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  • How do you avoid being a "blowhard"?

    - by Conrad Frix
    When I'm passionate about something (particularly programming) I find it really easy come off like the guy Peter G. was talking about in Dealing with the “programming blowhard”. So what techniques do you use to 1) Identify when you are indeed a blowhard? 2) Communicate something "important" without seeming self important? Specific example help like When giving criticism ask "have you considered what happens when XXX changes" instead of "never take dependencies on implementation details" When giving advice "showing with code is better than talking" or use a reference.

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  • Outlying DBAs

    - by steveh99999
    Read an interesting book recently, ‘Outliers – the story of success’ by Malcolm Gladwell. There’s a good synopsis of the book here on wikipedia. I don’t want to write in detailed review of the book, but it’s well worth a read. There were a couple of sections which I thought were possibly relevant to IT professionals and DBAs in particular. Firstly, ‘the 10,000 hour rule’, in this section Gladwell asserts that to be a real ‘elite performer’ takes 10,000 hours of practice. ‘Practice isn’t the thing you do once you’re good, it’s the thing you do that makes you good’.  He gives many interesting examples – the Beatles, Bill Gates etc – but I was wondering could this be applied to DBAs ? If it takes 10,000 hours to be a really elite DBA – how long does that really take ? 8 hours a day makes 1250 days. If we assume that most DBAs work around 230 days a year – then it takes around 5 and a half years to become an elite DBA.   But how much time per day does a DBA spend actually doing DBA work ? Certainly it’s my experience that the more experienced I get as a DBA, the less time I seem to spend actually doing DBA work – ie meetings, change-control meetings, project planning, liasing with other teams, appraisals etc.  Is it more accurate to assume that a DBA spends half their time actually doing ‘real’ DBA work – or is that just my bad luck ?   So, in reality, I’d argue it can take at least 5 1/2 and more likely closer to 10 years to become an elite DBA. Why do I keep receiving CVs for senior DBAs with 2-4 years actual DBA experience ? In the second section I found particularly interesting, Gladwell writes about analysis of plane crashes and the importance of in-cockpit communications. He describes a couple of crashes involving Korean Airlines – where co-pilots were often deferrential to pilots, and unwilling to openly criticise their more senior colleagues or point out errors when things were going badly wrong… There’s a better summary of Gladwell’s concepts on mitigation  here – but to apply this to a DBA role… If you are a DBA and you do not agree with  a decision of one of your superiors, then it’s your duty as a DBA to say what you think is wrong, before it’s too late…  Obviously there’s a fine line between constructive criticism and moaning, but a good senior DBA or manager should be able to take well-researched criticism\debate from a more junior DBA.   Is this really possible ?

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  • Architects, Leadership, and Influence

    - by Bob Rhubart
    Technical expertise is a given for architects. In addition to solid development experience, extensive knowledge of technical trends, tools, standards, and methodolgies (not to mention business accumen) provides the foundation for the decisions the architect must make in the effort to get all the pieces to work together. But even superior technical chops can't overcome a lack of leadership. Leadership is about influence: the ability to effectively communicate — to sell your ideas and defend your decisions in a manner that affects the decisions of the people around you. Leadership and influence are especially important in situations in which the architect may not have the authority to simply tell people what to do. And even when the architect has that kind of authority, influential leadership can mean the difference between gaining real buy-in and support from colleagues and stakeholders, and settling for their grudging acceptance (or worse). Guess which outcome is likely to produce the best results. In a previous post I presented some examples of the kind of criticism that is leveled at architects, a great deal of which can be attributed to a lack of leadership and influence on the part of the targets of that criticism. So it was serendipitous that I recently ran across a post on the Harvard Business Review blog written by Chris Musselwhite and Tammie Plouffe. That post, When Your Influence Is Ineffective, includes this: [I]nfluence becomes ineffective when individuals become so focused on the desired outcome that they fail to fully consider the situation. While the influencer may still gain the short-term desired outcome, he or she can do long-term damage to personal effectiveness and the organization, as it creates an atmosphere of distrust where people stop listening, and the potential for innovation or progress is diminished. The need to "see the big picture" is a grossly reductive assesement of the architect's responsibilities — but that doesn't mean it's not true. That big picture perspective must encompass both the technological elements of the architecture and the elements responsible for implementing those technologies in compliance with the prescribed architecture. Technologies may be tempermental, but they don't have personalities or egos, and they are unlikely to carry a grudge — not yet, anyway (Hello, Skynet!).  Effective leadership and the ability to influence people can help to ensure that all the pieces fit and that they work together, today and tomorrow.

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  • DAX editor for SQL Server

    - by Davide Mauri
    One of the major criticism to DAX is the lack of a decent editor and more in general of a dedicated IDE, like the one we have for T-SQL or MDX. Well, this is no more true. On Codeplex a very interesting an promising Visual Studio 2010 extension has been released by the beginning of November 2011: http://daxeditor.codeplex.com/ Intellisense, Syntax Highlighting and all the typical features offered by Visual Studio are available also for DAX. Right now you have to download the source code and compile it, and that’s it!

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  • Microsoft Refuses to Follow Others` Lead on China Censorship

    Despite receiving sharp criticism from U.S. officials Microsoft has remained stout in their stance on continuing to do business with China. At the heart of the entire issue is Internet censorship. Chinese law dictates that search engines that wish to do business in the powerful nation must abide by their laws concerning censorship of Internet search results.... Business Productivity Online Suite From $10 per user per month. Includes a 12-month subscription. Min 5 seats.

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  • What are the advantages of the Windows registry?

    - by jay
    The Windows Registry is one of the biggest targets for criticism from practically everywhere. It's not too hard to find disadvantages for it's use, but MS has still kept it since Windows 95. What is the philosophy behind having a centralised database for all settings instead of lots of readable INI files? What actual advantages does the registry have over folders and sub-folders of settings files?

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  • Difference between Content Protection and DRM

    - by BlueGene
    In this recent post about criticism regarding built-in DRM in Intels SandyBridge processors, Intel denies that there's any DRM in Sandybridge processors but goes on to say that Intel created Intel insider, an extra layer of content protection. Think of it as an armoured truck carrying the movie from the Internet to your display, it keeps the data safe from pirates, but still lets you enjoy your legally acquired movie in the best possible quality I'm confused now. So far I was thinking DRM is content protection. Can someone shed light on this?

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  • Can the Clojure set and maps syntax be added to other Lisp dialects?

    - by Cedric Martin
    In addition to create list using parentheses, Clojure allows to create vectors using [ ], maps using { } and sets using #{ }. Lisp is always said to be a very extensible language in which you can easily create DSLs etc. But is Lisp so extensible that you can take any Lisp dialect and relatively easily add support for Clojure's vectors, maps and sets (which are all functions in Clojure)? I'm not necessarily asking about cons or similar actually working on these functions: what I'd like to know is if the other could be modified so that the source code would look like Clojure's source code (that is: using matching [ ], { } and #{ } in addition to ( )). Note that if it cannot be done this is not a criticism of Lisp: what I'd like to know is, technically, what should be done or what cannot be done if one were to add such a thing.

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  • A New Closed Source Viral License

    The copyleft provisions of the GPL (GNU General Public License) require that any changes or additions to a GPL licensed work must itself be licensed under terms that adhere to the GPL. Critics of these copyleft provisions have derogatively labeled the GPL as a viral license. Such criticism points out that any code that seeks to incorporate GPL licensed code must itself adhere to the terms of the GPL, thus potentially infecting other code with its restrictions. This has caused many developers of...Did you know that DotNetSlackers also publishes .net articles written by top known .net Authors? We already have over 80 articles in several categories including Silverlight. Take a look: here.

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  • Performance Tuning with Traces

    - by Tara Kizer
    This past Saturday, I presented "Performance Tuning with Traces" at SQL Saturday #47 in Phoenix, Arizona.  You can download my slide deck and supporting files here. This is the same presentation that I did in September at SQL Saturday #55 in San Diego, however I focused less on my custom server-side trace tool and more on the steps that I take to troubleshoot a production performance problem which often includes server-side tracing.  If any of my blog readers attended the presentation, I'd love to hear your feedback.  I'm specifically interested in hearing constructive criticism.  Speaking in front of people is not something that comes naturally to me.  I plan on presenting in the future, so feedback on how I can do a better job would be very helpful.  My number one problem is I talk too fast!

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  • Which are the cons of using only non-member functions and POD?

    - by Miro
    I'm creating my own game engine. I've read these articles and this question about DOD and it was written to not use member functions and classes. I also heard some criticism to this idea. I can write it using member functions or non-member functions it would be similar. So what are the benefits/cons of that approach or when the project grows, does any of these approaches give clearer and better manageable code? With POD & non-member functions I don't have to make struct members public I can still use object id outside of engine like OpenGL does with all it's stuff, so It's not about encapsulation. POD - plain old data DOD - data oriented design

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  • systems/software engineering design process

    - by adam kim
    I just developed my first non-trivial android app. It was a complete nightmare. I came up with an idea, build the app, changed my idea, and implemented a lot of input from others on new features. All in all my app took 10 times longer than I think that it should have, it is almost impossible to look the source code and tell what's going on with the classes, and may or may not have unused methods that I'll never be able to find... So I would like an opinion from those of you with experience on how to plan out my designs for the future. I created a flow chart (pencil drawn) of a plan: I would like constructive criticism.

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  • What are cons of usage only non-member functions and POD?

    - by Miro
    I'm creating my own game engine. I've read these articles and this question about DOD and there was written to not use member functions and classes. I also heard some criticism to this idea. I can write it using member functions or non-member functions it would be similar. So what are benefits/cons of that approach or when project grows, does any of these approaches give clearer and better manageable code? With POD & non-member functions I don't have to make struct members public I can still use object id outside of engine like OpenGL does with all it's stuff, so It's not about encapsulation. POD - plain old data DOD - data oriented design

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  • What do you think about gems and eggs? Alternatives?

    - by Juanlu001
    I've read recently some criticism (see 1, 2, 3) about the packaging distribution system of two popular programming languages: Ruby gems and Python eggs. The most important argument stated against them is that they replace the system package manager (in case there is one, as in every Linux distribution), which makes eggs and gems difficult to track, code difficult to patch, and so on. Are actually eggs and gems right? In case not, are there any alternatives to distributing Python or Ruby modules? Should developers focus on taking advantage of package manager (apt-get, pacman, ...) capabilities?

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  • Fixing a bug that has never caused a problem until now.

    - by codeelegance
    I recently made a change that caused some code to be run far more often than it used to. This lead to the discovery of a bug. This bug had the potential to happen any time that code was run but because it was run so seldom it never surfaced. When I brought this to the lead developer's attention he wanted me to undo the change that exposed the bug rather than fix the bug quoting the adage, "If it ain't broke, don't fix it". Its clear to me that we were just lucky up until now but he won't listen to reason. Should I fix it anyway? Update The lead technically doesn't have any authority over me. Just tenure. He's been the sole developer on the project for a number of years until a year ago and I think he doesn't take constructive criticism very well. For what's worth, I didn't criticize him I just pointed out that just because the bug never showed up didn't mean it wasn't there.

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  • Web-Frameworks for Education Management Systems?

    - by Indebi
    So, I'm working on an idea and I'll go into a brief overview of that but my question is, What are some good web frameworks for this situation? I have some experience in the following languages: C# Python I have considerably more experience in C# than Python, however I am expecting to learn new things. My idea is this, a completely web-based community-oriented Education Management System that focuses on making students and teachers day-to-day lives easier. For students it will provide a centralized place for them to do homework, study for tests, and reinforce concepts learned previously in class. For teachers it will give them a centralized place to handle assignments, attendance, homework, tests, and all other major parts of classroom management. All of that, but in a community-oriented fashion. Everything a teacher does is shared and open to constructive criticism, allowing other teachers to use their assignments/tests and for students or other teachers to comment, rate and criticize their assignments. This encourages an environment of openness that will allow teacher's to focus on teaching and student's to focus on learning. And that community wouldn't be limited to one school or school-district, this system would be completely school-independent. Please note that I have no problem with hearing constructive criticism on this idea, however I would prefer if this post was more focused on my question. I have somewhat explored about the following options: Django ASP.NET Ruby on Rails Silverlight (1) I have Django installed and I played with it for a little bit, I really like how easy setting up databases are and how it handles the database completely for you. I don't really know how to use it very well and I don't quite understand the Model-View-Controller paradigm(?) for it yet but I haven't thought about it much. I also like the fact that it uses Python. (2) I don't really like Visual Studio for developing in ASP.NET, I hate the way the web-designer works and it just feels clunky and old. I like the server-side development part though. I don't like how expensive ASP.NET and overall Visual Studio is, even if I do get it for free for now using DreamSpark (3) I haven't been able to explore much with this, I could not get Rails (or maybe Ruby) properly installed. I first installed it within RadRails and that didn't work so I uninstalled RadRails and then installed the latest version of Ruby off the official Windows Installer and then installed Ruby on Rails through gem and even after all that it still didn't work, so I installed Netbeans and attempted to use it there but it still did not work (4) I like Silverlight in some extents, I've played with this one the most, it's very similar to WPF (which I've used the most) in a lot of ways but I don't like how database connectivity works, at least in comparison to Django. I also dislike how expensive everything with Microsoft is, even if I get it for free for now with DreamSpark. I would like to hear some suggestions from experienced web-developers as to what I should use and why, or at least what some good options are for my scenario Your help would be very appreciated

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  • Dump Linq-To-Sql now that Entity Framework 4.0 has been released?

    - by DanM
    The relative simplicity of Linq-To-Sql as well as all the criticism leveled at version 1 of Entity Framework (especially, the vote of no confidence) convinced me to go with Linq-To-Sql "for the time being". Now that EF 4.0 is out, I wonder if it's time to start migrating over to it. Questions: What are the pros and cons of EF 4.0 relative to Linq-To-Sql? Is EF 4.0 finally ready for prime time? Is now the time to switch over?

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  • what's wrong in File.Exist() method?

    - by Arseny
    Reading some answers with code samples I notice that those where this method mentioned are subjected to criticism. I'm using this method in my code. So I'd like to know if someone give me detailed response whuy this method is not recomemnded and what alternative approaches are?

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  • using iptables to change a destination port but keep the ip the same.

    - by Scott Chamberlain
    I am playing around with transparent proxies, The current way I am doing things is the program makes a request to a computer on port 80, I use iptables -t nat -A OUTPUT -p tcp --destination-port 80 -j REDIRECT --to-port 1234 to redirect to my proxy that I am playing with. the proxy will send out a request to port 81 (as all outbound port 80 are being fed back in to the proxy so I want to do something like iptables -t nat -A OUTPUT -p tcp --destination-port 81 -j DNAT --to-destination xxxx:80 The problem lies with the xxxx part. How do I change the destination port without changing changing the destination ip? Or am I doing this setup completely wrong, I am learning after all and constructive criticism is definitely appreciated.

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  • Setting up a transparent proxy with only one box.

    - by Scott Chamberlain
    I am playing around with transparent proxies, unfortunately I do not have two machines to test it out with. The current way I am doing things is the program makes a request to a computer on port 80, I use iptables -t nat -A OUTPUT -p tcp --destination-port 80 -j REDIRECT --to-port 1234 to redirect to my proxy that I am playing with. the proxy will send out a request to port 81 (as all outbound port 80 are being fed back in to the proxy so I want to do something like iptables -t nat -A OUTPUT -p tcp --destination-port 81 -j DNAT --to-destination xxxx:80 The problem lies with the xxxx part. How do I change the destination port without changing changing the destination ip? Or am I doing this setup completely wrong, I am learning after all and constructive criticism is definitely appreciated. The machine I am using is pretty low end so I would like not not have to create a VM with a second box unless absolutely necessary.

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  • Messing with the Team

    - by Robert May
    Good Product Owners will help the team be the best that they can be.  Bad product owners will mess with the team and won’t care about the team.  If you’re a product owner, seek to do good and avoid bad behavior at all costs.  Remember, this is for YOUR benefit and you have much power given to you.  Use that power wisely. Scope Creep The product owner has several tools at his disposal to inject scope into an iteration.  First, the product owner can use defects to inject scope.  To do this, they’ll tell the team what functionality that they want to see in a feature.  Then, after the feature is developed, the Product Owner will decide that they don’t really like how the functionality behaves.  To change it, rather than creating a new story, they’ll add a defect.  The functionality is correct, as designed, but the Product Owner doesn’t like it.  By creating the defect, the Product Owner destroys the trust that the team has of the product owner.  They may not be able to count the story, because the Product Owner changed the story in the iteration, and the team then ends up looking like they have low velocity for something over which they have no control.  This is bad.  One way to deal with this is to add “Product Owner Time” to the iteration.  This will slow the velocity, but then the ScrumMaster can tell stake holders that this time is strictly in place to deal with bad behavior of the Product Owner. Another mechanism often used to inject Scope is the concept of directed development.  Outside of planning, stand-ups, or any other meeting, the Product Owner will take a developer aside and ask them to complete a task for them.  This is bad!  The team should be allocating all of their time to development.  If the Product Owner asks for a favor, then time that would normally be used for development will be used for a pet project of the Product Owner and the team will not get credit for this work.  Selfish product owners do this, and I typically see people who were “managers” do this behavior.  Authoritarian command and control development environments also see this happen.  The best thing that can happen is for the team member to report the issue to the ScrumMaster and the ScrumMaster to get very aggressive with management and the Product Owner to try and stop the behavior.  This may result in the ScrumMaster being fired, but if the behavior continues, Scrum is doomed.  This problem is especially bad in cases where the team member’s direct supervisor is the Product Owner.  I don’t recommend that the Product Owner or ScrumMaster have a direct report relationship with team members, since team members need the ability to say no.  To work around this issue, team members need to say no.  If that fails, team members need to add extra time to the iteration to deal with the scope creep injection and accept the lower velocity. As discussed above, another mechanism for injecting scope is by changing acceptance tests after the work is complete.  This is similar to adding defects to change scope and is bad.  To get around, add time for Product Owner uncertainty to the iteration and make sure that stakeholders are aware of the need to add this time because of the Product Owner. Refusing to Prioritize Refusing to prioritize causes chaos for the team.  From the team’s perspective, things that are not important will be worked on while things that the team knows are vital will be ignored.  A poor Product Owner will often pick the stories for the iteration on a whim.  This leads to the team working on many different aspects of the product and results in a lower velocity, since each iteration the team must switch context to the new area of development. The team will also experience confusion about priorities.  In one iteration, Feature X was the highest priority and had to be done.  Then, the following iteration, even though parts of Feature X still need to be completed, no stories to address them will be in the iteration.  However, three iterations later, Feature X will again become high priority. This will cause the team to not trust the Product Owner, and eventually, they’ll stop caring about the features they implement.  They won’t know what is important, so to insulate themselves from the ever changing chaos, they’ll become apathetic to all features.  Team members are some of the most creative people in a company.  By losing their engagement, the company is going to have a substandard product because the passion for the product won’t be in the team. Other signs that the Product Owner refuses to prioritize is that no one outside of the product owner will be consulted on priorities.  Additionally, the product, release, and iteration backlogs will be weak or non-existent. Dealing with this issue is not easy.  This really isn’t something the team can fix, short of taking over the role of Product Owner themselves.  An appeal to the stake holders might work, but only if the Product Owner isn’t a “manager” themselves.  The ScrumMaster needs to protect the team and do what they can to either get the Product Owner to prioritize or have the Product Owner replaced. Managing the Team A Product Owner that is also the “boss” of team members is a Scrum team that is waiting to fail.  If your boss tells you to do something, failing to do that something can cause you to be fired.  The team needs the ability to tell the Product Owner NO.  If the product owner introduces scope creep, the team has a responsibility to tell the Product Owner no.  If the Product Owner tries to get the team to commit to more than they can accomplish in an iteration, the team needs the ability to tell the Product Owner no. If the Product Owner is your boss and determines your pay increases, you’re probably not going to ever tell them no, and Scrum will likely fail.  The team can’t do much in this situation. Another aspect of “managing the team” that often happens is the Product Owner tries to tell the team how to develop the stories that are in the iteration.  This is one reason why I recommend that Product Owners are NOT technical people.  That way, the team can come up with the tasks that are needed to accomplish the stories and the Product Owner won’t know better.  If the Product Owner is technical, the ScrumMaster will need to take great care to protect the team from the ScrumMaster changing how the team thinks they need to implement the stories. Product Owners can also try to manage the team by their body language.  If the team says a task is going to take 6 hours to complete, and the Product Owner disagrees, they will use some kind of sour body language to indicate this disagreement.  In weak teams, this may cause the team to revise their estimate down, which will result in them taking longer than estimated and may result in them missing the iteration.  The ScrumMaster will need to make sure that the Product Owner doesn’t send such messages and that the team ignores them and estimates what they REALLY think it will take to complete the tasks.  Forcing the team to deal with such items in the retrospective can be helpful. Absenteeism The team is completely dependent upon the Product Owner to develop features for the customer.  The Product Owner IS the voice of the customer and without them, the team will lack direction.  Being the Product Owner is a full time job!  If the Product Owner cannot dedicate daily time with the team, a different product owner should be found. The Product Owner needs to attend every stand-up, planning meeting, showcase, and retrospective that the team has.  The team also must be able to have instant communication with the product owner.  They must not be required to schedule meetings to speak with their product owner.  The team must be the highest priority task that the Product Owner has. The best way to work around an absent Product Owner is to appoint a new Product Owner in the team.  This person will be responsible for making the decisions that the Product Owner should be making and to act as the liaison to the absent Product Owner.  If the delegate Product Owner doesn’t have authority to make decisions for the team, Scrum will fail.  If the Product Owner is absent, the ScrumMaster should seek to have that Product Owner replaced by someone who has the time and ability to be a real Product Owner. Making it Personal Too often Product Owners will become convinced that their ideas are the ones that matter and that anyone who disagrees is making a personal attack on them.  Remember that Product Owners will inherently be at odds with many people, simply because they have the need to prioritize.  Others will frequently question prioritization because they only see part of the picture that Product Owners face. Product Owners must have a thick skin and think egos.  If they don’t, they tend to make things personal, which causes them to become emotional and causes them to take actions that can destroy the trust that team members have in the Product Owner. If a Product Owner is making things person, the best thing that team members can do is reassure them that its not personal, but be firm about doing what is best for the Company and for the users.  The ScrumMaster should also spend significant time coaching the Product Owner on how to not react emotionally and how to accept criticism without becoming defensive. Conclusion I’m sure there are other ways that a Product Owner can mess with the team, but these are the most common that I’ve seen.  I would encourage all Product Owners to seek to be a good Product Owner.  If you find yourself behaving in any of the bad product owner ways, change your behavior today!  Your team will thank you. Remember, being Product Owner is very difficult!  Product Owner is one of the most difficult roles in Scrum.  However, it can also be one of the most rewarding roles in Scrum, since Product Owners literally see their ideas brought to life on the computer screen.  Product Owners need to be very patient, even in the face of criticism and need to be willing to make tough decisions on priority, but then not become offended when others disagree with those decisions.  Companies should spend the time needed to find the right product owners for their teams.  Doing so will only help the company to write better software. Technorati Tags: Scrum,Product Owner

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  • It&rsquo;s About You: Tell Microsoft How They&rsquo;re Doing!

    - by juanlarios
    Every fall and spring, a survey goes out to a few hundred thousand IT folk in Canada asking what they think of Microsoft as a company. The information they get from this survey helps them understand what problems and issues you’re facing and how they can do better. The team at Microsoft Canada takes the input they get from this survey very seriously. Now I don’t know who of you will get the survey and who won’t but if you do find an email in your inbox from "Microsoft Feedback” with an email address of “ [email protected] ” and a subject line “Help Microsoft Focus on Customers and Partners” from now until April 13th — it’s not a hoax or phishing email. Please open it and take a few minutes to tell them what you think. This is your chance to get your voice heard: If they’re doing well, feel free to pile on the kudos (they love positive feedback!) and if you see areas they can improve, please point them out so they can make adjustments (they also love constructive criticism!). The Microsoft team would like to thank you for all your feedback in the past — to those of you who have filled out the survey and sent them emails. Thank you to all who engage with them in so many different ways through events, the blogs, online and in person. You are why they do what they do and they feel lucky to work with such a great community! One last thing - even if you don’t get the survey you can always give the team feedback by emailing us directly through the Microsoft Canada IT Pro Feedback email address . They want to make sure they are serving you in the best possible way. Tell them what you want more of. What should they do less of or stop altogether? How can they help? Do you want more cowbell ? Let them know through the survey or the email alias. They love hearing from you!

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