expectations were blown away. Paul isn’t normally a fan of crowds, and the thought of 4000 people would have been scary. But he told me he had no idea that people would welcome him so well, be so friendly and so down to earth. He’s seen the significance of the SQL Server community, and says he’ll be back. It’ll be good to see him there. Will you be there too?

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• Computer Networks UNISA - Chap 14 &ndash; Insuring Integrity &amp; Availability

  - by MarkPearl

  After reading this section you should be able to Identify the characteristics of a network that keep data safe from loss or damage Protect an enterprise-wide network from viruses Explain network and system level fault tolerance techniques Discuss issues related to network backup and recovery strategies Describe the components of a useful disaster recovery plan and the options for disaster contingencies What are integrity and availability? Integrity – the soundness of a networks programs, data, services, devices, and connections Availability – How consistently and reliably a file or system can be accessed by authorized personnel A number of phenomena can compromise both integrity and availability including… security breaches natural disasters malicious intruders power flaws human error users etc Although you cannot predict every type of vulnerability, you can take measures to guard against the most damaging events. The following are some guidelines… Allow only network administrators to create or modify NOS and application system users. Monitor the network for unauthorized access or changes Record authorized system changes in a change management system’ Install redundant components Perform regular health checks on the network Check system performance, error logs, and the system log book regularly Keep backups Implement and enforce security and disaster recovery policies These are just some of the basics… Malware Malware refers to any program or piece of code designed to intrude upon or harm a system or its resources. Types of Malware… Boot sector viruses Macro viruses File infector viruses Worms Trojan Horse Network Viruses Bots Malware characteristics Some common characteristics of Malware include… Encryption Stealth Polymorphism Time dependence Malware Protection There are various tools available to protect you from malware called anti-malware software. These monitor your system for indications that a program is performing potential malware operations. A number of techniques are used to detect malware including… Signature Scanning Integrity Checking Monitoring unexpected file changes or virus like behaviours It is important to decide where anti-malware tools will be installed and find a balance between performance and protection. There are several general purpose malware policies that can be implemented to protect your network including… Every compute in an organization should be equipped with malware detection and cleaning software that regularly runs Users should not be allowed to alter or disable the anti-malware software Users should know what to do in case the anti-malware program detects a malware virus Users should be prohibited from installing any unauthorized software on their systems System wide alerts should be issued to network users notifying them if a serious malware virus has been detected. Fault Tolerance Besides guarding against malware, another key factor in maintaining the availability and integrity of data is fault tolerance. Fault tolerance is the ability for a system to continue performing despite an unexpected hardware or software malfunction. Fault tolerance can be realized in varying degrees, the optimal level of fault tolerance for a system depends on how critical its services and files are to productivity. Generally the more fault tolerant the system, the more expensive it is. The following describe some of the areas that need to be considered for fault tolerance. Environment (Temperature and humidity) Power Topology and Connectivity Servers Storage Power Typical power flaws include Surges – a brief increase in voltage due to lightening strikes, solar flares or some idiot at City Power Noise – Fluctuation in voltage levels caused by other devices on the network or electromagnetic interference Brownout – A sag in voltage for just a moment Blackout – A complete power loss The are various alternate power sources to consider including UPS’s and Generators. UPS’s are found in two categories… Standby UPS – provides continuous power when mains goes down (brief period of switching over) Online UPS – is online all the time and the device receives power from the UPS all the time (the UPS is charged continuously) Servers There are various techniques for fault tolerance with servers. Server mirroring is an option where one device or component duplicates the activities of another. It is generally an expensive process. Clustering is a fault tolerance technique that links multiple servers together to appear as a single server. They share processing and storage responsibilities and if one unit in the cluster goes down, another unit can be brought in to replace it. Storage There are various techniques available including the following… RAID Arrays NAS (Storage (Network Attached Storage) SANs (Storage Area Networks) Data Backup A backup is a copy of data or program files created for archiving or safekeeping. Many different options for backups exist with various media including… These vary in cost and speed. Optical Media Tape Backup External Disk Drives Network Backups Backup Strategy After selecting the appropriate tool for performing your servers backup, devise a backup strategy to guide you through performing reliable backups that provide maximum data protection. Questions that should be answered include… What data must be backed up At what time of day or night will the backups occur How will you verify the accuracy of the backups Where and for how long will backup media be stored Who will take responsibility for ensuring that backups occurred How long will you save backups Where will backup and recovery documentation be stored Different backup methods provide varying levels of certainty and corresponding labour cost. There are also different ways to determine which files should be backed up including… Full backup – all data on all servers is copied to storage media Incremental backup – Only data that has changed since the last full or incremental backup is copied to a storage medium Differential backup – Only data that has changed since the last backup is coped to a storage medium Disaster Recovery Disaster recovery is the process of restoring your critical functionality and data after an enterprise wide outage has occurred. A disaster recovery plan is for extreme scenarios (i.e. fire, line fault, etc). A cold site is a place were the computers, devices, and connectivity necessary to rebuild a network exist but they are not appropriately configured. A warm site is a place where the computers, devices, and connectivity necessary to rebuild a network exists with some appropriately configured devices. A hot site is a place where the computers, devices, and connectivity necessary to rebuild a network exists and all are appropriately configured.

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• When is my View too smart?

  - by Kyle Burns

  In this posting, I will discuss the motivation behind keeping View code as thin as possible when using patterns such as MVC, MVVM, and MVP.  Once the motivation is identified, I will examine some ways to determine whether a View contains logic that belongs in another part of the application.  While the concepts that I will discuss are applicable to most any pattern which favors a thin View, any concrete examples that I present will center on ASP.NET MVC. Design patterns that include a Model, a View, and other components such as a Controller, ViewModel, or Presenter are not new to application development.  These patterns have, in fact, been around since the early days of building applications with graphical interfaces.  The reason that these patterns emerged is simple – the code running closest to the user tends to be littered with logic and library calls that center around implementation details of showing and manipulating user interface widgets and when this type of code is interspersed with application domain logic it becomes difficult to understand and much more difficult to adequately test.  By removing domain logic from the View, we ensure that the View has a single responsibility of drawing the screen which, in turn, makes our application easier to understand and maintain. I was recently asked to take a look at an ASP.NET MVC View because the developer reviewing it thought that it possibly had too much going on in the view.  I looked at the .CSHTML file and the first thing that occurred to me was that it began with 40 lines of code declaring member variables and performing the necessary calculations to populate these variables, which were later either output directly to the page or used to control some conditional rendering action (such as adding a class name to an HTML element or not rendering another element at all).  This exhibited both of what I consider the primary heuristics (or code smells) indicating that the View is too smart: Member variables – in general, variables in View code are an indication that the Model to which the View is being bound is not sufficient for the needs of the View and that the View has had to augment that Model.  Notable exceptions to this guideline include variables used to hold information specifically related to rendering (such as a dynamically determined CSS class name or the depth within a recursive structure for indentation purposes) and variables which are used to facilitate looping through collections while binding. Arithmetic – as with member variables, the presence of arithmetic operators within View code are an indication that the Model servicing the View is insufficient for its needs.  For example, if the Model represents a line item in a sales order, it might seem perfectly natural to “normalize” the Model by storing the quantity and unit price in the Model and multiply these within the View to show the line total.  While this does seem natural, it introduces a business rule to the View code and makes it impossible to test that the rounding of the result meets the requirement of the business without executing the View.  Within View code, arithmetic should only be used for activities such as incrementing loop counters and calculating element widths. In addition to the two characteristics of a “Smart View” that I’ve discussed already, this View also exhibited another heuristic that commonly indicates to me the need to refactor a View and make it a bit less smart.  That characteristic is the existence of Boolean logic that either does not work directly with properties of the Model or works with too many properties of the Model.  Consider the following code and consider how logic that does not work directly with properties of the Model is just another form of the “member variable” heuristic covered earlier: @if(DateTime.Now.Hour < 12) {     <div>Good Morning!</div> } else {     <div>Greetings</div> } This code performs business logic to determine whether it is morning.  A possible refactoring would be to add an IsMorning property to the Model, but in this particular case there is enough similarity between the branches that the entire branching structure could be collapsed by adding a Greeting property to the Model and using it similarly to the following: <div>@Model.Greeting</div> Now let’s look at some complex logic around multiple Model properties: @if (ModelPageNumber + Model.NumbersToDisplay == Model.PageCount         || (Model.PageCount != Model.CurrentPage             && !Model.DisplayValues.Contains(Model.PageCount))) {     <div>There's more to see!</div> } In this scenario, not only is the View code difficult to read (you shouldn’t have to play “human compiler” to determine the purpose of the code), but it also complex enough to be at risk for logical errors that cannot be detected without executing the View.  Conditional logic that requires more than a single logical operator should be looked at more closely to determine whether the condition should be evaluated elsewhere and exposed as a single property of the Model.  Moving the logic above outside of the View and exposing a new Model property would simplify the View code to: @if(Model.HasMoreToSee) {     <div>There’s more to see!</div> } In this posting I have briefly discussed some of the more prominent heuristics that indicate a need to push code from the View into other pieces of the application.  You should now be able to recognize these symptoms when building or maintaining Views (or the Models that support them) in your applications.

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• Run Oracle E-Business Suite Period Close Diagnostic

  - by Get Proactive Customer Adoption Team

  Untitled Document Be Proactive & Save Time—Use the Period Close Diagnostic During the Month Have you ever closed your books at the end of the month and, due to problems with your Oracle E-Business Suite Period Close, you found yourself working all night or all weekend to resolve your issues? You can avoid issues by running the Oracle E-Business Suite Period Close Diagnostics throughout the month, prior to closing Oracle Financial Assets, General Ledger, Payables, and/or Receivables. You can identify issues that will interfere with your period close early, preventing last minute fire drills. Correct your errors or, if you need Oracle Support’s assistance, attach the output to a service request for faster resolution by the support engineer. Oracle E-Business Suite Diagnostics are included in your Oracle Premier Support agreement at no extra charge. They are proactive, easy to use, tools provided by Oracle Support to ease the gathering and analyzing of information from your E-Business Suite, specific to an existing issue or setup. Formatted output displays the information gathered, the findings of the analysis, and the appropriate actions to take if necessary. These tools are designed for both the functional and technical user, providing no EBS administration features, so you can safely assign this responsibility to users who are not administrators. A good place to start with the Support Diagnostics is the install patch Note 167000.1. Everything you need is in this patch and you install it on top of your E-Business Suite. If you are on EBS 12.0.6 or below, Oracle delivers the diagnostic tests in a standard Oracle patch and you apply it using the adpatch utility. If you are on EBS release 12.1.1 or above, your diagnostics are already there. Oracle E-Business Suite Diagnostics: Prevent Issues—resolving configuration and data issues that would cause processes to fail Identify Issues Quickly—resolving problems without the need to contact Oracle Support Reduce Resolution Time—minimizing the time spent to resolve an issue by increasing support engineer efficiency In the example below, you will see how to run the EBS Period Close Diagnostic step-by-step using an SQLGL Period Closing Activity Test. This allows you to check throughout the month to identify and resolve any issue that might prevent closing the period in the General Ledger on schedule.   Click the Select Application button. Select your Application. In this example, we will use the Period Close test. Scroll down to Period Close Place a check mark in the Period Closing box in the Select column. Click the Execute button at the bottom of the page Input the parameters. Click the Submit button Click the Refresh button, until the Status of the test changes from “In Progress” to “Completed” Click the icon under, View Report to view the test results   The report will complete successfully or show completed with errors. The report will show where the error is located, what the error is, and what action(s) to take for resolution. Remember, if you need to work with Oracle Support to resolve your issue, attach the report to your Service Request so the engineer can start working the issue. Completed with errors Completed successfully with no errors If you have questions, please ask in the E-Business Suite Category’s Diagnostic Tools Community. You may find the answer waiting for you in a prior community discussion or in one of the resources posted by an Oracle Support moderator. Oracle’s Period Close Diagnostic, and the other E-Business Suite Diagnostics, save you time and help keep you on schedule. If you run the Period Close Diagnostic throughout the month, you can identify issues to resolve and get help, if needed. When opening a Service Request, attaching the output from the diagnostic report, speeds resolution. With the issues resolved ahead of time, your Period Close should complete without errors. Avoiding the unexpected, helps to close your books on time and without late nights or working through your weekend. Recommended Reads E-Business Suite Diagnostics Period / Year End Close [ID 402237.1] lists all of the Closing Period Diagnostic Tests. I highly recommend that customers execute these tests prior to closing a period. The period closing tests listed in this document help you identify known issues that prevent a successful period close. Use these tests prior to closing a period. To learn about all the available EBS Diagnostics, please review the E-Business Suite Diagnostics Overview [ID 342459.1].

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• Namespaces are obsolete

  - by Bertrand Le Roy

  To those of us who have been around for a while, namespaces have been part of the landscape. One could even say that they have been defining the large-scale features of the landscape in question. However, something happened fairly recently that I think makes this venerable structure obsolete. Before I explain this development and why it’s a superior concept to namespaces, let me recapitulate what namespaces are and why they’ve been so good to us over the years… Namespaces are used for a few different things: Scope: a namespace delimits the portion of code where a name (for a class, sub-namespace, etc.) has the specified meaning. Namespaces are usually the highest-level scoping structures in a software package. Collision prevention: name collisions are a universal problem. Some systems, such as jQuery, wave it away, but the problem remains. Namespaces provide a reasonable approach to global uniqueness (and in some implementations such as XML, enforce it). In .NET, there are ways to relocate a namespace to avoid those rare collision cases. Hierarchy: programmers like neat little boxes, and especially boxes within boxes within boxes. For some reason. Regular human beings on the other hand, tend to think linearly, which is why the Windows explorer for example has tried in a few different ways to flatten the file system hierarchy for the user. 1 is clearly useful because we need to protect our code from bleeding effects from the rest of the application (and vice versa). A language with only global constructs may be what some of us started programming on, but it’s not desirable in any way today. 2 may not be always reasonably worth the trouble (jQuery is doing fine with its global plug-in namespace), but we still need it in many cases. One should note however that globally unique names are not the only possible implementation. In fact, they are a rather extreme solution. What we really care about is collision prevention within our application. What happens outside is irrelevant. 3 is, more than anything, an aesthetical choice. A common convention has been to encode the whole pedigree of the code into the namespace. Come to think about it, we never think we need to import “Microsoft.SqlServer.Management.Smo.Agent” and that would be very hard to remember. What we want to do is bring nHibernate into our app. And this is precisely what you’ll do with modern package managers and module loaders. I want to take the specific example of RequireJS, which is commonly used with Node. Here is how you import a module with RequireJS: var http = require("http"); .csharpcode, .csharpcode pre { font-size: small; color: black; font-family: consolas, "Courier New", courier, monospace; background-color: #ffffff; /*white-space: pre;*/ } .csharpcode pre { margin: 0em; } .csharpcode .rem { color: #008000; } .csharpcode .kwrd { color: #0000ff; } .csharpcode .str { color: #006080; } .csharpcode .op { color: #0000c0; } .csharpcode .preproc { color: #cc6633; } .csharpcode .asp { background-color: #ffff00; } .csharpcode .html { color: #800000; } .csharpcode .attr { color: #ff0000; } .csharpcode .alt { background-color: #f4f4f4; width: 100%; margin: 0em; } .csharpcode .lnum { color: #606060; } This is of course importing a HTTP stack module into the code. There is no noise here. Let’s break this down. Scope (1) is provided by the one scoping mechanism in JavaScript: the closure surrounding the module’s code. Whatever scoping mechanism is provided by the language would be fine here. Collision prevention (2) is very elegantly handled. Whereas relocating is an afterthought, and an exceptional measure with namespaces, it is here on the frontline. You always relocate, using an extremely familiar pattern: variable assignment. We are very much used to managing our local variable names and any possible collision will get solved very easily by picking a different name. Wait a minute, I hear some of you say. This is only taking care of collisions on the client-side, on the left of that assignment. What if I have two libraries with the name “http”? Well, You can better qualify the path to the module, which is what the require parameter really is. As for hierarchical organization, you don’t really want that, do you? RequireJS’ module pattern does elegantly cover the bases that namespaces used to cover, but it also promotes additional good practices. First, it promotes usage of self-contained, single responsibility units of code through the closure-based, stricter scoping mechanism. Namespaces are somewhat more porous, as using/import statements can be used bi-directionally, which leads us to my second point… Sane dependency graphs are easier to achieve and sustain with such a structure. With namespaces, it is easy to construct dependency cycles (that’s bad, mmkay?). With this pattern, the equivalent would be to build mega-components, which are an easier problem to spot than a decay into inter-dependent namespaces, for which you need specialized tools. I really like this pattern very much, and I would like to see more environments implement it. One could argue that dependency injection has some commonalities with this for example. What do you think? This is the half-baked result of some morning shower reflections, and I’d love to read your thoughts about it. What am I missing?

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• Hiring New IT Employees versus Promoting Internally for IT Positions

  Recently I was asked my opinion regarding the hiring of IT professionals in regards to the option of hiring new IT employees versus promoting internally for IT positions. After thinking a little more about this question regarding staffing, specifically pertaining to promoting internally verses new employees; I think my answer to this question is that it truly depends on the situation. However, in most cases I would side with promoting internally. The key factors in this decision should be based on a company/department’s current values, culture, attitude, and existing priorities.  For example if a company values retaining all of its hard earned business knowledge then they would tend to promote existing employees internal over hiring a new employee. Moreover, the company will have to pay to train an existing employee to learn a new technology and the learning curve for some technologies can be very steep. Conversely, if a company values new technologies and technical proficiency over business knowledge then a company would tend to hire new employees because they may already have experience with a technology that the company is planning on using. In this scenario, the company would have to take on the additional overhead of allowing a new employee to learn how the business operates prior to them being fully effective. To illustrate my points above let us look at contractor that builds in ground pools for example.  He has the option to hire employees that are very strong but use small shovels to dig, or employees weak in physical strength but use large shovels to dig. Which employee should the contractor use to dig a hole for a new in ground pool? If we compare the possible candidates for this job we will find that they are very similar to hiring someone internally verses a new hire. The first example represents the existing workers that are very strong regarding the understanding how the business operates and the reasons why in a specific manner. However this employee could be potentially weaker than an outsider pertaining to specific technologies and would need some time to build their technical prowess for a new position much like the strong worker upgrading their shovels in order to remove more dirt at once when digging. The other employee is very similar to hiring a new person that may already have the large shovel but will need to increase their strength in order to use the shovel properly and efficiently so that they can move a maximum amount of dirt in a minimal amount of time. This can be compared to new employ learning how a business operates before they can be fully functional and integrated in the company/department. Another key factor in this dilemma pertains to existing employee and their passion for their work, their ability to accept new responsibility when given, and the willingness to take on responsibilities when they see a need in the business. As much as possible should be considered in this decision down to the mood of the team, the quality of existing staff, learning cure for both technology and business, and the potential side effects of the existing staff.  In addition, there are many more consideration based on the current team/department/companies culture and mood. There are several factors that need to be considered when promoting an individual or hiring new blood for a team. They both can provide great benefits as well as create controversy to a group. Personally, staffing especially in the IT world is like building a large scale system in that all of the components and modules must fit together and preform as one cohesive system in the same way a team must come together using their individually acquired skills so that they can work as one team.  If a module is out of place or is nonexistent then the rest of the team will suffer until the all of its issues are addressed and resolved. Benefits of Promoting Internally Internal promotions give employees a reason to constantly upgrade their technology, business, and communication skills if they want to further their career Employees can control their own destiny based on personal desires Employee already knows how the business operates Companies can save money by promoting internally because the initial overhead of allowing new hires to learn how a company operates is very expensive Newly promoted employees can assist in training their replacements while transitioning to their new role within a company. Existing employees already have a proven track record in regards fitting in with the business culture; this is always an unknown with all new hires Benefits of a New Hire New employees can energize and excite existing employees New employees can bring new ideas and advancements in technology New employees can offer a different perspective on existing issues based on their past experience. As you can see the decision to promote an existing employee from within a company verses hiring a new person should be based on several factors that should ultimately place the business in the best possible situation for the immediate and long term future. How would you handle this situation? Would you hire a new employee or promote from within?

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• CPU Usage in Very Large Coherence Clusters

  - by jpurdy

  When sizing Coherence installations, one of the complicating factors is that these installations (by their very nature) tend to be application-specific, with some being large, memory-intensive caches, with others acting as I/O-intensive transaction-processing platforms, and still others performing CPU-intensive calculations across the data grid. Regardless of the primary resource requirements, Coherence sizing calculations are inherently empirical, in that there are so many permutations that a simple spreadsheet approach to sizing is rarely optimal (though it can provide a good starting estimate). So we typically recommend measuring actual resource usage (primarily CPU cycles, network bandwidth and memory) at a given load, and then extrapolating from those measurements. Of course there may be multiple types of load, and these may have varying degrees of correlation -- for example, an increased request rate may drive up the number of objects "pinned" in memory at any point, but the increase may be less than linear if those objects are naturally shared by concurrent requests. But for most reasonably-designed applications, a linear resource model will be reasonably accurate for most levels of scale. However, at extreme scale, sizing becomes a bit more complicated as certain cluster management operations -- while very infrequent -- become increasingly critical. This is because certain operations do not naturally tend to scale out. In a small cluster, sizing is primarily driven by the request rate, required cache size, or other application-driven metrics. In larger clusters (e.g. those with hundreds of cluster members), certain infrastructure tasks become intensive, in particular those related to members joining and leaving the cluster, such as introducing new cluster members to the rest of the cluster, or publishing the location of partitions during rebalancing. These tasks have a strong tendency to require all updates to be routed via a single member for the sake of cluster stability and data integrity. Fortunately that member is dynamically assigned in Coherence, so it is not a single point of failure, but it may still become a single point of bottleneck (until the cluster finishes its reconfiguration, at which point this member will have a similar load to the rest of the members). The most common cause of scaling issues in large clusters is disabling multicast (by configuring well-known addresses, aka WKA). This obviously impacts network usage, but it also has a large impact on CPU usage, primarily since the senior member must directly communicate certain messages with every other cluster member, and this communication requires significant CPU time. In particular, the need to notify the rest of the cluster about membership changes and corresponding partition reassignments adds stress to the senior member. Given that portions of the network stack may tend to be single-threaded (both in Coherence and the underlying OS), this may be even more problematic on servers with poor single-threaded performance. As a result of this, some extremely large clusters may be configured with a smaller number of partitions than ideal. This results in the size of each partition being increased. When a cache server fails, the other servers will use their fractional backups to recover the state of that server (and take over responsibility for their backed-up portion of that state). The finest granularity of this recovery is a single partition, and the single service thread can not accept new requests during this recovery. Ordinarily, recovery is practically instantaneous (it is roughly equivalent to the time required to iterate over a set of backup backing map entries and move them to the primary backing map in the same JVM). But certain factors can increase this duration drastically (to several seconds): large partitions, sufficiently slow single-threaded CPU performance, many or expensive indexes to rebuild, etc. The solution of course is to mitigate each of those factors but in many cases this may be challenging. Larger clusters also lead to the temptation to place more load on the available hardware resources, spreading CPU resources thin. As an example, while we've long been aware of how garbage collection can cause significant pauses, it usually isn't viewed as a major consumer of CPU (in terms of overall system throughput). Typically, the use of a concurrent collector allows greater responsiveness by minimizing pause times, at the cost of reducing system throughput. However, at a recent engagement, we were forced to turn off the concurrent collector and use a traditional parallel "stop the world" collector to reduce CPU usage to an acceptable level. In summary, there are some less obvious factors that may result in excessive CPU consumption in a larger cluster, so it is even more critical to test at full scale, even though allocating sufficient hardware may often be much more difficult for these large clusters.

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• High Availability for IaaS, PaaS and SaaS in the Cloud

  - by BuckWoody

  Outages, natural disasters and unforeseen events have proved that even in a distributed architecture, you need to plan for High Availability (HA). In this entry I'll explain a few considerations for HA within Infrastructure-as-a-Service (IaaS), Platform-as-a-Service (PaaS) and Software-as-a-Service (SaaS). In a separate post I'll talk more about Disaster Recovery (DR), since each paradigm has a different way to handle that. Planning for HA in IaaS IaaS involves Virtual Machines - so in effect, an HA strategy here takes on many of the same characteristics as it would on-premises. The primary difference is that the vendor controls the hardware, so you need to verify what they do for things like local redundancy and so on from the hardware perspective. As far as what you can control and plan for, the primary factors fall into three areas: multiple instances, geographical dispersion and task-switching. In almost every cloud vendor I've studied, to ensure your application will be protected by any level of HA, you need to have at least two of the Instances (VM's) running. This makes sense, but you might assume that the vendor just takes care of that for you - they don't. If a single VM goes down (for whatever reason) then the access to it is lost. Depending on multiple factors, you might be able to recover the data, but you should assume that you can't. You should keep a sync to another location (perhaps the vendor's storage system in another geographic datacenter or to a local location) to ensure you can continue to serve your clients. You'll also need to host the same VM's in another geographical location. Everything from a vendor outage to a network path problem could prevent your users from reaching the system, so you need to have multiple locations to handle this. This means that you'll have to figure out how to manage state between the geo's. If the system goes down in the middle of a transaction, you need to figure out what part of the process the system was in, and then re-create or transfer that state to the second set of systems. If you didn't write the software yourself, this is non-trivial. You'll also need a manual or automatic process to detect the failure and re-route the traffic to your secondary location. You could flip a DNS entry (if your application can tolerate that) or invoke another process to alias the first system to the second, such as load-balancing and so on. There are many options, but all of them involve coding the state into the application layer. If you've simply moved a state-ful application to VM's, you may not be able to easily implement an HA solution. Planning for HA in PaaS Implementing HA in PaaS is a bit simpler, since it's built on the concept of stateless applications deployment. Once again, you need at least two copies of each element in the solution (web roles, worker roles, etc.) to remain available in a single datacenter. Also, you need to deploy the application again in a separate geo, but the advantage here is that you could work out a "shared storage" model such that state is auto-balanced across the world. In fact, you don't have to maintain a "DR" site, the alternate location can be live and serving clients, and only take on extra load if the other site is not available. In Windows Azure, you can use the Traffic Manager service top route the requests as a type of auto balancer. Even with these benefits, I recommend a second backup of storage in another geographic location. Storage is inexpensive; and that second copy can be used for not only HA but DR. Planning for HA in SaaS In Software-as-a-Service (such as Office 365, or Hadoop in Windows Azure) You have far less control over the HA solution, although you still maintain the responsibility to ensure you have it. Since each SaaS is different, check with the vendor on the solution for HA - and make sure you understand what they do and what you are responsible for. They may have no HA for that solution, or pin it to a particular geo, or perhaps they have a massive HA built in with automatic load balancing (which is often the case).   All of these options (with the exception of SaaS) involve higher costs for the design. Do not sacrifice reliability for cost - that will always cost you more in the end. Build in the redundancy and HA at the very outset of the project - if you try to tack it on later in the process the business will push back and potentially not implement HA. References: http://www.bing.com/search?q=windows+azure+High+Availability  (each type of implementation is different, so I'm routing you to a search on the topic - look for the "Patterns and Practices" results for the area in Azure you're interested in)

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• What is Happening vs. What is Interesting

  - by Geertjan

  Devoxx 2011 was yet another confirmation that all development everywhere is either on the web or on mobile phones. Whether you looked at the conference schedule or attended sessions or talked to speakers at any point at all, it was very clear that no development whatsoever is done anymore on the desktop. In fact, that's something Tim Bray himself told me to my face at the speakers dinner. No new developments of any kind are happening on the desktop. Everyone who is currently on the desktop is working overtime to move all of their applications to the web. They're probably also creating a small subset of their application on an Android tablet, with an even smaller subset on their Android phone. Then you scratch that monolithic surface and find some interesting results. Without naming any names, I asked one of these prominent "ah, forget about the desktop" people at the Devoxx speakers dinner (and I have a witness): "Yes, the desktop is dead, but what about air traffic control, stock trading, oil analysis, risk management applications? In fact, what about any back office application that needs to be usable across all operating systems? Here there is no concern whatsoever with 100% accessibility which is, after all, the only thing that the web has over the desktop, (except when there's a network failure, of course, or when you find yourself in the 3/4 of the world where there's bandwidth problems)? There are 1000's of hidden applications out there that have processing requirements, security requirements, and the requirement that they'll be available even when the network is down or even completely unavailable. Isn't that a valid use case and aren't there 1000's of applications that fall into this so-called niche category? Are you not, in fact, confusing consumer applications, which are increasingly web-based and mobile-based, with high-end corporate applications, which typically need to do massive processing, of one kind or another, for which the web and mobile worlds are completely unsuited?" And you will not believe what the reply to the above question was. (Again, I have a witness to this discussion.) But here it is: "Yes. But those applications are not interesting. I do not want to spend any of my time or work in any way on those applications. They are boring." I'm sad to say that the leaders of the software development community, including those in the Java world, either share the above opinion or are led by it. Because they find something that is not new to be boring, they move on to what is interesting and start talking like the supposedly-boring developments don't even exist. (Kind of like a rapper pretending classical music doesn't exist.) Time and time again I find myself giving Java desktop development courses (at companies, i.e., not hobbyists, or students, but companies, i.e., the places where dollars are earned), where developers say to me: "The course you're giving about creating cross-platform, loosely coupled, and highly cohesive applications is really useful to us. Why do we never find information about this topic at conferences? Why can we never attend a session at a conference where the story about pluggable cross-platform Java is told? Why do we get the impression that we are uncool because we're not on the web and because we're not on a mobile phone, while the reason for that is because we're creating $1000,000 simulation software which has nothing to gain from being on the web or on the mobile phone?" And then I say: "Because nobody knows you exist. Because you're not submitting abstracts to conferences about your very interesting use cases. And because conferences tend to focus on what is new, which tends to be web related (especially HTML 5) or mobile related (especially Android). Because you're not taking the responsibility on yourself to tell the real stories about the real applications being developed all the time and every day. Because you yourself think your work is boring, while in fact it is fascinating. Because desktop developers are working from 9 to 5 on the desktop, in secure environments, such as banks and defense, where you can't spend time, nor have the interest in, blogging your latest tip or trick, as opposed to web developers, who tend to spend a lot of time on the web anyway and are therefore much more inclined to create buzz about the kind of work they're doing." So, next time you look at a conference program and wonder why there's no stories about large desktop development projects in the program, here's the short answer: "No one is going to put those items on the program until you start submitting those kinds of sessions. And until you start blogging. Until you start creating the buzz that the web developers have been creating around their work for the past 10 years or so. And, yes, indeed, programmers get the conference they deserve." And what about Tim Bray? Ask yourself, as Google's lead web technology evangelist, how many desktop developers do you think he talks to and, more generally, what his frame of reference is and what, clearly, he considers to be most interesting.

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• Summit reflections

  - by Rob Farley

  So far, my three PASS Summit experiences have been notably different to each other. My first, I wasn’t on the board and I gave two regular sessions and a Lightning Talk in which I told jokes. My second, I was a board advisor, and I delivered a precon, a spotlight and a Lightning Talk in which I sang. My third (last week), I was a full board director, and I didn’t present at all. Let’s not talk about next year. I’m not sure there are many options left. This year, I noticed that a lot more people recognised me and said hello. I guess that’s potentially because of the singing last year, but could also be because board elections can bring a fair bit of attention, and because of the effort I’ve put in through things like 24HOP... Yeah, ok. It’d be the singing. My approach was very different though. I was watching things through different eyes. I looked for the things that seemed to be working and the things that didn’t. I had staff there again, and was curious to know how their things were working out. I knew a lot more about what was going on behind the scenes to make various things happen, and although very little about the Summit was actually my responsibility (based on not having that portfolio), my perspective had moved considerably. Before the Summit started, Board Members had been given notebooks – an idea Tom (who heads up PASS’ marketing) had come up with after being inspired by seeing Bill walk around with a notebook. The plan was to take notes about feedback we got from people. It was a good thing, and the notebook forms a nice pair with the SQLBits one I got a couple of years ago when I last spoke there. I think one of the biggest impacts of this was that during the first keynote, Bill told everyone present about the notebooks. This set a tone of “we’re listening”, and a number of people were definitely keen to tell us things that would cause us to pull out our notebooks. PASSTV was a new thing this year. Justin, the host, featured on the couch and talked a lot of people about a lot of things, including me (he talked to me about a lot of things, I don’t think he talked to a lot people about me). Reaching people through online methods is something which interests me a lot – it has huge potential, and I love the idea of being able to broadcast to people who are unable to attend in person. I’m keen to see how this medium can be developed over time. People who know me will know that I’m a keen advocate of certification – I've been SQL certified since version 6.5, and have even been involved in creating exams. However, I don’t believe in studying for exams. I think training is worthwhile for learning new skills, but the goal should be on learning those skills, not on passing an exam. Exams should be for proving that the skills are there, not a goal in themselves. The PASS Summit is an excellent place to take exams though, and with an attitude of professional development throughout the event, why not? So I did. I wasn’t expecting to take one, but I was persuaded and took the MCM Knowledge Exam. I hadn’t even looked at the syllabus, but tried it anyway. I was very tired, and even fell asleep at one point during it. I’ll find out my result at some point in the future – the Prometric site just says “Tested” at the moment. As I said, it wasn’t something I was expecting to do, but it was good to have something unexpected during the week. Of course it was good to catch up with old friends and make new ones. I feel like every time I’m in the US I see things develop a bit more, with more and more people knowing who I am, who my staff are, and recognising the LobsterPot brand. I missed being a presenter, but I definitely enjoyed seeing many friends on the list of presenters. I won’t try to list them, because there are so many these days that people might feel sad if I don’t mention them. For those that I managed to see, I was pleased to see that the majority of them have lifted their presentation skills since I last saw them, and I happily told them as much. One person who I will mention was Paul White, who travelled from New Zealand to his first PASS Summit. He gave two sessions (a regular session and a half-day), packed large rooms of people, and had everyone buzzing with enthusiasm. I spoke to him after the event, and he told me that his expectations were blown away. Paul isn’t normally a fan of crowds, and the thought of 4000 people would have been scary. But he told me he had no idea that people would welcome him so well, be so friendly and so down to earth. He’s seen the significance of the SQL Server community, and says he’ll be back. It’ll be good to see him there. Will you be there too?

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• What do the participants say about the Open Day in South Africa?

  - by Maria Sandu

  Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 On the 26th of September, a group of students who were specifically selected to attend an Open day at Oracle South Africa, joined us at our offices in Woodmead, Johannesburg. The Conference room was filled with inquisitive minds. What we had in store for them was a detailed presentation about Oracle which was delivered by Zuko - Cluster Leader: Tech GB South Africa. The student’s many questions were all answered especially when we started addressing the opportunities we have and detailed information on our Graduate Programme. Our employees then came to talk about their experience. This allowed all the students to have an integrated learning experience. By inviting the students to walk around our Oracle Offices allowed them to see, talk, experience a bit of the culture and ask more questions. Here is some of the feedback from the attendees: Maxwell Moloi: “The open day truly served its purpose and exceeded expectations in the sense that I got to find out more about Oracle and all the different opportunities it has to offer. The fact that Oracle supplies a full solution to a customer and not just part of it and how the company manages to setup professional development for their employees is what entices me to want to join the rapidly growing team of Oracle.” Nqobile Mabaso: “I found the open day to be quite informative and enlightening because coming from a marketing background I could apply the knowledge I got from varsity to the Company I was able to point out what they do as part of their corporate social responsibility (Oracle recently partnered with the department of education to build a school), how Oracle emphasizes on relationship building because they know they sell to people and not companies and how they offer the full stack of solutions which gives them a competitive advantage over their competitors.” Nondumiso Mvelase: “The Open Day was a wonderful experience for me especially because I have never been part of an Open Day before, so it was absolutely amazing for me. It gave me a good idea of how it is to be part of Oracle. We were served with lovely breakfast and lunch which I enjoyed. I wish the Open Day went on for a whole week. Seeing and hearing from 2013 Graduates, telling us about their experience within Oracle was very inspiring to me. They were encouraging us to work hard if we ever got the opportunity they had. After hearing this from them I will definitely not take it for granted.” Itumeleng Moraka: “Before I walked into the Oracle offices all that was in my mind was databases and cloud storage. I was then surrounded by passionate, enthusiastic and welcoming employees. I came across a positive energy within the multinational company. I realized that Oracle is not a company that operates in survival mode. This may sound idealistic, but they operate in a non-traditional way investing more into innovation, they stay focused on what matters most about where technology is going and at the same time they are not losing sight of how their products make a difference in the world.” For more information on how to be part of the Oracle Graduate Programme please follow us on Facebook! https://www.facebook.com/CampusAtOracle /* 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-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-family:"Calibri","sans-serif"; mso-ascii- mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi- mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;}

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• Implementing a Custom Coherence PartitionAssignmentStrategy

  - by jpurdy

  A recent A-Team engagement required the development of a custom PartitionAssignmentStrategy (PAS). By way of background, a PAS is an implementation of a Java interface that controls how a Coherence partitioned cache service assigns partitions (primary and backup copies) across the available set of storage-enabled members. While seemingly straightforward, this is actually a very difficult problem to solve. Traditionally, Coherence used a distributed algorithm spread across the cache servers (and as of Coherence 3.7, this is still the default implementation). With the introduction of the PAS interface, the model of operation was changed so that the logic would run solely in the cache service senior member. Obviously, this makes the development of a custom PAS vastly less complex, and in practice does not introduce a significant single point of failure/bottleneck. Note that Coherence ships with a default PAS implementation but it is not used by default. Further, custom PAS implementations are uncommon (this engagement was the first custom implementation that we know of). The particular implementation mentioned above also faced challenges related to managing multiple backup copies but that won't be discussed here. There were a few challenges that arose during design and implementation: Naive algorithms had an unreasonable upper bound of computational cost. There was significant complexity associated with configurations where the member count varied significantly between physical machines. Most of the complexity of a PAS is related to rebalancing, not initial assignment (which is usually fairly simple). A custom PAS may need to solve several problems simultaneously, such as: Ensuring that each member has a similar number of primary and backup partitions (e.g. each member has the same number of primary and backup partitions) Ensuring that each member carries similar responsibility (e.g. the most heavily loaded member has no more than one partition more than the least loaded). Ensuring that each partition is on the same member as a corresponding local resource (e.g. for applications that use partitioning across message queues, to ensure that each partition is collocated with its corresponding message queue). Ensuring that a given member holds no more than a given number of partitions (e.g. no member has more than 10 partitions) Ensuring that backups are placed far enough away from the primaries (e.g. on a different physical machine or a different blade enclosure) Achieving the above goals while ensuring that partition movement is minimized. These objectives can be even more complicated when the topology of the cluster is irregular. For example, if multiple cluster members may exist on each physical machine, then clearly the possibility exists that at certain points (e.g. following a member failure), the number of members on each machine may vary, in certain cases significantly so. Consider the case where there are three physical machines, with 3, 3 and 9 members each (respectively). This introduces complexity since the backups for the 9 members on the the largest machine must be spread across the other 6 members (to ensure placement on different physical machines), preventing an even distribution. For any given problem like this, there are usually reasonable compromises available, but the key point is that objectives may conflict under extreme (but not at all unlikely) circumstances. The most obvious general purpose partition assignment algorithm (possibly the only general purpose one) is to define a scoring function for a given mapping of partitions to members, and then apply that function to each possible permutation, selecting the most optimal permutation. This would result in N! (factorial) evaluations of the scoring function. This is clearly impractical for all but the smallest values of N (e.g. a partition count in the single digits). It's difficult to prove that more efficient general purpose algorithms don't exist, but the key take away from this is that algorithms will tend to either have exorbitant worst case performance or may fail to find optimal solutions (or both) -- it is very important to be able to show that worst case performance is acceptable. This quickly leads to the conclusion that the problem must be further constrained, perhaps by limiting functionality or by using domain-specific optimizations. Unfortunately, it can be very difficult to design these more focused algorithms. In the specific case mentioned, we constrained the solution space to very small clusters (in terms of machine count) with small partition counts and supported exactly two backup copies, and accepted the fact that partition movement could potentially be significant (preferring to solve that issue through brute force). We then used the out-of-the-box PAS implementation as a fallback, delegating to it for configurations that were not supported by our algorithm. Our experience was that the PAS interface is quite usable, but there are intrinsic challenges to designing PAS implementations that should be very carefully evaluated before committing to that approach.

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• What to leave when you're leaving

  - by BuckWoody

  There's already a post on this topic - sort of. I read this entry, where the author did a good job on a few steps, but I found that a few other tips might be useful, so if you want to check that one out and then this post, you might be able to put together your own plan for when you leave your job.  I once took over the system administrator (of which the Oracle and SQL Server servers were a part) at a mid-sized firm. The outgoing administrator had about a two- week-long scheduled overlap with me, but was angry at the company and told me "hey, I know this is going to be hard on you, but I want them to know how important I was. I'm not telling you where anything is or what the passwords are. Good luck!" He then quit that day. It took me about three days to find all of the servers and crack the passwords. Yes, the company tried to take legal action against the guy and all that, but he moved back to his home country and so largely got away with it. Obviously, this isn't the way to leave a job. Many of us have changed jobs in the past, and most of us try to be very professional about the transition to a new team, regardless of the feelings about a particular company. I've been treated badly at a firm, but that is no reason to leave a mess for someone else. So here's what you should put into place at a minimum before you go. Most of this is common sense - which of course isn't very common these days - and another good rule is just to ask yourself "what would I want to know"? The article I referenced at the top of this post focuses on a lot of documentation of the systems. I think that's fine, but in actuality, I really don't need that. Even with this kind of documentation, I still perform a full audit on the systems, so in the end I create my own system documentation. There are actually only four big items I need to know to get started with the systems: 1. Where is everything/everybody?The first thing I need to know is where all of the systems are. I mean not only the street address, but the closet or room, the rack number, the IU number in the rack, the SAN luns, all that. A picture here is worth a thousand words, which is why I really like Visio. It combines nice graphics, full text and all that. But use whatever you have to tell someone the physical locations of the boxes. Also, tell them the physical location of the folks in charge of those boxes (in case you aren't) or who share that responsibility. And by "where" in this case, I mean names and phones.  2. What do they do?For both the servers and the people, tell them what they do. If it's a database server, detail what each database does and what application goes to that, and who "owns" that application. In my mind, this is one of hte most important things a Data Professional needs to know. In the case of the other administrtors or co-owners, document each person's responsibilities.   3. What are the credentials?Logging on/in and gaining access to the buildings are things that the new Data Professional will need to do to successfully complete their job. This means service accounts, certificates, all of that. The first thing they should do, of course, is change the passwords on all that, but the first thing they need is the ability to do that!  4. What is out of the ordinary?This is the most tricky, and perhaps the next most important thing to know. Did you have to use a "special" driver for that video card on server X? Is the person that co-owns an application with you mentally unstable (like me) or have special needs, like "don't talk to Buck before he's had coffee. Nothing will make any sense"? Do you have service pack requirements for a specific setup? Write all that down. Anything that took you a day or longer to make work is probably a candidate here. This is my short list - anything you care to add? Share this post: email it! | bookmark it! | digg it! | reddit! | kick it! | live it!

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• What's New in Oracle VM VirtualBox 4.2?

  - by Fat Bloke

  A year is a long time in the IT industry. Since the last VirtualBox feature release, which was a little over a year ago, we've seen: new releases of cool new operating systems, such as Windows 8, ChromeOS, and Mountain Lion; we've seen a myriad of new Linux releases from big Enterprise class distributions like Oracle 6.3, to accessible desktop distros like Ubuntu 12.04 and Fedora 17; and we've also seen the spec of a typical PC or laptop double in power. All of these events have influenced our new VirtualBox version which we're releasing today. Here's how... Powerful hosts  One of the trends we've seen is that as the average host platform becomes more powerful, our users are consistently running more and more vm's. Some of our users have large libraries of vm's of various vintages, whilst others have groups of vm's that are run together as an assembly of the various tiers in a multi-tiered software solution, for example, a database tier, middleware tier, and front-ends.  So we're pleased to unveil a more powerful VirtualBox Manager to address the needs of these users: VM Groups Groups allow you to organize your VM library in a sensible way, e.g.  by platform type, by project, by version, by whatever. To create groups you can drag one VM onto another or select one or more VM's and choose Machine...Group from the menu bar. You can expand and collapse groups to save screen real estate, and you can Enter and Leave a group (think iPad navigation here) by using the right and left arrow keys when groups are selected. But groups are more than passive folders, because you can now also perform operations on groups, rather than all the individual VMs. So if you have a multi-tiered solution you can start the whole stack up with just one click. Autostart Many VirtualBox users run dedicated services in their VMs, for example, running a Wiki. With these types of VM workloads, you really want the VM start up when the host machine boots up. So with 4.2 we've introduced a cross-platform Auto-start mechanism to allow you to treat VMs as host services. Headless VM Launching With VM's such as web servers, wikis, and other types of server-class workloads, the Console of the VM is pretty much redundant. For some time now VirtualBox has offered a separate launch mechanism for these VM's, namely the command-line interface commands VBoxHeadless or VBoxManage startvm ... --type headless commands. But with 4.2 we also allow you launch headless VMs from the Manager. Simply hold down Shift when launching the VM from the Manager.  It's that easy. But how do you stop a headless VM? Well, with 4.2 we allow you to Close the VM from the Manager. (BTW best to use the ACPI Shutdown method which allows the guest VM to close down gracefully.) Easy VM Creation For our expert users, the  New VM Wizard was a little tiresome, so now there's a faster 2-click VM creation mode. Just Hide the description when creating a new VM. Powerful VMs  As the hosts have become more powerful, so are the guests that are running inside them. Here are some of the 4.2 features to accommodate them: Virtual Network Interface Cards  With 4.2, it's now possible to create VMs with up to 36 NICs, when using the ICH9 chipset emulation. But with great power comes great responsibility (didn't Obi-Wan say something similar?), and so we have also introduced bandwidth limiting to prevent a rogue VM stealing the whole pipe. VLAN tagging Some of our users leverage VLANs extensively so we've enhanced the E1000 NICs to support this.  Processor Performance If you are running a CPU which supports Nested Paging (aka EPT in the Intel world) such as most of the Core i5 and i7 CPUs, or are running an AMD Bulldozer or later, you should see some performance improvements from our work with these processors. And while we're talking Processors, we've added support for some of the more modern VIA CPUs too. Powerful Automation Because VirtualBox runs atop a fully blown operating system, it makes sense to leverage the capabilities of the host to run scripts that can drive the guest VMs. Guest Automation was introduced in a prior release but with 4.2 we've revamped the APIs to allow a richer and more powerful set of operations to be executed by the guest. Check out the IGuest APIs in the VirtualBox Programming Guide and Reference (SDK). Powerful Platforms  All the hardcore engineering that has gone into 4.2 has been done for a purpose and that is to deliver a fast and powerful engine that can run almost any x86 OS because of the integrity of the virtualization. So we're pleased to add support for these platforms: Mac OS X "Mountain Lion"  Windows 8 Windows Server 2012 Ubuntu 12.04 (“Precise Pangolin”) Fedora 17 Oracle Linux 6.3  Here's the proof: We don't have time to go into the myriad of smaller improvements such as support for burning audio CDs from a guest, bi-directional clipboard control,  drag-and-drop of files into Linux guests, etc. so we'll leave that as an exercise for the user as soon as you've downloaded from the Oracle or community site and taken a peek at the User Guide. So all in all, a pretty solid release, one that we hope you'll enjoy discovering. - FB 

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• Usage of IcmpSendEcho2 with an asynchronous callback

  - by Ben Voigt

  I've been reading the MSDN documentation for IcmpSendEcho2 and it raises more questions than it answers. I'm familiar with asynchronous callbacks from other Win32 APIs such as ReadFileEx... I provide a buffer which I guarantee will be reserved for the driver's use until the operation completes with any result other than IO_PENDING, I get my callback in case of either success or failure (and call GetCompletionStatus to find out which). Timeouts are my responsibility and I can call CancelIo to abort processing, but the buffer is still reserved until the driver cancels the operation and calls my completion routine with a status of CANCELLED. And there's an OVERLAPPED structure which uniquely identifies the request through all of this. IcmpSendEcho2 doesn't use an OVERLAPPED context structure for asynchronous requests. And the documentation is unclear excessively minimalist about what happens if the ping times out or fails (failure would be lack of a network connection, a missing ARP entry for local peers, ICMP destination unreachable response from an intervening router for remote peers, etc). Does anyone know whether the callback occurs on timeout and/or failure? And especially, if no response comes, can I reuse the buffer for another call to IcmpSendEcho2 or is it forever reserved in case a reply comes in late? I'm wanting to use this function from a Win32 service, which means I have to get the error-handling cases right and I can't just leak buffers (or if the API does leak buffers, I have to use a helper process so I have a way to abandon requests). There's also an ugly incompatibility in the way the callback is made. It looks like the first parameter is consistent between the two signatures, so I should be able to use the newer PIO_APC_ROUTINE as long as I only use the second parameter if an OS version check returns Vista or newer? Although MSDN says "don't do a Windows version check", it seems like I need to, because the set of versions with the new argument aren't the same as the set of versions where the function exists in iphlpapi.dll. Pointers to additional documentation or working code which uses this function and an APC would be much appreciated. Please also let me know if this is completely the wrong approach -- i.e. if either using raw sockets or some combination of IcmpCreateFile+WriteFileEx+ReadFileEx would be more robust.

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