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  • JMS Step 5 - How to Create an 11g BPEL Process Which Reads a Message Based on an XML Schema from a JMS Queue

    - by John-Brown.Evans
    JMS Step 5 - How to Create an 11g BPEL Process Which Reads a Message Based on an XML Schema from a JMS Queue .jblist{list-style-type:disc;margin:0;padding:0;padding-left:0pt;margin-left:36pt} ol{margin:0;padding:0} .c12_5{vertical-align:top;width:468pt;border-style:solid;background-color:#f3f3f3;border-color:#000000;border-width:1pt;padding:5pt 5pt 5pt 5pt} .c8_5{vertical-align:top;border-style:solid;border-color:#000000;border-width:1pt;padding:5pt 5pt 0pt 5pt} .c10_5{vertical-align:top;width:207pt;border-style:solid;border-color:#000000;border-width:1pt;padding:5pt 5pt 5pt 5pt} .c14_5{vertical-align:top;border-style:solid;border-color:#000000;border-width:1pt;padding:0pt 5pt 0pt 5pt} .c21_5{background-color:#ffffff} .c18_5{color:#1155cc;text-decoration:underline} .c16_5{color:#666666;font-size:12pt} .c5_5{background-color:#f3f3f3;font-weight:bold} .c19_5{color:inherit;text-decoration:inherit} .c3_5{height:11pt;text-align:center} .c11_5{font-weight:bold} .c20_5{background-color:#00ff00} .c6_5{font-style:italic} .c4_5{height:11pt} .c17_5{background-color:#ffff00} .c0_5{direction:ltr} .c7_5{font-family:"Courier New"} .c2_5{border-collapse:collapse} .c1_5{line-height:1.0} .c13_5{background-color:#f3f3f3} .c15_5{height:0pt} .c9_5{text-align:center} .title{padding-top:24pt;line-height:1.15;text-align:left;color:#000000;font-size:36pt;font-family:"Arial";font-weight:bold;padding-bottom:6pt} .subtitle{padding-top:18pt;line-height:1.15;text-align:left;color:#666666;font-style:italic;font-size:24pt;font-family:"Georgia";padding-bottom:4pt} li{color:#000000;font-size:10pt;font-family:"Arial"} p{color:#000000;font-size:10pt;margin:0;font-family:"Arial"} h1{padding-top:0pt;line-height:1.15;text-align:left;color:#888;font-size:24pt;font-family:"Arial";font-weight:normal} h2{padding-top:0pt;line-height:1.15;text-align:left;color:#888;font-size:18pt;font-family:"Arial";font-weight:normal} h3{padding-top:0pt;line-height:1.15;text-align:left;color:#888;font-size:14pt;font-family:"Arial";font-weight:normal} h4{padding-top:0pt;line-height:1.15;text-align:left;color:#888;font-size:12pt;font-family:"Arial";font-weight:normal} h5{padding-top:0pt;line-height:1.15;text-align:left;color:#888;font-size:11pt;font-family:"Arial";font-weight:normal} h6{padding-top:0pt;line-height:1.15;text-align:left;color:#888;font-size:10pt;font-family:"Arial";font-weight:normal} Welcome to another post in the series of blogs which demonstrates how to use JMS queues in a SOA context. The previous posts were: JMS Step 1 - How to Create a Simple JMS Queue in Weblogic Server 11g JMS Step 2 - Using the QueueSend.java Sample Program to Send a Message to a JMS Queue JMS Step 3 - Using the QueueReceive.java Sample Program to Read a Message from a JMS Queue JMS Step 4 - How to Create an 11g BPEL Process Which Writes a Message Based on an XML Schema to a JMS Queue Today we will create a BPEL process which will read (dequeue) the message from the JMS queue, which we enqueued in the last example. The JMS adapter will dequeue the full XML payload from the queue. 1. Recap and Prerequisites In the previous examples, we created a JMS Queue, a Connection Factory and a Connection Pool in the WebLogic Server Console. Then we designed and deployed a BPEL composite, which took a simple XML payload and enqueued it to the JMS queue. In this example, we will read that same message from the queue, using a JMS adapter and a BPEL process. As many of the configuration steps required to read from that queue were done in the previous samples, this one will concentrate on the new steps. A summary of the required objects is listed below. To find out how to create them please see the previous samples. They also include instructions on how to verify the objects are set up correctly. WebLogic Server Objects Object Name Type JNDI Name TestConnectionFactory Connection Factory jms/TestConnectionFactory TestJMSQueue JMS Queue jms/TestJMSQueue eis/wls/TestQueue Connection Pool eis/wls/TestQueue Schema XSD File The following XSD file is used for the message format. It was created in the previous example and will be copied to the new process. stringPayload.xsd <?xml version="1.0" encoding="windows-1252" ?> <xsd:schema xmlns:xsd="http://www.w3.org/2001/XMLSchema"                 xmlns="http://www.example.org"                 targetNamespace="http://www.example.org"                 elementFormDefault="qualified">   <xsd:element name="exampleElement" type="xsd:string">   </xsd:element> </xsd:schema> JMS Message After executing the previous samples, the following XML message should be in the JMS queue located at jms/TestJMSQueue: <?xml version="1.0" encoding="UTF-8" ?><exampleElement xmlns="http://www.example.org">Test Message</exampleElement> JDeveloper Connection You will need a valid Application Server Connection in JDeveloper pointing to the SOA server which the process will be deployed to. 2. Create a BPEL Composite with a JMS Adapter Partner Link In the previous example, we created a composite in JDeveloper called JmsAdapterWriteSchema. In this one, we will create a new composite called JmsAdapterReadSchema. There are probably many ways of incorporating a JMS adapter into a SOA composite for incoming messages. One way is design the process in such a way that the adapter polls for new messages and when it dequeues one, initiates a SOA or BPEL instance. This is possibly the most common use case. Other use cases include mid-flow adapters, which are activated from within the BPEL process. In this example we will use a polling adapter, because it is the most simple to set up and demonstrate. But it has one disadvantage as a demonstrative model. When a polling adapter is active, it will dequeue all messages as soon as they reach the queue. This makes it difficult to monitor messages we are writing to the queue, because they will disappear from the queue as soon as they have been enqueued. To work around this, we will shut down the composite after deploying it and restart it as required. (Another solution for this would be to pause the consumption for the queue and resume consumption again if needed. This can be done in the WLS console JMS-Modules -> queue -> Control -> Consumption -> Pause/Resume.) We will model the composite as a one-way incoming process. Usually, a BPEL process will do something useful with the message after receiving it, such as passing it to a database or file adapter, a human workflow or external web service. But we only want to demonstrate how to dequeue a JMS message using BPEL and a JMS adapter, so we won’t complicate the design with further activities. However, we do want to be able to verify that we have read the message correctly, so the BPEL process will include a small piece of embedded java code, which will print the message to standard output, so we can view it in the SOA server’s log file. Alternatively, you can view the instance in the Enterprise Manager and verify the message. The following steps are all executed in JDeveloper. Create the project in the same JDeveloper application used for the previous examples or create a new one. Create a SOA Project Create a new project and choose SOA Tier > SOA Project as its type. Name it JmsAdapterReadSchema. When prompted for the composite type, choose Empty Composite. Create a JMS Adapter Partner Link In the composite editor, drag a JMS adapter over from the Component Palette to the left-hand swim lane, under Exposed Services. This will start the JMS Adapter Configuration Wizard. Use the following entries: Service Name: JmsAdapterRead Oracle Enterprise Messaging Service (OEMS): Oracle WebLogic JMS AppServer Connection: Use an application server connection pointing to the WebLogic server on which the JMS queue and connection factory mentioned under Prerequisites above are located. Adapter Interface > Interface: Define from operation and schema (specified later) Operation Type: Consume Message Operation Name: Consume_message Consume Operation Parameters Destination Name: Press the Browse button, select Destination Type: Queues, then press Search. Wait for the list to populate, then select the entry for TestJMSQueue , which is the queue created in a previous example. JNDI Name: The JNDI name to use for the JMS connection. As in the previous example, this is probably the most common source of error. This is the JNDI name of the JMS adapter’s connection pool created in the WebLogic Server and which points to the connection factory. JDeveloper does not verify the value entered here. If you enter a wrong value, the JMS adapter won’t find the queue and you will get an error message at runtime, which is very difficult to trace. In our example, this is the value eis/wls/TestQueue . (See the earlier step on how to create a JMS Adapter Connection Pool in WebLogic Server for details.) Messages/Message SchemaURL: We will use the XSD file created during the previous example, in the JmsAdapterWriteSchema project to define the format for the incoming message payload and, at the same time, demonstrate how to import an existing XSD file into a JDeveloper project. Press the magnifying glass icon to search for schema files. In the Type Chooser, press the Import Schema File button. Select the magnifying glass next to URL to search for schema files. Navigate to the location of the JmsAdapterWriteSchema project > xsd and select the stringPayload.xsd file. Check the “Copy to Project” checkbox, press OK and confirm the following Localize Files popup. Now that the XSD file has been copied to the local project, it can be selected from the project’s schema files. Expand Project Schema Files > stringPayload.xsd and select exampleElement: string . Press Next and Finish, which will complete the JMS Adapter configuration.Save the project. Create a BPEL Component Drag a BPEL Process from the Component Palette (Service Components) to the Components section of the composite designer. Name it JmsAdapterReadSchema and select Template: Define Service Later and press OK. Wire the JMS Adapter to the BPEL Component Now wire the JMS adapter to the BPEL process, by dragging the arrow from the adapter to the BPEL process. A Transaction Properties popup will be displayed. Set the delivery mode to async.persist. This completes the steps at the composite level. 3 . Complete the BPEL Process Design Invoke the BPEL Flow via the JMS Adapter Open the BPEL component by double-clicking it in the design view of the composite.xml, or open it from the project navigator by selecting the JmsAdapterReadSchema.bpel file. This will display the BPEL process in the design view. You should see the JmsAdapterRead partner link in the left-hand swim lane. Drag a Receive activity onto the BPEL flow diagram, then drag a wire (left-hand yellow arrow) from it to the JMS adapter. This will open the Receive activity editor. Auto-generate the variable by pressing the green “+” button and check the “Create Instance” checkbox. This will result in a BPEL instance being created when a new JMS message is received. At this point it would actually be OK to compile and deploy the composite and it would pick up any messages from the JMS queue. In fact, you can do that to test it, if you like. But it is very rudimentary and would not be doing anything useful with the message. Also, you could only verify the actual message payload by looking at the instance’s flow in the Enterprise Manager. There are various other possibilities; we could pass the message to another web service, write it to a file using a file adapter or to a database via a database adapter etc. But these will all introduce unnecessary complications to our sample. So, to keep it simple, we will add a small piece of Java code to the BPEL process which will write the payload to standard output. This will be written to the server’s log file, which will be easy to monitor. Add a Java Embedding Activity First get the full name of the process’s input variable, as this will be needed for the Java code. Go to the Structure pane and expand Variables > Process > Variables. Then expand the input variable, for example, "Receive1_Consume_Message_InputVariable > body > ns2:exampleElement”, and note variable’s name and path, if they are different from this one. Drag a Java Embedding activity from the Component Palette (Oracle Extensions) to the BPEL flow, after the Receive activity, then open it to edit. Delete the example code and replace it with the following, replacing the variable parts with those in your sample, if necessary.: System.out.println("JmsAdapterReadSchema process picked up a message"); oracle.xml.parser.v2.XMLElement inputPayload =    (oracle.xml.parser.v2.XMLElement)getVariableData(                           "Receive1_Consume_Message_InputVariable",                           "body",                           "/ns2:exampleElement");   String inputString = inputPayload.getFirstChild().getNodeValue(); System.out.println("Input String is " + inputPayload.getFirstChild().getNodeValue()); Tip. If you are not sure of the exact syntax of the input variable, create an Assign activity in the BPEL process and copy the variable to another, temporary one. Then check the syntax created by the BPEL designer. This completes the BPEL process design in JDeveloper. Save, compile and deploy the process to the SOA server. 3. Test the Composite Shut Down the JmsAdapterReadSchema Composite After deploying the JmsAdapterReadSchema composite to the SOA server it is automatically activated. If there are already any messages in the queue, the adapter will begin polling them. To ease the testing process, we will deactivate the process first Log in to the Enterprise Manager (Fusion Middleware Control) and navigate to SOA > soa-infra (soa_server1) > default (or wherever you deployed your composite to) and click on JmsAdapterReadSchema [1.0] . Press the Shut Down button to disable the composite and confirm the following popup. Monitor Messages in the JMS Queue In a separate browser window, log in to the WebLogic Server Console and navigate to Services > Messaging > JMS Modules > TestJMSModule > TestJMSQueue > Monitoring. This is the location of the JMS queue we created in an earlier sample (see the prerequisites section of this sample). Check whether there are any messages already in the queue. If so, you can dequeue them using the QueueReceive Java program created in an earlier sample. This will ensure that the queue is empty and doesn’t contain any messages in the wrong format, which would cause the JmsAdapterReadSchema to fail. Send a Test Message In the Enterprise Manager, navigate to the JmsAdapterWriteSchema created earlier, press Test and send a test message, for example “Message from JmsAdapterWriteSchema”. Confirm that the message was written correctly to the queue by verifying it via the queue monitor in the WLS Console. Monitor the SOA Server’s Output A program deployed on the SOA server will write its standard output to the terminal window in which the server was started, unless this has been redirected to somewhere else, for example to a file. If it has not been redirected, go to the terminal session in which the server was started, otherwise open and monitor the file to which it was redirected. Re-Enable the JmsAdapterReadSchema Composite In the Enterprise Manager, navigate to the JmsAdapterReadSchema composite again and press Start Up to re-enable it. This should cause the JMS adapter to dequeue the test message and the following output should be written to the server’s standard output: JmsAdapterReadSchema process picked up a message. Input String is Message from JmsAdapterWriteSchema Note that you can also monitor the payload received by the process, by navigating to the the JmsAdapterReadSchema’s Instances tab in the Enterprise Manager. Then select the latest instance and view the flow of the BPEL component. The Receive activity will contain and display the dequeued message too. 4 . Troubleshooting This sample demonstrates how to dequeue an XML JMS message using a BPEL process and no additional functionality. For example, it doesn’t contain any error handling. Therefore, any errors in the payload will result in exceptions being written to the log file or standard output. If you get any errors related to the payload, such as Message handle error ... ORABPEL-09500 ... XPath expression failed to execute. An error occurs while processing the XPath expression; the expression is /ns2:exampleElement. ... etc. check that the variable used in the Java embedding part of the process was entered correctly. Possibly follow the tip mentioned in previous section. If this doesn’t help, you can delete the Java embedding part and simply verify the message via the flow diagram in the Enterprise Manager. Or use a different method, such as writing it to a file via a file adapter. This concludes this example. In the next post, we will begin with an AQ JMS example, which uses JMS to write to an Advanced Queue stored in the database. Best regards John-Brown Evans Oracle Technology Proactive Support Delivery

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  • Silverlight Cream for May 13, 2010 -- #861

    - by Dave Campbell
    In this Issue: Sigurd Snørteland, Jeff Prosise, DaveDev, Joe Zhou, Chris Eargle, John Papa(-2-, -3-), and David Anson(-2-). Shoutouts: In with the links I've listed below, Sigurd Snørteland also sent a link to this app he's working on which is actually pretty cool to see: ZuneLight. The code is not yet available. He also has a no-code demo of a Silverlight Media Center Pieter Voloshyn, Luiz Thadeu, and Jhun Iti have a very nice Silverlight image editor up: Thumba From SilverlightCream.com: WP7 - Silverlight on mobile Sigurd Snørteland submitted some links for me that have been translated to English from his blog. I hope the pages come out good because he's got a lot of good stuff on there. This one has a link to a presentation he did, and 4 projects you can load up in the emulator that he's converted to the phone: weather, worldclock, coverflow, and solitaire ... pretty cool... thanks for the links Sigurd! Understanding Page Orientation in Silverlight for Windows Phone Jeff Prosise has a really nice post up on page orientation in WP7 ... what it means to your app, how to detect it, and example code for what to do then... also love a quote by Jeff: "Silverlight for Windows Phone is the hottest thing since color TV" Why you should check out Expression Blend Behaviors when using Silverlight DaveDev has a post up describing Behaviors and why we should use them, plus tons of external links to resources, blogs, videos... all good stuff... Fiddler inspector for WCF Silverlight Polling Duplex and WCF RIA Joe Zhou announces and provides a link to a new Fiddler inspector that understands the framing in Polling Duplex and also raw binary xml and binary SOAP. Windows Phone Controls v0.7 Chris Eargle reports the release of Version 0.7 of the Windows Phone Controls project on CodePlex ... this includes a Pivot Control and a Panorama Control... both very nicely done. Binding to Silverlight ComboBox and Using SelectedValue, SelectedValuePath and DisplayMemberPath John Papa responds to a user question and put up a nice post about binding to a ComboBox and then go from the selected item to some other property ... code included No More Boxes! Exploring the PathListBox (Silverlight TV #25) Silverlight TV 25 went up on Tuesday ... thought it was going to be Thursday?? anyway ... John Papa and Adam Kinney are discussing the PathListBox and looking at some cool demos thereof. Exposing SOAP, OData, and JSON Endpoints for RIA Services (Silverlight TV 26) Since today IS Thursday, we have a new Silverlight TV, number 26, and John Papa is chatting with Deepesh Mohnani of the WCF RIA Services team about exposing all sorts of endpoints... should be something in there for everybody :) Workaround for a Silverlight data binding bug affecting various scenarios - including DataGrid+ContextMenu David Anson details the rabbit-trail he and others on the team followed in response to a problem reported via Twitter where the binding on a DataGrid seemed off by a row(!) ... weird but true, validated, and SL3/4 are bug-for-bug compatible with this too! ... But David wouldn't leave us there.. he also has a workaround. Sharing the code for a simple Silverlight 4 REST-based cloud-oriented file management app for Azure and S3 David Anson had an opportunity to build an app he's wanted to build for a while and shares it with us: Blobstore -- a small, lightweight Silverlight 4 application that acts as a basic front-end for the Windows Azure Simple Data Storage and the Amazon Simple Storage Service (S3) -- and remember I said he shared the source :) Stay in the 'Light! Twitter SilverlightNews | Twitter WynApse | WynApse.com | Tagged Posts | SilverlightCream Join me @ SilverlightCream | Phoenix Silverlight User Group Technorati Tags: Silverlight    Silverlight 3    Silverlight 4    Windows Phone MIX10

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  • Adventures in MVVM &ndash; ViewModel Location and Creation

    - by Brian Genisio's House Of Bilz
    More Adventures in MVVM In this post, I am going to explore how I prefer to attach ViewModels to my Views.  I have published the code to my ViewModelSupport project on CodePlex in case you'd like to see how it works along with some examples.  Some History My approach to View-First ViewModel creation has evolved over time.  I have constructed ViewModels in code-behind.  I have instantiated ViewModels in the resources sectoin of the view. I have used Prism to resolve ViewModels via Dependency Injection. I have created attached properties that use Dependency Injection containers underneath.  Of all these approaches, I continue to find issues either in composability, blendability or maintainability.  Laurent Bugnion came up with a pretty good approach in MVVM Light Toolkit with his ViewModelLocator, but as John Papa points out, it has maintenance issues.  John paired up with Glen Block to make the ViewModelLocator more generic by using MEF to compose ViewModels.  It is a great approach, but I don’t like baking in specific resolution technologies into the ViewModelSupport project. I bring these people up, not to name drop, but to give them credit for the place I finally landed in my journey to resolve ViewModels.  I have come up with my own version of the ViewModelLocator that is both generic and container agnostic.  The solution is blendable, configurable and simple to use.  Use any resolution mechanism you want: MEF, Unity, Ninject, Activator.Create, Lookup Tables, new, whatever. How to use the locator 1. Create a class to contain your resolution configuration: public class YourViewModelResolver: IViewModelResolver { private YourFavoriteContainer container = new YourFavoriteContainer(); public YourViewModelResolver() { // Configure your container } public object Resolve(string viewModelName) { return container.Resolve(viewModelName); } } Examples of doing this are on CodePlex for MEF, Unity and Activator.CreateInstance. 2. Create your ViewModelLocator with your custom resolver in App.xaml: <VMS:ViewModelLocator x:Key="ViewModelLocator"> <VMS:ViewModelLocator.Resolver> <local:YourViewModelResolver /> </VMS:ViewModelLocator.Resolver> </VMS:ViewModelLocator> 3. Hook up your data context whenever you want a ViewModel (WPF): <Border DataContext="{Binding YourViewModelName, Source={StaticResource ViewModelLocator}}"> This example uses dynamic properties on the ViewModelLocator and passes the name to your resolver to figure out how to compose it. 4. What about Silverlight? Good question.  You can't bind to dynamic properties in Silverlight 4 (crossing my fingers for Silverlight 5), but you CAN use string indexing: <Border DataContext="{Binding [YourViewModelName], Source={StaticResource ViewModelLocator}}"> But, as John Papa points out in his article, there is a silly bug in Silverlight 4 (as of this writing) that will call into the indexer 6 times when it binds.  While this is little more than a nuisance when getting most properties, it can be much more of an issue when you are resolving ViewModels six times.  If this gets in your way, the solution (as pointed out by John), is to use an IndexConverter (instantiated in App.xaml and also included in the project): <Border DataContext="{Binding Source={StaticResource ViewModelLocator}, Converter={StaticResource IndexConverter}, ConverterParameter=YourViewModelName}"> It is a bit uglier than the WPF version (this method will also work in WPF if you prefer), but it is still not all that bad.  Conclusion This approach works really well (I suppose I am a bit biased).  It allows for composability from any mechanisim you choose.  It is blendable (consider serving up different objects in Design Mode if you wish... or different constructors… whatever makes sense to you).  It works in Cider.  It is configurable.  It is flexible.  It is the best way I have found to manage View-First ViewModel hookups.  Thanks to the guys mentioned in this article for getting me to something I love using.  Enjoy.

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  • Silverlight Cream for March 10, 2011 -- #1058

    - by Dave Campbell
    In this Issue: Ian T. Lackey, Peter Kuhn, WindowsPhoneGeek(-2-), Jesse Liberty(-2-), Martin Krüger, John Papa, Jeremy Likness, Karl Shifflett, and Colin Eberhardt. Above the Fold: Silverlight: "Silverlight TV 65: 3D Graphics" John Papa WP7: "Developing a Windows Phone 7 Jump List Control" Colin Eberhardt Shoutouts: Telerik announced a special sale on their RadControls for WP7... check it out: RadControls for Windows Phone 7 - on Sale from March 16th at a Special Promo Price! From SilverlightCream.com: Prism BootStrapper Load ModuleCatalog Ansyc Ian T. Lackey has a post up about reading the module catalog for Prism from an XML file asynchronously... fun stuff... this is how we kick-started our app... XNA for Silverlight developers: Part 6 - Input (accelerometer) Peter Kuhn has Part 6 of his XNA for Silverlight devs up at SilverlightShow. This post is on the use of the accelerometer... some great diagrams and explanations of it's use along with some code to play with... including a 'problems and pitfalls' section, and some good external links. Getting Started with Unit Testing in Silverlight for WP7 WindowsPhoneGeek has an introduction to Unit Testing in general, and then moves into Unit Testing in Silverlight for WP7, providing 3 options with links to the materials and code demonstrating the concepts. Using DockPanel in WP7 Responding to reader's questions, WindowsPhoneGeek's next post is on the DockPanel from the Silverlight Toolkit, and using it in WP7... defined declaratively and in code. Reactive Extensions–More About Chaining Jesse Liberty has post number 10 on Rx up and is a follow-on to the last one on Chaining. This time he exercises the chaining aspect of SelectMany. Yet Another Podcast #26–Walt Ritscher In his next post, Jesse Liberty has his 26th 'Yet Another Podcast' up and is chatting with my friend Walt Ritscher. If you don't know who Walt is, check out the links Jesse has on the post... I'm sure you've crossed paths. How to: Create A half square from a regular polygon (triangle) Martin Krüger demonstrates the exact placement of a half-square (isosceles right triangle), formed with a regular polygon in Blend... this is much more involved than I've made it sound... check out his post. Silverlight TV 65: 3D Graphics John Papa has Silverlight TV number 65 up and it's all about the 3D graphics stuff we saw at the Firestarter. John is talking with Danny Riddel, the CEO of Archetype, the company that built the awesome 3D demo we all gushed over. Jounce Part 12: Providing History-Based Back Navigation Jeremy Likness has part 12 of his Jounce exploration up... and discussing the stack of navigated pages that Jounce retains and providing a 'go back' functionality... and provides a good example of using it all. Prism 4 Region Navigation with Silverlight Frame Navigation and Unity Karl Shifflett has a post for all us Prism afficianados... Prism, Unity, and the Silverlight Frame Navigation framework. Some great external links for 'required reading' too. Developing a Windows Phone 7 Jump List Control Colin Eberhardt has an awesome tutorial up for creating a JumpList control for WP7... what a bunch of effort... this is a step-by-step description of designing the control he built and blogged about a while back... and it's still cool! Stay in the 'Light! Twitter SilverlightNews | Twitter WynApse | WynApse.com | Tagged Posts | SilverlightCream Join me @ SilverlightCream | Phoenix Silverlight User Group Technorati Tags: Silverlight    Silverlight 3    Silverlight 4    Windows Phone MIX10

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  • Three Key Tenets of Optimal Social Collaboration

    - by kellsey.ruppel
    Today's blog post comes to us from John Bruswick! This post is an abridged version of John’s white paper in which he discusses three principals to optimize social collaboration within an enterprise.   By john[email protected], Oracle Principal Sales Consultant Effective social collaboration is actionable, deeply contextual and inherently derives its value from business entities outside of itself. How does an organization begin the journey from traditional, siloed collaboration to natural, business entity based social collaboration? Successful enablement of enterprise social collaboration requires that organizations embrace the following tenets and understand that traditional collaborative functionality has inherent limits - it is innovation and integration in accordance with the following tenets that will provide net-new efficiency benefits. Key Tenets of Optimal Social Collaboration Leverage a Ubiquitous Social Fabric - Collaborative activities should be supported through a ubiquitous social fabric, providing a personalized experience, broadcasting key business events and connecting people and business processes.  This supports education of participants working in and around a specific business entity that will benefit from an implicit capture of tacit knowledge and provide continuity between participants.  In the absence of this ubiquitous platform activities can still occur but are essentially siloed causing frequent duplication of effort across similar tasks, with critical tacit knowledge eluding capture. Supply Continuous Context to Support Decision Making and Problem Solving - People generally engage in collaborative behavior to obtain a decision or the resolution for a specific issue.  The time to achieve resolution is referred to as "Solve Time".  Users have traditionally been forced to switch or "alt-tab" between business systems and synthesize their own context across disparate systems and processes.  The constant loss of context forces end users to exert a large amount of effort that could be spent on higher value problem solving. Extend the Collaborative Lifecycle into Back Office - Beyond the solve time from decision making efforts, additional time is expended formalizing the resolution that was generated from collaboration in a system of record.  Extending collaboration to result in the capture of an explicit decision maximizes efficiencies, creating a closed circuit for a particular thread.  This type of structured action may exist today within your organization's customer support system around opening, solving and closing support issues, but generally does not extend to Sales focused collaborative activities. Excelling in the Unstructured Future We will always have to deal with unstructured collaborative processes within our organizations.  Regardless of the participants and nature of the collaborate process, two things are certain – the origination and end points are generally known and relate to a business entity, perhaps a customer, opportunity, order, shipping location, product or otherwise. Imagine the benefits if an organization's key business systems supported a social fabric, provided continuous context and extended the lifecycle around the collaborative decision making to include output into back office systems of record.   The technical hurdle to embracing optimal social collaboration would fall away, leaving the company with an opportunity to focus on and refine how processes were approached.  Time and resources previously required could then be reallocated to focusing on innovation to support competitive differentiation unique to your business. How can you achieve optimal social collaboration? Oracle Social Network enables business users to collaborate with each other using a broad range of collaboration styles and integrates data from a variety of sources and business applications -- allowing you to achieve optimal social collaboration. Looking to learn more? Read John's white paper, where he discusses in further detail the three principals to optimize social collaboration within an enterprise. 

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  • Stark Expo Needs You

    - by [email protected]
    Train to Become a Master Cloud Operative Can't wait until September to get your Oracle fix? Then come visit us at the Stark Expo now. Marvel Entertainment has turned itself into one of the hottest media companies of the digital age, and at the heart of Marvel's growth and transformation is Oracle technology. Now, this successful collaboration finds its way to the big screen, as Oracle joins forces with Marvel to launch a special showcase Website and movie trailer for the upcoming Iron Man 2. In Iron Man 2, Oracle is a proud sponsor of Stark Expo, a world-class tradeshow that depends on a cloud computing architecture to ensure that systems are free from overload. Starting today, visitors to the showcase Website are invited to become Master Cloud Operatives and keep Stark Expo up and running. Complete your training, test your troubleshooting skills in the Oracle Pavilion, and qualify to receive a free movie poster.

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  • WPF vs. WinForms - a Delphi programmer's perspective?

    - by Robert Oschler
    I have read most of the major threads on WPF vs. WinForms and I find myself stuck in the unfortunate ambivalence you can fall into when deciding between the tried and true previous tech (Winforms), and it's successor (WPF). I am a veteran Delphi programmer of many years that is finally making the jump to C#. My fellow Delphi programmers out there will understand that I am excited to know that Anders Hejlsberg, of Delphi fame, was the architect behind C#. I have a strong addiction to Delphi's VCL custom components, especially those involved in making multi-step Wizards and components that act as a container for child components. With that background, I am hoping that those of you that switched from Delphi to C# can help me with my WinForms vs. WPF decision for writing my initial applications. Note, I am very impatient when coding and things like full fledged auto-complete and proper debugger support can make or break a project for me, including being able to find readily available information on API features and calls and even more so, workarounds for bugs. The SO threads and comments in the early 2009 date range give me great concern over WPF when it comes to potential frustrations that could mar my C# UI development coding. On the other hand, spending an inordinate amount of time learning an API tech that is, even if it is not abandoned, soon to be replaced (WinForms), is equally troubling and I do find the GPU support in WPF tantalizing. Hence my ambivalence. Since I haven't learned either tech yet I have a rare opportunity to get a fresh start and not have to face the big "unlearning" curve I've seen people mention in various threads when a WinForms programmer makes the move to WPF. On the other hand, if using WPF will just be too frustrating or have other major negative consequences for an impatient RAD developer like myself, then I'll just stick with WinForms until WPF reaches the same level of support and ease of use. To give you a concrete example into my psychology as a programmer, I used VB and subsequently Delphi to completely avoid altogether the very real pain of coding with MFC, a Windows UI library that many developers suffered through while developing early Windows apps. I have never regretted my luck in avoiding MFC. It would also be comforting to know if Anders Hejlsberg had a hand in the architecture of WPF and/or WinForms, and if there are any disparities in the creative vision and ease of use embodied in either code base. Finally, for the Delphi programmers again, let me know how much "IDE schock" I'm in for when using WPF as opposed to WinForms, especially when it comes to debugger support. Any job market comments updated for 2011 would be appreciated too. -- roschler

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  • WPF vs. WinForms - a Delphi programmer's perspective?

    - by Robert Oschler
    Hello all. I have read most of the major threads on WPF vs. WinForms and I find myself stuck in the unfortunate ambivalence you can fall into when deciding between the tried and true previous tech (Winforms), and it's successor (WPF). I am a veteran Delphi programmer of many years that is finally making the jump to C#. My fellow Delphi programmers out there will understand that I am excited to know that Anders Hejlsberg, of Delphi fame, was the architect behind C#. I have a strong addiction to Delphi's VCL custom components, especially those involved in making multi-step Wizards and components that act as a container for child components. With that background, I am hoping that those of you that switched from Delphi to C# can help me with my WinForms vs. WPF decision for writing my initial applications. Note, I am very impatient when coding and things like full fledged auto-complete and proper debugger support can make or break a project for me, including being able to find readily available information on API features and calls and even more so, workarounds for bugs. The SO threads and comments in the early 2009 date range give me great concern over WPF when it comes to potential frustrations that could mar my C# UI development coding. On the other hand, spending an inordinate amount of time learning an API tech that is, even if it is not abandoned, soon to be replaced (WinForms), is equally troubling and I do find the GPU support in WPF tantalizing. Hence my ambivalence. Since I haven't learned either tech yet I have a rare opportunity to get a fresh start and not have to face the big "unlearning" curve I've seen people mention in various threads when a WinForms programmer makes the move to WPF. On the other hand, if using WPF will just be too frustrating or have other major negative consequences for an impatient RAD developer like myself, then I'll just stick with WinForms until WPF reaches the same level of support and ease of use. To give you a concrete example into my psychology as a programmer, I used VB and subsequently Delphi to completely avoid altogether the very real pain of coding with MFC, a Windows UI library that many developers suffered through while developing early Windows apps. I have never regretted my luck in avoiding MFC. It would also be comforting to know if Anders Hejlsberg had a hand in the architecture of WPF and/or WinForms, and if there are any disparities in the creative vision and ease of use embodied in either code base. Finally, for the Delphi programmers again, let me know how much "IDE schock" I'm in for when using WPF as opposed to WinForms, especially when it comes to debugger support. Any job market comments updated for 2011 would be appreciated too. -- roschler

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  • Agile Awakenings and the Rules of Agile

    - by Robert May
    For those that care, you can read my history of management and technology to understand why I think I’m qualified to talk about this at all.  It’s boring, so feel free to skip it. Awakenings I first started to play around with the idea of “agile” in 2004 or 2005.  I found a book on the Rational Unified Process that I thought was good, and attempted to implement parts of it.  I thought I was agile, but really, it wasn’t.   I still didn’t understand the concept of a team.  I still wanted to tell the team what to do and how to get it done.  I still thought I was smarter than the team. After that job, I started work on another project and began helping that team.  The first few months were really rough.  We were implementing Scrum, which was relatively new to everyone on the team, and, quite frankly, I was doing a poor job of it.  I was trying to micro-manage every aspect of the teams work, and we were all miserable. The moment of change came when the senior architect bailed on the project.  His comment to me was: “This isn’t Agile.  Where are the stand-ups?  Where are the stories?”  He was dead on, and I finally woke up.  I finally realized that I was the problem!  I wasn’t trusting the team.  I wasn’t helping the team.  I was being a manager. Like many (most?), I was claiming to be Agile and use Scrum, but I wasn’t in fact following the rules Scrum.  Since then, I’ve done a lot of studying, hands on practice, coaching of many different teams, and other learning around Scrum, and I have discovered that Scrum has some rules that must be followed for success, even though the process is about continuous improvement. I’ve been practicing Scrum right for about 4 years now and have helped multiple teams implement it successfully, so what you’re about to get is based on experience, rather than just theory. The Rules of Scrum In my experience, what I’ve found is that most companies that claim to be doing Scrum or Agile are actually NOT doing either.  This stems largely because they think that they can “adopt the rules of Agile that fit their organization.”  Sadly, many of them think that this means they can adopt iterations (sprints) and not much else.  Either that, or they think they can do whatever they want, or were doing before, and call it Scrum.  This is simply not true. Here are some rules that must be followed for you to really be doing Scrum.  I’ll go into detail on each one of these posts in future blog posts and update links here.  My intent is that this will help other teams implementing scrum to see more success. Agile does not allow you to do whatever you want A Product Owner is required A ScrumMaster is required The team must function as a Team, and QA must be part of the team Support from upper management is required A prioritized product backlog is required A prioritized sprint backlog is required Release planning is required Complete spring planning is required Showcases are required Velocity must be measured Retrospectives are required Daily stand-ups are required Visibility is absolutely required For now, I think that’s enough, although I reserve the right to add more.  If you’re breaking any of these rules, you’re probably not doing Scrum.  There are exceptions to these rules, but until you have practiced Scrum for a while, you don’t know what those exceptions are. Breaking the Rules Many teams break these rules because they are the ones that expose the most pain.  Scrum is not Advil.  It’s not intended to mask the pain, its intended to cure it.  Let me explain that analogy a bit more.  Recently, my 7 year old son broke his arm, quite severely (see the X-Ray to the right).  That caused him a great deal of pain.  We went first to one doctor, and after viewing the X-Ray, they determined that there was no way that they’d cast the arm at their location.  It was simply too bad of a break for them to deal with.  They did, however, give him some Advil for the pain and put a splint on his arm to stabilize the broken bones.  Within minutes, he was feeling much better.  Had we been stupid, we could have gone home and he’d have been just as happy as ever . . . until the pain medication wore off or one of his siblings touched the splint.  Then, all of that pain would come right back to the top.  Sure, he could make it go away by just taking more Advil and moving the splint out of the way, but that wasn’t going to fix the problem permanently. We ended up in an emergency room with a doctor who could fix his arm.  However, we were warned that the fix was going to be VERY painful, and it was.  Even with heavy sedation (Propofol), my son was in enough pain that he squirmed and wiggled trying to get his arm away from the doctor.  He had to endure this pain in order to have a functional arm. But the setting wasn’t the end.  He had to have several casts, had to have it re-broken once, since the first setting didn’t take and finally was given a clean bill of health. Agile implementation is much like this story.  Agile was developed as a result of people recognizing that the development methodologies that were currently in place simply were ineffective.  However, the fix to the broken development that’s been festering for many years is not painless.  Many people start Agile thinking that things will be wonderful.  They won’t!  Agile is about visibility, and often, it brings great pain to surface.  It causes all of the missed deadlines, the cowboy coders, the coasters, the micro-managers, the lazy, and all of the other problems that are really part of your development process now to become painfully visible to EVERYONE.  Many people don’t like this exposure.  Agile will make the pain better, but not if you remove the cast (the rules above) prematurely and start breaking the rules that expose the most pain.  The healing will take time and is not instant (like Advil).  Figuring out what the true source of pain and fixing it is very valuable to you, your team, and your company.  Remember as you’re doing this that Agile isn’t the source of the pain, it’s really just exposing it.  Find the source. My recommendation is that ALL of these rules are followed for a minimum of six months, and preferably for an entire year, before you decide to break any of these rules.  Get a few good releases under your belt.  Figure out what your velocity is and start firing as a team.  Chances are, after you see agile really in action, you won’t want to break the rules because you’ll see their value. More Reading Jean Tabaka recently published a list of 78 Things I Have Learned in 6 Years of Agile Coaching.  Highly recommended. Technorati Tags: Agile,Scrum,Rules

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  • Messing with the Team

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

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  • What's In Storage?

    - by [email protected]
    Oracle Flies South for Storage Networking Event Storage Networking World (now simply called SNW) is the place you'll find the most-comprehensive education on storage, infrastructure, and the datacenter in the spring of 2010. It's also the place where you'll see Oracle. During the April 12-15 event in Orlando, Florida, the industry's premiere presentations on storage trends and best practices are combined with hands-on labs covering storage management and IP storage. You'll also have the opportunity to learn about Oracle's Sun storage solutions, from Flash and open storage to enterprise disk and tape. Plus, if you stop by booth 207 in the expo hall, you might walk away with a bookish prize: an Amazon Kindle, courtesy of Oracle. Proving, once again, that education can be quite rewarding.

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  • The Product Owner

    - by Robert May
    In a previous post, I outlined the rules of Scrum.  This post details one of those rules. Picking a most important part of Scrum is difficult.  All of the rules are required, but if there were one rule that is “more” required that every other rule, its having a good Product Owner.  Simply put, the Product Owner can make or break the project. Duties of the Product Owner A Product Owner has many duties and responsibilities.  I’ll talk about each of these duties in detail below. A Product Owner: Discovers and records stories for the backlog. Prioritizes stories in the Product Backlog, Release Backlog and Iteration Backlog. Determines Release dates and Iteration Dates. Develops story details and helps the team understand those details. Helps QA to develop acceptance tests. Interact with the Customer to make sure that the product is meeting the customer’s needs. Discovers and Records Stories for the Backlog When I do Scrum, I always use User Stories as the means for capturing functionality that’s required in the system.  Some people will use Use Cases, but the same rule applies.  The Product Owner has the ultimate responsibility for figuring out what functionality will be in the system.  Many different mechanisms for capturing this input can be used.  User interviews are great, but all sources should be considered, including talking with Customer Support types.  Often, they hear what users are struggling with the most and are a great source for stories that can make the application easier to use. Care should be taken when soliciting user stories from technical types such as programmers and the people that manage them.  They will almost always give stories that are very technical in nature and may not have a direct benefit for the end user.  Stories are about adding value to the company.  If the stories don’t have direct benefit to the end user, the Product Owner should question whether or not the story should be implemented.  In general, technical stories should be included as tasks in User Stories.  Technical stories are often needed, but the ultimate value to the user is in user based functionality, so technical stories should be considered nothing more than overhead in providing that user functionality. Until the iteration prior to development, stories should be nothing more than short, one line placeholders. An exercise called Story Planning can be used to brainstorm and come up with stories.  I’ll save the description of this activity for another blog post. For more information on User Stories, please read the book User Stories Applied by Mike Cohn. Prioritizes Stories in the Product Backlog, Release Backlog and Iteration Backlog Prioritization of stories is one of the most difficult tasks that a Product Owner must do.  A key concept of Scrum done right is the need to have the team working from a single set of prioritized stories.  If the team does not have a single set of prioritized stories, Scrum will likely fail at your organization.  The Product Owner is the ONLY person who has the responsibility to prioritize that list.  The Product Owner must be very diplomatic and sincerely listen to the people around him so that he can get the priorities correct. Just listening will still not yield the proper priorities.  Care must also be taken to ensure that Return on Investment is also considered.  Ultimately, determining which stories give the most value to the company for the least cost is the most important factor in determining priorities.  Product Owners should be willing to look at cold, hard numbers to determine the order for stories.  Even when many people want a feature, if that features is costly to develop, it may not have as high of a return on investment as features that are cheaper, but not as popular. The act of prioritization often causes conflict in an environment.  Customer Service thinks that feature X is the most important, because it will stop people from calling.  Operations thinks that feature Y is the most important, because it will stop servers from crashing.  Developers think that feature Z is most important because it will make writing software much easier for them.  All of these are useful goals, but the team can have only one list of items, and each item must have a priority that is different from all other stories.  The Product Owner will determine which feature gives the best return on investment and the other features will have to wait their turn, which means that someone will not have their top priority feature implemented first. A weak Product Owner will refuse to do prioritization.  I’ve heard from multiple Product Owners the following phrase, “Well, it’s all got to be done, so what does it matter what order we do it in?”  If your product owner is using this phrase, you need a new Product Owner.  Order is VERY important.  In Scrum, every release is potentially shippable.  If the wrong priority items are developed, then the value added in each release isn’t what it should be.  Additionally, the Product Owner with this mindset doesn’t understand Agile.  A product is NEVER finished, until the company has decided that it is no longer a going concern and they are no longer going to sell the product.  Therefore, prioritization isn’t an event, its something that continues every day.  The logical extension of the phrase “It’s all got to be done” is that you will never ship your product, since a product is never “done.”  Once stories have been prioritized, assigning them to the Release Backlog and the Iteration Backlog becomes relatively simple.  The top priority items are copied into the respective backlogs in order and the task is complete.  The team does have the right to shuffle things around a little in the iteration backlog.  For example, they may determine that working on story C with story A is appropriate because they’re related, even though story B is technically a higher priority than story C.  Or they may decide that story B is too big to complete in the time available after Story A has tasks created, so they’ll work on Story C since it’s smaller.  They can’t, however, go deep into the backlog to pick stories to implement.  The team and the Product Owner should work together to determine what’s best for the company. Prioritization is time consuming, but its one of the most important things a Product Owner does. Determines Release Dates and Iteration Dates Product owners are responsible for determining release dates for a product.  A common misconception that Product Owners have is that every “release” needs to correspond with an actual release to customers.  This is not the case.  In general, releases should be no more than 3 months long.  You  may decide to release the product to the customers, and many companies do release the product to customers, but it may also be an internal release. If a release date is too far away, developers will fall into the trap of not feeling a sense of urgency.  The date is far enough away that they don’t need to give the release their full attention.  Additionally, important tasks, such as performance tuning, regression testing, user documentation, and release preparation, will not happen regularly, making them much more difficult and time consuming to do.  The more frequently you do these tasks, the easier they are to accomplish. The Product Owner will be a key participant in determining whether or not a release should be sent out to the customers.  The determination should be made on whether or not the features contained in the release are valuable enough  and complete enough that the customers will see real value in the release.  Often, some features will take more than three months to get them to a state where they qualify for a release or need additional supporting features to be released.  The product owner has the right to make this determination. In addition to release dates, the Product Owner also will help determine iteration dates.  In general, an iteration length should be chosen and the team should follow that iteration length for an extended period of time.  If the iteration length is changed every iteration, you’re not doing Scrum.  Iteration lengths help the team and company get into a rhythm of developing quality software.  Iterations should be somewhere between 2 and 4 weeks in length.  Any shorter, and significant software will likely not be developed.  Any longer, and the team won’t feel urgency and planning will become very difficult. Iterations may not be extended during the iteration.  Companies where Scrum isn’t really followed will often use this as a strategy to complete all stories.  They don’t want to face the harsh reality of what their true performance is, and looking good is more important than seeking visibility and improving the process and team.  Companies like this typically don’t allow failure.  This is unhealthy.  Failure is part of life and unless we learn from it, we can’t improve.  I would much rather see a team push out stories to the next iteration and then have healthy discussions about why they failed rather than extend the iteration and not deal with the core problems. If iteration length varies, retrospectives become more difficult.  For example, evaluating the performance of the team’s estimation efforts becomes much more difficult if the iteration length varies.  Also, the team must have a velocity measurement.  If the iteration length varies, measuring velocity becomes impossible and upper management no longer will have the ability to evaluate the teams performance.  People external to the team will no longer have the ability to determine when key features are likely to be developed.  Variable iterations cause the entire company to fail and likely cause Scrum to fail at an organization. Develops Story Details and Helps the Team Understand Those Details A key concept in Scrum is that the stories are nothing more than a placeholder for a conversation.  Stories should be nothing more than short, one line statements about the functionality.  The team will then converse with the Product Owner about the details about that story.  The product owner needs to have a very good idea about what the details of the story are and needs to be able to help the team understand those details. Too often, we see this requirement as being translated into the need for comprehensive documentation about the story, including old fashioned requirements documentation.  The team should only develop the documentation that is required and should not develop documentation that is only created because their is a process to do so. In general, what we see that works best is the iteration before a team starts development work on a story, the Product Owner, with other appropriate business analysts, will develop the details of that story.  They’ll figure out what business rules are required, potentially make paper prototypes or other light weight mock-ups, and they seek to understand the story and what is implied.  Note that the time allowed for this task is deliberately short.  The Product Owner only has a single iteration to develop all of the stories for the next iteration. If more than one iteration is used, I’ve found that teams will end up with Big Design Up Front and traditional requirements documents.  This is a waste of time, since the team will need to then have discussions with the Product Owner to figure out what the requirements document says.  Instead of this, skip making the pretty pictures and detailing the nuances of the requirements and build only what is minimally needed by the team to do development.  If something comes up during development, you can address it at that time and figure out what you want to do.  The goal is to keep things as light weight as possible so that everyone can move as quickly as possible. Helps QA to Develop Acceptance Tests In Scrum, no story can be counted until it is accepted by QA.  Because of this, acceptance tests are very important to the team.  In general, acceptance tests need to be developed prior to the iteration or at the very beginning of the iteration so that the team can make sure that the tasks that they develop will fulfill the acceptance criteria. The Product Owner will help the team, including QA, understand what will make the story acceptable.  Note that the Product Owner needs to be careful about specifying that the feature will work “Perfectly” at the end of the iteration.  In general, features are developed a little bit at a time, so only the bit that is being developed should be considered as necessary for acceptance. A weak Product Owner will make statements like “Do it right the first time.”  Not only are these statements damaging to the team (like they would try to do it WRONG the first time . . .), they’re also ignoring the iterative nature of Scrum.  Additionally, a weak product owner will seek to add scope in the acceptance testing.  For example, they will refuse to determine acceptance at the beginning of the iteration, and then, after the team has planned and committed to the iteration, they will expand scope by defining acceptance.  This often causes the team to miss the iteration because scope that wasn’t planned on is included.  There are ways that the team can mitigate this problem.  For example, include extra “Product Owner” time to deal with the uncertainty that you know will be introduced by the Product Owner.  This will slow the perceived velocity of the team and is not ideal, since they’ll be doing more work than they get credit for. Interact with the Customer to Make Sure that the Product is Meeting the Customer’s Needs Once development is complete, what the team has worked on should be put in front of real live people to see if it meets the needs of the customer.  One of the great things about Agile is that if something doesn’t work, we can revisit it in a future iteration!  This frees up the team to make the best decision now and know that if that decision proves to be incorrect, the team can revisit it and change that decision. Features are about adding value to the customer, so if the customer doesn’t find them useful, then having the team make tweaks is valuable.  In general, most software will be 80 to 90 percent “right” after the initial round and only minor tweaks are required.  If proper coding standards are followed, these tweaks are usually minor and easy to accomplish.  Product Owners that are doing a good job will encourage real users to see and use the software, since they know that they are trying to add value to the customer. Poor product owners will think that they know the answers already, that their customers are silly and do stupid things and that they don’t need customer input.  If you have a product owner that is afraid to show the team’s work to real customers, you probably need a different product owner. Up Next, “Who Makes a Good Product Owner.” Followed by, “Messing with the Team.” Technorati Tags: Scrum,Product Owner

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  • Stopping by the Store

    - by [email protected]
    Registrants Get Online Savings on Oracle Products Have you heard about the Oracle Store? It's the one-stop online shop for buying Oracle software and support at significant savings. Better yet, when you register for Oracle OpenWorld 2010 by April 30, you can get an additional 10% off your next purchase. The 10% discount applies to a one-time "click and buy" checkout, so load up as many items as you can. To get started, you'll need to visit the Oracle OpenWorld registration page to get more information about the promotion, including the promo code and link. It's another great way to turn your early bird registration into a long-term gain for your organization.

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  • bash command for each file in a folder

    - by Robert
    I have a set of files on which I would like to apply the same command and the output should contain the same name as the processed file but with a different extension. Currently I am doing rename /my/data/Andrew.doc to /my/data/Andrew.txt I would like to do this for all the .doc files from the /my/data/ folder and to preserve the name. I tried several versions but I guess I have something wrong in the syntax as I an new to linux.

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  • Understanding Collabnet&rsquo;s LDAP binding

    - by Robert May
    We want to use both subversion usernames and passwords as well as Active Directory for our authentication on our Collabnet subversion server. This has proven to be more of a challenge than we thought, mostly because Collabnet’s documentation is pretty poor. To supplement that documentation, I add my own. The first thing to understand is that the attribute that you specify in the LDAP Login Attribute ONLY applies to lookups done for the user.  It does NOT apply to the LDAP Bind DN field.  Second, know that the debug logs (error is the one you want) don’t give you debug information for the bind DN, just the login attempts.  Third, by default, Active Directory does not allow anonymous binds, so you MUST put in a user that has the authority to query the Active Directory ldap. Because of these items, the values to set in those fields can be somewhat confusing.  You’ll want to have ADSI Edit handy (I also used ldp, which is installed by default on server 2008), since ADSI Edit can help you find stuff in your active directory.  Be careful, you can also break stuff. Here’s what should go into those fields. LDAP Security Level:  Should be set to None LDAP Server Host:  Should be set to the full name of a domain controller in your domain.  For example, dc.mydomain.com LDAP Server Port:  Should be set to 3268.  The default port of 389 will only query that specific server, not the global catalog.  By setting it to 3268, the global catalog will be queried, which is probably what you want. LDAP Base DN:  Should be set to the location where you want the search for users to begin.  By default, the search scope is set to sub, so all child organizational units below this setting will be searched.  In my case, I had created an OU specifically for users for group policies.  My value ended up being:  OU=MyOu,DC=domain,DC=org.   However, if you’re pointing it to the default Users folder, you may end up with something like CN=Users,DC=domain,DC=org (or com or whatever).  Again, use ADSI edit and use the Distinguished Name that it shows. LDAP Bind DN:  This needs to be the Distinguished Name of the user that you’re going to use for binding (i.e. the user you’ll be impersonating) for doing queries.  In my case, it ended up being CN=svn svn,OU=MyOu,DC=domain,DC=org.  Why the double svn, you might ask?  That’s because the first and last name fields are set to svn and by default, the distinguished name is the first and last name fields!  That’s important.  Its NOT the username or account name!  Again, use ADSI edit, browse to the username you want to use, right click and select properties, and then search the attributes for the Distinguished Name.  Once you’ve found that, select it and click View and you can copy and paste that into this field. LDAP Bind Password:  This is the password for the account in the Bind DN LDAP login Attribute: sAMAccountName.  If you leave this blank, uid is used, which may not even be set.  This tells it to use the Account Name field that’s defined under the account tab for users in Active Directory Users and Computers.  Note that this attribute DOES NOT APPLY to the LDAP Bind DN.  You must use the full distinguished name of the bind DN.  This attribute allows users to type their username and password for authentication, rather than typing their distinguished name, which they probably don’t know. LDAP Search Scope:  Probably should stay at sub, but could be different depending on your situation. LDAP Filter:  I left mine blank, but you could provide one to limit what you want to see.  LDP would be helpful for determining what this is. LDAP Server Certificate Verification:  I left it checked, but didn’t try it without it being checked. Hopefully, this will save some others pain when trying to get Collabnet setup. Technorati Tags: Subversion,collabnet

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  • Searching for the last logon of users in Active Directory

    - by Robert May
    I needed to clean out a bunch of old accounts at Veracity Solutions, and wanted to delete those that hadn’t used their account in more than a year. I found that AD has a property on objects called the lastLogonTimestamp.  However, this value isn’t exposed to you in any useful fashion.  Sure, you can pull up ADSI Edit and and eventually get to it there, but it’s painful. I spent some time searching, and discovered that there’s not much out there to help, so I thought a blog post showing exactly how to get at this information would be in order. Basically, what you end up doing is using System.DirectoryServices to search for accounts and then filtering those for users, doing some conversion and such to make it happen.  Basically, the end result of this is that you get a list of users with their logon information and you can then do with that what you will.  I turned my list into an observable collection and bound it into a XAML form. One important note, you need to add a reference to ActiveDs Type Library in the COM section of the world in references to get to LargeInteger. Here’s the class: namespace Veracity.Utilities { using System; using System.Collections.Generic; using System.DirectoryServices; using ActiveDs; using log4net; /// <summary> /// Finds users inside of the active directory system. /// </summary> public class UserFinder { /// <summary> /// Creates the default logger /// </summary> private static readonly ILog log = LogManager.GetLogger(typeof(UserFinder)); /// <summary> /// Finds last logon information /// </summary> /// <param name="domain">The domain to search.</param> /// <param name="userName">The username for the query.</param> /// <param name="password">The password for the query.</param> /// <returns>A list of users with their last logon information.</returns> public IList<UserLoginInformation> GetLastLogonInformation(string domain, string userName, string password) { IList<UserLoginInformation> result = new List<UserLoginInformation>(); DirectoryEntry entry = new DirectoryEntry(domain, userName, password, AuthenticationTypes.Secure); DirectorySearcher directorySearcher = new DirectorySearcher(entry); directorySearcher.PropertyNamesOnly = true; directorySearcher.PropertiesToLoad.Add("name"); directorySearcher.PropertiesToLoad.Add("lastLogonTimeStamp"); SearchResultCollection searchResults; try { searchResults = directorySearcher.FindAll(); } catch (System.Exception ex) { log.Error("Failed to do a find all.", ex); throw; } try { foreach (SearchResult searchResult in searchResults) { DirectoryEntry resultEntry = searchResult.GetDirectoryEntry(); if (resultEntry.SchemaClassName == "user") { UserLoginInformation logon = new UserLoginInformation(); logon.Name = resultEntry.Name; PropertyValueCollection timeStampObject = resultEntry.Properties["lastLogonTimeStamp"]; if (timeStampObject.Count > 0) { IADsLargeInteger logonTimeStamp = (IADsLargeInteger)timeStampObject[0]; long lastLogon = (long)((uint)logonTimeStamp.LowPart + (((long)logonTimeStamp.HighPart) << 32)); logon.LastLogonTime = DateTime.FromFileTime(lastLogon); } result.Add(logon); } } } catch (System.Exception ex) { log.Error("Failed to iterate search results.", ex); throw; } return result; } } } Some important things to note: Username and Password can be set to null and if your computer us part of the domain, this may still work. Domain should be set to something like LDAP://servername/CN=Users,CN=Domain,CN=com You’re actually getting a com object back, so that’s why the LongInteger conversions are happening.  The class for UserLoginInformation looks like this:   namespace Veracity.Utilities { using System; /// <summary> /// Represents user login information. /// </summary> public class UserLoginInformation { /// <summary> /// Gets or sets Name /// </summary> public string Name { get; set; } /// <summary> /// Gets or sets LastLogonTime /// </summary> public DateTime LastLogonTime { get; set; } /// <summary> /// Gets the age of the account. /// </summary> public TimeSpan AccountAge { get { TimeSpan result = TimeSpan.Zero; if (this.LastLogonTime != DateTime.MinValue) { result = DateTime.Now.Subtract(this.LastLogonTime); } return result; } } } } I hope this is useful and instructive. Technorati Tags: Active Directory

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  • My History with Agile

    - by Robert May
    I’m going to write my history with Agile here.  That way, in future posts, I can refer back to it, instead of typing it out in the post that contains information you may actually want to read.  Note that I’m actually a pretty senior developer, and do lots of technical interviews.  I’m an Agile fan because of the difference it makes in peoples lives and the improvement in quality it brings, and I’ll sacrifice my technological advance to help teams. Management History I started management pretty early in my career, starting with the first job that I ever had.  I actually do NOT have a CS or similar degree.  I have a Bachelor’s of Business Administration with an emphasis in Computer Information Systems. My first management gigs were around call center work and were very schedule oriented.  I didn’t understand the true value of teams, and I’m ashamed to admit, I actually installed a fingerprint scanner as a time clock in this job.  I shudder to think of the impact that I had on the team spirit.  I didn’t even trust them enough to fill out their time cards correctly.  How sad. I was managing nearly 100 people in this position, with the help of a great set of subordinates. I did try to come up with reward programs for the team, but again, didn’t understand the concept of team, so instead of letting the team determine how the rewards should work, I mandated from on high, which isn’t a good thing. I was told that I wasn’t the type that would be a good manager by people whom I respected a lot.  They said it because I was a computer geek, since they don’t understand good management either, but in retrospect, they were right about me then.  I was too green. After my first job, I went on to other jobs and with the exception of one job, I’ve managed people at them all.  The rest of the management story is important for understanding agile, so I’ll save it for my next post. Technical History I’ve been in software development for many, many years.  I technically started programming on a commodore 64 in basic.  I didn’t know that I was programming, but I was sure having fun.  That was followed by batch files, Gorilla hacking (I always had to win), WordPerfect Macro programming and other things that taught me the basics. My first “real” job was with a telephone company, and that’s where I made my first database application in DataEase, wrote my first VBA app and started using real programming tools, like turbo pascal, vb3-vb5, and semi-real tools like RPG and VisualRPG.  I wrote my first web page in 1994, and built my first data driven web page in 1995 using perlDB.  You really can do anything with Perl.  At this time, I also started a Linux based internet service provider that is still in operation today.  One of the people I worked with is now a Microsoft employee building and designing frameworks you probably know well.  Smart guy.  I also built my first ASP applications connecting to Sql Server 6.5, setup Exchange 5.5 for the company, and many other system administration stuff.  I’m a programmer by choice, mostly because I don’t really like PC support. From there, I went on to a large state agency.  I got to see and maintain true waterfall projects.  5 years of maintaining the 200 VB COM+ (MTS, actually) dlls that were used to calculate a single number is a long time.  That was all Microsoft DNS technologies.  SQL Server and VB6 were the tools of choice, although .net started to be a factor near the end of employment.  I did some heavy XML work at this job and even wrote an XSD parser and validator in VB6 that was a shim until MSXML 3.0 came out.  Prior to 3.0, XSD’s weren’t supported, and I didn’t want to write DTDs. Ironically, jobs after this were more generic.  I pretty much settled in on the .net framework and revisions of it.  Lots of WPF, some silverlight, lots of ASP.NET, some SQL Azure, lots of SQL Server, some Oracle, but I don’t think that I was as passionate about development and technologies.  I was more into the management of development.  I like people. Technorati Tags: Agile,history

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  • Silent Partner

    - by [email protected]
    The Team Behind the Man Behind the Mask As a continuing sponsor of the blockbuster Iron Man franchise, Oracle has been quietly preparing for the explosive sequel blasting its way into theaters this May. Through a series of advertising campaigns, immersive online experiences, and contests, Oracle plans to highlight its backstage efforts to help Marvel Entertainment hone its newfound superpowers. By driving the performance of critical systems, Oracle technologies are helping Marvel transform itself from mild-mannered comic book publisher to film industry power broker. You can learn more about this dynamic duo, and get free movie memorabilia, by visiting our Iron Man 2 showcase site.

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  • mp3 player a8706 not detected as usb device

    - by Robert Buckmaster
    I've got a a8706 mp3 player. When I plug it in, it charges but doesn't mount. In XP mounting works perfectly fine. I'm using 11.10. What should I do? Thanks lsusb: Bus 001 Device 001: ID 1d6b:0002 Linux Foundation 2.0 root hub Bus 002 Device 001: ID 1d6b:0002 Linux Foundation 2.0 root hub Bus 003 Device 001: ID 1d6b:0001 Linux Foundation 1.1 root hub Bus 004 Device 001: ID 1d6b:0001 Linux Foundation 1.1 root hub Bus 005 Device 001: ID 1d6b:0001 Linux Foundation 1.1 root hub Bus 006 Device 001: ID 1d6b:0001 Linux Foundation 1.1 root hub Bus 007 Device 001: ID 1d6b:0001 Linux Foundation 1.1 root hub Bus 007 Device 002: ID 0b97:7761 O2 Micro, Inc. Oz776 1.1 Hub Bus 007 Device 003: ID 0b97:7772 O2 Micro, Inc. OZ776 CCID Smartcard Reader Bus 002 Device 000: ID 1e74:4641 Coby Electronics Corporation

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  • E-Business Tax Release 12 Setup - US Location Based Taxes Part 2, Rules, Types, Profiles

    - by Robert Story
    Upcoming WebcastTitle: E-Business Tax Release 12 Setup - US Location Based Taxes Part 2, Rules, Types, ProfilesDate: May 6, 2010 Time: 12:00 pm EDT Product Family: Receivables Community Summary This one-hour session is par two of two on setting up a fresh implementation of US Location Based Taxes in Oracle E-Business Tax.  It is recommended for functional users who wish to understand the steps involved in setting up E-Business Tax in Release 12. Topics will include: Tax RulesProduct Fiscal Classification TypesParty Tax ProfilesTransaction Business Category CodesDefaults and Controls Troubleshooting Tips A short, live demonstration (only if applicable) and question and answer period will be included. Click here to register for this session....... ....... ....... ....... ....... ....... .......The above webcast is a service of the E-Business Suite Communities in My Oracle Support.For more information on other webcasts, please reference the Oracle Advisor Webcast Schedule.Click here to visit the E-Business Communities in My Oracle Support Note that all links require access to My Oracle Support.

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  • Exadata support for ACFS (and thus, 10gR2) now available!

    - by Robert Freeman
    Really? Exadata, ACFS and 10gR2? If you work with Exadata you are probably aware that ACFS has not been supported - until now! ACFS is now supported on Exadata if you are running Grid Infrastructure version 12.1.0.2 or later. This new support is described in MOS note 1326938.1. Also Exadata support for ACFS is mentioned in MOS note 888828.1, which is the king of all Exadata notes on MOS. The upshot is that you can now run Oracle Database 10gR2 on Exadata using ACFS as the storage for the Oracle Database. Don’t Over React and just Throw Everything on ACFS!First, let’s be clear that ACFS is not an alternative for running your Exadata databases on ASM. If you are running any production or non-production performance sensitive Oracle databases on 11.2 or 12.1, then you should be running them on ASM disks that are associated with the storage cells. The use case for ACFS is generally limited to the following: Running any Oracle 10gR2 databases on Exadata. Running Oracle 11gR2 development or test databases that require rapid cloning, and that do not require the performance benefits of the Exadata storage cells. If you are running Oracle Database 12c and you need snapshot/clone kinds of capabilities, then you should be using Oracle MultiTennant and the features present in that option (remember though that MultiTennant is a licensed option). The Fine PrintThere are some requirements that you will need to meet If you are going to run ACFS on Exadata. These are: You have to use Oracle Linux You must use GI 12.1.0.2 or later If you wish to use HCC then you must apply the fix for bug 19136936 to your system. This bug, and it’s associated patch do not appear on MOS (as of the time that I wrote this) so you will need to open an SR and get support to provide the patch for you. The Best Use Case for ACFSEven though Oracle Database 10gR2 is at end of life, it remains in use in a large number of places. This has caused problems when choosing to implement Exadata as a consolidation platform, or when choosing it during a hardware refresh process. Now that ACFS is supported, Exadata has become even more flexible and affords customers greater flexibility when migrating to Exadata and Engineered Systems. While all of the features of Exadata might not be available to a 10.2.0.4 database, certainly just the improved processing capabilities of Exadata with its fast as heck infiniband network fabric, additional memory, reduced power requirements and a whole host of other features, justifies moving these databases to Exadata now. This will also make it easier to upgrade these databases when the time comes!

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  • Exclusive Expert and Peer-Led Sessions—Only at Oracle OpenWorld

    - by Robert Schweighardt
    With more than 2,500 sessions, dozens of hands-on labs, hundreds of demos, four Exhibition Halls, and countless meet-ups, Oracle OpenWorld is the place to learn, share, and network. Planning ahead is always a smart move and here are some links to help you plan your Oracle OpenWorld schedule. You will hear directly from Oracle Thought leaders, Oracle Support experts and their peers about how to succeed across the Oracle stack—from Oracle Consulting Thought Leader sessions dedicated to the cloud to hands on demos showing the value of My Oracle Support—Oracle Open World is your one stop shop for everything Oracle. Featured sessions include: Is Your Organization Trying to Focus on an ERP Cloud Strategy? Modernize Your Analytics Solutions Is Your Organization Trying to Focus on a CX Cloud Strategy? Best Practices for Deploying a DBaaS in a Private Cloud Model Visit the Support & Services Oracle OpenWorld website to discover how you can take advantage of all Oracle OpenWorld has to offer. With 500 Services experts, 50+ sessions, networking events and demos of powerful new support tools, customers will find relevant, useful information about how Oracle Services enables the success of their Oracle hardware and software investments.

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  • Prioritizing Product Features

    - by Robert May
    A very common task in Agile Environments is prioritization.  Teams that are functioning well will prioritize new features, old features, the backlog, and any other source of stories for the team, and they’ll do it regularly. Not all teams are good at prioritizing according to the real return on investment that building stories will yield to the company.  This is unfortunate.  Too often, teams end up building features that are less valuable, and everyone seems to know it except perhaps the product owner!  Most features built into software are never even used.  Clearly, not much return for features that go unused. So how does a company avoid building features that add little value to the company?  This is a tough question to answer, but usually, this prioritization starts at the top with the executives of the company.  After all, they’re responsible for the overall vision of the company. Here’s what I recommend: Know your market. Know your customers and users. Know where you’re going and what you want to achieve. Implement the Vision Know Your Market We often see companies that don’t know their market.  Personally, I’m surprised by this.  These companies don’t know who their competitors are, don’t know what features make their product desirable in the market, and in many cases, get by with saying, “I’ve been doing this for XX years.  I know what the market wants!”  In many cases, they equate “marketing” with “advertising” and don’t understand the difference. This is almost never true.  Good companies will spend significant amounts of time and money finding out who they’re competing against and what makes their competitors successful in the marketplace.  Good companies understand that marketing involves more than just advertising.  Often, marketing is mostly research and analysis, not sales.  Until you understand your market, you cannot know what features will give you the best return on your investment dollar. Good companies have a marketing department and can answer the next important step which is to know your customers and your users. Know your Customers and Users First, note that I included both customers and users.  They’re often not the same thing.  Users use the product that you build.  Customers buy the product that you build.  It’s a subtle difference, but too often, I’ve seen companies that focus exclusively on one or the other and are not successful simply because they ignore an important part of the group. If your company is doing appropriate marketing, you know that these are two different aspects of your product and that both deserve attention to have a product that is successful in your target market.  Your marketing department should be spending a lot of time understanding these personas and then conveying that information to the company. I’m always surprised when development teams think that they can build a product that people want to use without understanding the users of that product.  Developers think differently than most people in the world.  They know what the computer is doing.  The computer isn’t magic to them.  So when they assume that they know how to build something, they bring with them quite a bit of baggage.  Never assume that you know your customer unless you’re regularly having interaction with them.  Also, don’t just leave this to Marketing or Product Management.  Take them time to get your developers out with the customers as well.  Developers are very smart people, and often, seeing how someone uses their software inspires them to make a much better product. Very often, because the users and customers aren’t know, teams will spend a significant amount of time building apps that are super flexible and configurable so that any possible combination of feature can be used.  This demonstrates a clear lack of understanding of the customer.  Most configuration questions can quickly be answered by talking to the customer.  In most cases, if your software requires significant setup and configuration before its usable, you probably don’t know your customers and users very well. Until you know your customers, you cannot know what features will be most valuable to your customers and you cannot build those features in a way that your customers can use. Know Where You’re Going and What You Want to Achieve Many companies suffer from not having a plan.  Executives will tell the team to make them a plan.  The team, not knowing their market and customers and users, will come up with a plan that doesn’t reflect reality and doesn’t consider ROI.  Management then wonders why the product is doing poorly in the market place. Instead of leaving this up to the teams, as executives, work with Marketing to understand what broad categories of features will sell the most product in the marketplace.  Then, once you’ve determined that, give this vision to the team and let them run with it.  Revise the vision as needed, but avoid changing streams frequently.  Sure, sometimes you need to, but often, executives will change priorities many times a month, leading to nothing more than confusion.  If the team has a vision, they’ll be able to execute that vision far better than they could otherwise. By knowing what products are most important, you can set budgetary goals and guidelines that will help you achieve the vision that was created. Implement the Vision Creating the vision is often where the general executives stop participating in the plan.  The team is responsible for implementing that vision.  Executives should attend showcases and and should remain aware of the progress that the team is making towards meeting the vision, however. Once a broad vision has been created, the team should break that vision down into minimal market features (MMF).  These MMFs should be sized using story points so that, using the team’s velocity, an estimated cost can be determined for each feature.  The product management team should then try to quantify the relative value of the MMFs based on customer feedback and interviews.  Once the value and cost of creating the feature is understood, a return on investment can be calculated.  The features should then be prioritized with the MMF’s that have the highest value and lowest cost rising to the top of features to implement.  Don’t let politics get in the way! Once the MMF’s have been prioritized, they should go through release planning to schedule them for implementation. Conclusion By having a good grasp on the strategy of the company, your Agile teams can be much more effective.  Each and every story the team is implementing will roll up into features that matter to the company and provide ROI to them.  The steps outlined in this post should be repeated on a regular basis.  I recommend reviewing them at least once per quarter to make sure that the vision hasn’t shifted and that the teams are still working on what matters most to the company. Technorati Tags: Agile,Product Owner,ROI

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  • Cash Application Work Queue in Oracle Receivables Release 12.1.1

    - by Robert Story
    Upcoming WebcastTitle: Cash Application Work Queue in Oracle Receivables Release 12.1.1Date: March 24, 2010Time: 10:00 am EDT, 7:00 am PDT, 14:00 GMT Product Family: E-Business Suite Receivables 12.1.1 Receipts Summary Understand the setups and processes for the Cash Application Work Queue in Release 12.1.1 and learn how to diagnose basic functional issues. This one-hour session is recommended for technical and functional users. We will be covering topics related to processing receipts efficiently, managing the work load of cash application owners and diagnosing issues. Topics will include: Description of Cash Application Work Queue Setup and Work Queue Process Dependencies and Interactions Basic Troubleshooting Steps A short, live demonstration (only if applicable) and question and answer period will be included. Click here to register for this session....... ....... ....... ....... ....... ....... .......The above webcast is a service of the E-Business Suite Communities in My Oracle Support.For more information on other webcasts, please reference the Oracle Advisor Webcast Schedule.Click here to visit the E-Business Communities in My Oracle Support Note that all links require access to My Oracle Support.

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  • WEB203 &ndash; Jump into Silverlight!&hellip; and Become Effective Immediately with Tim Huckaby, Fou

    - by Robert Burger
    Getting ready for the good stuff. Definitely wish there were more Silverlight and WCF RIA sessions, but this is a start.  Was lucky to get a coveted power-enabled seat.  Luckily, due to my trustily slow Verizon data card, I can get these notes out amidst a total Internet outage here.  This is the second breakout session of the day, and is by far standing-room only.  I stepped out before the session started to get a cool Diet COKE and wouldn’t have gotten back in if I didn’t already have a seat. Tim says this is an intro session and that he’s been begging for intro sessions at TechEd for years and that by looking at this audience, he thinks the demand is there.  Admittedly, I didn’t know this was an intro session, or I might have gone elsewhere.  But, it was the very first Silverlight session, so I had to be here. Tim says he will be providing a very good comprehensive reference application at the end of the presentation.  He has just demoed it, and it is a full CRUD-based Sales Manager application based on…  AdventureWorks! Session Agenda What it is / How to get started Declarative Programming Layout and Controls, Events and Commands Working with Data Adding Style to Your Application   Silverlight…  “WPF Light” Why is the download 4.2MB?  Because the direct competitor is a 4.2MB download.  There is no technical reason it is not the entire framework.  It is purely to “be competitive”.   Getting Started Get all of the following downloads from www.silverlight.net/getstarted Install VS2010 or Visual Web Developer Express 2010 Install Silverlight 4 Tools for VS2010 Install Expression Blend 4 Install the Silverlight 4 Toolkit   Reference Application Features Uses MVVM pattern – a way to move data access code that would normally be inline within the UI and placing it in nice data access libraries Images loaded dynamically from the database, converting GIF to PNG because Silverlight does not support GIF. LINQ to SQL is the data access model WCF is the data provider and is using binary message encoding   Declarative Programming XAML replaces code for UI representation Attributes control Layout and Style Event handlers wired-up in XAML Declarative Data Binding   Layout Overview Content rendering flows inside of parent Fixed positioning (Canvas) is seldom used Panels are used to house content Margins and Padding over fixed size   Panels StackPanel – Arranges child elements into a single line oriented horizontally or vertically Grid – A flexible grid are that consists of rows and columns Canvas – An are where positions are specifically fixed WrapPanel (in Toolkit) – Positions child elements in sequential position left to right and top to bottom. DockPanel (in Toolkit) – Positions child controls within a dockable area   Positioning Horizontal and Vertical Alignment Margin – Separates an element from neighboring elements Padding – Enlarges the effective size of an element by a thickness   Controls Overview Not all controls created equal Silverlight, as a subset of WPF, so many WPF controls do not exist in the core Siverlight release Silverlight Toolkit continues to add controls, but are released in different quality bands Plenty of good 3rd party controls to fill the gaps Windows Phone 7 is to have 95% of controls available in Silverlight Core and Toolkit.   Events and Commands Standard .NET Events Routed Events Commands – based on the ICommand interface – logical action that can be invoked in several ways   Adding Style to Your Application Resource Dictionaries – Contains a hash table of key/value pairs.  Silverlight can only use Static Resources whereas WPF can also use Dynamic Resources Visual State Manager Silverlight 4 supports Implicit styles ResourceDictionary.MergedDictionaries combines many different file-based resources   Downloads

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