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  • Case insensitive expectations in Rhino Mocks

    - by user313886
    I'm using Rhino Mocks to expect a call. There is a single parameter which is a string. But I'm not bothered about the case of the string. I want the test to pass even if the case is wrong. So I'm doing the following: //expect log message to be called with a string parameter. //We want to ignore case when verifiyig so we use a constraint instead of a direct parameter Expect.Call(delegate { logger.LogMessage(null); }).Constraints(Is.Matching<string>(x => x.ToLower()=="f2")); It seems a bit log winded. Is there a more sensible way of doing this?

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  • What should a Java/SOA developer be able to do?

    - by Regular Joe
    Hello community. I got assigned the task to list the activities a Java Developer should be able to perform and create an estimate about the time it would take. I've came up with the following: S = Small complexity M = Medium complexity H = High complexity 1d = 1 day Create JDBC CRUD backend ( S=1d, M=5d, H=10d ) Create JSP/Servlet frontend for a CRUD app ( S=1d, M=10d, H=20d ) Create Swing desktop frontend ( S=1d, M=15d, H=30d) Create ORM based CRUD ... Create Webapp fronend with webframework ... This is thought for a Java "enterprise" developer. The other profile I have is SOA Developer, but I could not pass beyond: Create webservice ( S=.5d, M=2d, H=7d ) Q.- What other activities should a Java Developer be able to do? Q.- What activities should a SOA Developer be able to do? Please, help me with this, I know this is in the limit of the kind of questions that could be asked here, but I really need a little push on this, and I don't want to go to Yahoo Answers for this.

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  • RSpec: Expectation on model's not working while testing controller

    - by gmile
    I'm trying to write a functional test. My test looks as following: describe PostsController do it "should create a Post" do Post.should_receive(:new).once post :create, { :post => { :caption => "ThePost", :category => "MyCategory" } } end end My PostsController (a part of it actually) looks as following: PostController < ActiveRecord::Base def create @post = Post.new(params[:post]) end end Running the test I'm always receiving a failure, which says that the Post class expected :new but never got it. Still, the actual post is created. I'm a newbie to RSpec. Am I missing something?

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  • should_receive in RSpec

    - by gmile
    As far as I know, should_receive is applied only to mock objects. What I want is to check, if a certain Class (not object) received a certain message, like: User.should_receive(:all).once How do I do that?

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  • How many hours a day (of the standard 8) do you actually work? [closed]

    - by someone
    Possible Duplicate: How much do you [really] work a day When I started working (not so long ago), I was very conscientious about really working. If I didn't work for 10 minutes at a time, I felt like I was cheating. But as I started to look around me, I realized that I was the only one... and most of my coworkers were spending a big percentage of their time browsing the internet or playing solitaire. I started to slack off a little more than usual... while still basically getting all my work done. But while I do all that's required of me, and usually quickly, I no longer beg for work to fill up my spare time; I'm content to do what I'm told and play around when no one makes sure I'm busy enough. Which means that I'm often bored and underutilized. (Which I was even when I begged for work - people are pretty laid back about the workload and don't seem to realize how much I can get done if pushed to the fullest.) But I was just talking to a friend who graduated with me and also recently started working... and she came to me with the same concerns about slacking. She's working remotely, which means there are often gaps in communication when she can't really get anything done... And she's feeling guilty about it. Which made me rethink the whole thing... So, as workers, how many hours, out of the 8 standard average, are you actually working (honestly)? And, as bosses, how many hours do you expect your workers to work? And from an ethical standpoint, how much free time, or space out time, can workers have during the day without being considered to be "cheating" their office of labor and money?

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  • Merck Serono Gains Deep Understanding of Product Portfolio Value-Drivers, Risks, and Sales Expectations Through Forecasting Solution

    - by Melissa Centurio Lopes
    Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-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-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} Merck Serono S.A. is the biopharmaceutical division of Merck KGaA. It offers leading brands in 150 countries to help patients with cancer, multiple sclerosis, infertility, endocrine and metabolic disorders, as well as cardiovascular diseases. Challenges: Establish a better decision-making framework for its complex, development portfolio of pharmaceutical products, where single-point estimates or expected averages of portfolio values, portfolio risks, and sales forecasts are insufficient and can be misleading Enable the company to be aware at all times of the range of possible outcomes of technical and market risks and uncertainties, such as the technical uncertainty of whether a product will produce the desired clinical outcomes, or the market-related uncertainty of whether a product will be outperformed by its competitors Solutions to Overcome the Challenges: Used Oracle Crystal Ball to devise a Monte-Carlo-based approach to better analyze and define the values and risks of the company’s development portfolio, laying the groundwork for optimized decision-making Enabled a better understanding of the range of potential values and risks to improve portfolio planning Enabled detailed analysis of the likelihood of favorable or unfavorable outcomes, such as the likelihood of whether Merck Serono can meet its sales targets planned for the next ten years with its existing product portfolio Gained the ability to take into account correlative risks, synergies and project interactions, enabling Merck Serono to better forecast what the company may achieve—for example, that there is a 70% probability of a particular sales target being met Established Monte-Carlo-based analysis using Oracle Crystal Ball as a useful element in decision-making at the board level, as the approach provides a better analysis of values and risks associated with the company’s product portfolio “Oracle Crystal Ball enables us to make Monte Carlo simulations of the potential value and sales of our development portfolio. It is a very powerful tool for gaining a thorough understanding and improved awareness of value drivers, uncertainties, and risks, along with associated probabilities.” – Riccardo Lampariello, Associate Director, Merck Serono S.A Why Oracle “We chose Oracle Crystal Ball to enable us to perform Monte Carlo analysis, which gives us a deeper understanding and improved awareness of the value drivers, uncertainties and risks of our portfolio of development projects,” said Kimber Hardy, head of valuation and analysis, Merck Serono S.A. Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-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-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} Click here to read the full version of the customer success story Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-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-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;}

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  • How to learn what the industry standards/expectations are, particularly with security?

    - by Aerovistae
    For instance, I was making my first mobile web-application about a year ago, and half-way through, someone pointed me to jQuery Mobile. Obviously this induced a total revolution in my app. Rewrote everything. Now, if you're in the field long enough, maybe that seems like common knowledge, but I was totally new to it. But this set me wondering: there are so many libraries and extensions and frameworks. This seems particularly crucial in the category of security. I'm afraid I'm going to find myself doing something in a professional setting eventually (I'm still a student) and someone's going to walk over and be like, My god, you're trying to secure user data that way? Don't you know about the Gordon-Wokker crypto-magic-hash-algorithms library? Without it you may as well go plaintext. How do you know what the best ways are to maximize security? Especially if you're trying to develop something on your own...

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  • Liskov Substitution Principle and the Oft Forgot Third Wheel

    - by Stacy Vicknair
    Liskov Substitution Principle (LSP) is a principle of object oriented programming that many might be familiar with from the SOLID principles mnemonic from Uncle Bob Martin. The principle highlights the relationship between a type and its subtypes, and, according to Wikipedia, is defined by Barbara Liskov and Jeanette Wing as the following principle:   Let be a property provable about objects of type . Then should be provable for objects of type where is a subtype of .   Rectangles gonna rectangulate The iconic example of this principle is illustrated with the relationship between a rectangle and a square. Let’s say we have a class named Rectangle that had a property to set width and a property to set its height. 1: Public Class Rectangle 2: Overridable Property Width As Integer 3: Overridable Property Height As Integer 4: End Class   We all at some point here that inheritance mocks an “IS A” relationship, and by gosh we all know square IS A rectangle. So let’s make a square class that inherits from rectangle. However, squares do maintain the same length on every side, so let’s override and add that behavior. 1: Public Class Square 2: Inherits Rectangle 3:  4: Private _sideLength As Integer 5:  6: Public Overrides Property Width As Integer 7: Get 8: Return _sideLength 9: End Get 10: Set(value As Integer) 11: _sideLength = value 12: End Set 13: End Property 14:  15: Public Overrides Property Height As Integer 16: Get 17: Return _sideLength 18: End Get 19: Set(value As Integer) 20: _sideLength = value 21: End Set 22: End Property 23: End Class   Now, say we had the following test: 1: Public Sub SetHeight_DoesNotAffectWidth(rectangle As Rectangle) 2: 'arrange 3: Dim expectedWidth = 4 4: rectangle.Width = 4 5:  6: 'act 7: rectangle.Height = 7 8:  9: 'assert 10: Assert.AreEqual(expectedWidth, rectangle.Width) 11: End Sub   If we pass in a rectangle, this test passes just fine. What if we pass in a square?   This is where we see the violation of Liskov’s Principle! A square might "IS A” to a rectangle, but we have differing expectations on how a rectangle should function than how a square should! Great expectations Here’s where we pat ourselves on the back and take a victory lap around the office and tell everyone about how we understand LSP like a boss. And all is good… until we start trying to apply it to our work. If I can’t even change functionality on a simple setter without breaking the expectations on a parent class, what can I do with subtyping? Did Liskov just tell me to never touch subtyping again? The short answer: NO, SHE DIDN’T. When I first learned LSP, and from those I’ve talked with as well, I overlooked a very important but not appropriately stressed quality of the principle: our expectations. Our inclination is to want a logical catch-all, where we can easily apply this principle and wipe our hands, drop the mic and exit stage left. That’s not the case because in every different programming scenario, our expectations of the parent class or type will be different. We have to set reasonable expectations on the behaviors that we expect out of the parent, then make sure that those expectations are met by the child. Any expectations not explicitly expected of the parent aren’t expected of the child either, and don’t register as a violation of LSP that prevents implementation. You can see the flexibility mentioned in the Wikipedia article itself: A typical example that violates LSP is a Square class that derives from a Rectangle class, assuming getter and setter methods exist for both width and height. The Square class always assumes that the width is equal with the height. If a Square object is used in a context where a Rectangle is expected, unexpected behavior may occur because the dimensions of a Square cannot (or rather should not) be modified independently. This problem cannot be easily fixed: if we can modify the setter methods in the Square class so that they preserve the Square invariant (i.e., keep the dimensions equal), then these methods will weaken (violate) the postconditions for the Rectangle setters, which state that dimensions can be modified independently. Violations of LSP, like this one, may or may not be a problem in practice, depending on the postconditions or invariants that are actually expected by the code that uses classes violating LSP. Mutability is a key issue here. If Square and Rectangle had only getter methods (i.e., they were immutable objects), then no violation of LSP could occur. What this means is that the above situation with a rectangle and a square can be acceptable if we do not have the expectation for width to leave height unaffected, or vice-versa, in our application. Conclusion – the oft forgot third wheel Liskov Substitution Principle is meant to act as a guidance and warn us against unexpected behaviors. Objects can be stateful and as a result we can end up with unexpected situations if we don’t code carefully. Specifically when subclassing, make sure that the subclass meets the expectations held to its parent. Don’t let LSP think you cannot deviate from the behaviors of the parent, but understand that LSP is meant to highlight the importance of not only the parent and the child class, but also of the expectations WE set for the parent class and the necessity of meeting those expectations in order to help prevent sticky situations.   Code examples, in both VB and C# Technorati Tags: LSV,Liskov Substitution Principle,Uncle Bob,Robert Martin,Barbara Liskov,Liskov

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  • New hire expectations... (Am I being unreasonable?)

    - by user295841
    I work for a very small custom software shop. We currently consist me and my boss. My boss is an old FoxPro DOS developer and OOP makes him uncomfortable. He is planning on taking a back seat in the next few years to hopefully enjoy a “partial retirement”. I will be taking over the day to day operations and we are now desperately looking for more help. We tried Monster.com, Dice.com, and others a few years ago when we started our search. We had no success. We have tried outsourcing overseas (total disaster), hiring kids right out of college (mostly a disaster but that’s where I came from), interns (good for them, not so good for us) and hiring laid off “experienced” developers (there was a reason they were laid off). I have heard hiring practices discussed on podcasts, blogs, etc... and have tried a few. The “Fizz Buzz” test was a good one. One kid looked physically ill before he finally gave up. I think my problem is that I have grown so much as a developer since I started here that I now have a high standard. I hear/read very intelligent people podcasts and blogs and I know that there are lots of people out there that can do the job. I don’t want to settle for less than a “good” developer. Perhaps my expectations are unreasonable. I expect any good developer (entry level or experienced) to be billable (at least paying their own wage) in under one month. I expect any good developer to be able to be productive (at least dangerous) in any language or technology with only a few days of research/training. I expect any good developer to be able to take a project from initial customer request to completion with little or no help from others. Am I being unreasonable? What constitutes a valuable developer? What should be expected of an entry level developer? What should be expected of an experienced developer? I realize that everyone is different but there has to be some sort of expectations standard, right? I have been giving the test project below to potential canidates to weed them out. Good idea? Too much? Too little? Please let me know what you think. Thanks. Project ID: T00001 Description: Order Entry System Deadline: 1 Week Scope The scope of this project is to develop a fully function order entry system. Screen/Form design must be user friendly and promote efficient data entry and modification. User experience (Navigation, Screen/Form layouts, Look and Feel…) is at the developer’s discretion. System may be developed using any technologies that conform to the technical and system requirements. Deliverables Complete source code Database setup instructions (Scripts or restorable backup) Application installation instructions (Installer or installation procedure) Any necessary documentation Technical Requirements Server Platform – Windows XP / Windows Server 2003 / SBS Client Platform – Windows XP Web Browser (If applicable) – IE 8 Database – At developer’s discretion (Must be a relational SQL database.) Language – At developer’s discretion All data must be normalized. (+) All data must maintain referential integrity. (++) All data must be indexed for optimal performance. System must handle concurrency. System Requirements Customer Maintenance Customer records must have unique ID. Customer data will include Name, Address, Phone, etc. User must be able to perform all CRUD (Create, Read, Update, and Delete) operations on the Customer table. User must be able to enter a specific Customer ID to edit. User must be able to pull up a sortable/queryable search grid/utility to find a customer to edit. Validation must be performed prior to database commit. Customer record cannot be deleted if the customer has an order in the system. (++) Inventory Maintenance Part records must have unique ID. Part data will include Description, Price, UOM (Unit of Measure), etc. User must be able to perform all CRUD operations on the part table. User must be able to enter a specific Part ID to edit. User must be able to pull up a sortable/queryable search grid/utility to find a part to edit. Validation must be performed prior to database commit. Part record cannot be deleted if the part has been used in an order. (++) Order Entry Order records must have a unique auto-incrementing key (Order Number). Order data must be split into a header/detail structure. (+) Order can contain an infinite number of detail records. Order header data will include Order Number, Customer ID (++), Order Date, Order Status (Open/Closed), etc. Order detail data will include Part Number (++), Quantity, Price, etc. User must be able to perform all CRUD operations on the order tables. User must be able to enter a specific Order Number to edit. User must be able to pull up a sortable/queryable search grid/utility to find an order to edit. User must be able to print an order form from within the order entry form. Validation must be performed prior to database commit. Reports Customer Listing – All Customers in the system. Inventory Listing – All parts in the system. Open Order Listing – All open orders in system. Customer Order Listing – All orders for specific customer. All reports must include sorts and filter functions where applicable. Ex. Customer Listing by range of Customer IDs. Open Order Listing by date range.

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  • How to prevent swallowing exceptions caused by unset expectations for a mocked object?

    - by Schultz9999
    I am looking for a way to modify catch block depending on if it's executed during the unit test run or not. The purpose is basically to detect/setup mock expectations which are swallowed because catch doesn't rethrow. I am using MSTest. One obvious thing is using preprocessor but I don't think it works. Especially if to use DEBUG define. There should be an easy way to detect that, shouldn't it? I must have been looking for something wrong because I couldn't find much info on that. try {...} catch(Exception) { Log(...); #if DEBUG throw; #endif }

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  • Unit testing code paths

    - by Michael
    When unit testing using expectations, you define a set of method calls and corresponding results for those calls. These define the path through the method that you want to test. I have read that unit tests should not duplicate the code. But when you define these expectations, isn't that duplicating the code, or at least the process? How do you know when you're duplicating functionality under test?

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  • Throwing special type of exception to terminate unit test

    - by trendl
    Assume I want to write a unit test to test a particular piece of functionality that is implemented within a method. If I wanted to execute the method completely, I would have to do some extra set up work (mock objects expectations etc.). Instead of doing that I use the following approach: - I set up the expectations I'm interested in verifying and then make the tested method throw a special type of exception (e.g. TerminateTestException). - Further down in the unit test I catch the exception and verify the mock object expectations. It works fine but I'm not sure it is good practice. I do not do this regularly, only in cases where it saves me time and effort. One thing that comes to mind as an argument against using this is that throwing exceptions takes long time so the tests execute slower than if I used a different approach.

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  • Segmentation Fault (11) with modwsgi on CentOS 5.7 when running pyramid app

    - by carbotex
    I'm getting Segmentation fault error when trying to access the "Hello World" pyramid app. This error only occurs when running against CentOS 5.7 setup, but no problem whatsoever when tested against OSX and Arch Linux. Could it be a CentOS specific issue? [error] [client 10.211.55.2] Premature end of script headers: pyramid.wsgi [notice] child pid 31212 exit signal Segmentation fault (11) I have tried to follow the troubleshooting guides posted here http://code.google.com/p/modwsgi/wiki/InstallationIssues which suggests that it might caused by missing Shared Library. A quick check reveals that shared library is not the issue. [centos57@localhost modules]$ ldd mod_wsgi.so linux-gate.so.1 => (0x00e6a000) libpython2.7.so.1.0 => /home/python/lib/libpython2.7.so.1.0 (0x0024c000) libpthread.so.0 => /lib/libpthread.so.0 (0x00da8000) libdl.so.2 => /lib/libdl.so.2 (0x00cd6000) libutil.so.1 => /lib/libutil.so.1 (0x00110000) libm.so.6 => /lib/libm.so.6 (0x0085c000) libc.so.6 => /lib/libc.so.6 (0x00682000) /lib/ld-linux.so.2 (0x0012b000) Then I found another clue that might be able to solve my problem. Unfortunately libexpat is not the source of the problem. http://code.google.com/p/modwsgi/wiki/IssuesWithExpatLibrary [centos57@localhost bin]$ ldd ~/httpd/bin/httpd | grep expat libexpat.so.1 => /usr/local/lib/libexpat.so.1 (0x00b00000) [centos57@localhost bin]$ strings /usr/local/lib/libexpat.so.1 | grep expat libexpat.so.1 expat_2.0.1 [centos57@localhost bin]$ python Python 2.7.2 (default, Nov 26 2011, 08:08:44) [GCC 4.1.2 20080704 (Red Hat 4.1.2-51)] on linux2 Type "help", "copyright", "credits" or "license" for more information. >>> import pyexpat >>> pyexpat.version_info (2, 0, 0) >>> I've been pulling my hair out trying to figure out what I'm missing in my setup. Why the problem only occurs with CentOS? Here is the detailed setup: Apache 2.2.19 Python 2.7.2 mod_wsgi-3.3 /home/httpd/conf/extra/pyramid.wsgi from pyramid.paster import get_app application = get_app('/home/homecamera/hcadmin/root/production.ini', 'main') /home/httpd/conf/extra/modwsgi.conf LoadModule wsgi_module modules/mod_wsgi.so WSGIScriptAlias /myapp /home/root/test.wsgi <Directory /home/root> WSGIProcessGroup pyramid Order allow,deny Allow from all </Directory> # Use only 1 Python sub-interpreter. Multiple sub-interpreters # play badly with C extensions. WSGIApplicationGroup %{GLOBAL} WSGIPassAuthorization On WSGIDaemonProcess pyramid user=daemon group=daemon processes=1 \ threads=4 \ python-path=/home/python/lib/python2.7/site-packages WSGIScriptAlias /hello /home/httpd/conf/extra/pyramid.wsgi <Directory /home/httpd/conf/extra> WSGIProcessGroup pyramid Order allow,deny Allow from all </Directory> Again this same setup works on OSX and Arch Linux but not on CentOS 5.7. Could someone out there point me to the right direction before I ran out of my hair. ==================================================================================== When apache started with gdb, I got a couple of warnings Reading symbols from /home/httpd/bin/httpd...done. Attaching to program: /home/httpd/bin/httpd, process 1821 warning: .dynamic section for "/lib/libcrypt.so.1" is not at the expected address warning: difference appears to be caused by prelink, adjusting expectations warning: .dynamic section for "/lib/libutil.so.1" is not at the expected address warning: difference appears to be caused by prelink, adjusting expectations gdb output. After hitting refresh button, to load pyramid. (gdb) cont Continuing. warning: .dynamic section for "/usr/lib/libgssapi_krb5.so.2" is not at the expected address warning: difference appears to be caused by prelink, adjusting expectations warning: .dynamic section for "/usr/lib/libkrb5.so.3" is not at the expected address warning: difference appears to be caused by prelink, adjusting expectations warning: .dynamic section for "/lib/libresolv.so.2" is not at the expected address warning: difference appears to be caused by prelink, adjusting expectations Program received signal SIGSEGV, Segmentation fault. [Switching to Thread 0x8edbb90 (LWP 1824)] 0x0814c120 in EVP_PKEY_CTX_dup () apache_error_log [info] mod_wsgi (pid=1821): Starting process 'pyramid' with threads=1. [info] mod_wsgi (pid=1821): Initializing Python. [info] mod_wsgi (pid=1821): Attach interpreter ''. [info] mod_wsgi (pid=1821): Create interpreter 'web.domain.com:20000|/hcadmin'. [info] [client 10.211.55.2] mod_wsgi (pid=1821, process='pyramid', application='web.domain.com:20000|/hcadmin'): Loading WSGI script '/home/httpd/conf/extra/pyramid.wsgi'. [error] hello 1

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  • Customer Engagement: Are Your Customers Engaged With Your Brands?

    - by Michael Snow
    Engaging Customers is Critical for Business Growth This week we'll be spending some time looking at Customer Engagement. We all have stories about how we try to engage our customers better than ever before.  We all know that successfully engaging customers is critical to an organization’s business success. We also know that engaging our customers is more challenging today than ever before. There is so much noise to compete with for getting anyone's attention. Over the last decade and a half we’ve watched as the online channel became a primary one for conducting our business and even managing our lives. And during this whole process or evolution, the customer journey has grown increasingly complex. Customers themselves have assumed increasing power and influence over the purchase process and for setting the tone and pace of the relationships they have with brands and you see the evidence of this in the really high expectations that customers have today. They expect brand experiences that are personalized and relevant -- In other words they want experiences that demonstrate that the brand understands their interests, preferences and past interactions with them. They also expect their experience with a brand and the community surrounding it to be social and interactive – it’s no longer acceptable to have a static, one-way dialogue with your customer base or to fail to connect your customers with fellow customers, or with your employees and partners. And on top of all this, customers expect us to deliver this rich and engaging, personalized and interactive experience, in a consistent way across a variety of channels including web, mobile and social channels or even offline venues such as in-store or via a call center. And as a result, we see that delivery on these expectations and successfully engaging your customers is a great challenge today. Customers expect a personal, engaging and consistent online customer experience. Today’s consumer expects to engage with your brand and the community surrounding it in an interactive and social way. Customers have come to expect a lot for the online customer experience.  ·        They expect it to be personal: o   Accessible:  - Regardless of my device  Via my existing online identities  o   Relevant:  Content that interests me  o   Customized:  To be able to tailor my online experience  ·        They expect it to be engaging: o   Social:  So I can share content with my social networks  o   Intuitive:  To easily find what I need   o   Interactive:  So I can interact with online communities And they expect it to be consistent across the online experience – so you better have your brand and information ducks in a row. These expectations are not only limited to your customers by any means. Your employees (and partners) are also expecting to be empowered with engagement tools across their internal and external communications and interactions with customers, partners and other employees. We had a great conversation with Ted Schadler from Forrester Research entitled: "Mobile is the New Face of Engagement" that is now available On-Demand. Take a look at all the webcasts available to watch from our Social Business Thought Leader Series. Social capabilities have become so pervasive and changed customers’ expectations for their online experiences. The days of one-direction communication with customers are at an end. Today’s customers expect to engage in a dialogue with your brand and the community surrounding it in an interactive and social way. You have at a very short window of opportunity to engage a customer before they go to another site in their pursuit of information, product, or services. In fact, customers who engage with brands via social media tend to spend more that customers who don’t, between 20% and 40% more.  And your customers are also increasingly influenced by their social networks too – 40% of consumers say they factor in Facebook recommendations when making purchasing decisions.  This means a few different things for today’s businesses. Incorporating forms of social interaction such as commenting or reviews as well as tightly integrating your online experience with your customers’ social networking experiences into the online customer experience are crucial for maintaining the eyeballs on your desired pages. --- Notes/Sources: 93% - Cone Finds that Americans Expect Companies to Have a Presence in Social Media - http://www.coneinc.com/content1182 40% of consumers factor in Facebook recommendations when making decisions about purchasing (Increasing Campaign Effectiveness with Social Media, Syncapse, March 2011) 20%-40% - Customers who engage with a company via social media spend this percentage more with that company than other customers (Source: Bain & Company Report – Putting Social Media to Work)

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  • Trouble mocking on cucumber + rails

    - by Lucas d. Prim
    I'm having a lot of trouble trying to define a mock for a rails models on cucumber. It seems like the method is creating a bunch of message expectations and i keep getting errors like these: Given I have only a product named "Sushi de Pato" # features/step_definitions/product_ steps.rb:19 unexpected invocation: #<Mock:ProductCategory_1001>.__mock_proxy() unsatisfied expectations: - expected exactly once, not yet invoked: #<Mock:ProductCategory_1001>.errors(any_pa rameters) - expected exactly once, not yet invoked: #<Mock:ProductCategory_1001>.id(any_parame ters) - expected exactly once, not yet invoked: #<Mock:ProductCategory_1001>.to_param(any_ parameters) - expected exactly once, not yet invoked: #<Mock:ProductCategory_1001>.new_record?(a ny_parameters) - expected exactly once, not yet invoked: #<Mock:ProductCategory_1001>.destroyed?(an y_parameters) satisfied expectations: - allowed any number of times, not yet invoked: #<Mock:errors>.count(any_parameters) (Mocha::ExpectationError) I haven't yet implemented the ProductCategory class and I just want it to return an ID and a 'name' attribute. This is my step definition: Given /^I have only a product named "([^\"]*)"$/ do |name| @product = Product.create!(:name => name, :description => 'Foo', :price => 100, :points => 100, :category => mock_model(ProductCategory)) end And this is my env.rb file: $: << File.join(File.dirname(__FILE__),"..") require 'spec\spec_helper I am using RSPec 1.3.0, cucumber 0.6.3 and webrat 0.7.0 I've tried to use stubs as well but got some other errors instead...

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  • puppet rspec no such file to load -- rspec-puppet (LoadError)

    - by Vorsprung
    I have no prior experience at all of ruby. I am not interested in ruby (and so have no knowledge of rails etc) as such but am using puppet to manage a group of servers. I have written some modules and the rspec-puppet system looks like it would be very useful. However, I cannot get rspec-puppet to work I am using Ubuntu LTS 10.04 I have installed puppet rspec using the directions on their web page What I actually did apt-get install rubygems # (installs 1.8) gem install rspec-expectations gem install rspec-puppet I also installed librspec-ruby1.8 Then I ran rspec-puppet-init in a puppet module directory I'd already made (it's a working puppet module) I made a file as defined in the tutorial $ more spec/defines/rule_spec.rb require 'spec_helper' describe 'vanusers::rule' do let(:title) { 't1' } it { should contain_class('vanusers::JamieA') } end but when I try and run it there is a mysterious dependancy issue $ spec spec/defines/rule_spec.rb /home/jamie/git/puppet/modules/vanusers/spec/spec_helper.rb:1:in `require': no such file to load -- rspec-puppet (LoadError) from /home/jamie/git/puppet/modules/vanusers/spec/spec_helper.rb:1 from ./spec/defines/rule_spec.rb:1:in `require' from ./spec/defines/rule_spec.rb:1 from /usr/lib/ruby/1.8/spec/runner/example_group_runner.rb:15:in `load' from /usr/lib/ruby/1.8/spec/runner/example_group_runner.rb:15:in `load_files' from /usr/lib/ruby/1.8/spec/runner/example_group_runner.rb:14:in `each' from /usr/lib/ruby/1.8/spec/runner/example_group_runner.rb:14:in `load_files' from /usr/lib/ruby/1.8/spec/runner/options.rb:132:in `run_examples' from /usr/lib/ruby/1.8/spec/runner/command_line.rb:9:in `run' from /usr/bin/spec:3 Here is the solution I came up with in the end:: apt-get install rubygems gem install rspec-expectations rspec-puppet puppet-lint puppetlabs_spec_helper so your path picks up the gem stuff export PATH=/var/lib/gems/1.8/bin:$PATH cd into module and rm spec/spec_helper.rb rspec-puppet-init replace Rakefile with require 'rake' require 'rspec/core/rake_task' require 'puppetlabs_spec_helper/rake_tasks' Then "rake spec" to run tests or "rake lint" to check files http://sysadvent.blogspot.co.uk/2013/12/day-22-getting-started-testing-your.html was an excellent source of info

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  • Inheriting projects - General Rules? [closed]

    - by pspahn
    Possible Duplicate: When is a BIG Rewrite the answer? Software rewriting alternatives Are there any actual case studies on rewrites of software success/failure rates? When should you rewrite? We're not a software company. Is a complete re-write still a bad idea? Have you ever been involved in a BIG Rewrite? This is an area of discussion I have long been curious about, but overall, I generally lack the experience to give myself an answer that I would fully trust. We've all been there, a new client shows up with a half-complete project they are looking to finish and launch. For whatever reason, they fired their previous developer, and it's now up to you to save the day. I am just finishing up a code review for a new client, and in my estimation is would be better to scrap what the previous developers built since and start from scratch. There's a ton of reasons why I am leaning toward this way, but it still makes me nervous since the client isn't going to want to hear "those last guys built you a big turd, and I can either polish it, or throw it in the trash". What are your general rules for accepting these projects? How do you determine whether it will be better to start from scratch or continue with the existing code base? What other extra steps might you take to help control client expectations, since the previous developer may have inflated those expectations beyond a reasonable level? Any other general advice?

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  • CRM Evolution 2014: Mediocrity is the New Horrible in Customer Service

    - by Tuula Fai
    "Mediocrity is the new horrible in customer service," Blair McHaney, Gold's Gym Almost everyone knows that customers' expectations have risen. But, after listening to two days of presentations at CRM Evolution, I think it’s more accurate to say that customers' expectations have skyrocketed. Fortunately, most companies have gotten the message and are taking their customer service to a higher level. For those who've been hesitant to 'boldly go where their customer service organization has not gone before,' take heart. I’ve got some statistics that will encourage you to take those first few steps. Why should I change? By engaging customers online, ancestry.com achieved a 99.5% customer satisfaction score (CSAT) while improving retention and saving millions on greater efficiency, including a 38%-50% drop in inbound calls and emails.1 By empowering employees to delight customers, Gold’s Gym achieved a 77.5% Net Promoter Score (NPS) and 22% customer churn rate. No small feat when you consider the industry averages are 40% NPS and 45% churn.2 By adapting quickly to social media, brands like Verizon have benefited from social community members spending 2.5x-10x more than average customers.3 ‘The fierce urgency of now’ is upon us in customer service. You can take your customer service to a higher level! To find out more, click here CRM Evolution Customer Service Experience Footnotes: 1. Arvindh Balakrishnan, Is Your Customer Service Modern?2. Blair McHaney, Wire Your Organization with Customer Feedback3. Becky Carroll, The Power of Communities for Improving the Service Experience and Building Advocates

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  • Inheriting projects - General Rules?

    - by pspahn
    This is an area of discussion I have long been curious about, but overall, I generally lack the experience to give myself an answer that I would fully trust. We've all been there, a new client shows up with a half-complete project they are looking to finish and launch. For whatever reason, they fired their previous developer, and it's now up to you to save the day. I am just finishing up a code review for a new client, and in my estimation is would be better to scrap what the previous developers built since and start from scratch. There's a ton of reasons why I am leaning toward this way, but it still makes me nervous since the client isn't going to want to hear "those last guys built you a big turd, and I can either polish it, or throw it in the trash". What are your general rules for accepting these projects? How do you determine whether it will be better to start from scratch or continue with the existing code base? What other extra steps might you take to help control client expectations, since the previous developer may have inflated those expectations beyond a reasonable level? Any other general advice?

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  • Is Oracle Database Appliance (ODA) A Best Kept Secret?

    - by Ravi.Sharma
    There is something about Oracle Database Appliance that underscores the tremendous value customers see in the product. Repeat purchases. When you buy “one” of something and come back to buy another, it confirms that the product met your expectations, you found good value in it, and perhaps you will continue to use it. But when you buy “one” and come back to buy many more on your very next purchase, it tells something else. It tells that you truly believe that you have found the best value out there. That you are convinced! That you are sold on the great idea and have discovered a product that far exceeds your expectations and delivers tremendous value! Many Oracle Database Appliance customers are such larger-volume-repeat-buyers. It is no surprise, that the product has a deeper penetration in many accounts where a customer made an initial purchase. The value proposition of Oracle Database Appliance is undeniably strong and extremely compelling. This is especially true for customers who are simply upgrading or “refreshing” their hardware (and reusing software licenses). For them, the ability to acquire world class, highly available database hardware along with leading edge management software and all of the automation is absolutely a steal. One customer DBA recently said, “Oracle Database Appliance is the best investment our company has ever made”. Such extreme statements do not come out of thin air. You have to experience it to believe it. Oracle Database Appliance is a low cost product. Not many sales managers may be knocking on your doors to sell it. But the great value it delivers to small and mid-size businesses and database implementations should not be underestimated. 

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  • NHibernate 2 Beginner's Guide Book

    - by Ricardo Peres
    Packt Publishing has recently released a new book on NHibernate: NHibernate 2 Beginner's Guide, by Aaron Cure. I am now reading the final version, which Packt Publishing was kind enough to provide me, and I will soon write about it. I can tell you for now that Fabio Maulo was one of the reviewers, which certainly raises the expectations. In the meanwhile, there's a free chapter you can download, which hopefully will get you interested in it; you can get it from here.

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  • Customization: It’s Wanted in Enterprise Tech Platforms Too

    - by Mike Stiles
    Did you know that every customer service person does their job the exact same way in every business organization?  And did you know that every business organization cares about the exact same metrics? I hope not, because both those things couldn’t be farther from the truth. And if there are different needs and approaches in different enterprises, it stands to reason technology platforms must become increasingly customizable. Oracle Social Cloud sees that coming and is doing something about it, at least in terms of social media management. Today we introduce Social Station, a customizable user experience workspace within the Oracle Social Relationship Management (SRM) platform. We think a lot about customer-centricity and customer experience around here, and we know our own customers are ready to start moving forward in being able to set up their work environments in the ways that work best for them. That kind of thing increases productivity, helps deliver on social objectives faster, and generally just makes life more pleasant. A recent IDG Enterprise report says that enterprises currently investing in more consumerized, easy-to-use technologies experience a 56% increase in employee productivity and a 46% increase in customer satisfaction. Imagine that. When you make it easier and more pleasant for employees to help customers, more customers get helped and everyone ends up happier. So what does this Social Station do and what does it mean, exactly? It’s an innovative move to take some pretty high-end tech (take a bow developers) and simplify it, making things more intuitive: Drag and drop lets you easily build out and personalize your social workspace with different modules. The new Custom Analytics module can mix and match over 120 metrics with thousands of customizable reporting options. You can check constantly refreshed updates and keep a real-time eye on the numbers you’re trying to move. One-click sharing and annotation in the Custom Analytics module improves sharing and collaboration across teams, departments and executives. Multi-view layout helps you leverage social insights by letting you monitor conversations by network, stream, metric, graph type, date range, and relative time period. The Enhanced Calendar is a better visual representation of content, posts, networks and views, letting you easily toggle between functions and views. The Oracle Social Station sets us up to always be developing & launching additional social modules for you, covering areas like content curation, influencer engagement, and command center creation. Oracle Social Cloud Group VP Meg Bear says, “Consumers today have high expectations of their technology application capabilities and usability, and those expectations don’t stop when they enter their workplaces.” In other words, internal enterprise technology platforms must reflect the personalization and customization being called for in consumer products and marketing. “One size fits all” is becoming an endangered concept. @mikestiles @oraclesocial

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  • B2B and B2C alike… but a little different – Oracle Commerce named Leader in Forrester B2B Commerce Wave

    - by Katrina Gosek
    We weren’t surprised to see Oracle Commerce positioned as a Leader in Forrester Research, Inc.’s first Commerce Wave focused on B2B, “The Forrester Wave™: B2B Commerce Suites, Q4 2013,” released earlier this month. We believe that the report validates much of what we’ve heard from our largest customers – the world’s largest distribution, manufacturing and high-tech customers who sell billions of dollars of goods and services to other businesses through their Web channels. More importantly, we feel that the report confirms something very important: B2B and B2C Commerce are alike… but a little different. B2B and B2C Commerce are alike… Clearly, B2C experiences have set expectations for B2B. Every B2B buyer is a consumer at home and brings the same expectations to a website selling electronic components, aftermarket parts, or MRO products. Forrester calls these rich consumer-based capabilities that help B2B customers do their jobs “table stakes”: front-office content, community, and commerce features that meet customer expectations for 24x7x365 ordering, real-time customer service, and expedited shipping — both online and on mobile devices: “Whether they are just beginning to sell online or are in the late stages of launching a next-generation site, B2B eCommerce operations today must: offer a customer experience standard comparable to what leading b2c sites now offer; address the growing influence that mobile devices are having in the workplace; make a qualitative and quantitative business case that drives sustained investment.” Just five years ago, many of our B2B customers’ online business comprised only 5-10% of their total revenue. Today, when we speak to those same brands, we hear about double and triple digit growth in their online channels. Many have seen the percentage of the business they perform in their web channels cross the 30-50% threshold. You can hear first-hand from several Oracle Commerce B2B customers about the success they are seeing, and what they’re trying to accomplish (Carolina Biological, Premier Farnell, DeliXL, Elsevier). It seems that this market momentum is likely the reason Forrester broke out the separate B2B Commerce Wave from the B2C Wave. In fact, B2B is becoming the larger force in commerce, expected to collect twice the online dollars of B2C this year ($559 billion). But a little different… Despite the similarities, there is a key and very important difference between B2C and B2B. Unlike a consumer shopping for shoes, a business shopper buying from a distributor or manufacturer is coming to the Web channel as a part of their job. So in addition to a rich, consumer-like experience this shopper expects, these B2B buyers need quoting tools and complex pricing capabilities, like eProcurement, bulk order entry, and other self-service tools such as account, contract and organization management. Forrester also is emphasizing three additional “back-end” tools and capabilities their clients say they need to drive growth in their B2B online channels: i) product information management (PIM), which provides a single system of record for large part lists and product catalogs; ii) web content management (WCM), needed to manage large volumes of unstructured marketing information, and iii) order management systems (OMS), which manage and orchestrate the complex B2B order life cycle from quote through approval, submission to manufacturing, distribution and delivery. We would like to expand on each of these 3 areas: As Forrester suggests, back-end PIM is definitely needed by B2B Commerce providers. Most B2B companies have made significant investments in enterprise-grade PIMs, given the importance of product data management for aggregation and syndication of content, product attribution, analytics, and handling of complex workflows. While in principle it may sound appealing to have a PIM as part of a commerce offering (especially for SMBs who have to do more with less), our customers have typically found that PIM in a commerce platform is largely redundant with what they already have in-place, and is not fully-featured or robust enough to handle the complexity of the product data sets that B2B distributors and manufacturers usually handle. To meet the PIM needs for commerce, Oracle offers enterprise PIM (Product Hub/Fusion PIM) and a robust enterprise data quality product (EDQP) integrated with the Oracle Commerce solution. These are key differentiators of our offering and these capabilities are becoming even more tightly integrated with Oracle Commerce over time. For Commerce, what customers really need is a robust product catalog and content management system for enabling business users to further enrich and ready catalog and content data to be presented and sold online.  This has been a significant area of investment in the Oracle Commerce platform , which continue to get stronger. We see this combination of capabilities as best meeting the needs of our customers for a commerce platform without adding a largely redundant, less functional PIM in the commerce front-end.  On the topic of web content management, we were pleased to see Forrester cite Oracle’s differentiated digital experience capability in this area and the “unique opportunity in the market to lead the convergence of commerce and content management with the amalgamation of Oracle Commerce with WebCenter Sites (formally FatWire).” Strong content management capabilities are critical for distributors and manufacturers who are frequently serving an engineering audience coming to their websites to conduct product research in search of technical data sheets, drawings, videos and more. The convergence of content, commerce, and experience is critical for B2B brands selling online. Regarding order management, Forrester notes that many businesses use their existing back-end enterprise resource planning (ERP) systems to manage order life cycles.  We hear the same from most of our B2B customers, as they already have an ERP system—if not several of them—and are not interested in yet another one. So what do we take away from the Wave results? Forrester notes that the Oracle Commerce Platform “has always had strong B2B commerce capabilities and Oracle certainly has an exhaustive list of B2B customers using the solution.”  What makes us excited about developing leading B2B solutions are the close relationships with our customers and the clear opportunity in the market – which we'll address in an exciting new release planned for the next 12 months. Oracle has one of the world’s largest B2B customer bases, providing leading solutions across key business-to-business functions – from marketing, sales automation, and service to master data management, and ERP. To learn more about Oracle’s Commerce product vision and strategy, visit our website and check out these other B2B Commerce Resources: -       2013 B2B Commerce Trends Report -       B2B Commerce Whitepaper: Consumerization, Complexity, Change -       B2B Commerce Webcast: What Industry Trend Setters Do Right -       Internet Retailer, Web Drives Sales for B2B Companies -       Internet Retailer Article, The Web Means Business: B2B Companies Beef Up Their Websites,        borrowing from b2c retailers and breaking new ground -       Internet Retailer Article, B2B e-Commerce is poised for growth

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