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  • Video games, content strategy, and failure - oh my.

    - by Roger Hart
    Last night was the CS London group's event Content Strategy, Manhattan Style. Yes, it's a terrible title, feeling like a self-conscious grasp for chic, sadly commensurate with the venue. Fortunately, this was not commensurate with the event itself, which was lively, relevant, and engaging. Although mostly if you're a consultant. This is a strong strain in current content strategy discourse, and I think we're going to see it remedied quite soon. Not least in Paris on Friday. A lot of the bloggers, speakers, and commentators in the sphere are consultants, or part of agencies and other consulting organisations. A lot of the talk is about how you sell content strategy to your clients. This is completely acceptable. Of course it is. And it's actually useful if that's something you regularly have to do. To an extent, it's even portable to those of us who have to sell content strategy within an organisation. We're still competing for credibility and resource. What we're doing less is living in the beginning of a project. This was touched on by Jeffrey MacIntyre (albeit in a your-clients kind of a way) who described "the day two problem". Companies, he suggested, build websites for launch day, and forget about the need for them to be ongoing entities. Consultants, agencies, or even internal folks on short projects will live through Day Two quite often: the trainwreck moment where somebody realises that even if the content is right (which it often isn't), and on time (which it often isn't), it'll be redundant, outdated, or inaccurate by the end of the week/month/fickle social media attention cycle. The thing about living through a lot of Day Two is that you see a lot of failure. Nothing succeeds like failure? Failure is good. When it's structured right, it's an awesome tool for learning - that's kind of how video games work. I'm chewing over a whole blog post about this, but basically in game-like learning, you try, fail, go round the loop again. Success eventually yields joy. It's a relatively well-known phenomenon. It works best when that failing step is acutely felt, but extremely inexpensive. Dying in Portal is highly frustrating and surprisingly characterful, but the save-points are well designed and the reload unintrusive. The barrier to re-entry into the loop is very low, as is the cost of your failure out in meatspace. So it's easy (and fun) to learn. Yeah, spot the difference with business failure. As an external content strategist, you get to rock up with a big old folder full of other companies' Day Two (and ongoing day two hundred) failures. You can't send the client round the learning loop - although you may well be there because they've been round it once - but you can show other people's round trip. It's not as compelling, but it's not bad. What about internal content strategists? We can still point to things that are wrong, and there are some very compelling tools at our disposal - content inventories, user testing, and analytics, for instance. But if we're picking up big organically sprawling legacy content, Day Two may well be a distant memory, and the felt experience of web content failure is unlikely to be immediate to many people in the organisation. What to do? My hunch here is that the first task is to create something immediate and felt, but that it probably needs to be a success. Something quickly doable and visible - a content problem solved with a measurable business result. Now, that's a tall order; but scrape of the "quickly" and it's the whole reason we're here. At Red Gate, I've started with the text book fear and passion introduction to content strategy. In fact, I just typo'd that as "contempt strategy", and it isn't a bad description. Yelling "look at this, our website is rubbish!" gets you the initial attention, but it doesn't make you many friends. And if you don't produce something pretty sharp-ish, it's easy to lose the momentum you built up for change. The first thing I've done - after the visual content inventory - is to delete a bunch of stuff. About 70% of the SQL Compare web content has gone, in fact. This is a really, really cheap operation. It's visible, and it's powerful. It's cheap because you don't have to create any new content. It's not free, however, because you do have to validate your deletions. This means analytics, actually reading that content, and talking to people whose business purposes that content has to serve. If nobody outside the company uses it, and nobody inside the company thinks they ought to, that's a no-brainer for the delete list. The payoff here is twofold. There's the nebulous hard-to-illustrate "bad content does user experience and brand damage" argument; and there's the "nobody has to spend time (money) maintaining this now" argument. One or both are easily felt, and the second at least should be measurable. But that's just one approach, and I'd be interested to hear from any other internal content strategy folks about how they get buy-in, maintain momentum, and generally get things done.

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  • Most effective marketing strategy to promote a casual iOS game?

    - by user1114968
    So I posted this on another forum yesterday but that forum got suspended for malware so gotta wait for the webmaster to fix the site. Here's the basics: We've released a press release through PRMac that included a video review. Submitted and followed up on all the big iOS review sites. None of them replied back with interest. A lot of them just told me that their editors are volunteers who will review games that are "interesting to their readers" and that they would put my app "into consideration" The only site that reviewed our app and promoted virally was iPhoneAppReview.com which we paid. We promoted on the top iOS forums We are now doing in-app advertising through inMobi and are integrating the SDK code into our app to start doing Tapjoy We posted up our gameplay videos on YouTube Any marketing strategies that anyone can suggest or recommend that we haven't used yet? If anyone wants to try out our game and give feedback on the game or the site or anything, that would be great! Our target countries are Japan, China, and the US.

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  • Multi-Threading - Cleanup strategy at program end

    - by weismat
    What is the best way to finish a multi-threaded application in a clean way? I am starting several socket connections from the main thread in seperate sockets and wait until the end of my business day in the main thread and use currently System.Environment.Exit(0) to terminate it. This leads to an unhandled execption in one of the childs. Should I stop the threads from the list? I have been reluctant to implement any real stopping in the childs yet, thus I am wondering about the best practice. The sockets are all wrapped nicely with proper destructors for logging out and closing, but it still leads to errors.

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  • Clarification on the Strategy Pattern

    - by Holly
    I've just been reading through some basic design patterns, Could someone tell me if the term "strategy pattern" only applies if your implementing a completely abstract interface? What about when your children (concretes?) inherit from a parent class (the strategy?) with some implemented methods and some virtual and/or abstract functions? Otherwise the rest of the implementation, the idea that you can switch between different children at run time, is identical. This is something i'm quite familiar with, i was wondering if you would still call it the Strategy Pattern or if that term only applies to using an interface. Apologies if this question is not appropriate! Or if this is just nitpicking :) I'm still learning and i'm not really sure if design patterns are quite heavily defined within the industry or just a concept to be implemented as you like.

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  • How to balance a non-symmetric "extension" based game?

    - by Klaim
    Most strategy games have fixed units and possible behaviours. However, think of a game like Magic The Gathering : each card is a set of rules. Regularly, new sets of card types are created. I remember that the firsts editions of the game have been said to be prohibited in official tournaments because the cards were often too powerful. Later extensions of the game provided more subtle effects/rules in cards and they managed to balance the game apparently effectively, even if there is thousands of different cards possible. I'm working on a strategy game that is a bit in the same position : every units are provided by extensions and the game is thought to be extended for some years, at least. The effects variety of the units are very large even with some basic design limitations set to be sure it's manageable. Each player choose a set of units to play with (defining their global strategy) before playing (like chooseing a themed deck of Magic cards). As it's a strategy game (you can think of Magic as a strategy game too in some POV), it's essentially skirmish based so the game have to be fair, even if the players don't choose the same units before starting to play. So, how do you proceed to balance this type of non-symmetric (strategy) game when you know it will always be extended? For the moment, I'm trying to apply those rules but I'm not sure it's right because I don't have enough design experience to know : each unit would provide one unique effect; each unit should have an opposite unit that have an opposite effect that would cancel each others; some limitations based on the gameplay; try to get a lot of beta tests before each extension release? Looks like I'm in the most complex case?

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  • CRM Is A Long Term Strategy

    - by ruth.donohue
    With the array of CRM solutions out there, it's sometimes easy to forget that CRM is more than just technology with fancy bells and whistles -- it's a long-term strategy that involves people and processes as well. The Wise Marketer summarizes a Gartner report outlining three key steps necessary to create and execute a successful CRM stratetegy that is linked with overall corporate strategy.

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  • What is Mozilla's new release management strategy ?

    - by RonK
    I saw today that FireFox released a new version (5). I tried reading about what was added and ran into this link: http://arstechnica.com/open-source/news/2011/06/firefox-5-released-arrives-only-three-months-after-firefox-4.ars It states that: Mozilla has launched Firefox 5, a new version of the popular open source Web browser. This is the first update that Mozilla has issued since adopting a new release management strategy that has drastically shortened the Firefox development cycle. I find this very intriguing - any idea what this new strategy is?

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  • Business Strategy - Google Case Study

    Business strategy defined by SMBTN.com is a term used in business planning that implies a careful selection and application of resources to obtain a competitive advantage in anticipation of future events or trends. In more general terms business strategy is positioning a company so that it has the greatest competitive advantage over others in the markets and industries that they participate in. This process involves making corporate decisions regarding which markets to provide goods and services, pricing, acceptable quality levels, and how to interact with others in the marketplace. The primary objective of business strategy is to create and increase value for all of its shareholders and stakeholders through the creation of customer value. According to InformationWeek.com, Google has a distinctive technology advantage over its competitors like Microsoft, eBay, Amazon, Yahoo. Google utilizes custom high-performance systems which are cost efficient because they can scale to extreme workloads. This hardware allows for a huge cost advantage over its competitors. In addition, InformationWeek.com interviewed Stephen Arnold who stated that Google’s programmers are 50%-100% more productive compared to programmers working for their competitors.  He based this theory on Google’s competitors having to spend up to four times as much just to keep up. In addition to Google’s technological advantage, they also have developed a decentralized management schema where employees report directly to multiple managers and team project leaders. This allows for the responsibility of the technology department to be shared amongst multiple senior level engineers and removes the need for a singular department head to oversee the activities of the department.  This is a unique approach from the standard management style. Typically a department head like a CIO or CTO would oversee the department’s global initiatives and business functionality.  This would then be passed down and administered through middle management and implemented by programmers, business analyst, network administrators and Database administrators. It goes without saying that an IT professional’s responsibilities would be directed by Google’s technological advantage and management strategy.  Simply because they work within the department, and would have to design, develop, and support the high-performance systems and would have to report multiple managers and project leaders on a regular basis. Since Google was established and driven by new and immerging technology, all other departments would be directly impacted by the technology department.  In fact, they would have to cater to the technology department since it is a huge driving for in the success of Google. Reference: http://www.smbtn.com/smallbusinessdictionary/#b http://www.informationweek.com/news/software/linux/showArticle.jhtml?articleID=192300292&pgno=1&queryText=&isPrev=

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  • Intel Server Strategy Shift with Sandy Bridge EN & EP

    - by jchang
    The arrival of the Sandy Bridge EN and EP processors, expected in early 2012, will mark the completion of a significant shift in Intel server strategy. For the longest time 1995-2009, the strategy had been to focus on producing a premium processor designed for 4-way systems that might also be used in 8-way systems and higher. The objective for 2-way systems was use the desktop processor that later had a separate brand and different package & socket to leverage the low cost structure in driving...(read more)

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  • Tips You Must Hear to Benefit Your Already Existed SEO Strategy

    I am not going to talk about how search engine optimization works and what you should do. There are millions of different sources available online if you wish to learn that. What I will more concentrate in this article is on some tips you must hear to benefit your already existed SEO strategy. This will help you fine tune your strategy and make some changes in it accordingly.

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  • Defining Your Online Segmentation and Targeting Strategy

    - by Christie Flanagan
    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;} A lot of times, companies will put online segmentation and targeting on the back burner because they don’t know where to start. Often, I’ve heard web managers say that their segments aren’t well understood yet, so they can’t really deliver personalized online experiences that are meaningful. This lack of complete understanding means that they don't really bother to try. But, I don’t think you necessarily need to have an elaborate segmentation and targeting strategy already in place to start delivering a more relevant online customer experience. Sometimes it helps to think of how segmentation and targeting might solve some of the challenges your sites visitors are currently experiencing on your web presence, rather than doing nothing and waiting until a fully baked segmentation strategy lands in your inbox.  For example, perhaps you have a broad and varied service offering that makes it difficult for site visitors to easily find the solutions that are most relevant for them.  How can segmentation and targeting help solve this problem?  Or maybe it’s like the airline I described in Monday’s post where the special deals featured on the home page are only relevant to site visitors from a couple of cities.  Couldn’t segmentation and targeting help them to highlight offers on their home page that are relevant to a larger share of their site visitors? Your early segmentation and targeting efforts do not need to be complicated.  There are simple ways to start delivering a more relevant online customer experience, even if you’re dealing with anonymous site visitors.  These include targeting content to site visitors based on: Referral: Deliver targeted content to your site visitors that is based on where they came from or the search term they used to find your site Behavior:  Deliver content to your site visitors that is related or similar to content they’ve clicked on already Location:  Deliver content your site visitors that is most relevant for their geographic location (this would solve that pesky airline home page problem described above) So as you can see, there really are some very simple ways in which you can start improving your online customer experience using very basic segmentation and targeting methods.  One thing to keep in mind as you start to define you segmentation and targeting strategy is that there are many different types of attributes or combinations of attributes upon which you can base your segmentation and targeting strategy.  In addition to referral, behavior and location, other attributes that you should consider are: Profile Information:  What profile information do you know about this customer already?  Perhaps they provided some information on their interests and preferences when they first registered with your site. Time:  What time is it and how does that impact what my site visitors are looking for or trying to do? Demographics: What are my site visitors’ ages, incomes or ethnicities? Which attributes you select to include in your segmentation strategy will depend on your unique business needs and objectives.  Attributes such as behavior or referral may not be the most important targeting criteria depending on your situation. For example, if you’re a newspaper you might know that certain visitors are sports fans based on their profile information.  You can create a segment for sports fans and target sports related content to that segment of your readership online.  Or perhaps, a reader is browsing stories that are related to politics; you can use that visitor’s behavior to assign him or her to a segment for those interested in politics. From there you can recommend more stories to that visitor based on their interest in politics. For an airline, the visitor’s location may be a more important attribute. By detecting the visitor’s location, you can assign them to an appropriate segment and then target special flights and offers to them based on their likely departure airport. As you can see, there are many practical ways that you can start improving the experience your customers receive on your web presence using fairly basic segmentation and targeting techniques. If you want to learn more about segmentation and targeting using Oracle’s web experience management solution, check out this helpful video that demonstrates these powerful capabilities in Oracle WebCenter Sites. ***** On Demand Webcast Featuring Brian Solis of Altimeter Group Trends such as the mobile web, social media, gamification and real-time are changing customer behavior and expectations. In this new environment, many businesses will struggle. Some will fall by the wayside, while others learn to adapt and thrive. Watch this on demand webcast with Altimeter Group digital analyst and author, Brian Solis, and discover what your organization needs to know about how to compete in the new era of Digital Darwinism. View now.

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  • The Oracle MDM Portfolio & Strategy Session - It All Comes Down to Master Data

    - by Mala Narasimharajan
     By Narayana Machiraju We are less than a week now from the start of Oracle Open World 2012 and I would like to introduce you all to one of the most awaited MDM strategy sessions this year titled “What’s there to Know about Oracle’s Master Data Management Portfolio and Roadmap?”. Manouj Tahiliani, Senior Director of MDM Product Strategy provides you a complete picture of the Oracle MDM Portfolio, the Product releases, the Strategy and the Roadmaps. Manoj will be discussing Oracle Fusion MDM applications, the first enterprise-grade SaaS MDM product suite. You’ll hear strategies for leveraging MDM and data quality in the enterprise and how you can derive business value by deploying an MDM foundation for strategic initiatives such as customer experience management, product innovation, and financial transformation. And as a bonus, he is also going to discuss the confluence of MDM with emerging technologies such as big data, social, and mobile. The session is co-presented by GEHC and Westpac. Tony Craddock from Westpac is going to share the insights of their MDM Implementation in the lines of Business drivers, data governance, ROI and other important implementation considerations. A reprsentative from GEHC is going to talk about their MDM journey and the multi-domain MDM story. I strongly recommend yo not miss this important session The MDM track at Oracle Open World covers variety of topics related to MDM. In addition to the product management team presenting product updates and roadmap, we have several Customer Panels, Conference sessions and Customer round table sessions featuring a lot of marquee Customers. You can see an overview of MDM sessions here. 

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  • Combination of Operating Mode and Commit Strategy

    - by Kevin Yang
    If you want to populate a source into multiple targets, you may also want to ensure that every row from the source affects all targets uniformly (or separately). Let’s consider the Example Mapping below. If a row from SOURCE causes different changes in multiple targets (TARGET_1, TARGET_2 and TARGET_3), for example, it can be successfully inserted into TARGET_1 and TARGET_3, but failed to be inserted into TARGET_2, and the current Mapping Property TLO (target load order) is “TARGET_1 -> TARGET_2 -> TARGET_3”. What should Oracle Warehouse Builder do, in order to commit the appropriate data to all affected targets at the same time? If it doesn’t behave as you intended, the data could become inaccurate and possibly unusable.                                               Example Mapping In OWB, we can use Mapping Configuration Commit Strategies and Operating Modes together to achieve this kind of requirements. Below we will explore the combination of these two features and how they affect the results in the target tables Before going to the example, let’s review some of the terms we will be using (Details can be found in white paper Oracle® Warehouse Builder Data Modeling, ETL, and Data Quality Guide11g Release 2): Operating Modes: Set-Based Mode: Warehouse Builder generates a single SQL statement that processes all data and performs all operations. Row-Based Mode: Warehouse Builder generates statements that process data row by row. The select statement is in a SQL cursor. All subsequent statements are PL/SQL. Row-Based (Target Only) Mode: Warehouse Builder generates a cursor select statement and attempts to include as many operations as possible in the cursor. For each target, Warehouse Builder inserts each row into the target separately. Commit Strategies: Automatic: Warehouse Builder loads and then automatically commits data based on the mapping design. If the mapping has multiple targets, Warehouse Builder commits and rolls back each target separately and independently of other targets. Use the automatic commit when the consequences of multiple targets being loaded unequally are not great or are irrelevant. Automatic correlated: It is a specialized type of automatic commit that applies to PL/SQL mappings with multiple targets only. Warehouse Builder considers all targets collectively and commits or rolls back data uniformly across all targets. Use the correlated commit when it is important to ensure that every row in the source affects all affected targets uniformly. Manual: select manual commit control for PL/SQL mappings when you want to interject complex business logic, perform validations, or run other mappings before committing data. Combination of the commit strategy and operating mode To understand the effects of each combination of operating mode and commit strategy, I’ll illustrate using the following example Mapping. Firstly we insert 100 rows into the SOURCE table and make sure that the 99th row and 100th row have the same ID value. And then we create a unique key constraint on ID column for TARGET_2 table. So while running the example mapping, OWB tries to load all 100 rows to each of the targets. But the mapping should fail to load the 100th row to TARGET_2, because it will violate the unique key constraint of table TARGET_2. With different combinations of Commit Strategy and Operating Mode, here are the results ¦ Set-based/ Correlated Commit: Configuration of Example mapping:                                                     Result:                                                      What’s happening: A single error anywhere in the mapping triggers the rollback of all data. OWB encounters the error inserting into Target_2, it reports an error for the table and does not load the row. OWB rolls back all the rows inserted into Target_1 and does not attempt to load rows to Target_3. No rows are added to any of the target tables. ¦ Row-based/ Correlated Commit: Configuration of Example mapping:                                                   Result:                                                  What’s happening: OWB evaluates each row separately and loads it to all three targets. Loading continues in this way until OWB encounters an error loading row 100th to Target_2. OWB reports the error and does not load the row. It rolls back the row 100th previously inserted into Target_1 and does not attempt to load row 100 to Target_3. Then, if there are remaining rows, OWB will continue loading them, resuming with loading rows to Target_1. The mapping completes with 99 rows inserted into each target. ¦ Set-based/ Automatic Commit: Configuration of Example mapping: Result: What’s happening: When OWB encounters the error inserting into Target_2, it does not load any rows and reports an error for the table. It does, however, continue to insert rows into Target_3 and does not roll back the rows previously inserted into Target_1. The mapping completes with one error message for Target_2, no rows inserted into Target_2, and 100 rows inserted into Target_1 and Target_3 separately. ¦ Row-based/Automatic Commit: Configuration of Example mapping: Result: What’s happening: OWB evaluates each row separately for loading into the targets. Loading continues in this way until OWB encounters an error loading row 100 to Target_2 and reports the error. OWB does not roll back row 100th from Target_1, does insert it into Target_3. If there are remaining rows, it will continue to load them. The mapping completes with 99 rows inserted into Target_2 and 100 rows inserted into each of the other targets. Note: Automatic Correlated commit is not applicable for row-based (target only). If you design a mapping with the row-based (target only) and correlated commit combination, OWB runs the mapping but does not perform the correlated commit. In set-based mode, correlated commit may impact the size of your rollback segments. Space for rollback segments may be a concern when you merge data (insert/update or update/insert). Correlated commit operates transparently with PL/SQL bulk processing code. The correlated commit strategy is not available for mappings run in any mode that are configured for Partition Exchange Loading or that include a Queue, Match Merge, or Table Function operator. If you want to practice in your own environment, you can follow the steps: 1. Import the MDL file: commit_operating_mode.mdl 2. Fix the location for oracle module ORCL and deploy all tables under it. 3. Insert sample records into SOURCE table, using below plsql code: begin     for i in 1..99     loop         insert into source values(i, 'col_'||i);     end loop;     insert into source values(99, 'col_99'); end; 4. Configure MAPPING_1 to any combinations of operating mode and commit strategy you want to test. And make sure feature TLO of mapping is open. 5. Deploy Mapping “MAPPING_1”. 6. Run the mapping and check the result.

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  • Versioning Strategy for Service Interfaces JAR

    - by Colin Morelli
    I'm building a service oriented architecture composed (mostly) of Java-based services, each of which is a Maven project (in an individual repository) with two submodules: common, and server. The common module contains the service's interfaces that clients can include in their project to make service calls. The server submodule contains the code that actually powers the service. I'm now trying to figure out an appropriate versioning strategy for the interfaces, such that each interface change results in a new common jar, but changes to the server (so long as they don't impact the contract of the interfaces) receive the same common jar. I know this is pretty simple to do manually (simply increment the server version and don't touch the common one), but this project will be built and deployed by a CI server, and I'd like to come up with a strategy for automatically versioning these. The only thing I have been able to come up with so far is to have the CI server md5 the service interfaces.

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  • Guidance: A Branching strategy for Scrum Teams

    - by Martin Hinshelwood
    Having a good branching strategy will save your bacon, or at least your code. Be careful when deviating from your branching strategy because if you do, you may be worse off than when you started! This is one possible branching strategy for Scrum teams and I will not be going in depth with Scrum but you can find out more about Scrum by reading the Scrum Guide and you can even assess your Scrum knowledge by having a go at the Scrum Open Assessment. You can also read SSW’s Rules to Better Scrum using TFS which have been developed during our own Scrum implementations. Acknowledgements Bill Heys – Bill offered some good feedback on this post and helped soften the language. Note: Bill is a VS ALM Ranger and co-wrote the Branching Guidance for TFS 2010 Willy-Peter Schaub – Willy-Peter is an ex Visual Studio ALM MVP turned blue badge and has been involved in most of the guidance including the Branching Guidance for TFS 2010 Chris Birmele – Chris wrote some of the early TFS Branching and Merging Guidance. Dr Paul Neumeyer, Ph.D Parallel Processes, ScrumMaster and SSW Solution Architect – Paul wanted to have feature branches coming from the release branch as well. We agreed that this is really a spin-off that needs own project, backlog, budget and Team. Scenario: A product is developed RTM 1.0 is released and gets great sales.  Extra features are demanded but the new version will have double to price to pay to recover costs, work is approved by the guys with budget and a few sprints later RTM 2.0 is released.  Sales a very low due to the pricing strategy. There are lots of clients on RTM 1.0 calling out for patches. As I keep getting Reverse Integration and Forward Integration mixed up and Bill keeps slapping my wrists I thought I should have a reminder: You still seemed to use reverse and/or forward integration in the wrong context. I would recommend reviewing your document at the end to ensure that it agrees with the common understanding of these terms merge (forward integration) from parent to child (same direction as the branch), and merge  (reverse integration) from child to parent (the reverse direction of the branch). - one of my many slaps on the wrist from Bill Heys.   As I mentioned previously we are using a single feature branching strategy in our current project. The single biggest mistake developers make is developing against the “Main” or “Trunk” line. This ultimately leads to messy code as things are added and never finished. Your only alternative is to NEVER check in unless your code is 100%, but this does not work in practice, even with a single developer. Your ADD will kick in and your half-finished code will be finished enough to pass the build and the tests. You do use builds don’t you? Sadly, this is a very common scenario and I have had people argue that branching merely adds complexity. Then again I have seen the other side of the universe ... branching  structures from he... We should somehow convince everyone that there is a happy between no-branching and too-much-branching. - Willy-Peter Schaub, VS ALM Ranger, Microsoft   A key benefit of branching for development is to isolate changes from the stable Main branch. Branching adds sanity more than it adds complexity. We do try to stress in our guidance that it is important to justify a branch, by doing a cost benefit analysis. The primary cost is the effort to do merges and resolve conflicts. A key benefit is that you have a stable code base in Main and accept changes into Main only after they pass quality gates, etc. - Bill Heys, VS ALM Ranger & TFS Branching Lead, Microsoft The second biggest mistake developers make is branching anything other than the WHOLE “Main” line. If you branch parts of your code and not others it gets out of sync and can make integration a nightmare. You should have your Source, Assets, Build scripts deployment scripts and dependencies inside the “Main” folder and branch the whole thing. Some departments within MSFT even go as far as to add the environments used to develop the product in there as well; although I would not recommend that unless you have a massive SQL cluster to house your source code. We tried the “add environment” back in South-Africa and while it was “phenomenal”, especially when having to switch between environments, the disk storage and processing requirements killed us. We opted for virtualization to skin this cat of keeping a ready-to-go environment handy. - Willy-Peter Schaub, VS ALM Ranger, Microsoft   I think people often think that you should have separate branches for separate environments (e.g. Dev, Test, Integration Test, QA, etc.). I prefer to think of deploying to environments (such as from Main to QA) rather than branching for QA). - Bill Heys, VS ALM Ranger & TFS Branching Lead, Microsoft   You can read about SSW’s Rules to better Source Control for some additional information on what Source Control to use and how to use it. There are also a number of branching Anti-Patterns that should be avoided at all costs: You know you are on the wrong track if you experience one or more of the following symptoms in your development environment: Merge Paranoia—avoiding merging at all cost, usually because of a fear of the consequences. Merge Mania—spending too much time merging software assets instead of developing them. Big Bang Merge—deferring branch merging to the end of the development effort and attempting to merge all branches simultaneously. Never-Ending Merge—continuous merging activity because there is always more to merge. Wrong-Way Merge—merging a software asset version with an earlier version. Branch Mania—creating many branches for no apparent reason. Cascading Branches—branching but never merging back to the main line. Mysterious Branches—branching for no apparent reason. Temporary Branches—branching for changing reasons, so the branch becomes a permanent temporary workspace. Volatile Branches—branching with unstable software assets shared by other branches or merged into another branch. Note   Branches are volatile most of the time while they exist as independent branches. That is the point of having them. The difference is that you should not share or merge branches while they are in an unstable state. Development Freeze—stopping all development activities while branching, merging, and building new base lines. Berlin Wall—using branches to divide the development team members, instead of dividing the work they are performing. -Branching and Merging Primer by Chris Birmele - Developer Tools Technical Specialist at Microsoft Pty Ltd in Australia   In fact, this can result in a merge exercise no-one wants to be involved in, merging hundreds of thousands of change sets and trying to get a consolidated build. Again, we need to find a happy medium. - Willy-Peter Schaub on Merge Paranoia Merge conflicts are generally the result of making changes to the same file in both the target and source branch. If you create merge conflicts, you will eventually need to resolve them. Often the resolution is manual. Merging more frequently allows you to resolve these conflicts close to when they happen, making the resolution clearer. Waiting weeks or months to resolve them, the Big Bang approach, means you are more likely to resolve conflicts incorrectly. - Bill Heys, VS ALM Ranger & TFS Branching Lead, Microsoft   Figure: Main line, this is where your stable code lives and where any build has known entities, always passes and has a happy test that passes as well? Many development projects consist of, a single “Main” line of source and artifacts. This is good; at least there is source control . There are however a couple of issues that need to be considered. What happens if: you and your team are working on a new set of features and the customer wants a change to his current version? you are working on two features and the customer decides to abandon one of them? you have two teams working on different feature sets and their changes start interfering with each other? I just use labels instead of branches? That's a lot of “what if’s”, but there is a simple way of preventing this. Branching… In TFS, labels are not immutable. This does not mean they are not useful. But labels do not provide a very good development isolation mechanism. Branching allows separate code sets to evolve separately (e.g. Current with hotfixes, and vNext with new development). I don’t see how labels work here. - Bill Heys, VS ALM Ranger & TFS Branching Lead, Microsoft   Figure: Creating a single feature branch means you can isolate the development work on that branch.   Its standard practice for large projects with lots of developers to use Feature branching and you can check the Branching Guidance for the latest recommendations from the Visual Studio ALM Rangers for other methods. In the diagram above you can see my recommendation for branching when using Scrum development with TFS 2010. It consists of a single Sprint branch to contain all the changes for the current sprint. The main branch has the permissions changes so contributors to the project can only Branch and Merge with “Main”. This will prevent accidental check-ins or checkouts of the “Main” line that would contaminate the code. The developers continue to develop on sprint one until the completion of the sprint. Note: In the real world, starting a new Greenfield project, this process starts at Sprint 2 as at the start of Sprint 1 you would have artifacts in version control and no need for isolation.   Figure: Once the sprint is complete the Sprint 1 code can then be merged back into the Main line. There are always good practices to follow, and one is to always do a Forward Integration from Main into Sprint 1 before you do a Reverse Integration from Sprint 1 back into Main. In this case it may seem superfluous, but this builds good muscle memory into your developer’s work ethic and means that no bad habits are learned that would interfere with additional Scrum Teams being added to the Product. The process of completing your sprint development: The Team completes their work according to their definition of done. Merge from “Main” into “Sprint1” (Forward Integration) Stabilize your code with any changes coming from other Scrum Teams working on the same product. If you have one Scrum Team this should be quick, but there may have been bug fixes in the Release branches. (we will talk about release branches later) Merge from “Sprint1” into “Main” to commit your changes. (Reverse Integration) Check-in Delete the Sprint1 branch Note: The Sprint 1 branch is no longer required as its useful life has been concluded. Check-in Done But you are not yet done with the Sprint. The goal in Scrum is to have a “potentially shippable product” at the end of every Sprint, and we do not have that yet, we only have finished code.   Figure: With Sprint 1 merged you can create a Release branch and run your final packaging and testing In 99% of all projects I have been involved in or watched, a “shippable product” only happens towards the end of the overall lifecycle, especially when sprints are short. The in-between releases are great demonstration releases, but not shippable. Perhaps it comes from my 80’s brain washing that we only ship when we reach the agreed quality and business feature bar. - Willy-Peter Schaub, VS ALM Ranger, Microsoft Although you should have been testing and packaging your code all the way through your Sprint 1 development, preferably using an automated process, you still need to test and package with stable unchanging code. This is where you do what at SSW we call a “Test Please”. This is first an internal test of the product to make sure it meets the needs of the customer and you generally use a resource external to your Team. Then a “Test Please” is conducted with the Product Owner to make sure he is happy with the output. You can read about how to conduct a Test Please on our Rules to Successful Projects: Do you conduct an internal "test please" prior to releasing a version to a client?   Figure: If you find a deviation from the expected result you fix it on the Release branch. If during your final testing or your “Test Please” you find there are issues or bugs then you should fix them on the release branch. If you can’t fix them within the time box of your Sprint, then you will need to create a Bug and put it onto the backlog for prioritization by the Product owner. Make sure you leave plenty of time between your merge from the development branch to find and fix any problems that are uncovered. This process is commonly called Stabilization and should always be conducted once you have completed all of your User Stories and integrated all of your branches. Even once you have stabilized and released, you should not delete the release branch as you would with the Sprint branch. It has a usefulness for servicing that may extend well beyond the limited life you expect of it. Note: Don't get forced by the business into adding features into a Release branch instead that indicates the unspoken requirement is that they are asking for a product spin-off. In this case you can create a new Team Project and branch from the required Release branch to create a new Main branch for that product. And you create a whole new backlog to work from.   Figure: When the Team decides it is happy with the product you can create a RTM branch. Once you have fixed all the bugs you can, and added any you can’t to the Product Backlog, and you Team is happy with the result you can create a Release. This would consist of doing the final Build and Packaging it up ready for your Sprint Review meeting. You would then create a read-only branch that represents the code you “shipped”. This is really an Audit trail branch that is optional, but is good practice. You could use a Label, but Labels are not Auditable and if a dispute was raised by the customer you can produce a verifiable version of the source code for an independent party to check. Rare I know, but you do not want to be at the wrong end of a legal battle. Like the Release branch the RTM branch should never be deleted, or only deleted according to your companies legal policy, which in the UK is usually 7 years.   Figure: If you have made any changes in the Release you will need to merge back up to Main in order to finalise the changes. Nothing is really ever done until it is in Main. The same rules apply when merging any fixes in the Release branch back into Main and you should do a reverse merge before a forward merge, again for the muscle memory more than necessity at this stage. Your Sprint is now nearly complete, and you can have a Sprint Review meeting knowing that you have made every effort and taken every precaution to protect your customer’s investment. Note: In order to really achieve protection for both you and your client you would add Automated Builds, Automated Tests, Automated Acceptance tests, Acceptance test tracking, Unit Tests, Load tests, Web test and all the other good engineering practices that help produce reliable software.     Figure: After the Sprint Planning meeting the process begins again. Where the Sprint Review and Retrospective meetings mark the end of the Sprint, the Sprint Planning meeting marks the beginning. After you have completed your Sprint Planning and you know what you are trying to achieve in Sprint 2 you can create your new Branch to develop in. How do we handle a bug(s) in production that can’t wait? Although in Scrum the only work done should be on the backlog there should be a little buffer added to the Sprint Planning for contingencies. One of these contingencies is a bug in the current release that can’t wait for the Sprint to finish. But how do you handle that? Willy-Peter Schaub asked an excellent question on the release activities: In reality Sprint 2 starts when sprint 1 ends + weekend. Should we not cater for a possible parallelism between Sprint 2 and the release activities of sprint 1? It would introduce FI’s from main to sprint 2, I guess. Your “Figure: Merging print 2 back into Main.” covers, what I tend to believe to be reality in most cases. - Willy-Peter Schaub, VS ALM Ranger, Microsoft I agree, and if you have a single Scrum team then your resources are limited. The Scrum Team is responsible for packaging and release, so at least one run at stabilization, package and release should be included in the Sprint time box. If more are needed on the current production release during the Sprint 2 time box then resource needs to be pulled from Sprint 2. The Product Owner and the Team have four choices (in order of disruption/cost): Backlog: Add the bug to the backlog and fix it in the next Sprint Buffer Time: Use any buffer time included in the current Sprint to fix the bug quickly Make time: Remove a Story from the current Sprint that is of equal value to the time lost fixing the bug(s) and releasing. Note: The Team must agree that it can still meet the Sprint Goal. Cancel Sprint: Cancel the sprint and concentrate all resource on fixing the bug(s) Note: This can be a very costly if the current sprint has already had a lot of work completed as it will be lost. The choice will depend on the complexity and severity of the bug(s) and both the Product Owner and the Team need to agree. In this case we will go with option #2 or #3 as they are uncomplicated but severe bugs. Figure: Real world issue where a bug needs fixed in the current release. If the bug(s) is urgent enough then then your only option is to fix it in place. You can edit the release branch to find and fix the bug, hopefully creating a test so it can’t happen again. Follow the prior process and conduct an internal and customer “Test Please” before releasing. You can read about how to conduct a Test Please on our Rules to Successful Projects: Do you conduct an internal "test please" prior to releasing a version to a client?   Figure: After you have fixed the bug you need to ship again. You then need to again create an RTM branch to hold the version of the code you released in escrow.   Figure: Main is now out of sync with your Release. We now need to get these new changes back up into the Main branch. Do a reverse and then forward merge again to get the new code into Main. But what about the branch, are developers not working on Sprint 2? Does Sprint 2 now have changes that are not in Main and Main now have changes that are not in Sprint 2? Well, yes… and this is part of the hit you take doing branching. But would this scenario even have been possible without branching?   Figure: Getting the changes in Main into Sprint 2 is very important. The Team now needs to do a Forward Integration merge into their Sprint and resolve any conflicts that occur. Maybe the bug has already been fixed in Sprint 2, maybe the bug no longer exists! This needs to be identified and resolved by the developers before they continue to get further out of Sync with Main. Note: Avoid the “Big bang merge” at all costs.   Figure: Merging Sprint 2 back into Main, the Forward Integration, and R0 terminates. Sprint 2 now merges (Reverse Integration) back into Main following the procedures we have already established.   Figure: The logical conclusion. This then allows the creation of the next release. By now you should be getting the big picture and hopefully you learned something useful from this post. I know I have enjoyed writing it as I find these exploratory posts coupled with real world experience really help harden my understanding.  Branching is a tool; it is not a silver bullet. Don’t over use it, and avoid “Anti-Patterns” where possible. Although the diagram above looks complicated I hope showing you how it is formed simplifies it as much as possible.   Technorati Tags: Branching,Scrum,VS ALM,TFS 2010,VS2010

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  • Dr. Robert Ballard: Special Guest at Java Strategy Keynote Sunday

    - by Tori Wieldt
    Dr. Robert Ballard, famed explorer who found the Titanic at its final resting place, will be at the Java Strategy Keynote on Sunday. Among the most accomplished and well known of the world's deep-sea explorers, Dr. Ballard is best known for his historic discoveries of hydrothermal vents, the sunken R.M.S. Titanic, the German battleship Bismarck, and numerous other contemporary and ancient shipwrecks around the world. During his long career he has conducted more than 120 deep-sea expeditions using the latest in exploration technology, and he is a pioneer in the early use of deep-diving submarines. You can learn more about Dr. Ballard and undersea exploration at National Geographic and TED. The first 1,000 people to arrive at the JavaOne Keynote hall on Sunday will receive a copy of Dr. Ballard's TV show "The Alien Deep" on Blu-Ray. The Alien Deep explores the sea, thousands of feet beneath the surface, far from the first crack of light, where the planet’s last and greatest secrets hide in the cold darkness of endless night. Viewers get to see underwater worlds via submersible where no one has gone before. The JavaOne Strategy Keynote is on Sunday at 4:00pm PT at Masonic Auditorium, 1111 California Street. See you there!

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  • Oracle Unveils Industry’s Broadest Cloud Strategy

    - by kellsey.ruppel
    Oracle Unveils Industry’s Broadest Cloud Strategy Adds Social Cloud and Showcases early customers Redwood Shores, Calif. – June 6, 2012 “Almost seven years of relentless engineering and innovation plus key strategic acquisitions. An investment of billions. We are now announcing the most comprehensive Cloud on the planet Earth,” said Oracle CEO, Larry Ellison. “Most cloud vendors only have niche assets. They don’t have platforms to extend. Oracle is the only vendor that offers a complete suite of modern, socially-enabled applications, all based on a standards-based platform.” News Facts In a major strategy update today, Larry Ellison announced the industry’s broadest and most advanced Cloud strategy and introduced Oracle Cloud Social Services, a broad Enterprise Social Platform offering. Oracle Cloud delivers a broad set of industry-standards based, integrated services that provide customers with subscription-based access to Oracle Platform Services, Application Services, and Social Services, all completely managed, hosted and supported by Oracle. Offering a wide range of business applications and platform services, the Oracle Cloud is the only cloud to enable customers to avoid the data and business process fragmentation that occurs when using multiple, siloed public clouds. Oracle Cloud is powered by leading enterprise-grade infrastructure, including Oracle Exadata and Oracle Exalogic, providing customers and partners with a high-performance, reliable, and secure infrastructure for running critical business applications. Oracle Cloud enables easy self-service for both business users and developers. Business users can order, configure, extend, and monitor their applications. Developers and administrators can easily develop, deploy, monitor and manage their applications. As part of the event, Oracle also showcased several early Oracle Cloud customers and partners including system integrators and independent software vendors. Oracle Cloud Platform Services Built on a common, complete, standards-based and enterprise-grade set of infrastructure components, Oracle Cloud Platform Services enable customers to speed time to market and lower costs by quickly building, deploying and managing bespoke applications. Oracle Cloud Platform Services will include: Database Services to manage data and build database applications with the Oracle Database. Java Services to develop, deploy and manage Java applications with Oracle WebLogic. Developer Services to allow application developers to collaboratively build applications. Web Services to build Web applications rapidly using PHP, Ruby, and Python. Mobile Services to allow developers to build cross-platform native and HTML5 mobile applications for leading smartphones and tablets. Documents Services to allow project teams to collaborate and share documents through online workspaces and portals. Sites Services to allow business users to develop and maintain visually engaging .com sites Analytics Services to allow business users to quickly build and share analytic dashboards and reports through the Cloud. Oracle Cloud Application Services Oracle Cloud Application Services provides customers access to the industry’s broadest range of enterprise applications available in the cloud today, with built-in business intelligence, social and mobile capabilities. Easy to setup, configure, extend, use and administer, Oracle Cloud Application Services will include: ERP Services: A complete set of Financial Accounting, Project Management, Procurement, Sourcing, and Governance, Risk & Compliance solutions. HCM Services: A complete Human Capital Management solution including Global HR, Workforce Lifecycle Management, Compensation, Benefits, Payroll and other solutions. Talent Management Services: A complete Talent Management solution including Recruiting, Sourcing, Performance Management, and Learning. Sales and Marketing Services: A complete Sales and Marketing solution including Sales Planning, Territory Management, Leads & Opportunity Management, and Forecasting. Customer Experience Services: A complete Customer Service solution including Web Self-Service, Contact Centers, Knowledge Management, Chat, and e-mail Management. Oracle Cloud Social Services Oracle Cloud Social Services provides the most broad and complete enterprise social platform available in the cloud today.  With Oracle Cloud Social Services, enterprises can engage with their customers on a range of social media properties in a comprehensive and meaningful fashion including social marketing, commerce, service and listening. The platform also provides enterprises with a rich social networking solution for their employees to collaborate effectively inside the enterprise. Oracle’s integrated social platform will include: Oracle Social Network to enable secure enterprise collaboration and purposeful social networking for business. Oracle Social Data Services to aggregate data from social networks and enterprise data sources to enrich business applications. Oracle Social Marketing and Engagement Services to enable marketers to centrally create, publish, moderate, manage, measure and report on their social marketing campaigns. Oracle Social Intelligence Services to enable marketers to analyze social media interactions and to enable customer service and sales teams to engage with customers and prospects effectively. Supporting Resources Oracle Cloud – learn more cloud.oracle.com – sign up now Webcast – watch the replay About Oracle Oracle engineers hardware and software to work together in the cloud and in your data center. For more information about Oracle (NASDAQ:ORCL), visit www.oracle.com. TrademarksOracle and Java are registered trademarks of Oracle and/or its affiliates. Other names may be trademarks of their respective owners.

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  • Mark Hurd and Balaji Yelamanchili present Oracle’s Business Analytics Strategy

    - by swalker
    Join Mark Hurd and Balaji Yelamanchili as they unveil the latest advances in Oracle’s strategy for placing analytics into the hands of every decision-makers—so that they can see more, think smarter, and act faster. Wednesday, April 4, 2012 at 1.0 pm UK BST / 2.0 pm CET Register HERE today for this online event Agenda Keynote: Oracle’s Business Analytics StrategyMark Hurd, President, Oracle, and Balaji Yelamanchili, Senior Vice President, Analytics and Performance Management, Oracle Plus Breakout Sessions: Achieving Predictable Performance with Oracle Hyperion Enterprise Performance Managemen Explore All Relevant Data—Introducing Oracle Endeca Information Discovery Run Your Business Faster and Smarter with Oracle Business Intelligence Applications on Oracle Exalytics In-Memory Machine Analyzing and Deciding with Big Data

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  • Discover How to Deliver Measurable Business Value from your HCM Strategy

    - by Jay Richey, HCM Product Marketing
    Join our live Webcast on Wednesday, July 13 to learn how to fine tune your HCM strategy and better utlize your Oracle HCM investment.  In this session you'll learn how to access, analyze and act on information from multiple sources to ensure that all workforce decisions are focused on meeting overall business objectives. Date:Wednesday, July 13, 2011Time:10:00 a.m. PT / 1:00 p.m. ET Register now!

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  • Oracle's Web 2.0 Strategy for CRM

    Mark Woollen,Vice President, CRM Product Strategy tells listeners how Oracle's Social CRM Applications harness the latest Web 2.0 technology to create highly intuitive and focused applications for sales users today.

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