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  • Shell not finding binary when attempting to execute it (it's _definitely_ there)

    - by eegg
    I have a specific set of binaries installed at: ~/.GutenMark/binary/<binaries...> These were previously working correctly, but for seemingly no reason when I attempt to execute them the shell claims not to find them: james@anubis:~/.GutenMark/binary$ ls -al ... -rwxr-xr-x 1 james james 2979036 2009-05-10 13:34 GUItenMark ... -rwxrwxrwx 1 james james 76952 2009-05-10 13:34 GutenMark ... -rwxr-xr-x 1 james james 10156 2009-05-10 13:34 GutenSplit ... james@anubis:~/.GutenMark/binary$ ./GutenMark bash: ./GutenMark: No such file or directory james@anubis:~/.GutenMark/binary$ I've tried to isolate the cause of this, with no success. The same happens with zsh, bash, and sh (all giving their appropriate "file not found" error -- this is definitely not a strange output from the binary itself). The same happens either as user james or as root. Nor is it directory specific; if I move the whole directory installation, or just a single binary, to anywhere else, the same happens when attempting to execute it. The same even happens when I put the directory in $PATH and just execute "GutenMark". It also happens when I execute it from a script (I've tried Python's commands module -- though this appears to just call sh). The problem appears to be specific to the binaries themselves, yet they appear to never actually get executed. Any ideas?

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  • XNA 2D Collision with specific tiles

    - by zenzero
    I am new to game programming and to these sites for help. I am making a 2D game but I can't seem to get the collision between my character and certain tiles. I have a map filled with grass tiles and water tiles and I want to keep my character from walking on the water tiles. I have a Tiles class that I use so that the tiles are objects and also has the collision method in it, a TileEngine class used create the map and it also holds a list of Tiles, and the class James which is for my character. I also have a Camera class that centers the camera on my character if that has anything to do with the problem. The character's movement is intended to be restricted to 4 directions(up, down, left, right). As an extra note, the bottom right water tile does have collision, but the collision does not occur for any of the other water tiles. Here is my TileEngine class using System; using System.Collections.Generic; using System.Linq; using Microsoft.Xna.Framework; using Microsoft.Xna.Framework.Audio; using Microsoft.Xna.Framework.Content; using Microsoft.Xna.Framework.GamerServices; using Microsoft.Xna.Framework.Graphics; using Microsoft.Xna.Framework.Input; using Microsoft.Xna.Framework.Media; namespace Test2DGame2 { class TileEngine : Microsoft.Xna.Framework.Game { //makes a list of Tiles objects public List<Tiles> tilesList = new List<Tiles>(); public TileEngine() {} public static int tileWidth = 64; public static int tileHeight = 64; public int[,] map = { {0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, }, {0, 0, 0, 0, 0, 0, 0, 0, 0, 1, 0, 1, 0, 0, 0, 0, 0, 0, 0, 0, 0, }, {0, 0, 0, 0, 0, 0, 0, 0, 0, 1, 0, 1, 0, 0, 0, 0, 0, 0, 0, 0, 0,}, {0, 0, 0, 0, 0, 0, 0, 0, 0, 1, 0, 1, 0, 0, 0, 0, 0, 0, 0, 0, 0,}, {0, 0, 0, 0, 0, 1, 1, 1, 1, 1, 0, 1, 1, 1, 1, 0, 0, 0, 0, 0, 0,}, {0, 0, 0, 0, 0, 1, 0, 0, 0, 0, 0, 0, 0, 0, 1, 0, 0, 0, 0, 0, 0,}, {0, 0, 0, 0, 0, 1, 0, 0, 0, 0, 0, 0, 0, 0, 1, 0, 0, 0, 0, 0, 0,}, {0, 0, 0, 0, 0, 1, 0, 0, 0, 0, 1, 0, 0, 0, 1, 0, 0, 0, 0, 0, 0,}, {0, 0, 0, 0, 0, 1, 0, 0, 0, 0, 0, 0, 0, 0, 1, 0, 0, 0, 0, 0, 0,}, {0, 0, 0, 0, 0, 1, 0, 0, 0, 0, 0, 0, 0, 0, 1, 0, 0, 0, 0, 0, 0,}, {0, 0, 0, 0, 0, 1, 0, 0, 0, 0, 0, 0, 0, 0, 1, 0, 0, 0, 0, 0, 0,}, {0, 0, 0, 0, 0, 1, 0, 0, 0, 0, 0, 0, 0, 0, 1, 0, 0, 0, 0, 0, 0,}, {0, 0, 0, 0, 0, 1, 0, 0, 0, 0, 0, 0, 0, 0, 1, 0, 0, 0, 0, 0, 0,}, {0, 0, 0, 0, 0, 1, 0, 0, 0, 0, 0, 0, 0, 0, 1, 0, 0, 0, 0, 0, 0,}, {0, 0, 0, 0, 0, 1, 0, 0, 0, 0, 0, 0, 0, 0, 1, 0, 0, 0, 0, 0, 0,}, {0, 0, 0, 0, 0, 1, 0, 0, 0, 0, 0, 0, 0, 0, 1, 0, 0, 0, 0, 0, 0,}, {0, 0, 0, 0, 0, 1, 0, 0, 0, 0, 0, 0, 0, 0, 1, 0, 0, 0, 0, 0, 0,}, {0, 0, 0, 0, 0, 1, 0, 0, 0, 0, 0, 0, 0, 0, 1, 0, 0, 0, 0, 0, 0,}, {0, 0, 0, 0, 0, 1, 1, 1, 1, 1, 1, 1, 1, 1, 1, 0, 0, 0, 0, 0, 0,}, {0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0,}, {0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0,}, {0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0,}, }; public void drawMap(SpriteBatch spriteBatch) { for (int y = 0; y < map.GetLength(0); y++) { for (int x = 0; x < map.GetLength(1); x++) { //make a Rectangle tilesList[map[y, x]].rectangle = new Rectangle(x * tileWidth, y * tileHeight, tileWidth, tileHeight); //draw the Tiles objects spriteBatch.Draw(tilesList[map[y, x]].texture, tilesList[map[y, x]].rectangle, Color.White); } } } } } Here is my Tiles class using System; using System.Collections.Generic; using System.Linq; using Microsoft.Xna.Framework; using Microsoft.Xna.Framework.Audio; using Microsoft.Xna.Framework.Content; using Microsoft.Xna.Framework.GamerServices; using Microsoft.Xna.Framework.Graphics; using Microsoft.Xna.Framework.Input; using Microsoft.Xna.Framework.Media; namespace Test2DGame2 { class Tiles { public Texture2D texture; public Rectangle rectangle; public Tiles(Texture2D texture) { this.texture = texture; } //check to see if james collides with the tile from the right side public void rightCollision(James james) { if (james.GetBounds().Intersects(rectangle)) { james.position.X = rectangle.Left - james.front.Width; } } } } I have a method for rightCollision because I could only figure out how to get the collisions from specifying directions. and here is the James class for my character using System; using System.Collections.Generic; using System.Linq; using Microsoft.Xna.Framework; using Microsoft.Xna.Framework.Audio; using Microsoft.Xna.Framework.Content; using Microsoft.Xna.Framework.GamerServices; using Microsoft.Xna.Framework.Graphics; using Microsoft.Xna.Framework.Input; using Microsoft.Xna.Framework.Media; namespace Test2DGame2 { class James { public Texture2D front; public Texture2D back; public Texture2D left; public Texture2D right; public Vector2 center; public Vector2 position; public James(Texture2D front) { position = new Vector2(0, 0); this.front = front; center = new Vector2(front.Width / 2, front.Height / 2); } public James(Texture2D front, Vector2 newPosition) { this.front = front; position = newPosition; center = new Vector2(front.Width / 2, front.Height / 2); } public void move(GameTime gameTime) { KeyboardState keyboard = Keyboard.GetState(); float SCALE = 20.0f; float speed = gameTime.ElapsedGameTime.Milliseconds / 100.0f; if (keyboard.IsKeyDown(Keys.Up)) { position.Y -=speed * SCALE; } else if (keyboard.IsKeyDown(Keys.Down)) { position.Y += speed * SCALE; } else if (keyboard.IsKeyDown(Keys.Left)) { position.X -= speed * SCALE; } else if (keyboard.IsKeyDown(Keys.Right)) { position.X += speed * SCALE; } } public void draw(SpriteBatch spriteBatch) { spriteBatch.Draw(front, position, null, Color.White, 0, center, 1.0f, SpriteEffects.None, 0.0f); } //get the boundingbox for James public Rectangle GetBounds() { return new Rectangle( (int)position.X, (int)position.Y, front.Width, front.Height); } } }

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  • htaccess rewrite issue while testing on localhost

    - by James Doc
    I'm running OSX (10.6) with Apache with .htaccess enabled. In the htaccess file I have the code: Options +FollowSymlinks RewriteEngine on RewriteRule ^page/([A-Z0-9._%+-]+) index.php?page=$1 [NC] This runs perfectly on my external server and redirects nicely to index.php?page=whatever However when testing locally from localhost/~james/In%20Progress/Vila%20Maninga/page/whatever I get redirected to localhost/~james/Users/James/Sites/In%20Progress/Vila%20Maninga/index.php?page=whatever. For some reason 'Users/James/Sites/' is being added. Does anyone why this is happening and how to prevent it? Many thanks, James

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  • SQL query to show what has been paid each month

    - by Tommy Jakobsen
    I'm looking for help to create a query, to solve the following problem: Let's imagine the row: Name StartDate EndDate Payed James 10-10-2010 17-02-2011 860 And heres the schema for the table as requested: payment_details (name VARCHAR(50) NOT NULL, start_date DATETIME NOT NULL, end_date DATETIME NOT NULL, payed FLOAT NOT NULL) Now I need a way to split this row up, so I can see what he pays every month, for his period, a query that returns: Name Year Month Payed James 2010 10 172 James 2010 11 172 James 2010 12 172 James 2011 01 172 James 2011 02 172 There are lots of different customers with different StartDate/EndDate and amount payed, so the query has to handle this aswell. How can I do this in SQL (MS SQL Server 2005)? Help will be much appreciated!

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  • SQL query to show what has been payed each

    - by Tommy Jakobsen
    I'm looking for help to create a query, to solve the following problem: Let's imagine the row: Name StartDate EndDate Payed James 10-10-2010 17-02-2011 860 Now I need a way to split this row up, so I can see what he pays every month, for his period, a query that returns: Name Year Month Payed James 2010 10 172 James 2010 11 172 James 2010 12 172 James 2011 01 172 James 2010 02 172 There are lots of different customers with different StartDate/EndDate and amount payed, so the query has to handle this aswell. How can I do this in SQL (MS SQL Server 2005)? Help will be much appreciated!

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  • How do I run Firefox OS as a standalone application?

    - by JamesTheAwesomeDude
    I got the add-on for the Firefox OS simulator, and it works great! It even keeps functioning after Firefox is closed, so I can save processing power for other things. I'd like to run it as a standalone application, so that I don't even have to open Firefox in the first place. I've gone to the System Monitor, and it says that the process (I guessed which by CPU usage and filename) was started via /home/james/.mozilla/firefox-trunk/vkuuxfit.default/extensions/[email protected]/resources/r2d2b2g/data/linux64/b2g/plugin-container 3386 true tab, so I tried running that in the Terminal (after I'd closed the simulator, of course,) but it gives this: james@james-OptiPlex-GX620:~/.mozilla/firefox-trunk/vkuuxfit.default/extensions/[email protected]/resources/r2d2b2g/data/linux64/b2g$ ./plugin-container 3386 true tab ./plugin-container: error while loading shared libraries: libxpcom.so: cannot open shared object file: No such file or directory james@james-OptiPlex-GX620:~/.mozilla/firefox-trunk/vkuuxfit.default/extensions/[email protected]/resources/r2d2b2g/data/linux64/b2g$ What should I do? Is what I'm attempting even possible? (It should be, since the simulator kept running even after Firefox itself was closed...) NOTE: I've tried chmod u+sx plugin-container, but that didn't help.

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  • Dell XPS + Apple Mini-Display Adaptor + Projector = KABOOM

    - by D'Arcy Lussier
    Remember how I blogged about rolling with the punches? So today my buddy and Prairie Dev Con speaker James Chambers went to present on Microsoft MVC. He brought his fancy new Dell XPS laptop, which he had used to do presentations and stream internet video to a projector before. But today, the technology gods were not smiling… James tries to connect his laptop to the projector. Nothing. The projector just can’t recognize the connection. Realize that we’ve already had two sessions in that room already, so everything *should* work. The Dell XPS laptop James has doesn’t have a VGA port. Instead, it has HDMI and Mini-Display ports. James had one of the Apple mini-display to VGA adapters. If I connected my Mac Book Pro, I could connect no problem, so it wasn’t the adapter. He could connect his laptop to projectors before, so it wasn’t the laptop. And we’d already had sessions, so it wasn’t the projector. So what was it? Well, all three it turns out. Thanks to this post over at Irongeek.com we discovered that using Windows 7 on a Dell XPS with the Apple connector and a non-plug-in-play projector won’t work. So the fix was ditch the Apple connector, use the Star Tech model instead (listed in the Irongeek article). So James is good to go, he’s going to talk at the last session and we’ve moved the Windows 8 talk Jim Russell and I were going to do until tomorrow. Roll with the punches…

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  • SQL SERVER – Quiz and Video – Introduction to SQL Server Security

    - by pinaldave
    This blog post is inspired from Beginning SQL Joes 2 Pros: The SQL Hands-On Guide for Beginners – SQL Exam Prep Series 70-433 – Volume 1. [Amazon] | [Flipkart] | [Kindle] | [IndiaPlaza] This is follow up blog post of my earlier blog post on the same subject - SQL SERVER – Introduction to SQL Server Security – A Primer. In the article we discussed various basics terminology of the security. The article further covers following important concepts of security. Granting Permissions Denying Permissions Revoking Permissions Above three are the most important concepts related to security and SQL Server.  There are many more things one has to learn but without beginners fundamentals one can’t learn the advanced  concepts. Let us have small quiz and check how many of you get the fundamentals right. Quiz 1) If you granted Phil control to the server, but denied his ability to create databases, what would his effective permissions be? Phil can do everything. Phil can do nothing. Phil can do everything except create databases. 2) If you granted Phil control to the server and revoked his ability to create databases, what would his effective permissions be? Phil can do everything. Phil can do nothing. Phil can do everything except create databases. 3) You have a login named James who has Control Server permission. You want to elimintate his ability to create databases without affecting any other permissions. What SQL statement would you use? ALTER LOGIN James DISABLE DROP LOGIN James DENY CREATE DATABASE To James REVOKE CREATE DATABASE To James GRANT CREATE DATABASE To James Now make sure that you write down all the answers on the piece of paper. Watch following video and read earlier article over here. If you want to change the answer you still have chance. Solution 1) 3 2) 1 3) 3 Now compare let us check the answers and compare your answers to following answers. I am very confident you will get them correct. Available at USA: Amazon India: Flipkart | IndiaPlaza Volume: 1, 2, 3, 4, 5 Please leave your feedback in the comment area for the quiz and video. Did you know all the answers of the quiz? Reference: Pinal Dave (http://blog.sqlauthority.com) Filed under: Joes 2 Pros, PostADay, SQL, SQL Authority, SQL Query, SQL Server, SQL Tips and Tricks, T SQL, Technology

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  • Agile Development

    - by James Oloo Onyango
    Alot of literature has and is being written about agile developement and its surrounding philosophies. In my quest to find the best way to express the importance of agile methodologies, i have found Robert C. Martin's "A Satire Of Two Companies" to be both the most concise and thorough! Enjoy the read! Rufus Inc Project Kick Off Your name is Bob. The date is January 3, 2001, and your head still aches from the recent millennial revelry. You are sitting in a conference room with several managers and a group of your peers. You are a project team leader. Your boss is there, and he has brought along all of his team leaders. His boss called the meeting. "We have a new project to develop," says your boss's boss. Call him BB. The points in his hair are so long that they scrape the ceiling. Your boss's points are just starting to grow, but he eagerly awaits the day when he can leave Brylcream stains on the acoustic tiles. BB describes the essence of the new market they have identified and the product they want to develop to exploit this market. "We must have this new project up and working by fourth quarter October 1," BB demands. "Nothing is of higher priority, so we are cancelling your current project." The reaction in the room is stunned silence. Months of work are simply going to be thrown away. Slowly, a murmur of objection begins to circulate around the conference table.   His points give off an evil green glow as BB meets the eyes of everyone in the room. One by one, that insidious stare reduces each attendee to quivering lumps of protoplasm. It is clear that he will brook no discussion on this matter. Once silence has been restored, BB says, "We need to begin immediately. How long will it take you to do the analysis?" You raise your hand. Your boss tries to stop you, but his spitwad misses you and you are unaware of his efforts.   "Sir, we can't tell you how long the analysis will take until we have some requirements." "The requirements document won't be ready for 3 or 4 weeks," BB says, his points vibrating with frustration. "So, pretend that you have the requirements in front of you now. How long will you require for analysis?" No one breathes. Everyone looks around to see whether anyone has some idea. "If analysis goes beyond April 1, we have a problem. Can you finish the analysis by then?" Your boss visibly gathers his courage: "We'll find a way, sir!" His points grow 3 mm, and your headache increases by two Tylenol. "Good." BB smiles. "Now, how long will it take to do the design?" "Sir," you say. Your boss visibly pales. He is clearly worried that his 3 mms are at risk. "Without an analysis, it will not be possible to tell you how long design will take." BB's expression shifts beyond austere.   "PRETEND you have the analysis already!" he says, while fixing you with his vacant, beady little eyes. "How long will it take you to do the design?" Two Tylenol are not going to cut it. Your boss, in a desperate attempt to save his new growth, babbles: "Well, sir, with only six months left to complete the project, design had better take no longer than 3 months."   "I'm glad you agree, Smithers!" BB says, beaming. Your boss relaxes. He knows his points are secure. After a while, he starts lightly humming the Brylcream jingle. BB continues, "So, analysis will be complete by April 1, design will be complete by July 1, and that gives you 3 months to implement the project. This meeting is an example of how well our new consensus and empowerment policies are working. Now, get out there and start working. I'll expect to see TQM plans and QIT assignments on my desk by next week. Oh, and don't forget that your crossfunctional team meetings and reports will be needed for next month's quality audit." "Forget the Tylenol," you think to yourself as you return to your cubicle. "I need bourbon."   Visibly excited, your boss comes over to you and says, "Gosh, what a great meeting. I think we're really going to do some world shaking with this project." You nod in agreement, too disgusted to do anything else. "Oh," your boss continues, "I almost forgot." He hands you a 30-page document. "Remember that the SEI is coming to do an evaluation next week. This is the evaluation guide. You need to read through it, memorize it, and then shred it. It tells you how to answer any questions that the SEI auditors ask you. It also tells you what parts of the building you are allowed to take them to and what parts to avoid. We are determined to be a CMM level 3 organization by June!"   You and your peers start working on the analysis of the new project. This is difficult because you have no requirements. But from the 10-minute introduction given by BB on that fateful morning, you have some idea of what the product is supposed to do.   Corporate process demands that you begin by creating a use case document. You and your team begin enumerating use cases and drawing oval and stick diagrams. Philosophical debates break out among the team members. There is disagreement as to whether certain use cases should be connected with <<extends>> or <<includes>> relationships. Competing models are created, but nobody knows how to evaluate them. The debate continues, effectively paralyzing progress.   After a week, somebody finds the iceberg.com Web site, which recommends disposing entirely of <<extends>> and <<includes>> and replacing them with <<precedes>> and <<uses>>. The documents on this Web site, authored by Don Sengroiux, describes a method known as stalwart-analysis, which claims to be a step-by-step method for translating use cases into design diagrams. More competing use case models are created using this new scheme, but again, people can't agree on how to evaluate them. The thrashing continues. More and more, the use case meetings are driven by emotion rather than by reason. If it weren't for the fact that you don't have requirements, you'd be pretty upset by the lack of progress you are making. The requirements document arrives on February 15. And then again on February 20, 25, and every week thereafter. Each new version contradicts the previous one. Clearly, the marketing folks who are writing the requirements, empowered though they might be, are not finding consensus.   At the same time, several new competing use case templates have been proposed by the various team members. Each template presents its own particularly creative way of delaying progress. The debates rage on. On March 1, Prudence Putrigence, the process proctor, succeeds in integrating all the competing use case forms and templates into a single, all-encompassing form. Just the blank form is 15 pages long. She has managed to include every field that appeared on all the competing templates. She also presents a 159- page document describing how to fill out the use case form. All current use cases must be rewritten according to the new standard.   You marvel to yourself that it now requires 15 pages of fill-in-the-blank and essay questions to answer the question: What should the system do when the user presses Return? The corporate process (authored by L. E. Ott, famed author of "Holistic Analysis: A Progressive Dialectic for Software Engineers") insists that you discover all primary use cases, 87 percent of all secondary use cases, and 36.274 percent of all tertiary use cases before you can complete analysis and enter the design phase. You have no idea what a tertiary use case is. So in an attempt to meet this requirement, you try to get your use case document reviewed by the marketing department, which you hope will know what a tertiary use case is.   Unfortunately, the marketing folks are too busy with sales support to talk to you. Indeed, since the project started, you have not been able to get a single meeting with marketing, which has provided a never-ending stream of changing and contradictory requirements documents.   While one team has been spinning endlessly on the use case document, another team has been working out the domain model. Endless variations of UML documents are pouring out of this team. Every week, the model is reworked.   The team members can't decide whether to use <<interfaces>> or <<types>> in the model. A huge disagreement has been raging on the proper syntax and application of OCL. Others on the team just got back from a 5-day class on catabolism, and have been producing incredibly detailed and arcane diagrams that nobody else can fathom.   On March 27, with one week to go before analysis is to be complete, you have produced a sea of documents and diagrams but are no closer to a cogent analysis of the problem than you were on January 3. **** And then, a miracle happens.   **** On Saturday, April 1, you check your e-mail from home. You see a memo from your boss to BB. It states unequivocally that you are done with the analysis! You phone your boss and complain. "How could you have told BB that we were done with the analysis?" "Have you looked at a calendar lately?" he responds. "It's April 1!" The irony of that date does not escape you. "But we have so much more to think about. So much more to analyze! We haven't even decided whether to use <<extends>> or <<precedes>>!" "Where is your evidence that you are not done?" inquires your boss, impatiently. "Whaaa . . . ." But he cuts you off. "Analysis can go on forever; it has to be stopped at some point. And since this is the date it was scheduled to stop, it has been stopped. Now, on Monday, I want you to gather up all existing analysis materials and put them into a public folder. Release that folder to Prudence so that she can log it in the CM system by Monday afternoon. Then get busy and start designing."   As you hang up the phone, you begin to consider the benefits of keeping a bottle of bourbon in your bottom desk drawer. They threw a party to celebrate the on-time completion of the analysis phase. BB gave a colon-stirring speech on empowerment. And your boss, another 3 mm taller, congratulated his team on the incredible show of unity and teamwork. Finally, the CIO takes the stage to tell everyone that the SEI audit went very well and to thank everyone for studying and shredding the evaluation guides that were passed out. Level 3 now seems assured and will be awarded by June. (Scuttlebutt has it that managers at the level of BB and above are to receive significant bonuses once the SEI awards level 3.)   As the weeks flow by, you and your team work on the design of the system. Of course, you find that the analysis that the design is supposedly based on is flawedno, useless; no, worse than useless. But when you tell your boss that you need to go back and work some more on the analysis to shore up its weaker sections, he simply states, "The analysis phase is over. The only allowable activity is design. Now get back to it."   So, you and your team hack the design as best you can, unsure of whether the requirements have been properly analyzed. Of course, it really doesn't matter much, since the requirements document is still thrashing with weekly revisions, and the marketing department still refuses to meet with you.     The design is a nightmare. Your boss recently misread a book named The Finish Line in which the author, Mark DeThomaso, blithely suggested that design documents should be taken down to code-level detail. "If we are going to be working at that level of detail," you ask, "why don't we simply write the code instead?" "Because then you wouldn't be designing, of course. And the only allowable activity in the design phase is design!" "Besides," he continues, "we have just purchased a companywide license for Dandelion! This tool enables 'Round the Horn Engineering!' You are to transfer all design diagrams into this tool. It will automatically generate our code for us! It will also keep the design diagrams in sync with the code!" Your boss hands you a brightly colored shrinkwrapped box containing the Dandelion distribution. You accept it numbly and shuffle off to your cubicle. Twelve hours, eight crashes, one disk reformatting, and eight shots of 151 later, you finally have the tool installed on your server. You consider the week your team will lose while attending Dandelion training. Then you smile and think, "Any week I'm not here is a good week." Design diagram after design diagram is created by your team. Dandelion makes it very difficult to draw these diagrams. There are dozens and dozens of deeply nested dialog boxes with funny text fields and check boxes that must all be filled in correctly. And then there's the problem of moving classes between packages. At first, these diagram are driven from the use cases. But the requirements are changing so often that the use cases rapidly become meaningless. Debates rage about whether VISITOR or DECORATOR design patterns should be used. One developer refuses to use VISITOR in any form, claiming that it's not a properly object-oriented construct. Someone refuses to use multiple inheritance, since it is the spawn of the devil. Review meetings rapidly degenerate into debates about the meaning of object orientation, the definition of analysis versus design, or when to use aggregation versus association. Midway through the design cycle, the marketing folks announce that they have rethought the focus of the system. Their new requirements document is completely restructured. They have eliminated several major feature areas and replaced them with feature areas that they anticipate customer surveys will show to be more appropriate. You tell your boss that these changes mean that you need to reanalyze and redesign much of the system. But he says, "The analysis phase is system. But he says, "The analysis phase is over. The only allowable activity is design. Now get back to it."   You suggest that it might be better to create a simple prototype to show to the marketing folks and even some potential customers. But your boss says, "The analysis phase is over. The only allowable activity is design. Now get back to it." Hack, hack, hack, hack. You try to create some kind of a design document that might reflect the new requirements documents. However, the revolution of the requirements has not caused them to stop thrashing. Indeed, if anything, the wild oscillations of the requirements document have only increased in frequency and amplitude.   You slog your way through them.   On June 15, the Dandelion database gets corrupted. Apparently, the corruption has been progressive. Small errors in the DB accumulated over the months into bigger and bigger errors. Eventually, the CASE tool just stopped working. Of course, the slowly encroaching corruption is present on all the backups. Calls to the Dandelion technical support line go unanswered for several days. Finally, you receive a brief e-mail from Dandelion, informing you that this is a known problem and that the solution is to purchase the new version, which they promise will be ready some time next quarter, and then reenter all the diagrams by hand.   ****   Then, on July 1 another miracle happens! You are done with the design!   Rather than go to your boss and complain, you stock your middle desk drawer with some vodka.   **** They threw a party to celebrate the on-time completion of the design phase and their graduation to CMM level 3. This time, you find BB's speech so stirring that you have to use the restroom before it begins. New banners and plaques are all over your workplace. They show pictures of eagles and mountain climbers, and they talk about teamwork and empowerment. They read better after a few scotches. That reminds you that you need to clear out your file cabinet to make room for the brandy. You and your team begin to code. But you rapidly discover that the design is lacking in some significant areas. Actually, it's lacking any significance at all. You convene a design session in one of the conference rooms to try to work through some of the nastier problems. But your boss catches you at it and disbands the meeting, saying, "The design phase is over. The only allowable activity is coding. Now get back to it."   ****   The code generated by Dandelion is really hideous. It turns out that you and your team were using association and aggregation the wrong way, after all. All the generated code has to be edited to correct these flaws. Editing this code is extremely difficult because it has been instrumented with ugly comment blocks that have special syntax that Dandelion needs in order to keep the diagrams in sync with the code. If you accidentally alter one of these comments, the diagrams will be regenerated incorrectly. It turns out that "Round the Horn Engineering" requires an awful lot of effort. The more you try to keep the code compatible with Dandelion, the more errors Dandelion generates. In the end, you give up and decide to keep the diagrams up to date manually. A second later, you decide that there's no point in keeping the diagrams up to date at all. Besides, who has time?   Your boss hires a consultant to build tools to count the number of lines of code that are being produced. He puts a big thermometer graph on the wall with the number 1,000,000 on the top. Every day, he extends the red line to show how many lines have been added. Three days after the thermometer appears on the wall, your boss stops you in the hall. "That graph isn't growing quickly enough. We need to have a million lines done by October 1." "We aren't even sh-sh-sure that the proshect will require a m-million linezh," you blather. "We have to have a million lines done by October 1," your boss reiterates. His points have grown again, and the Grecian formula he uses on them creates an aura of authority and competence. "Are you sure your comment blocks are big enough?" Then, in a flash of managerial insight, he says, "I have it! I want you to institute a new policy among the engineers. No line of code is to be longer than 20 characters. Any such line must be split into two or more preferably more. All existing code needs to be reworked to this standard. That'll get our line count up!"   You decide not to tell him that this will require two unscheduled work months. You decide not to tell him anything at all. You decide that intravenous injections of pure ethanol are the only solution. You make the appropriate arrangements. Hack, hack, hack, and hack. You and your team madly code away. By August 1, your boss, frowning at the thermometer on the wall, institutes a mandatory 50-hour workweek.   Hack, hack, hack, and hack. By September 1st, the thermometer is at 1.2 million lines and your boss asks you to write a report describing why you exceeded the coding budget by 20 percent. He institutes mandatory Saturdays and demands that the project be brought back down to a million lines. You start a campaign of remerging lines. Hack, hack, hack, and hack. Tempers are flaring; people are quitting; QA is raining trouble reports down on you. Customers are demanding installation and user manuals; salespeople are demanding advance demonstrations for special customers; the requirements document is still thrashing, the marketing folks are complaining that the product isn't anything like they specified, and the liquor store won't accept your credit card anymore. Something has to give.    On September 15, BB calls a meeting. As he enters the room, his points are emitting clouds of steam. When he speaks, the bass overtones of his carefully manicured voice cause the pit of your stomach to roll over. "The QA manager has told me that this project has less than 50 percent of the required features implemented. He has also informed me that the system crashes all the time, yields wrong results, and is hideously slow. He has also complained that he cannot keep up with the continuous train of daily releases, each more buggy than the last!" He stops for a few seconds, visibly trying to compose himself. "The QA manager estimates that, at this rate of development, we won't be able to ship the product until December!" Actually, you think it's more like March, but you don't say anything. "December!" BB roars with such derision that people duck their heads as though he were pointing an assault rifle at them. "December is absolutely out of the question. Team leaders, I want new estimates on my desk in the morning. I am hereby mandating 65-hour work weeks until this project is complete. And it better be complete by November 1."   As he leaves the conference room, he is heard to mutter: "Empowermentbah!" * * * Your boss is bald; his points are mounted on BB's wall. The fluorescent lights reflecting off his pate momentarily dazzle you. "Do you have anything to drink?" he asks. Having just finished your last bottle of Boone's Farm, you pull a bottle of Thunderbird from your bookshelf and pour it into his coffee mug. "What's it going to take to get this project done? " he asks. "We need to freeze the requirements, analyze them, design them, and then implement them," you say callously. "By November 1?" your boss exclaims incredulously. "No way! Just get back to coding the damned thing." He storms out, scratching his vacant head.   A few days later, you find that your boss has been transferred to the corporate research division. Turnover has skyrocketed. Customers, informed at the last minute that their orders cannot be fulfilled on time, have begun to cancel their orders. Marketing is re-evaluating whether this product aligns with the overall goals of the company. Memos fly, heads roll, policies change, and things are, overall, pretty grim. Finally, by March, after far too many sixty-five hour weeks, a very shaky version of the software is ready. In the field, bug-discovery rates are high, and the technical support staff are at their wits' end, trying to cope with the complaints and demands of the irate customers. Nobody is happy.   In April, BB decides to buy his way out of the problem by licensing a product produced by Rupert Industries and redistributing it. The customers are mollified, the marketing folks are smug, and you are laid off.     Rupert Industries: Project Alpha   Your name is Robert. The date is January 3, 2001. The quiet hours spent with your family this holiday have left you refreshed and ready for work. You are sitting in a conference room with your team of professionals. The manager of the division called the meeting. "We have some ideas for a new project," says the division manager. Call him Russ. He is a high-strung British chap with more energy than a fusion reactor. He is ambitious and driven but understands the value of a team. Russ describes the essence of the new market opportunity the company has identified and introduces you to Jane, the marketing manager, who is responsible for defining the products that will address it. Addressing you, Jane says, "We'd like to start defining our first product offering as soon as possible. When can you and your team meet with me?" You reply, "We'll be done with the current iteration of our project this Friday. We can spare a few hours for you between now and then. After that, we'll take a few people from the team and dedicate them to you. We'll begin hiring their replacements and the new people for your team immediately." "Great," says Russ, "but I want you to understand that it is critical that we have something to exhibit at the trade show coming up this July. If we can't be there with something significant, we'll lose the opportunity."   "I understand," you reply. "I don't yet know what it is that you have in mind, but I'm sure we can have something by July. I just can't tell you what that something will be right now. In any case, you and Jane are going to have complete control over what we developers do, so you can rest assured that by July, you'll have the most important things that can be accomplished in that time ready to exhibit."   Russ nods in satisfaction. He knows how this works. Your team has always kept him advised and allowed him to steer their development. He has the utmost confidence that your team will work on the most important things first and will produce a high-quality product.   * * *   "So, Robert," says Jane at their first meeting, "How does your team feel about being split up?" "We'll miss working with each other," you answer, "but some of us were getting pretty tired of that last project and are looking forward to a change. So, what are you people cooking up?" Jane beams. "You know how much trouble our customers currently have . . ." And she spends a half hour or so describing the problem and possible solution. "OK, wait a second" you respond. "I need to be clear about this." And so you and Jane talk about how this system might work. Some of her ideas aren't fully formed. You suggest possible solutions. She likes some of them. You continue discussing.   During the discussion, as each new topic is addressed, Jane writes user story cards. Each card represents something that the new system has to do. The cards accumulate on the table and are spread out in front of you. Both you and Jane point at them, pick them up, and make notes on them as you discuss the stories. The cards are powerful mnemonic devices that you can use to represent complex ideas that are barely formed.   At the end of the meeting, you say, "OK, I've got a general idea of what you want. I'm going to talk to the team about it. I imagine they'll want to run some experiments with various database structures and presentation formats. Next time we meet, it'll be as a group, and we'll start identifying the most important features of the system."   A week later, your nascent team meets with Jane. They spread the existing user story cards out on the table and begin to get into some of the details of the system. The meeting is very dynamic. Jane presents the stories in the order of their importance. There is much discussion about each one. The developers are concerned about keeping the stories small enough to estimate and test. So they continually ask Jane to split one story into several smaller stories. Jane is concerned that each story have a clear business value and priority, so as she splits them, she makes sure that this stays true.   The stories accumulate on the table. Jane writes them, but the developers make notes on them as needed. Nobody tries to capture everything that is said; the cards are not meant to capture everything but are simply reminders of the conversation.   As the developers become more comfortable with the stories, they begin writing estimates on them. These estimates are crude and budgetary, but they give Jane an idea of what the story will cost.   At the end of the meeting, it is clear that many more stories could be discussed. It is also clear that the most important stories have been addressed and that they represent several months worth of work. Jane closes the meeting by taking the cards with her and promising to have a proposal for the first release in the morning.   * * *   The next morning, you reconvene the meeting. Jane chooses five cards and places them on the table. "According to your estimates, these cards represent about one perfect team-week's worth of work. The last iteration of the previous project managed to get one perfect team-week done in 3 real weeks. If we can get these five stories done in 3 weeks, we'll be able to demonstrate them to Russ. That will make him feel very comfortable about our progress." Jane is pushing it. The sheepish look on her face lets you know that she knows it too. You reply, "Jane, this is a new team, working on a new project. It's a bit presumptuous to expect that our velocity will be the same as the previous team's. However, I met with the team yesterday afternoon, and we all agreed that our initial velocity should, in fact, be set to one perfectweek for every 3 real-weeks. So you've lucked out on this one." "Just remember," you continue, "that the story estimates and the story velocity are very tentative at this point. We'll learn more when we plan the iteration and even more when we implement it."   Jane looks over her glasses at you as if to say "Who's the boss around here, anyway?" and then smiles and says, "Yeah, don't worry. I know the drill by now."Jane then puts 15 more cards on the table. She says, "If we can get all these cards done by the end of March, we can turn the system over to our beta test customers. And we'll get good feedback from them."   You reply, "OK, so we've got our first iteration defined, and we have the stories for the next three iterations after that. These four iterations will make our first release."   "So," says Jane, can you really do these five stories in the next 3 weeks?" "I don't know for sure, Jane," you reply. "Let's break them down into tasks and see what we get."   So Jane, you, and your team spend the next several hours taking each of the five stories that Jane chose for the first iteration and breaking them down into small tasks. The developers quickly realize that some of the tasks can be shared between stories and that other tasks have commonalities that can probably be taken advantage of. It is clear that potential designs are popping into the developers' heads. From time to time, they form little discussion knots and scribble UML diagrams on some cards.   Soon, the whiteboard is filled with the tasks that, once completed, will implement the five stories for this iteration. You start the sign-up process by saying, "OK, let's sign up for these tasks." "I'll take the initial database generation." Says Pete. "That's what I did on the last project, and this doesn't look very different. I estimate it at two of my perfect workdays." "OK, well, then, I'll take the login screen," says Joe. "Aw, darn," says Elaine, the junior member of the team, "I've never done a GUI, and kinda wanted to try that one."   "Ah, the impatience of youth," Joe says sagely, with a wink in your direction. "You can assist me with it, young Jedi." To Jane: "I think it'll take me about three of my perfect workdays."   One by one, the developers sign up for tasks and estimate them in terms of their own perfect workdays. Both you and Jane know that it is best to let the developers volunteer for tasks than to assign the tasks to them. You also know full well that you daren't challenge any of the developers' estimates. You know these people, and you trust them. You know that they are going to do the very best they can.   The developers know that they can't sign up for more perfect workdays than they finished in the last iteration they worked on. Once each developer has filled his or her schedule for the iteration, they stop signing up for tasks.   Eventually, all the developers have stopped signing up for tasks. But, of course, tasks are still left on the board.   "I was worried that that might happen," you say, "OK, there's only one thing to do, Jane. We've got too much to do in this iteration. What stories or tasks can we remove?" Jane sighs. She knows that this is the only option. Working overtime at the beginning of a project is insane, and projects where she's tried it have not fared well.   So Jane starts to remove the least-important functionality. "Well, we really don't need the login screen just yet. We can simply start the system in the logged-in state." "Rats!" cries Elaine. "I really wanted to do that." "Patience, grasshopper." says Joe. "Those who wait for the bees to leave the hive will not have lips too swollen to relish the honey." Elaine looks confused. Everyone looks confused. "So . . .," Jane continues, "I think we can also do away with . . ." And so, bit by bit, the list of tasks shrinks. Developers who lose a task sign up for one of the remaining ones.   The negotiation is not painless. Several times, Jane exhibits obvious frustration and impatience. Once, when tensions are especially high, Elaine volunteers, "I'll work extra hard to make up some of the missing time." You are about to correct her when, fortunately, Joe looks her in the eye and says, "When once you proceed down the dark path, forever will it dominate your destiny."   In the end, an iteration acceptable to Jane is reached. It's not what Jane wanted. Indeed, it is significantly less. But it's something the team feels that can be achieved in the next 3 weeks.   And, after all, it still addresses the most important things that Jane wanted in the iteration. "So, Jane," you say when things had quieted down a bit, "when can we expect acceptance tests from you?" Jane sighs. This is the other side of the coin. For every story the development team implements,   Jane must supply a suite of acceptance tests that prove that it works. And the team needs these long before the end of the iteration, since they will certainly point out differences in the way Jane and the developers imagine the system's behaviour.   "I'll get you some example test scripts today," Jane promises. "I'll add to them every day after that. You'll have the entire suite by the middle of the iteration."   * * *   The iteration begins on Monday morning with a flurry of Class, Responsibilities, Collaborators sessions. By midmorning, all the developers have assembled into pairs and are rapidly coding away. "And now, my young apprentice," Joe says to Elaine, "you shall learn the mysteries of test-first design!"   "Wow, that sounds pretty rad," Elaine replies. "How do you do it?" Joe beams. It's clear that he has been anticipating this moment. "OK, what does the code do right now?" "Huh?" replied Elaine, "It doesn't do anything at all; there is no code."   "So, consider our task; can you think of something the code should do?" "Sure," Elaine said with youthful assurance, "First, it should connect to the database." "And thereupon, what must needs be required to connecteth the database?" "You sure talk weird," laughed Elaine. "I think we'd have to get the database object from some registry and call the Connect() method. "Ah, astute young wizard. Thou perceives correctly that we requireth an object within which we can cacheth the database object." "Is 'cacheth' really a word?" "It is when I say it! So, what test can we write that we know the database registry should pass?" Elaine sighs. She knows she'll just have to play along. "We should be able to create a database object and pass it to the registry in a Store() method. And then we should be able to pull it out of the registry with a Get() method and make sure it's the same object." "Oh, well said, my prepubescent sprite!" "Hay!" "So, now, let's write a test function that proves your case." "But shouldn't we write the database object and registry object first?" "Ah, you've much to learn, my young impatient one. Just write the test first." "But it won't even compile!" "Are you sure? What if it did?" "Uh . . ." "Just write the test, Elaine. Trust me." And so Joe, Elaine, and all the other developers began to code their tasks, one test case at a time. The room in which they worked was abuzz with the conversations between the pairs. The murmur was punctuated by an occasional high five when a pair managed to finish a task or a difficult test case.   As development proceeded, the developers changed partners once or twice a day. Each developer got to see what all the others were doing, and so knowledge of the code spread generally throughout the team.   Whenever a pair finished something significant whether a whole task or simply an important part of a task they integrated what they had with the rest of the system. Thus, the code base grew daily, and integration difficulties were minimized.   The developers communicated with Jane on a daily basis. They'd go to her whenever they had a question about the functionality of the system or the interpretation of an acceptance test case.   Jane, good as her word, supplied the team with a steady stream of acceptance test scripts. The team read these carefully and thereby gained a much better understanding of what Jane expected the system to do. By the beginning of the second week, there was enough functionality to demonstrate to Jane. She watched eagerly as the demonstration passed test case after test case. "This is really cool," Jane said as the demonstration finally ended. "But this doesn't seem like one-third of the tasks. Is your velocity slower than anticipated?"   You grimace. You'd been waiting for a good time to mention this to Jane but now she was forcing the issue. "Yes, unfortunately, we are going more slowly than we had expected. The new application server we are using is turning out to be a pain to configure. Also, it takes forever to reboot, and we have to reboot it whenever we make even the slightest change to its configuration."   Jane eyes you with suspicion. The stress of last Monday's negotiations had still not entirely dissipated. She says, "And what does this mean to our schedule? We can't slip it again, we just can't. Russ will have a fit! He'll haul us all into the woodshed and ream us some new ones."   You look Jane right in the eyes. There's no pleasant way to give someone news like this. So you just blurt out, "Look, if things keep going like they're going, we're not going to be done with everything by next Friday. Now it's possible that we'll figure out a way to go faster. But, frankly, I wouldn't depend on that. You should start thinking about one or two tasks that could be removed from the iteration without ruining the demonstration for Russ. Come hell or high water, we are going to give that demonstration on Friday, and I don't think you want us to choose which tasks to omit."   "Aw forchrisakes!" Jane barely manages to stifle yelling that last word as she stalks away, shaking her head. Not for the first time, you say to yourself, "Nobody ever promised me project management would be easy." You are pretty sure it won't be the last time, either.   Actually, things went a bit better than you had hoped. The team did, in fact, have to drop one task from the iteration, but Jane had chosen wisely, and the demonstration for Russ went without a hitch. Russ was not impressed with the progress, but neither was he dismayed. He simply said, "This is pretty good. But remember, we have to be able to demonstrate this system at the trade show in July, and at this rate, it doesn't look like you'll have all that much to show." Jane, whose attitude had improved dramatically with the completion of the iteration, responded to Russ by saying, "Russ, this team is working hard, and well. When July comes around, I am confident that we'll have something significant to demonstrate. It won't be everything, and some of it may be smoke and mirrors, but we'll have something."   Painful though the last iteration was, it had calibrated your velocity numbers. The next iteration went much better. Not because your team got more done than in the last iteration but simply because the team didn't have to remove any tasks or stories in the middle of the iteration.   By the start of the fourth iteration, a natural rhythm has been established. Jane, you, and the team know exactly what to expect from one another. The team is running hard, but the pace is sustainable. You are confident that the team can keep up this pace for a year or more.   The number of surprises in the schedule diminishes to near zero; however, the number of surprises in the requirements does not. Jane and Russ frequently look over the growing system and make recommendations or changes to the existing functionality. But all parties realize that these changes take time and must be scheduled. So the changes do not cause anyone's expectations to be violated. In March, there is a major demonstration of the system to the board of directors. The system is very limited and is not yet in a form good enough to take to the trade show, but progress is steady, and the board is reasonably impressed.   The second release goes even more smoothly than the first. By now, the team has figured out a way to automate Jane's acceptance test scripts. The team has also refactored the design of the system to the point that it is really easy to add new features and change old ones. The second release was done by the end of June and was taken to the trade show. It had less in it than Jane and Russ would have liked, but it did demonstrate the most important features of the system. Although customers at the trade show noticed that certain features were missing, they were very impressed overall. You, Russ, and Jane all returned from the trade show with smiles on your faces. You all felt as though this project was a winner.   Indeed, many months later, you are contacted by Rufus Inc. That company had been working on a system like this for its internal operations. Rufus has canceled the development of that system after a death-march project and is negotiating to license your technology for its environment.   Indeed, things are looking up!

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  • Query only the first detail record for each master record

    - by Neal S.
    If I have the following master-detail relationship: owner_tbl auto_tbl --------- -------- owner --- owner auto year And I have the following table data: owner_tbl auto_tbl --------- -------- john john, corvette, 1968 john, prius, 2008 james james, f-150, 2004 james, cadillac, 2002 james, accord, 2009 jeff jeff, tesla, 2010 jeff, hyundai, 1996 Now, I want to perform a query that returns the following result: john, corvette, 1968 jeff, hyundai, 1996 james, cadillac, 2002 The query should join the two tables, and sort all the records on the "year" field, but only return the first detail record for each master record. I know how to join the tables and sort on the "year" field, but it's not clear how (or if) I might be able to only retrieve the first joined record for each owner. Three related questions: Can I perform this kind of query using LINQ-to-SQL? Can I perform the query using T-SQL? Would it be best to just create a stored procedure for the query given its likely complexity?

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  • SOA 10g Developing a Simple Hello World Process

    - by [email protected]
    Softwares & Hardware Needed Intel Pentium D CPU 3 GHz, 2 GB RAM, Windows XP System ( Thats what i am using ) You could as well use Linux , but please choose High End RAM 10G SOA Suite from Oracle(TM) , Read Installation documents at www.Oracle.com J Developer 10.1.3.3 Official Documents at http://www.oracle.com/technology/products/ias/bpel/index.html java -version Java HotSpot(TM) Client VM (build 1.5.0_06-b05, mixed mode)BPEL Introduction - Developing a Simple Hello World Process  Synchronous BPEL Process      This Exercise focuses on developing a Synchronous Process, which mean you give input to the BPEL Process you get output immediately no waiting at all. The Objective of this exercise is to give input as name and it greets with Hello Appended by that name example, if I give input as "James" the BPEL process returns "Hello James". 1. Open the Oracle JDeveloper click on File -> New Application give the name "JamesApp" you can give your own name if it pleases you. Select the folder where you want to place the application. Click "OK" 2. Right Click on the "JamesApp" in the Application Navigator, Select New Menu. 3. Select "Projects" under "General" and "BPEL Process Project", click "OK" these steps remain same for all BPEL Projects 4. Project Setting Wizard Appears, Give the "Process Name" as "MyBPELProc" and Namespace as http://xmlns.james.com/ MyBPELProc, Select Template as "Synchronous BPEL Process click "Next" 5. Accept the input and output schema names as it is, click "Finish" 6. You would see the BPEL Process Designer, some of the folders such as Integration content and Resources are created and few more files 7. Assign Activity : Allows Assigning values to variables or copying values of one variable to another and also do some string manipulation or mathematical operations In the component palette at extreme right, select Process Activities from the drop down, and drag and drop "Assign" between "receive Input" and "replyOutput" 8. You can right click and edit the Assign activity and give any suitable name "AssignHello", 9. Select "Copy Operation" Tab create "Copy Operation" 10. In the From variables click on expression builder, select input under "input variable", Click on insert into expression bar, complete the concat syntax, Note to use "Ctrl+space bar" inside expression window to Auto Populate the expression as shown in the figure below. What we are actually doing here is concatenating the String "Hello ", with the variable value received through the variable named "input" 11. Observe that once an expression is completed the "To Variable" is assigned to a variable by name "result" 12. Finally the copy variable looks as below 13. It's the time to deploy, start the SOA Suite 14. Establish connection to the Server from JDeveloper, this can be done adding a New Application Server under Connection, give the server name, username and password and test connection. 15. Deploy the "MyBPELProc" to the "default domain" 16. http://localhost:8080/ allows connecting to SOA Suite web portal, click on "BPEL Control" , login with the username "oc4jadmin" password what ever you gave during installation 17. "MyBPELProc" is visisble under "Deployed BPEL Processes" in the "Dashboard" Tab, click on the it 18. Initiate tab open to accept input, enter data such as input is "James" click on "Post XML Button" 19. Click on Visual Flow 20. Click on receive Input , it shows "James" as input received 21. Click on reply Output, it shows "Hello James" so the BPEL process is successfully executed. 22. It may be worth seeing all the instance created everytime a BPEL process is executed by giving some inputs. Purge All button allows to delete all the unwanted previous instances of BPEL process, dont worry it wont delete the BPEL process itself :-) 23. It may also be some importance to understand the XSD File which holds input & output variable names & data types. 24. You could drag n drop variables as elements over sequence at the designer or directly edit the XML Source file. 

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  • Help setting up wireless in Ubuntu 13.04

    - by James
    I'm having problems connecting my WIFI in Ubuntu 13.04 . So I was wondering if filling in the data manually ie: the IPv4, IPv6, the SSID and BSSID info etc. I did try this before but maybe I put in the wrong data or maybe not enough. Would that make it work? I just don't know how to find out some of the data you need to put in? I'm new and it's confusing. Does anyone know the solution? Here is lspci: james@james-MM061:~$ lspci 00:00.0 Host bridge: Intel Corporation Mobile 945GM/PM/GMS, 943/940GML and 945GT Express Memory Controller Hub (rev 03) 00:02.0 VGA compatible controller: Intel Corporation Mobile 945GM/GMS, 943/940GML Express Integrated Graphics Controller (rev 03) 00:02.1 Display controller: Intel Corporation Mobile 945GM/GMS/GME, 943/940GML Express Integrated Graphics Controller (rev 03) 00:1b.0 Audio device: Intel Corporation NM10/ICH7 Family High Definition Audio Controller (rev 01) 00:1c.0 PCI bridge: Intel Corporation NM10/ICH7 Family PCI Express Port 1 (rev 01) 00:1c.3 PCI bridge: Intel Corporation NM10/ICH7 Family PCI Express Port 4 (rev 01) 00:1d.0 USB controller: Intel Corporation NM10/ICH7 Family USB UHCI Controller #1 (rev 01) 00:1d.1 USB controller: Intel Corporation NM10/ICH7 Family USB UHCI Controller #2 (rev 01) 00:1d.2 USB controller: Intel Corporation NM10/ICH7 Family USB UHCI Controller #3 (rev 01) 00:1d.3 USB controller: Intel Corporation NM10/ICH7 Family USB UHCI Controller #4 (rev 01) 00:1d.7 USB controller: Intel Corporation NM10/ICH7 Family USB2 EHCI Controller (rev 01) 00:1e.0 PCI bridge: Intel Corporation 82801 Mobile PCI Bridge (rev e1) 00:1f.0 ISA bridge: Intel Corporation 82801GBM (ICH7-M) LPC Interface Bridge (rev 01) 00:1f.2 IDE interface: Intel Corporation 82801GBM/GHM (ICH7-M Family) SATA Controller [IDE mode] (rev 01) 00:1f.3 SMBus: Intel Corporation NM10/ICH7 Family SMBus Controller (rev 01) 03:00.0 Ethernet controller: Broadcom Corporation BCM4401-B0 100Base-TX (rev 02) 03:01.0 FireWire (IEEE 1394): Ricoh Co Ltd R5C832 IEEE 1394 Controller 03:01.1 SD Host controller: Ricoh Co Ltd R5C822 SD/SDIO/MMC/MS/MSPro Host Adapter (rev 19) 03:01.2 System peripheral: Ricoh Co Ltd R5C592 Memory Stick Bus Host Adapter (rev 0a) 03:01.3 System peripheral: Ricoh Co Ltd xD-Picture Card Controller (rev 05) 0b:00.0 Network controller: Broadcom Corporation BCM4311 802.11b/g WLAN (rev 01) Computer information: Model: Dell MM061 Mobile Intel(R) 945GM Express Chipset Family [Display adapter] (2x)

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  • Implementing Unit Testing on the iPhone

    - by james.ingham
    Hi, So I've followed this tutorial to setup unit testing on my app when I got a little stuck. At bullet point 8 in that tutorial it shows this image, which is what I should be expecting when I build: However this isn't what I get when I build. I get this error message: Command /bin/sh failed with exit code 1 as well as the error message the unit test has created. Then, when I expand on the first error I get this: PhaseScriptExecution "Run Script" "build/3D Pool.build/Debug-iphonesimulator/LogicTests.build/Script-1A6BA6AE10F28F40008AC2A8.sh" cd "/Users/james/Desktop/FYP/3D Pool" setenv ACTION build setenv ALTERNATE_GROUP staff ... setenv XCODE_VERSION_MAJOR 0300 setenv XCODE_VERSION_MINOR 0320 setenv YACC /Developer/usr/bin/yacc /bin/sh -c "\"/Users/james/Desktop/FYP/3D Pool/build/3D Pool.build/Debug-iphonesimulator/LogicTests.build/Script-1A6BA6AE10F28F40008AC2A8.sh\"" /Developer/Tools/RunPlatformUnitTests.include:412: note: Started tests for architectures 'i386' /Developer/Tools/RunPlatformUnitTests.include:419: note: Running tests for architecture 'i386' (GC OFF) objc[12589]: GC: forcing GC OFF because OBJC_DISABLE_GC is set Test Suite '/Users/james/Desktop/FYP/3D Pool/build/Debug-iphonesimulator/LogicTests.octest(Tests)' started at 2010-01-04 21:05:06 +0000 Test Suite 'LogicTests' started at 2010-01-04 21:05:06 +0000 Test Case '-[LogicTests testFail]' started. /Users/james/Desktop/FYP/3D Pool/LogicTests.m:17: error: -[LogicTests testFail] : Must fail to succeed. Test Case '-[LogicTests testFail]' failed (0.000 seconds). Test Suite 'LogicTests' finished at 2010-01-04 21:05:06 +0000. Executed 1 test, with 1 failure (0 unexpected) in 0.000 (0.000) seconds Test Suite '/Users/james/Desktop/FYP/3D Pool/build/Debug-iphonesimulator/LogicTests.octest(Tests)' finished at 2010-01-04 21:05:06 +0000. Executed 1 test, with 1 failure (0 unexpected) in 0.000 (0.002) seconds /Developer/Tools/RunPlatformUnitTests.include:448: error: Failed tests for architecture 'i386' (GC OFF) /Developer/Tools/RunPlatformUnitTests.include:462: note: Completed tests for architectures 'i386' Command /bin/sh failed with exit code 1 Now this is very odd as it is running the tests (and succeeding as you can see my STFail firing) because if I add a different test which passes I get no errors, so the tests are working fine. But why am I getting this extra build fail? It may also be of note that when downloading solutions/templates which should work out the box, I get the same error. I'm guessing I've set something up wrong here but I've just followed a tutorial 100% correctly!! If anyone could help I'd be very grateful! Thanks EDIT: According to this blog, this post and a few other websites, I'm not the only one getting this problem. It has been like this since the release of xCode 3.2, assuming the apple dev center documents and tutorials etc are pre-3.2 as well. However some say its a known issue whereas others seem to think this was intentional. I for one would like both the extended console and in code messages, and I certainly do not like the "Command /bin/sh..." error and really think they would have documented such an update. Hopefully it will be fixed soon anyway. UPDATE: Here's confirmation it's something changed since the release of xCode 3.2.1. This image: is from my test build using 3.2.1. This one is from an older version (3.1.4): . (The project for both was unchanged).

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  • Back From Microsoft Web Camps Beijing

    - by Dixin
    I am just back from Microsoft Web Camps, where Web developers in Beijing had a good time for 2 days with 2 fantastic speakers, Scott Hanselman and James Senior. On day 1, Scott and James talked about Web Platform Installer, ASP.NET core runtime, ASP.NET MVC, Entity Framework, Visual Studio 2010, … They were humorous and smart, and everyone was excited! On day 2, developers were organized into teams to build Web applications. At the end of day 2, each team had a chance of presentation. Before ending, I also demonstrated my so-called “WebOS”, a tiny but funny Web website developed with ASP.NET MVC and jQuery, which looks like an operating system, to show the power of ASP.NET MVC and jQuery. Scott, James and me were joking there, and people cannot help laughing and applauding… You can play with it here: http://www.coolwebos.com/, if interested. I talked with Scott and James about Web and ASP.NET, and asked some questions. I also helped on some English / Chinese translation. At the end Scott gave me a fabulous gift, which I will post to blog later. Hope Microsoft can have more and more events like this!

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  • Allow user to execute a shell script without seeing its contents?

    - by Autopulated
    I'd like to have an hg hook that sends email using a gmail account. Obviously I don't want anyone to be able read the email-sending script except me or root, since it has a password in, so here's what I've tried: -rwsr-xr-x 1 james james 58 Feb 18 12:05 incoming.email.sh -rwx--x--x 1 james james 262 Feb 18 12:04 send-incoming-email.sh where incoming.email.sh is the file executed as the hook: #! /bin/bash /path/to/send-incoming-email.sh However, when I try to run as another user I get the error: /bin/bash: /path/to/send-incoming-email.sh: Permission denied The send-incoming-email.sh file works fine when I run as myself. Is what I'm trying to do possible, or will setuid not propagate to commands executed from a shell script? System is Ubuntu 10.04.2 LTS.

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  • And the Winners of Fusion Middleware Innovation Awards in Data Integration are…

    - by Irem Radzik
    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-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin;} At OpenWorld, we announced the winners of Fusion Middleware Innovation Awards 2012. Raymond James and Morrison Supermarkets were selected for the data integration category for their innovative use of Oracle’s data integration products and the great results they have achieved. In this blog I would like to briefly introduce you to these award winning projects. Raymond James is a diversified financial services company, which provides financial planning, wealth management, investment banking, and asset management. They are using Oracle GoldenGate and Oracle Data Integrator to feed their operational data store (ODS), which supports application services across the enterprise. A major requirement for their project was low data latency, as key decisions are made based on the data in the ODS. They were able to fulfill this requirement due to the Oracle Data Integrator’s integrated solution with Oracle GoldenGate. Oracle GoldenGate captures changed data from different systems including Oracle Database, HP NonStop and Microsoft SQL Server into a single data store on SQL Server 2008. Oracle Data Integrator provides data transformations for the ODS. Leveraging ODI’s integration with GoldenGate, Raymond James now sees a 9 second median latency (from source commit to ODS target commit). The ODS solution delivers high quality, accurate data for consuming applications such as Raymond James’ next generation client and portfolio management systems as well as real-time operational reporting. It enables timely information for making better decisions. There are more benefits Raymond James achieved with this implementation of Oracle’s data integration solution. The software developers and architects of this solution, Tim Garrod and Ryan Fonnett, have told us during their presentation at OpenWorld that they also reduced application complexity significantly while improving developer productivity through trusted operational services. They were able to utilize CDC to generate alerts for business users, and for applications (for example for cache hydration mechanisms). One cool innovation example among many in this project is that using ODI's flexible architecture, Tim and Ryan could build 24/7 self-healing processes. And these processes have hardly failed. Integration processes fixes the errors itself. Pretty amazing; and a great solution for environments that need such reliability and availability. (You can see Tim and Ryan’s photo with the Innovation Award above.) The other winner of this year in the data integration category, Morrison Supermarkets, is the UK’s 4th largest grocery retailer. The company has been migrating all their legacy applications on to a new-world application set based on Oracle and consolidating all BI on to a single Oracle platform. The company recently implemented Oracle Exadata as the data warehouse engine and uses Oracle Business Intelligence EE. Their goal with deploying GoldenGate and ODI was to provide BI data to the enterprise in a way that it also supports operational decision making requirements from a wide range of Oracle based ERP applications such as E-Business Suite, PeopleSoft, Oracle Retail Suite. They use GoldenGate’s log-based change data capture capabilities and Oracle Data Integrator to populate the Oracle Retail Data Model. The electronic point of sale (EPOS) integration solution they built processes over 80 million transactions/day at busy periods in near real time (15 mins). It provides valuable insight to Retail and Commercial teams for both intra-day and historical trend analysis. As I mentioned in yesterday’s blog, the right data integration platform can transform the business. Here is another example: The point-of-sale integration enabled the grocery chain to optimize its stock management, leading to another award: Morrisons won the Grocer 33 award in 2012 - beating all other major UK supermarkets in product availability. Congratulations, Morrisons,on another award! Celebrating the innovation and the success of our customers with Oracle’s data integration products was definitely a highlight of Oracle OpenWorld for me. I look forward to hearing more from Raymond James, Morrisons, and the other customers that presented their data integration projects at OpenWorld, on how they are creating more value for their organizations.

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  • Spending the summer at camp… Web Camp, that is

    - by Jon Galloway
    Microsoft is sponsoring a series of Web Camps this summer. They’re a series of free two day events being held worldwide, and I’m really excited about being taking part. The camp is targeted at a broad range of developer background and experience. Content builds from 101 level introductory material to 200-300 level coverage, but we hit some advanced bits (e.g. MVC 2 features, jQuery templating, IIS 7 features, etc.) that advanced developers may not yet have seen. We start with a lap around ASP.NET & Web Forms, then move on to building and application with ASP.NET MVC 2, jQuery, and Entity Framework 4, and finally deploy to IIS. I got to spend some time working with James before the first Web Camp refining the content, and I think he’s packed about as much goodness into the time available as is scientifically possible. The content is really code focused – we start with File/New Project and spend the day building a real, working application. The second day of the Web Camp provides attendees an opportunity to get hands on. There are two options: Join a team and build an application of your choice Work on a lab or tutorial James Senior and I kicked off the fun with the first Web Camp in Toronto a few weeks ago. It was sold out, lots of fun, and by all accounts a great way to spend two days. I’m really enthusiastic about the format. Rather than just listening to speakers and then forgetting everything in a few days, attendees actually build something of their choice. They get an opportunity to pitch projects they’re interested in, form teams, and build it – getting experience with “real world” problems, with all the help they need from experienced developers. James got help on the second day practical part from the good folks that run Startup Weekend. Startup Weekend is a fantastic program that gathers developers together to build cool apps in a weekend, so their input on how to organize successful teams for weekend projects was invaluable. Nick Seguin joined us in Toronto, and in addition to making sure that everything flowed smoothly, he just added a lot of fun and excitement to the event, reminding us all about how much fun it is to come up with a cool idea and just build it. In addition to the Toronto camp, I’ll be at the Mountain View, London, Munich, and New York camps over the next month. London is sold out, but the rest still have space available, so come join us! Here’s the full list, with the ones I’ll be at bolded because - you know - it’s my blog. The the whole speaker list is great, including Scott Guthrie, Scott Hanselman, James Senior, Rachel Appel, Dan Wahlin, and Christian Wenz. Toronto May 7-8 (James Senior and I were thrown out on our collective ears) Moscow May 19 Beijing May 21-22 Shanghai May 24-25 Mountain View May 27-28 (I’m speaking with Rachel Appel) Sydney May 28-29 Singapore June 04-05 London June 04-05 (I’m speaking with Christian Wenz – SOLD OUT) Munich June 07-08 (I’m speaking with Christian Wenz) Chicago June 11-12 Redmond, WA June 18-19 New York June 25-26 (I’m speaking with Dan Wahlin) Come say hi!

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  • SQL Server PIVOT with multiple X-axis columns

    - by HeavenCore
    Take the following example data: Payroll Forname Surname Month Year Amount 0000001 James Bond 3 2011 144.00 0000001 James Bond 6 2012 672.00 0000001 James Bond 7 2012 240.00 0000001 James Bond 8 2012 1744.50 0000002 Elvis Presley 3 2011 1491.00 0000002 Elvis Presley 6 2012 189.00 0000002 Elvis Presley 7 2012 1816.50 0000002 Elvis Presley 8 2012 1383.00 How would i PIVOT this on the Year + Month (eg: 201210) but preserve Payroll, Forename & Surname as seperate columns, for example, the above would become: Payroll Forename Surname 201103 201206 201207 201208 0000001 James Bond 144.00 672.00 240.00 1744.50 0000002 Elvis Presley 1491.00 189.00 1816.50 1383.00 I'm assuming that because the Year + Month names can change then i will need to employ dynamic SQL + PIVOT - i had a go but couldnt even get the code to parse, nevermind run - any help would be most appreciated! Edit: What i have so far: INSERT INTO #tbl_RawDateBuffer ( PayrollNumber , Surname , Forename , [Month] , [Year] , AmountPayable ) SELECT PayrollNumber , Surname , Forename , [Month] , [Year] , AmountPayable FROM RawData WHERE [Max] > 1500 DECLARE @Columns AS NVARCHAR(MAX) DECLARE @StrSQL AS NVARCHAR(MAX) SET @Columns = STUFF((SELECT DISTINCT ',' + QUOTENAME(CONVERT(VARCHAR(4), c.[Year]) + RIGHT('00' + CONVERT(VARCHAR(2), c.[Month]), 2)) FROM #tbl_RawDateBuffer c FOR XML PATH('') , TYPE ).value('.', 'NVARCHAR(MAX)'), 1, 1, '') SET @StrSQL = 'SELECT PayrollNumber, ' + @Columns + ' from ( select PayrollNumber , CONVERT(VARCHAR(4), [Year]) + RIGHT(''00'' + CONVERT(VARCHAR(2), [Month]), 2) dt from #tbl_RawDateBuffer ) x pivot ( sum(AmountPayable) for dt in (' + @Columns + ') ) p ' EXECUTE(@StrSQL) DROP TABLE #tbl_RawDateBuffer

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  • NSPredicate that is the equivalent of SQL's LIKE

    - by randombits
    I'm looking for a way to use NSPredicate to set a LIKE condition to fetch objects. In addition to that, an OR would be useful as well. I'm trying to do something where if a user searches "James" I can write an NSPredicate that will do the equivalent of: select * from users where firstname LIKE '%James%' OR lastname LIKE '%James%';

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  • LINQ to SQL select distinct from multiple colums

    - by Morron
    Hi, I'm using LINQ to SQL to select some columns from one table. I want to get rid of the duplicate result also. Dim customer = (From cus In db.Customers Select cus.CustomerId, cus.CustomerName).Distinct Result: 1 David 2 James 1 David 3 Smith 2 James 5 Joe Wanted result: 1 David 2 James 3 Smith 5 Joe Can anyone show me how to get the wanted result? Thanks.

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  • Python iterator question

    - by hdx
    I have this list: names = ['john','Jonh','james','James','Jardel'] I want loop over the list and handle consecutive names with a case insensitive match in the same iteration. So in the first iteration I would do something with'john' and 'John' and I want the next iteration to start at 'james'. I can't think of a way to do this using Python's for loop, any suggestions?

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  • FIREFOX UNRESPONSIVE

    - by James Tweed
    As my laptop hard rive was knackered i was adivsed to use ubuntu, it set-up perfectly. but i tried downloading google chrome and flash player because i couldnt watch any videos and now FIREFOX has become unresponsive. It says ' firefox is already running but it is not responding. To open a new window, you must firstr close the exisitng firefox process or restart your system I tried restarting but hasn't worked. Ubuntu also asked me if i wanted to do a update which i did, could this be a problem also. Need help desperately going insane James

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  • No SQLCompact Edition Support IN VS 2013

    - by James Izzard
    Firstly apologies if this is a poor question - I am an engineer not a programmer. I have spent time moving from Visual Basic to C#. I have started C#/SQL tutorials. I have noticed VS 2013 has stopped supporting the compact edition database normally used for standalone desktop apps. Somebody has kindly written a plugin to re-implement support. I have also noticed a belief circulating that SQLite is to replace the compact edition. Would anybody be able to advise if this was accurate - I am slightly confused as to which database is best suited for desktop app development inside VS 2013. Any comment greatly appreciated. Cheers James

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  • Fn keys for Brightness not working on Toshiba Satellite L755

    - by JAMES PARENTE
    I am running Ubuntu 12.04 and I love it! The only problem is the keys for my brightness, F6 and F7, does not work when I am on battery power or AC power. It randomly works after I am idle for a while and log back in. The other weird thing is to see my battery indicator, I need to toggle my touch pad button that is right above the actual pad on and off for it to show up, and then back on so I can use my touch pad, obviously. The only other Fn buttons that work on my laptop is the button to mute (F1) Touch pad on and off (F9) and Fn+3 and Fn+4 for my volume. The only Fn buttons that I care if they work again are my brightness, which again, are F6 and F7. Thanks! James

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  • How do I prevent a ManyToManyField('self') from linked an object to itself?

    - by dyve
    Consider this model (simplified for this question): class SecretAgentName(models.Model): name = models.CharField(max_length=100) aliases = ManyToManyField('self') I have three names, "James Bond", "007" and "Jason Bourne". "James Bond" and "007" are aliases of each other. This works exactly like I want it to, except for the fact that every instance can also be an alias of itself. This I want to prevent. So, there can be many SecretAgentNames, all can be aliases of each other as long as "James Bond" does not show up as an alias for "James Bond". Can I prevent this in the model definition? If not, can I prevent it anywhere else, preferably so that the Django Admin understands it?

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