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• Confused about modifying the sprint backlog during a sprint

  - by Maltiriel

  I've been reading a lot about scrum lately, and I've found what seem to me to be conflicting information about whether or not it's ok to change the sprint backlog during a sprint. The Wikipedia article on scrum says it's not ok, and various other articles say this as well. Also my Software Development professor taught the same thing during an overview of scrum. However, I read Scrum and XP from the Trenches and that describes a section for unplanned items on the taskboard. So then I looked up the Scrum Guide and it says that during the sprint "No changes are made that would affect the Sprint Goal" and in the discussion of the Sprint Goal "If the work turns out to be different than the Development Team expected, then they collaborate with the Product Owner to negotiate the scope of Sprint Backlog within the Sprint." It goes on to say in the discussion of the Sprint Backlog: The Sprint Backlog is a plan with enough detail that changes in progress can be understood in the Daily Scrum. The Development Team modifies Sprint Backlog throughout the Sprint, and the Sprint Backlog emerges during the Sprint. This emergence occurs as the Development Team works through the plan and learns more about the work needed to achieve the Sprint Goal. As new work is required, the Development Team adds it to the Sprint Backlog. As work is performed or completed, the estimated remaining work is updated. When elements of the plan are deemed unnecessary, they are removed. Only the Development Team can change its Sprint Backlog during a Sprint. The Sprint Backlog is a highly visible, real-time picture of the work that the Development Team plans to accomplish during the Sprint, and it belongs solely to the Development Team. So at this point I'm altogether confused. Thinking about it, it makes more sense to me to take the second approach. The individual, specific items in the backlog don't seem to me to be the most important thing, but rather the sprint goal, so not changing the sprint goal but being able to change the backlog makes sense. For instance if both the product owner and the team thought they were on the same page about a story, but as the sprint progressed they figured out there was a misunderstanding, it seems like it makes sense to change the tasks that make up that story accordingly. Or if there was some story or task that was forgotten about, but is required to reach the sprint goal, I would think it would be best to add the story or task to the backlog during the sprint. However, there are a lot of people who seem quite adamant that any change to the sprint backlog is not ok. Am I misunderstanding that position somehow? Are those folks defining the sprint backlog differently somehow? My understanding of the sprint backlog is that it consists of both the stories and the tasks they're broken down into. Anyway I would really appreciate input on this issue. I'm trying to figure out both what the idealistic scrum approach is to changing the sprint backlog during a sprint, and whether people who use scrum successfully for development allow changing the sprint backlog during a sprint.

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• Guidance: A Branching strategy for Scrum Teams

  - by Martin Hinshelwood

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

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• ARM TechCon 2013: Oracle, ARM expand collaboration on servers, Internet of Things

  - by Henrik Stahl

  If you have been following Java news, you are already aware of the fact that there has been a lot of investment in Java for ARM-based devices and servers over the last couple of years (news, more news, even more, and lots more). We have released Java ME Embedded binaries for ARM Cortex-M micro controllers, Java SE Embedded for ARM application processors, and a port of the Oracle JDK for ARM-based servers. We have been making Java available to the Beagleboard, Raspberry Pi and Lego Mindstorms/LeJOS communities and worked with them and the Java User Groups to evangelize Java as a great development environment for IoT devices. We have announced commercial relationships with Freescale, Qualcomm, Gemalto M2M, SIMCom to name a few. ARM and Freescale on their side have joined the JCP, recently been voted in as members of the Executive Committee, and have worked with Oracle to evangelize Java in their ecosystem. It is with this background, Nandini Ramani, Vice President, Java Platform at Oracle, announced a expanded collaboration with ARM in a TechCon 2013 keynote titled "Enabling Compelling Services for IoT". To summarize the announcement: ARM and Oracle will work together on interoperability between the ARM Sensinode communications stack (based on CoAP, DTLS and 6LoWPAN) and Oracle's Java ME, Java SE and middleware products. ARM will donate the Sensinode CoAP protocol engine to OpenJDK to stimulate broad adoption of the CoAP protocol, and work with Oracle to extend the relevant Java specifications with CoAP support. CoAP (Constrained Application Protocol) is an IETF specification that provides a low-bandwidth request/response protocol suitable for IoT applications. ARM will work with Oracle and Freescale to enable the mbed Hardware Abstraction Layer (HAL) to act as a portability layer for Java ME Embedded. Oracle will enable mbed as a tier one platform for Java ME Embedded. Over time, this effort will allow any mbed-enabled platforms (mostly based on Cortex-M microcontrollers) to work with off the shelf Java ME Embedded binaries, extending the reach of Java ME into IoT edge nodes. In Nandini's keynote, Oracle showed a roadmap to port the Oracle JDK for Linux on 64-bit ARMv8 servers in the 2015 time frame, preceded by an extended early access program. We expect this binary to have full feature parity with Oracle JDK on other platforms, and be available under the same royalty-free license. This effort has been going on for some time, but is now accelerated due to availability of hardware from Applied Micro. Oracle will be working with Applied Micro on the ARMv8 port, and on optimizing Java for their X-Gene products. Oracle and ARM will work closely on IoT architecture, and on evangelizing Java on ARM for both servers and IoT devices. These announcements reinforce Java's position as a first-class citizen in the ARM ecosystem, and signal a commitment from us to collaborate on driving standards and open ecosystem for the Internet of Things. If you are active in this area and not already in touch with us, or interested in learning more - please reach out to us!

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• Quick guide to Oracle IRM 11g: Classification design

  - by Simon Thorpe

  Quick guide to Oracle IRM 11g indexThis is the final article in the quick guide to Oracle IRM. If you've followed everything prior you will now have a fully functional and tested Information Rights Management service. It doesn't matter if you've been following the 10g or 11g guide as this next article is common to both. ContentsWhy this is the most important part... Understanding the classification and standard rights model Identifying business use cases Creating an effective IRM classification modelOne single classification across the entire businessA context for each and every possible granular use caseWhat makes a good context? Deciding on the use of roles in the context Reviewing the features and security for context roles Summary Why this is the most important part...Now the real work begins, installing and getting an IRM system running is as simple as following instructions. However to actually have an IRM technology easily protecting your most sensitive information without interfering with your users existing daily work flows and be able to scale IRM across the entire business, requires thought into how confidential documents are created, used and distributed. This article is going to give you the information you need to ask the business the right questions so that you can deploy your IRM service successfully. The IRM team here at Oracle have over 10 years of experience in helping customers and it is important you understand the following to be successful in securing access to your most confidential information. Whatever you are trying to secure, be it mergers and acquisitions information, engineering intellectual property, health care documentation or financial reports. No matter what type of user is going to access the information, be they employees, contractors or customers, there are common goals you are always trying to achieve.Securing the content at the earliest point possible and do it automatically. Removing the dependency on the user to decide to secure the content reduces the risk of mistakes significantly and therefore results a more secure deployment. K.I.S.S. (Keep It Simple Stupid) Reduce complexity in the rights/classification model. Oracle IRM lets you make changes to access to documents even after they are secured which allows you to start with a simple model and then introduce complexity once you've understood how the technology is going to be used in the business. After an initial learning period you can review your implementation and start to make informed decisions based on user feedback and administration experience. Clearly communicate to the user, when appropriate, any changes to their existing work practice. You must make every effort to make the transition to sealed content as simple as possible. For external users you must help them understand why you are securing the documents and inform them the value of the technology to both your business and them. Before getting into the detail, I must pay homage to Martin White, Vice President of client services in SealedMedia, the company Oracle acquired and who created Oracle IRM. In the SealedMedia years Martin was involved with every single customer and was key to the design of certain aspects of the IRM technology, specifically the context model we will be discussing here. Listening carefully to customers and understanding the flexibility of the IRM technology, Martin taught me all the skills of helping customers build scalable, effective and simple to use IRM deployments. No matter how well the engineering department designed the software, badly designed and poorly executed projects can result in difficult to use and manage, and ultimately insecure solutions. The advice and information that follows was born with Martin and he's still delivering IRM consulting with customers and can be found at www.thinkers.co.uk. It is from Martin and others that Oracle not only has the most advanced, scalable and usable document security solution on the market, but Oracle and their partners have the most experience in delivering successful document security solutions. Understanding the classification and standard rights model The goal of any successful IRM deployment is to balance the increase in security the technology brings without over complicating the way people use secured content and avoid a significant increase in administration and maintenance. With Oracle it is possible to automate the protection of content, deploy the desktop software transparently and use authentication methods such that users can open newly secured content initially unaware the document is any different to an insecure one. That is until of course they attempt to do something for which they don't have any rights, such as copy and paste to an insecure application or try and print. Central to achieving this objective is creating a classification model that is simple to understand and use but also provides the right level of complexity to meet the business needs. In Oracle IRM the term used for each classification is a "context". A context defines the relationship between.A group of related documents The people that use the documents The roles that these people perform The rights that these people need to perform their role The context is the key to the success of Oracle IRM. It provides the separation of the role and rights of a user from the content itself. Documents are sealed to contexts but none of the rights, user or group information is stored within the content itself. Sealing only places information about the location of the IRM server that sealed it, the context applied to the document and a few other pieces of metadata that pertain only to the document. This important separation of rights from content means that millions of documents can be secured against a single classification and a user needs only one right assigned to be able to access all documents. If you have followed all the previous articles in this guide, you will be ready to start defining contexts to which your sensitive information will be protected. But before you even start with IRM, you need to understand how your own business uses and creates sensitive documents and emails. Identifying business use cases Oracle is able to support multiple classification systems, but usually there is one single initial need for the technology which drives a deployment. This need might be to protect sensitive mergers and acquisitions information, engineering intellectual property, financial documents. For this and every subsequent use case you must understand how users create and work with documents, to who they are distributed and how the recipients should interact with them. A successful IRM deployment should start with one well identified use case (we go through some examples towards the end of this article) and then after letting this use case play out in the business, you learn how your users work with content, how well your communication to the business worked and if the classification system you deployed delivered the right balance. It is at this point you can start rolling the technology out further. Creating an effective IRM classification model Once you have selected the initial use case you will address with IRM, you need to design a classification model that defines the access to secured documents within the use case. In Oracle IRM there is an inbuilt classification system called the "context" model. In Oracle IRM 11g it is possible to extend the server to support any rights classification model, but the majority of users who are not using an application integration (such as Oracle IRM within Oracle Beehive) are likely to be starting out with the built in context model. Before looking at creating a classification system with IRM, it is worth reviewing some recognized standards and methods for creating and implementing security policy. A very useful set of documents are the ISO 17799 guidelines and the SANS security policy templates. First task is to create a context against which documents are to be secured. A context consists of a group of related documents (all top secret engineering research), a list of roles (contributors and readers) which define how users can access documents and a list of users (research engineers) who have been given a role allowing them to interact with sealed content. Before even creating the first context it is wise to decide on a philosophy which will dictate the level of granularity, the question is, where do you start? At a department level? By project? By technology? First consider the two ends of the spectrum... One single classification across the entire business Imagine that instead of having separate contexts, one for engineering intellectual property, one for your financial data, one for human resources personally identifiable information, you create one context for all documents across the entire business. Whilst you may have immediate objections, there are some significant benefits in thinking about considering this. Document security classification decisions are simple. You only have one context to chose from! User provisioning is simple, just make sure everyone has a role in the only context in the business. Administration is very low, if you assign rights to groups from the business user repository you probably never have to touch IRM administration again. There are however some obvious downsides to this model.All users in have access to all IRM secured content. So potentially a sales person could access sensitive mergers and acquisition documents, if they can get their hands on a copy that is. You cannot delegate control of different documents to different parts of the business, this may not satisfy your regulatory requirements for the separation and delegation of duties. Changing a users role affects every single document ever secured. Even though it is very unlikely a business would ever use one single context to secure all their sensitive information, thinking about this scenario raises one very important point. Just having one single context and securing all confidential documents to it, whilst incurring some of the problems detailed above, has one huge value. Once secured, IRM protected content can ONLY be accessed by authorized users. Just think of all the sensitive documents in your business today, imagine if you could ensure that only everyone you trust could open them. Even if an employee lost a laptop or someone accidentally sent an email to the wrong recipient, only the right people could open that file. A context for each and every possible granular use case Now let's think about the total opposite of a single context design. What if you created a context for each and every single defined business need and created multiple contexts within this for each level of granularity? Let's take a use case where we need to protect engineering intellectual property. Imagine we have 6 different engineering groups, and in each we have a research department, a design department and manufacturing. The company information security policy defines 3 levels of information sensitivity... restricted, confidential and top secret. Then let's say that each group and department needs to define access to information from both internal and external users. Finally add into the mix that they want to review the rights model for each context every financial quarter. This would result in a huge amount of contexts. For example, lets just look at the resulting contexts for one engineering group. Q1FY2010 Restricted Internal - Engineering Group 1 - Research Q1FY2010 Restricted Internal - Engineering Group 1 - Design Q1FY2010 Restricted Internal - Engineering Group 1 - Manufacturing Q1FY2010 Restricted External- Engineering Group 1 - Research Q1FY2010 Restricted External - Engineering Group 1 - Design Q1FY2010 Restricted External - Engineering Group 1 - Manufacturing Q1FY2010 Confidential Internal - Engineering Group 1 - Research Q1FY2010 Confidential Internal - Engineering Group 1 - Design Q1FY2010 Confidential Internal - Engineering Group 1 - Manufacturing Q1FY2010 Confidential External - Engineering Group 1 - Research Q1FY2010 Confidential External - Engineering Group 1 - Design Q1FY2010 Confidential External - Engineering Group 1 - Manufacturing Q1FY2010 Top Secret Internal - Engineering Group 1 - Research Q1FY2010 Top Secret Internal - Engineering Group 1 - Design Q1FY2010 Top Secret Internal - Engineering Group 1 - Manufacturing Q1FY2010 Top Secret External - Engineering Group 1 - Research Q1FY2010 Top Secret External - Engineering Group 1 - Design Q1FY2010 Top Secret External - Engineering Group 1 - Manufacturing Now multiply the above by 6 for each engineering group, 18 contexts. You are then creating/reviewing another 18 every 3 months. After a year you've got 72 contexts. What would be the advantages of such a complex classification model? You can satisfy very granular rights requirements, for example only an authorized engineering group 1 researcher can create a top secret report for access internally, and his role will be reviewed on a very frequent basis. Your business may have very complex rights requirements and mapping this directly to IRM may be an obvious exercise. The disadvantages of such a classification model are significant...Huge administrative overhead. Someone in the business must manage, review and administrate each of these contexts. If the engineering group had a single administrator, they would have 72 classifications to reside over each year. From an end users perspective life will be very confusing. Imagine if a user has rights in just 6 of these contexts. They may be able to print content from one but not another, be able to edit content in 2 contexts but not the other 4. Such confusion at the end user level causes frustration and resistance to the use of the technology. Increased synchronization complexity. Imagine a user who after 3 years in the company ends up with over 300 rights in many different contexts across the business. This would result in long synchronization times as the client software updates all your offline rights. Hard to understand who can do what with what. Imagine being the VP of engineering and as part of an internal security audit you are asked the question, "What rights to researchers have to our top secret information?". In this complex model the answer is not simple, it would depend on many roles in many contexts. Of course this example is extreme, but it highlights that trying to build many barriers in your business can result in a nightmare of administration and confusion amongst users. In the real world what we need is a balance of the two. We need to seek an optimum number of contexts. Too many contexts are unmanageable and too few contexts does not give fine enough granularity. What makes a good context? Good context design derives mainly from how well you understand your business requirements to secure access to confidential information. Some customers I have worked with can tell me exactly the documents they wish to secure and know exactly who should be opening them. However there are some customers who know only of the government regulation that requires them to control access to certain types of information, they don't actually know where the documents are, how they are created or understand exactly who should have access. Therefore you need to know how to ask the business the right questions that lead to information which help you define a context. First ask these questions about a set of documentsWhat is the topic? Who are legitimate contributors on this topic? Who are the authorized readership? If the answer to any one of these is significantly different, then it probably merits a separate context. Remember that sealed documents are inherently secure and as such they cannot leak to your competitors, therefore it is better sealed to a broad context than not sealed at all. Simplicity is key here. Always revert to the first extreme example of a single classification, then work towards essential complexity. If there is any doubt, always prefer fewer contexts. Remember, Oracle IRM allows you to change your mind later on. You can implement a design now and continue to change and refine as you learn how the technology is used. It is easy to go from a simple model to a more complex one, it is much harder to take a complex model that is already embedded in the work practice of users and try to simplify it. It is also wise to take a single use case and address this first with the business. Don't try and tackle many different problems from the outset. Do one, learn from the process, refine it and then take what you have learned into the next use case, refine and continue. Once you have a good grasp of the technology and understand how your business will use it, you can then start rolling out the technology wider across the business. Deciding on the use of roles in the context Once you have decided on that first initial use case and a context to create let's look at the details you need to decide upon. For each context, identify; Administrative rolesBusiness owner, the person who makes decisions about who may or may not see content in this context. This is often the person who wanted to use IRM and drove the business purchase. They are the usually the person with the most at risk when sensitive information is lost. Point of contact, the person who will handle requests for access to content. Sometimes the same as the business owner, sometimes a trusted secretary or administrator. Context administrator, the person who will enact the decisions of the Business Owner. Sometimes the point of contact, sometimes a trusted IT person. Document related rolesContributors, the people who create and edit documents in this context. Reviewers, the people who are involved in reviewing documents but are not trusted to secure information to this classification. This role is not always necessary. (See later discussion on Published-work and Work-in-Progress) Readers, the people who read documents from this context. Some people may have several of the roles above, which is fine. What you are trying to do is understand and define how the business interacts with your sensitive information. These roles obviously map directly to roles available in Oracle IRM. Reviewing the features and security for context roles At this point we have decided on a classification of information, understand what roles people in the business will play when administrating this classification and how they will interact with content. The final piece of the puzzle in getting the information for our first context is to look at the permissions people will have to sealed documents. First think why are you protecting the documents in the first place? It is to prevent the loss of leaking of information to the wrong people. To control the information, making sure that people only access the latest versions of documents. You are not using Oracle IRM to prevent unauthorized people from doing legitimate work. This is an important point, with IRM you can erect many barriers to prevent access to content yet too many restrictions and authorized users will often find ways to circumvent using the technology and end up distributing unprotected originals. Because IRM is a security technology, it is easy to get carried away restricting different groups. However I would highly recommend starting with a simple solution with few restrictions. Ensure that everyone who reasonably needs to read documents can do so from the outset. Remember that with Oracle IRM you can change rights to content whenever you wish and tighten security. Always return to the fact that the greatest value IRM brings is that ONLY authorized users can access secured content, remember that simple "one context for the entire business" model. At the start of the deployment you really need to aim for user acceptance and therefore a simple model is more likely to succeed. As time passes and users understand how IRM works you can start to introduce more restrictions and complexity. Another key aspect to focus on is handling exceptions. If you decide on a context model where engineering can only access engineering information, and sales can only access sales data. Act quickly when a sales manager needs legitimate access to a set of engineering documents. Having a quick and effective process for permitting other people with legitimate needs to obtain appropriate access will be rewarded with acceptance from the user community. These use cases can often be satisfied by integrating IRM with a good Identity & Access Management technology which simplifies the process of assigning users the correct business roles. The big print issue... Printing is often an issue of contention, users love to print but the business wants to ensure sensitive information remains in the controlled digital world. There are many cases of physical document loss causing a business pain, it is often overlooked that IRM can help with this issue by limiting the ability to generate physical copies of digital content. However it can be hard to maintain a balance between security and usability when it comes to printing. Consider the following points when deciding about whether to give print rights. Oracle IRM sealed documents can contain watermarks that expose information about the user, time and location of access and the classification of the document. This information would reside in the printed copy making it easier to trace who printed it. Printed documents are slower to distribute in comparison to their digital counterparts, so time sensitive information in printed format may present a lower risk. Print activity is audited, therefore you can monitor and react to users abusing print rights. Summary In summary it is important to think carefully about the way you create your context model. As you ask the business these questions you may get a variety of different requirements. There may be special projects that require a context just for sensitive information created during the lifetime of the project. There may be a department that requires all information in the group is secured and you might have a few senior executives who wish to use IRM to exchange a small number of highly sensitive documents with a very small number of people. Oracle IRM, with its very flexible context classification system, can support all of these use cases. The trick is to introducing the complexity to deliver them at the right level. In another article i'm working on I will go through some examples of how Oracle IRM might map to existing business use cases. But for now, this article covers all the important questions you need to get your IRM service deployed and successfully protecting your most sensitive information.

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• Indian government department have more unsecure website then others.

  - by Anirudha

  Originally posted on: http://geekswithblogs.net/anirugu/archive/2013/10/26/indian-government-department-have-more-unsecure-website-then-others.aspxOne of my friend share his college experience with me. He is not related with computer science. One day he told me that Ankia Fadia come to their college. In front of many student he show how to hack BSNL website by tricks. he break the flow how BSNL site work. I have told them BSNL is one of the most unsecure website of India   If you logged-in to website maybe it’s run in few seconds but sometime it run in 58 minute. OK this is not grammar mistake 58 minute is less then 1 hour. This means open a tab and put the link to open. it will open in hours. If you are using IE8, Chrome and Firefox you will be forced to use IE7 or downgrade. I simply use Ie7 mode in IE for make it work. This happen because they use something that is called DynaTrace. This site is most unsecure. now guess how !   Suppose my username is xyz and password is abc. How I can reset the password I simply go to website and in their site when I do reset my password he told me to fill password and password will not worked here.you can use here password here to reset my password. Remember that username are different then broadband username and password. Suppose if I want to reset your password I simply need to know your broadband username and I can reset it myself. I just logged in with my username and when I open the page for reset password I can fill your bb username and password will work here. I have not tried this. the broadband username can easily guess. this is depend on same way how people’s broandband username made. IS this Safe ? Nope, There are many thing on the site which make me feel that is 1900 century website. They still lived in popup life.  These site are nothing but a crap. not work most of time and when work it’s run too slowly.

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• Scrum and Team Consolidation

  - by John K. Hines

  I’m still working my way through one of the more painful team consolidations of my career.  One thing that’s made it hard was my assumption that the use of Agile methods and Scrum would make everything easy.  Take three teams, make all work visible, track it, and presto: An efficient, functioning software development team. What I’ve come to realize is that the primary benefit of Scrum is that Scrum brings teams closer to their customers.  Frequent meetings, short iterations, and phased deployments are all meant to keep the customer in the loop.  It’s true that as teams become proficient with Scrum they tend to become more efficient.  But I don’t think it’s true that Scrum automatically helps people work together. Instead, Scrum can point out when teams aren’t good at working together.   And it really illustrates when teams, especially teams in sustaining mode, are reacting to their customers instead of innovating with them.  At the moment we’ve inherited a huge backlog of tools, processes, and personalities.  It’s up to us to sort them all out.  Unfortunately, after 7 &frac12; months we’re still sorting. What I’d recommend for any blended team is to look at your current product lifecycles and work on a single lifecycle for all work.  If you can’t objectively come up with one process, that’s a good indication that the new team might not be a good fit for being a single unit (which happens all the time in bigger companies).  Go ahead & self-organize into sub-teams.  Then repeat the process. If you can come up with a single process, tackle each piece and standardize all of them.  Do this as soon as possible, as it can be uncomfortable.  Standardize your requirements gathering and tracking, your exploration and technical analysis, your project planning, development standards, validation and sustaining processes.  Standardize all of it.  Make this your top priority, get it out of the way, and get back to work. Lastly, managers of blended teams should realize what I’m suggesting is a disruptive process.  But you’ve just reorganized the team is already disrupted.   Don’t pull the bandage off slowly and force the team through a prolonged transition phase, lowering their productivity over the long term.  You can role model leadership to your team and drive a true consolidation.  Destroy roadblocks, reassure those on your team who are afraid of change, and push forward to create something efficient and beautiful.  Then use Scrum to reengage your customers in a way that they’ll love. Technorati tags: Scrum Scrum Process

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• Book &ldquo;Team Foundation Server 2012 Starter&rdquo; published

  - by terje

  During the summer and fall this year, me and my colleague Jakob Ehn has worked together on a book project that has now finally hit the stores! The title of the book is Team Foundation Server 2012 Starter and is published by Packt Publishing. Get it from http://www.packtpub.com/team-foundation-server-2012-starter/book or from Amazon http://www.amazon.com/dp/1849688389                     The book is part of a concept that Packt have with starter-books, intended for people new to Team Foundation Server 2012 and who want a quick guideline to get it up and working.  It covers the fundamentals, from installing and configuring it, and how to use it with source control, work items and builds. It is done as a step-by-step guide, but also includes best practices advice in the different areas. It covers the use of both the on-premises and the TFS Services version. It also has a list of links and references in the end to the most relevant Visual Studio 2012 ALM sites. Our good friend and fellow ALM MVP Mathias Olausson have done the review of the book, thanks again Mathias! We hope the book fills the gap between the different online guide sites and the more advanced books that are out. Book Description Your quick start guide to TFS 2012, top features, and best practices with hands on examples Overview Install TFS 2012 from scratch Get up and running with your first project Streamline release cycles for maximum productivity In Detail Team Foundation Server 2012 is Microsoft's leading ALM tool, integrating source control, work item and process handling, build automation, and testing. This practical "Team Foundation Server 2012 Starter Guide" will provide you with clear step-by-step exercises covering all major aspects of the product. This is essential reading for anyone wishing to set up, organize, and use TFS server. This hands-on guide looks at the top features in Team Foundation Server 2012, starting with a quick installation guide and then moving into using it for your software development projects. Manage your team projects with Team Explorer, one of the many new features for 2012. Covering all the main features in source control to help you work more efficiently, including tools for branching and merging, we will delve into the Agile Planning Tools for planning your product and sprint backlogs. Learn to set up build automation, allowing your team to become faster, more streamlined, and ultimately more productive with this "Team Foundation Server 2012 Starter Guide". What you will learn from this book Install TFS 2012 on premise Access TFS Services in the cloud Quickly get started with a new project with product backlogs, source control, and build automation Work efficiently with source control using the top features Understand how the tools for branching and merging in TFS 2012 help you isolate work and teams Learn about the existing process templates, such as Visual Studio Scrum 2.0 Manage your product and sprint backlogs using the Agile planning tools Approach This Starter guide is a short, sharp introduction to Team Foundation Server 2012, covering everything you need to get up and running. Who this book is written for If you are a developer, project lead, tester, or IT administrator working with Team Foundation Server 2012 this guide will get you up to speed quickly and with minimal effort.

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• SSIS Reporting Pack update

  - by jamiet

  Its been a while since I last posted anything in regard to SSIS Reporting Pack, the most recent release being on 27th May 2012, so here is a short update. There is still lots of work to do on SSIS Reporting Pack; lots more features to add, lots of performance work to be done, and a few bug fixes too. I have also been (fairly) hard at work on a framework to be used in conjunction with SSIS 2012 that I refer to as the Restart Framework (currently residing at http://ssisrestartframework.codeplex.com/). There is still much work to be done on the Restart Framework (not least some useful documentation on how to use it) which is why I haven’t mentioned it publicly before now although I am actively checking in changes. One thing I am considering is amalgamating the two projects into one; this would mean I could build a suite of reports that both work against the SSIS Catalog (what you currently know as “SSIS Reporting Pack”) and also against this Restart Framework thing. No decision has been made as yet though. There have been a number of bug reports and feature suggestions for SSIS Reporting Pack added to the Issue Tracker. Thank you to everyone that has submitted something, rest assured I am not going to ignore them forever; my time is at a premium right now unfortunately due to … well … life… so working on these items isn’t near the top of my priority list. Lastly, I am actively using SSIS Reporting Pack in a production environment right now and I’m happy to report that it is proving to be very useful. One of the reports that I have put a lot of time into is execution executable duration.rdl and its proving very adept at easily identifying bottlenecks in our SSIS 2012 executions: The report allows you to browse through the hierarchy of executables in each execution and each bar represents the duration of each executable in relation to all the other executables; longer bars being a good indication of where problems might lie. The colour of the bar indicates whether it was successful or not (green=success). Hovering over a bar brings up a tooltip showing more information about that executable. Clicking on a bar allows you to compare this particular instance of the executable against other executions. Please do let me know if you are using SSIS Reporting Pack. I would like to hear any anecdotes you might have, good or bad. @Jamiet

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• Oracle WebCenter: Social Networking & Collaboration

  - by kellsey.ruppel(at)oracle.com

  We’ve talked in previous weeks about the key goals of the new release of WebCenter are providing a Modern User Experience, unparalleled Application Integration, converging all the best of the existing portal platforms into WebCenter and delivering a Common User Experience Architecture.  We’ve provided an overview of Oracle WebCenter and discussed some of the other key goals in previous weeks, and this week, we’ll focus on how the new release of Oracle WebCenter provides unprecedented Social Networking and Collaboration.We recently talked with Carin Chan, Principal Product Manager at Oracle, around the topic of Social Networking and Collaboration. In today’s work environment, employees have come to expect social and collaborative services to augment their work environment. Whether it is to post a blog or to poll fellow coworkers, employees expect and demand access to highly integrated, collaborative work environments that allow them to quickly contribute at work -- whether it is to make informed decisions, contribute on projects, or share knowledge.Social and collaborative services from Oracle WebCenter add an immeasurable amount of value to achieving a modern user experience. Oracle WebCenter Services provides rich and comprehensive social computing services that include services such as wikis, blogs, instant messaging, presence, activity streams and graphs, and polls/surveys that offer employees access to rich collaborative services to work efficiently.Employees can create pages or spaces that mix and match collaborative services while bringing in data from other applications to share with groups, teams, or organizations. These out of the box social and collaborative services include: People Connections and Activity Streams enable users to quickly assemble and visualize their social business networks and track user activities.Activity Graphs tracks all user activities in real-time and gathers intelligence about these users, their connections and the way they use information to make educated recommendations and provide on the spot information discovery.Wikis and blogs enable the community authoring of documents and sharing of ideas and also allow for the gathering of feedback and comments on those ideas.Tags and links allow users to easily mark, connect and share information with others.RSS feeds are available to track new or changed information related to discussion forums, processes or activities in an Oracle WebCenter environment.Discussion forums enable sharing of group knowledge and easy creation of communities around specific topics.Announcements allow you to manage and publish important news to your user base.Instant Messaging and Presence enable real-time awareness and communication with available users in the context of a business task.Web and Voice Conferencing enables real-time communication with internal and external business users.Lists provide a way to manage list data directly on the web as well as export and import it from and to Microsoft Excel.Oracle WebCenter Analytics provides comprehensive reporting metrics on activity and content usage within portals or composite applications.Activity Streams allow you to track activities and visualize your business networks.While being able to integrate into your portal deployment, these services are also integrated into how users are already working. This includes integration with software such as Microsoft Outlook, Microsoft Office and mobile devices such as the Apple iPhone. These services are just a tip of the iceberg regarding social and collaborative services that Oracle WebCenter has to offer your employees. Be sure to keep checking back this week for in future posts, we’ll delve deeper into a few of these collaborative services and discuss how a combination of collaborative services offer a better portal deployment to empower business users. Technorati Tags: UXP, collaboration, enterprise 2.0, modern user experience, oracle, portals, webcenter, social, activity streams, blogs, wikis

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• Why lock statements don't scale

  - by Alex.Davies

  We are going to have to stop using lock statements one day. Just like we had to stop using goto statements. The problem is similar, they're pretty easy to follow in small programs, but code with locks isn't composable. That means that small pieces of program that work in isolation can't necessarily be put together and work together. Of course actors scale fine :) Why lock statements don't scale as software gets bigger Deadlocks. You have a program with lots of threads picking up lots of locks. You already know that if two of your threads both try to pick up a lock that the other already has, they will deadlock. Your program will come to a grinding halt, and there will be fire and brimstone. "Easy!" you say, "Just make sure all the threads pick up the locks in the same order." Yes, that works. But you've broken composability. Now, to add a new lock to your code, you have to consider all the other locks already in your code and check that they are taken in the right order. Algorithm buffs will have noticed this approach means it takes quadratic time to write a program. That's bad. Why lock statements don't scale as hardware gets bigger Memory bus contention There's another headache, one that most programmers don't usually need to think about, but is going to bite us in a big way in a few years. Locking needs exclusive use of the entire system's memory bus while taking out the lock. That's not too bad for a single or dual-core system, but already for quad-core systems it's a pretty large overhead. Have a look at this blog about the .NET 4 ThreadPool for some numbers and a weird analogy (see the author's comment). Not too bad yet, but I'm scared my 1000 core machine of the future is going to go slower than my machine today! I don't know the answer to this problem yet. Maybe some kind of per-core work queue system with hierarchical work stealing. Definitely hardware support. But what I do know is that using locks specifically prevents any solution to this. We should be abstracting our code away from the details of locks as soon as possible, so we can swap in whatever solution arrives when it does. NAct uses locks at the moment. But my advice is that you code using actors (which do scale well as software gets bigger). And when there's a better way of implementing actors that'll scale well as hardware gets bigger, only NAct needs to work out how to use it, and your program will go fast on it's own.

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• Issue 15: Oracle Exadata Marketing Campaigns

  - by rituchhibber

       PARTNER FOCUS Oracle ExadataMarketing Campaign Steve McNickleVP Europe, cVidya Steve McNickle is VP Europe for cVidya, an innovative provider of revenue intelligence solutions for telecom, media and entertainment service providers including AT&T, BT, Deutsche Telecom and Vodafone. The company's product portfolio helps operators and service providers maximise margins, improve customer experience and optimise ecosystem relationships through revenue assurance, fraud and security management, sales performance management, pricing analytics, and inter-carrier services. cVidya has partnered with Oracle for more than a decade. RESOURCES -- Oracle PartnerNetwork (OPN) Oracle Exastack Program Oracle Exastack Optimized Oracle Exastack Labs and Enablement Resources Oracle Engineered Systems Oracle Communications cVidya SUBSCRIBE FEEDBACK PREVIOUS ISSUES Are you ready for Oracle OpenWorld this October? -- -- Please could you tell us a little about cVidya's partnering history with Oracle, and expand on your Oracle Exastack accreditations? "cVidya was established just over ten years ago and we've had a strong relationship with Oracle almost since the very beginning. Through our Revenue Intelligence work with some of the world's largest service providers we collect tremendous amounts of information, amounting to billions of records per day. We help our clients to collect, store and analyse that data to ensure that their end customers are getting the best levels of service, are billed correctly, and are happy that they are on the correct price plan. We have been an Oracle Gold level partner for seven years, and crucially just two months ago we were also accredited as Oracle Exastack Optimized for MoneyMap, our core Revenue Assurance solution. Very soon we also expect to be Oracle Exastack Optimized DRMap, our Data Retention solution." What unique capabilities and customer benefits does Oracle Exastack add to your applications? "Oracle Exastack enables us to deliver radical benefits to our customers. A typical mobile operator in the UK might handle between 500 million and two billion call data record details daily. Each transaction needs to be validated, billed correctly and fraud checked. Because of the enormous volumes involved, our clients demand scalable infrastructure that allows them to efficiently acquire, store and process all that data within controlled cost, space and environmental constraints. We have proved that the Oracle Exadata system can process data up to seven times faster and load it as much as 20 times faster than other standard best-of-breed server approaches. With the Oracle Exadata Database Machine they can reduce their datacentre equipment from say, the six or seven cabinets that they needed in the past, down to just one. This dramatic simplification delivers incredible value to the customer by cutting down enormously on all of their significant cost, space, energy, cooling and maintenance overheads." "The Oracle Exastack Program has given our clients the ability to switch their focus from reactive to proactive. Traditionally they may have spent 80 percent of their day processing, and just 20 percent enabling end customers to see advanced analytics, and avoiding issues before they occur. With our solutions and Oracle Exadata they can now switch that balance around entirely, resulting not only in reduced revenue leakage, but a far higher focus on proactive leakage prevention. How has the Oracle Exastack Program transformed your customer business? "We can already see the impact. Oracle solutions allow our delivery teams to achieve successful deployments, happy customers and self-satisfaction, and the power of Oracle's Exa solutions is easy to measure in terms of their transformational ability. We gained our first sale into a major European telco by demonstrating the major performance gains that would transform their business. Clients can measure the ease of organisational change, the early prevention of business issues, the reduction in manpower required to provide protection and coverage across all their products and services, plus of course end customer satisfaction. If customers know that that service is provided accurately and that their bills are calculated correctly, then over time this satisfaction can be attributed to revenue intelligence and the underlying systems which provide it. Combine this with the further integration we have with the other layers of the Oracle stack, including the telecommunications offerings such as NCC, OCDM and BRM, and the result is even greater customer value—not to mention the increased speed to market and the reduced project risk." What does the Oracle Exastack community bring to cVidya, both in terms of general benefits, and also tangible new opportunities and partnerships? "A great deal. We have participated in the Oracle Exastack community heavily over the past year, and have had lots of meetings with Oracle and our peers around the globe. It brings us into contact with like-minded, innovative partners, who like us are not happy to just stand still and want to take fresh technology to their customer base in order to gain enhanced value. We identified three new partnerships in each of two recent meetings, and hope these will open up new opportunities, not only in areas that exactly match where we operate today, but also in some new associative areas that will expand our reach into new business sectors. Notably, thanks to the Exastack community we were invited on stage at last year's Oracle OpenWorld conference. Appearing so publically with Oracle senior VP Judson Althoff elevated awareness and visibility of cVidya and has enabled us to participate in a number of other events with Oracle over the past eight months. We've been involved in speaking opportunities, forums and exhibitions, providing us with invaluable opportunities that we wouldn't otherwise have got close to." How has Exastack differentiated cVidya as an ISV, and helped you to evolve your business to the next level? "When we are selling to our core customer base of Tier 1 telecommunications providers, we know that they want more than just software. They want an enduring partnership that will last many years, they want innovation, and a forward thinking partner who knows how to guide them on where they need to be to meet market demand three, five or seven years down the line. Membership of respected global bodies, such as the Telemanagement Forum enables us to lead standard adherence in our area of business, giving us a lot of credibility, but Oracle is also involved in this forum with its own telecommunications portfolio, strengthening our position still further. When we approach CEOs, CTOs and CIOs at the very largest Tier 1 operators, not only can we easily show them that our technology is fantastic, we can also talk about our strong partnership with Oracle, and our joint embracing of today's standards and tomorrow's innovation." Where would you like cVidya to be in one year's time? "We want to get all of our relevant products Oracle Exastack Optimized. Our MoneyMap Revenue Assurance solution is already Exastack Optimised, our DRMAP Data Retention Solution should be Exastack Optimised within the next month, and our FraudView Fraud Management solution within the next two to three months. We'd then like to extend our Oracle accreditation out to include other members of the Oracle Engineered Systems family. We are moving into the 'Big Data' space, and so we're obviously very keen to work closely with Oracle to conduct pilots, map new technologies onto Oracle Big Data platforms, and embrace and measure the benefits of other Oracle systems, namely Oracle Exalogic Elastic Cloud, the Oracle Exalytics In-Memory Machine and the Oracle SPARC SuperCluster. We would also like to examine how the Oracle Database Appliance might benefit our Tier 2 service provider customers. Finally, we'd also like to continue working with the Oracle Communications Global Business Unit (CGBU), furthering our integration with Oracle billing products so that we are able to quickly deploy fraud solutions into Oracle's Engineered System stack, give operational benefits to our clients that are pre-integrated, more cost-effective, and can be rapidly deployed rapidly and producing benefits in three months, not nine months." Chris Baker ,Senior Vice President, Oracle Worldwide ISV-OEM-Java Sales Chris Baker is the Global Head of ISV/OEM Sales responsible for working with ISV/OEM partners to maximise Oracle's business through those partners, whilst maximising those partners' business to their end users. Chris works with partners, customers, innovators, investors and employees to develop innovative business solutions using Oracle products, services and skills. Firstly, could you please explain Oracle's current strategy for ISV partners, globally and in EMEA? "Oracle customers use independent software vendor (ISV) applications to run their businesses. They use them to generate revenue and to fulfil obligations to their own customers. Our strategy is very straight-forward. We want all of our ISV partners and OEMs to concentrate on the things that they do the best – building applications to meet the unique industry and functional requirements of their customer. We want to ensure that we deliver a best in class application platform so the ISV is free to concentrate their effort on their application functionality and user experience We invest over four billion dollars in research and development every year, and we want our ISVs to benefit from all of that investment in operating systems, virtualisation, databases, middleware, engineered systems, and other hardware. By doing this, we help them to reduce their costs, gain more consistency and agility for quicker implementations, and also rapidly differentiate themselves from other application vendors. It's all about simplification because we believe that around 25 to 30 percent of the development costs incurred by many ISVs are caused by customising infrastructure and have nothing to do with their applications. Our strategy is to enable our ISV partners to standardise their application platform using engineered architecture, so they can write once to the Oracle stack and deploy seamlessly in the cloud, on-premise, or in hybrid deployments. It's really important that architecture is the same in order to keep cost and time overheads at a minimum, so we provide standardisation and an environment that enables our ISVs to concentrate on the core business that makes them the most money and brings them success." How do you believe this strategy is helping the ISVs to work hand-in-hand with Oracle to ensure that end customers get the industry-leading solutions that they need? "We work with our ISVs not just to help them be successful, but also to help them market themselves. We have something called the 'Oracle Exastack Ready Program', which enables ISVs to publicise themselves as 'Ready' to run the core software platforms that run on Oracle's engineered systems including Exadata and Exalogic. So, for example, they can become 'Database Ready' which means that they use the latest version of Oracle Database and therefore can run their application without modification on Exadata or the Oracle Database Appliance. Alternatively, they can become WebLogic Ready, Oracle Linux Ready and Oracle Solaris Ready which means they run on the latest release and therefore can run their application, with no new porting work, on Oracle Exalogic. Those 'Ready' logos are important in helping ISVs advertise to their customers that they are using the latest technologies which have been fully tested. We now also have Exadata Ready and Exalogic Ready programmes which allow ISVs to promote the certification of their applications on these platforms. This highlights these partners to Oracle customers as having solutions that run fluently on the Oracle Exadata Database Machine, the Oracle Exalogic Elastic Cloud or one of our other engineered systems. This makes it easy for customers to identify solutions and provides ISVs with an avenue to connect with Oracle customers who are rapidly adopting engineered systems. We have also taken this programme to the next level in the shape of 'Oracle Exastack Optimized' for partners whose applications run best on the Oracle stack and have invested the time to fully optimise application performance. We ensure that Exastack Optimized partner status is promoted and supported by press releases, and we help our ISVs go to market and differentiate themselves through the use our technology and the standardisation it delivers. To date we have had several hundred organisations successfully work through our Exastack Optimized programme." How does Oracle's strategy of offering pre-integrated open platform software and hardware allow ISVs to bring their products to market more quickly? "One of the problems for many ISVs is that they have to think very carefully about the technology on which their solutions will be deployed, particularly in the cloud or hosted environments. They have to think hard about how they secure these environments, whether the concern is, for example, middleware, identity management, or securing personal data. If they don't use the technology that we build-in to our products to help them to fulfil these roles, they then have to build it themselves. This takes time, requires testing, and must be maintained. By taking advantage of our technology, partners will now know that they have a standard platform. They will know that they can confidently talk about implementation being the same every time they do it. Very large ISV applications could once take a year or two to be implemented at an on-premise environment. But it wasn't just the configuration of the application that took the time, it was actually the infrastructure - the different hardware configurations, operating systems and configurations of databases and middleware. Now we strongly believe that it's all about standardisation and repeatability. It's about making sure that our partners can do it once and are then able to roll it out many different times using standard componentry." What actions would you recommend for existing ISV partners that are looking to do more business with Oracle and its customer base, not only to maximise benefits, but also to maximise partner relationships? "My team, around the world and in the EMEA region, is available and ready to talk to any of our ISVs and to explore the possibilities together. We run programmes like 'Excite' and 'Insight' to help us to understand how we can help ISVs with architecture and widen their environments. But we also want to work with, and look at, new opportunities - for example, the Machine-to-Machine (M2M) market or 'The Internet of Things'. Over the next few years, many millions, indeed billions of devices will be collecting massive amounts of data and communicating it back to the central systems where ISVs will be running their applications. The only way that our partners will be able to provide a single vendor 'end-to-end' solution is to use Oracle integrated systems at the back end and Java on the 'smart' devices collecting the data – a complete solution from device to data centre. So there are huge opportunities to work closely with our ISVs, using Oracle's complete M2M platform, to provide the infrastructure that enables them to extract maximum value from the data collected. If any partners don't know where to start or who to contact, then they can contact me directly at [email protected] or indeed any of our teams across the EMEA region. We want to work with ISVs to help them to be as successful as they possibly can through simplification and speed to market, and we also want all of the top ISVs in the world based on Oracle." What opportunities are immediately opened to new ISV partners joining the OPN? "As you know OPN is very, very important. New members will discover a huge amount of content that instantly becomes accessible to them. They can access a wealth of no-cost training and enablement materials to build their expertise in Oracle technology. They can download Oracle software and use it for development projects. They can help themselves become more competent by becoming part of a true community and uncovering new opportunities by working with Oracle and their peers in the Oracle Partner Network. As well as publishing massive amounts of information on OPN, we also hold our global Oracle OpenWorld event, at which partners play a huge role. This takes place at the end of September and the beginning of October in San Francisco. Attending ISV partners have an unrivalled opportunity to contribute to elements such as the OpenWorld / OPN Exchange, at which they can talk to other partners and really begin thinking about how they can move their businesses on and play key roles in a very large ecosystem which revolves around technology and standardisation." Finally, are there any other messages that you would like to share with the Oracle ISV community? "The crucial message that I always like to reinforce is architecture, architecture and architecture! The key opportunities that ISVs have today revolve around standardising their architectures so that they can confidently think: “I will I be able to do exactly the same thing whenever a customer is looking to deploy on-premise, hosted or in the cloud”. The right architecture is critical to being competitive and to really start changing the game. We want to help our ISV partners to do just that; to establish standard architecture and to seize the opportunities it opens up for them. New market opportunities like M2M are enormous - just look at how many devices are all around you right now. We can help our partners to interface with these devices more effectively while thinking about their entire ecosystem, rather than just the piece that they have traditionally focused upon. With standardised architecture, we can help people dramatically improve their speed, reach, agility and delivery of enhanced customer satisfaction and value all the way from the Java side to their centralised systems. All Oracle ISV partners must take advantage of these opportunities, which is why Oracle will continue to invest in and support them." -- Gergely Strbik is Oracle Hardware and Software Product Manager for Avnet in Hungary. Avnet Technology Solutions is an OracleValue Added Distributor focused on the development of the existing Oracle channel. This includes the recruitment and enablement of Oracle partners as well as driving deeper adoption of Oracle's technology and application products within the IT channel. "The main business benefits of ODA for our customers and partners are scalability, flexibility, a great price point for the high performance delivered, and the easily configurable embedded Linux operating system. People welcome a lower point of entry and the ability to grow capacity on demand as their business expands." "Marketing and selling the ODA requires another way of thinking because it is an appliance. We have to transform the ways in which our partners and customers think from buying hardware and software independently to buying complete solutions. Successful early adopters and satisfied customer reactions will certainly help us to sell the ODA. We will have more experience with the product after the first deliveries and installations—end users need to see the power and benefits for themselves." "Our typical ODA customers will be those looking for complete solutions from a single reseller partner who is also able to manage the appliance. They will have enjoyed using Oracle Database but now want a new product that is able to unlock new levels of performance. A higher proportion of potential customers will come from our existing Oracle base, with around 30% from new business, but we intend to evangelise the ODA on the market to see how we can change this balance as all our customers adjust to the concept of 'Hardware and Software, Engineered to Work Together'. -- Back to the welcome page

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• Can't load vector font in Nuclex Framework

  - by ProgrammerAtWork

  I've been trying to get this to work for the last 2 hours and I'm not getting what I'm doing wrong... I've added Nuclex.TrueTypeImporter to my references in my content and I've added Nuclex.Fonts & Nuclex.Graphics in my main project. I've put Arial-24-Vector.spritefont & Lindsey.spritefont in the root of my content directory. _spriteFont = Content.Load<SpriteFont>("Lindsey"); // works _testFont = Content.Load<VectorFont>("Arial-24-Vector"); // crashes I get this error on the _testFont line: File contains Microsoft.Xna.Framework.Graphics.SpriteFont but trying to load as Nuclex.Fonts.VectorFont. So I've searched around and by the looks of it it has something to do with the content importer & the content processor. For the content importer I have no new choices, so I leave it as it is, Sprite Font Description - XNA Framework for content processor and I select Vector Font - Nuclex Framework And then I try to run it. _testFont = Content.Load<VectorFont>("Arial-24-Vector"); // crashes again I get the following error Error loading "Arial-24-Vector". It does work if I load a sprite, so it's not a pathing problem. I've checked the samples, they do work, but I think they also use a different version of the XNA framework because in my version the "Content" class starts with a capital letter. I'm at a loss, so I ask here. Edit: Something super weird is going on. I've just added the following two lines to a method inside FreeTypeFontProcessor::FreeTypeFontProcessor( Microsoft::Xna::Framework::Content::Pipeline::Graphics::FontDescription ^fontDescription, FontHinter hinter, just to check if code would even get there: System::Console::WriteLine("I AM HEEREEE"); System::Console::ReadLine(); So, I compile it, put it in my project, I run it and... it works! What the hell?? This is weird because I've downloaded the binaries, they didn't work, I've compiled the binaries myself. didn't work either, but now I make a small change to the code and it works? _. So, now I remove the two lines, compile it again and it works again. Someone care to elaborate what is going on? Probably some weird caching problem!

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• Memory Glutton

  - by AreYouSerious

  I have to admit that I can't get enough storage. I have hard drives just sitting around in case I need to move somthing, or I'm going to a friends and either they want something I have or I want something they might have. What I'm going to talk about today is cost effective memory for devices. I don't know how this particualr device will work in a camera, as That's not what I use in my camera, in fact I don't have a camera that doesn't either use SD, or the old compact flash card, that's not so compact anymore. There's this thing that uses two micro sd cards to double the capacity of your memory, and it costs about 4 bucks, without the Micro SD card. I have had one for about a year and was going to throw it away because I couldn't get it to work with my computer, or with my Sony Reader. However I found out by one last ditch effort that this thing works beautifully with my Sony PSP. there is no software to speak of associated with this thing, you simply put in two SD cards of the same size... (if you put in two different sizes it will still work, you'll only double the smallest cards size though) and format through the psp. Viola you know have a 29 GB memory card for your PSP. why is this important ? well for starters you can carry more music and more videos. Second if you have gone the way of the hacker.... you can store more games on your card... There are just a few things you have to note.... I speak from experience... you have to use the usb connection to the PSP to do any file moving, as I said previously said card doesn't play well with my computers or card readers... I not saying it won't work at all, just hasn't work with anything I own. Second. If for some reason you try to Hack/crack your PSP don't attempt to delete a game from the psp, use the usb file browser to remove games. if you delete from the PSP you are likely to have to move all your files off, reformat and start again... just a couple things I have noticed... if I had done something like that.   anyway, Here's a link.... http://www.photofast-adapter.com/  and if you want to buy one, get it off ebay, I've seen them as low as $1.99

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• How do I configure sound with PulseAudio and Multiseat?

  - by Anthony

  In the spirit of full disclosure, i just posted this question to the ubuntu forums, but i figure more heads working on it couldn't hurt. I have a multi-seat setup working quite well. Hot plugging input devices works as expected and such. The only issue I am still not able to resolve is getting the audio for each seat. Here is a summary of my attempts at getting audio to work: Make ~/.pulse/default.pa dynamically configured based on which $DISPLAY the user logs in at. See this pastebin for the details. Load pulseaudio as a system-wide instance. Couldn't get this to work. None of the audio hardware was accessible to the users. Use udev rules to mark seats in ConsoleKit. Following udev guidelines found here: http://www.freedesktop.org/wiki/Software/systemd/multiseat I didn't think this would work, although it was "guaranteed" to work by someone in irc.freenode #pulseaudio None of those attempts yielded success, which is why I now turn to the community for help. It is quite possible that the suggested methods work and I just messed some aspect of it up, idk. This is the last piece of the puzzle which is needed before I can go and update the MultiseatX page to include instructions for Ubuntu 12.04. My understandings on the situation: Access to pulseaudio is restricted to the active session as marked by ConsoleKit (something about an ACL). CK can only mark one session as active at a time. This simple little fact of life leads me to believe that the solution should involve pulseaudio being run as a system-wide instance. Each user should connect to the pulse server and be limited to a subset of all the hardware. Maybe each user connects to the pulse server via localhost, idk. I do know that regardless of my attempts and their failed results, I was always able to use sudo aplay -D plughw:0,0 /usr/share/sounds/alsa/Front_Center.wav to play something to any of the hardware. I'm grasping at straws and am now down to the last few hairs i can pull out of my head. Please, help me figure this out so we can share the wealth. Any additional information needed will be provided at your request.

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• Can I prevent an IDENTIFY PACKET DEVICE command to a specific device at boot?

  - by Brian Spisak

  This is related to a previous question related to installation that is now resolved. I'm opening a new question, because I still need to get my DVD drive working. Problem: Failed boot when my ASUS DRW-24B1/ST DVD drive is attached to my asmedia ASM1061. Symptom: ata8.00: exception Emask 0x52 Sact 0x0 SErr 0xffffffff action 0xe frozen ata8: SError: { blah blah } ata8.00: failed command: IDENTIFY PACKET DEVICE ata8.00: cmd blah blah res blah blah (ATA bus error) ata8.00: status: { DRDY } ata8: hard resetting link Background: The ASM1061 is a PCIe to SATA bridge providing 2 x 6Gb/s ports and is supposed to be fully compliant to SATA specs. I just discovered in the fine print of my ASUS P8Z77-V pro motherboard that "These SATA ports are for data hard drivers only. ATAPI devices are not supported." However, I have already installed Windows 7 using this drive and I can run the Ubuntu 12.04 installer from it as well. The only time I have a problem is during Ubuntu boot when it tries an IDENTIFY PACKET DEVICE which seems to be an ATAPI command. I can't simply switch this device to another SATA port because they are already allocated to other devices. (My chipset's 2 x 6Gb/s are connected to my boot SSD and a fast HDD while the 4 x 3Gb/s ports are running a RAID 5 array.) If this can't be fixed or worked around, I suppose I'll have to go buy SATA add-in card. Blech. Thoughts: If indeed this is a device specific issue (that it doesn't support ATAPI discovery) then I can't expect - is it udev? - to work with it. But, it seems that Windows and even the Ubuntu installer work just fine. So why does udev have a problem? At the end of the day, it would be nice to have the DVD working under Ubuntu, but I can live without it. But, as this is a dual-boot machine, I can't physically disconnect it because I want it to work with Windows. (And physically disconnecting it every time I want to boot Ubuntu is NOT an option. ;-) Questions: Should this be considered a bug? My feelings are that if it works with other OS that it should probably work with Ubuntu as well. How can I work around this problem? I have a limited knowledge of linux internals, but it seems I should be able to somehow tell udev (or whatever is doing the discovery) to ignore that device. Is there a way?

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• My Graduate Experience at Oracle by Mayuri Khinvasara

  - by david.talamelli

  My experience at Oracle. I still vividly remember the day, when my name was announced in the campus hiring list of Oracle at my college. I was proud of myself but at the same time, I was getting goose bumps!!! A new world had arrived before me and the anxiousness of whether I could survive it or not had gripped me. Nervous about moving into an unknown city, I came to visit Hyderabad with my father. One look at the Oracle Campus and I felt some kind of magnetism pulling me towards it. And then, I joined Oracle in June 2009, with a lot of apprehensions in my mind. The HR Rep made us really comfortable in the first week itself. I met so many new people, managers, HR folks and most importantly 20 other Campus Hires like me. Then we had our team bonding sessions, team parties etc. I didn’t realize when the transition from campus to corporate happened. And I had started loving it. The confidence the HR Reps gave us and the bonding our managers imbibed in us, made us all ready for the new life ahead. Then started the rigorous training sessions, the excitement about our new work, new cubicles, new desktops, our first business cards, our first conference call and so on. I made new friends which were now my extended family, the freedom and courage of living alone. I was enjoying all that. As I was getting totally immersed into my regular work schedule I started getting to know the innumerable Oracle products, their functionalities, implementations and realizing the brand that Oracle is. Work pressure started increasing and so did the challenges to understand and deliver. I Didn’t realize how days and soon months passed by. Then came a golden chance to visit the Oracle Headquarters in US for 45 days training in November 2009. Once again, the excitement was enormous about the counter team-mates in HQ, the trainings ahead, the US work culture and my stay there. I felt so privileged for the company I was working. Boarding an international flight for the first time and visiting famous US cities which I had just seen in movies, was now a reality. It was a totally amazing experience. Work pressure kept me really busy, with learning new things every day, the immense satisfaction of delivering something, the nightmares of debugging a mistake, only to realize how silly it was.  I was enjoying the process. Soon a year passed by. I had transformed into this corporate software professional, I couldn’t believe I could be. Today, I complete 1 year and 8 months at Oracle and continue to look forward to the enriching experience I will have here. Truly one of the Top Companies in the World. Mayuri Khinvasara

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• As a tooling/automation developer, can I be making better use of OOP?

  - by Tom Pickles

  My time as a developer (~8 yrs) has been spent creating tooling/automation of one sort or another. The tools I develop usually interface with one or more API's. These API's could be win32, WMI, VMWare, a help-desk application, LDAP, you get the picture. The apps I develop could be just to pull back data and store/report. It could be to provision groups of VM's to create live like mock environments, update a trouble ticket etc. I've been developing in .Net and I'm currently reading into design patterns and trying to think about how I can improve my skills to make better use of and increase my understanding of OOP. For example, I've never used an interface of my own making in anger (which is probably not a good thing), because I honestly cannot identify where using one would benefit later on when modifying my code. My classes are usually very specific and I don't create similar classes with similar properties/methods which could use a common interface (like perhaps a car dealership or shop application might). I generally use an n-tier approach to my apps, having a presentation layer, a business logic/manager layer which interfaces with layer(s) that make calls to the API's I'm working with. My business entities are always just method-less container objects, which I populate with data and pass back and forth between my API interfacing layer using static methods to proxy/validate between the front and the back end. My code by nature of my work, has few common components, at least from what I can see. So I'm struggling to see how I can better make use of OOP design and perhaps reusable patterns. Am I right to be concerned that I could be being smarter about how I work, or is what I'm doing now right for my line of work? Or, am I missing something fundamental in OOP? EDIT: Here is some basic code to show how my mgr and api facing layers work. I use static classes as they do not persist any data, only facilitate moving it between layers. public static class MgrClass { public static bool PowerOnVM(string VMName) { // Perform logic to validate or apply biz logic // call APIClass to do the work return APIClass.PowerOnVM(VMName); } } public static class APIClass { public static bool PowerOnVM(string VMName) { // Calls to 3rd party API to power on a virtual machine // returns true or false if was successful for example } }

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• Ideas for time-keeping in a webbased RPG?

  - by ashy_32bit

  I'm assigned a task of doing the preliminary research stuff for a web-based MMO RPG. Now my buggiest problem here is "web based" vs "MMO RPG". I did some research about time keeping systems and I'm totally confused as how exactly something as real-time as an MMO-RPG can work on some pull-only (unidirectional) platform like HTTP. I know there is also a turn-based alternative to time keeping but can it work in an MMO setting ? EDIT: Take a battle for example, player A (human) wants to attack Player B (also human) in the open. How does it work when when player A issues the "attack" command on player B ? how do I inform player B that he is being attacked ? and then how exactly the battle goes on between the two in an HTTP based communication channel? To my knowledge this is impossible unless you resort to another technology (HTML is 1-way, that is you can just ask server and get response, server can't update you unless being asked to. this is very well-known and simply explained). So I though maybe I can somehow change the whole timekeeping model from real-time to a more non-real-time model (towards a turn based RPG for example) and somehow work around the whole problem of "interactivity". EDIT2: It is not that I don't wanna use any server side technologies. For sure it is not gonna work client-side-only even for the most trivial of the multi-player games, let alone an RPG. So sure there would be a (probably complex) server side component to it (the so called Game Engine I suppose). The problem is not the technology that implements the logic (game mechanics) bits but the communication technology and how it limits the game mechanics abilities (like how real-time or turn based it is gonna be). HTTP is a request-response protocol meaning you get served only if you ask for it (explicitly send a GET or POST request to the server). HTTP server can not inform you if anything of interest happens in the game world unless you refresh the page (as some suggested) or you use some bi-directional tech (totally different animals) like Flash, WebSock, HTML5 etc etc. So maybe the question is: Is it possible to implement a MMORPG using only HTML5/PHP and no periodic page refreshes? if so what would be rules to make it an MMO-RPG? Can't explain it any clearer. Sorry :D

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• How do I take responsibility for my code when colleague makes unnecessary improvements without notice?

  - by Jesslyn

  One of my teammates is a jack of all trades in our IT shop and I respect his insight. However, sometimes he reviews my code (he's second in command to our team leader, so that's expected) without a heads up. So sometimes he reviews my changes before they complete the end goal and makes changes right away... and has even broken my work once. Other times, he has made unnecessary improvements to some of my code that is 3+ months old. This annoys me for a few reasons: I am not always given a chance to fix my mistakes He has not taken the time to ask me what I was trying to accomplish when he is confused, which could affect his testing or changes I don't always think his code is readable Deadlines are not an issue and his current workload doesn't require any work in my projects other than reviewing my code changes. Anyways, I have told him in the past to please keep me posted if he sees something in my work that he wants to change so that I could take ownership of my code (maybe I should have said "shortcomings") and he's not been responsive. I fear that I may come off as aggressive when I ask him to explain his changes to me. He's just a quiet person who keeps to himself, but his actions continue. I don't want to banish him from making code changes (not like I could), because we are a team--but I want to do my part to help our team. Added clarifications: We share 1 development branch. I do not wait until all my changes complete a single task because I risk losing some significant work--so I make sure my changes build and do not break anything. My concern is that my teammate doesn't explain the reason or purpose behind his changes. I don't think he should need my blessing, but if we disagree on an approach I thought it would be best to discuss the pros and cons and make a decision once we both understand what is going on. I have not discussed this with our team lead yet as I would prefer to resolve personal disagreements without getting management involved unless it is necessary. Since my concern seemed more of personal issue than a threat to our work, I chose to not bother the team lead. I am working on code review process ideas--to help promote the benefits of more organized code reviews without making it all about my pet peeves.

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• Problem Solving vs. Solution Finding

  - by ryanabr

  By enlarge, most developers fall into these two camps I will try to explain what I mean by way of example. A manager gives the developer a task that is communicated like this: “Figure out why control A is not loading on this form”. Now, right there it could be argued that the manager should probably have given better direction and said something more like: “Control A is not loading on the Form, fix it”. They might sound like the same thing to most people, but the first statement will have the developer problem solving the reason why it is failing. The second statement should have the developer looking for the solution to make it work, not focus on why it is broken. In the end, they might be the same thing, but I usually see the first approach take way longer than the second approach. The Problem Solver: The problem solver’s approach to fixing something that is broken is likely to take the error or behavior that is being observed and start to research it using a tool like Google, or any other search engine. 7/10 times this will yield results for the most common of issues. The challenge is in the other 30% of issues that will take the problem solver down the rabbit hole and cause them not to surface for days on end while every avenue is explored for the cause of the problem. In the end, they will probably find the cause of the issue and resolve it, but the cost can be days, or weeks of work. The Solution Finder: The solution finder’s approach to a problem will begin the same way the Problem Solver’s approach will. The difference comes in the more difficult cases. Rather than stick to the pure “This has to work so I am going to work with it until it does” approach, the Solution Finder will look for other ways to get the requirements satisfied that may or may not be using the original approach. For example. there are two area of an application of externally equivalent features, meaning that from a user’s perspective, the behavior is the same. So, say that for whatever reason, area A is now not working, but area B is working. The Problem Solver will dig in to see why area A is broken, where the Solution Finder will investigate to see what is the difference between the two areas and solve the problem by potentially working around it. The other notable difference between the two types of developers described is what point they reach before they re-emerge from their task. The problem solver will likely emerge with a triumphant “I have found the problem” where as the Solution Finder will emerge with the more useful “I have the solution”. Conclusion At the end of the day, users are what drives features in software development. With out users there is no need for software. In todays world of software development with so many tools to use, and generally tight schedules I believe that a work around to a problem that takes 8 hours vs. the more pure solution to the problem that takes 40 hours is a more fruitful approach.

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• Threading best practice when using SFTP in C#

  - by Christian

  Ok, this is more one of these "conceptual questions", but I hope I got some pointers in the right direction. First the desired scenario: I want to query an SFTP server for directory and file lists I want to upload or download files simulaneously Both things are pretty easy using a SFTP class provided by Tamir.SharpSsh, but if I only use one thread, it is kind of slow. Especially the recursion into subdirs gets very "UI blocking", because we are talking about 10.000 of directories. My basic approach is simple, create some kind of "pool" where I keep 10 open SFTP connections. Then query the first worker for a list of dirs. If this list was obtained, send the next free workers (e.g. 1-10, first one is also free again) to get the subdirectory details. As soon as there is a worker free, send him for the subsubdirs. And so on... I know the ThreadPool, simple Threads and did some Tests. What confuses me a little bit is the following: I basically need... A list of threads I create, say 10 Connect all threads to the server If a connection drops, create a new thread / sftp client If there is work to do, take the first free thread and handle the work I am currently not sure about the implementation details, especially the "work to do" and the "maintain list of threads" parts. Is it a good idea to: Enclose the work in an object, containing a job description (path) and a callback Send the threads into an infinite loop with 100ms wait to wait for work If SFTP is dead, either revive it, or kill the whole thread and create a new one How to encapsulate this, do I write my own "10ThreadsManager" or are there some out Ok, so far... Btw, I could also use PRISM events and commands, but I think the problem is unrelated. Perhaps the EventModel to signal a done processing of a "work package"... Thanks for any ideas, critic.. Chris

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• Sysdeo Tomcat DevLoader - Hot deploy of java class causes whole application to restart

  - by Gala101

  Hi, I am using sysdeo tomcat plugin 3.2.1 with eclipse 3.5.1 (Galileo) and tomcat 5.5.23 on windows XP. I can get tomcat plugin working in eclipse, and have extracted devloader.zip into [tomcat]\server\classes. I have also updated the context and now it has this entry: <Context path="/myapp1" reloadable="true" docBase="F:\Work\eclipse_workspace\myapp1" workDir="F:\Work\eclipse_workspace\myapp1\work" > <Logger className="org.apache.catalina.logger.SystemOutLogger" verbosity="4" timestamp="true"/> <Loader className="org.apache.catalina.loader.DevLoader" reloadable="true" debug="1" useSystemClassLoaderAsParent="false" /> </Context> I have activated devloader (in Project Properties Tomcat Devloader Classpath) and have 'checked' all my classes and jars, I haven't 'checked' commons-loggin.jar jsp-api.jar, servlet-api.jar. So on launching tomcat via the plugin, I can get it running with devloader as shown in eclipse console view [DevLoader] Starting DevLoader [DevLoader] projectdir=F:\Work\eclipse_workspace\myapp1 [DevLoader] added file:/F:/Work/eclipse_workspace/myapp1/WEB-INF/classes/ [DevLoader] added file:/F:/Work/eclipse_workspace/myapp1/WEB-INF/lib/activation.jar However, if I even add a single System.out.println into any java file and save it, the whole application gets reloaded (takes ~80 sec) which is as good as stopping/starting tomcat itself. I've tried adding -Xdebug in JAVA_OPTS in the catalina.bat but no luck :( Can you please guide where I may be doing it wrong.. Please note that I can 'redeploy' the whole application on tomcat but that's not what I need, I am looking to be able to make small changes in java classes 'on-the-fly' while coding/debugging without having to wait for complete app restart. Another annoyance is that restarting tomcat/application causes the session/debug progress to be lost.. Can you please guide me how to go about it. PS: I am not using any ant/maven scripts explicitly, just relying on eclipse to do the build for me (which it does).

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• What's it like being a financial programmer?

  - by Mike

  As a student who's done an internship at a Silicon Valley company(non-financial), I'm curious to know what it's like working for a financial company doing software development. I'd expect the hours to be longer, and the pay to be higher. Specifically, I have the following questions: What's the work/life balance really like? Are you expected to work 80 hours a week most weeks? For those who have worked in non-financial software engineering jobs, how does being a financial software engineer compare in terms of work/life balance? How much does it pay? I'm curious as to starting(i.e. just got a BS) pay, as well as "top out" pay. (I'd prefer concrete numbers - ballpark is fine). Also, bonuses would be useful information. What jobs do financial programmers typically have? Are most just general software engineers, or do people typically have very specialized(i.e. AI or systems) backgrounds? Also, do most programmers have PhDs? Are programmers typically required to be at work, or are financial companies generally flexible about letting programmers work from home? When at work, do programmers have to dress formally? What are the technology environments like? Are finance companies using state-of-the-art hardware and software, or are they generally more conservative in upgrading their equipment? What programming languages are typically used? If VBA(shudder) is used, is it a large part of a finance company's workflow? If you could turn back the clock, would you still be a financial programmer? I'm going to keep this post open a little bit longer to get some more responses.

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• Assign Multiple Custom User Roles to a Custom Post Type

  - by OUHSD Webmaster

  Okay here's the situation.... I'm working on a my business website. There will be a work/portfolio area. "Work" is a custom post type. "Designer" is a custom user role. "Client" is a custom user role. In creating a new "Work" post I would like to be able to select both a "designer" and "Client" to assign to the piece of work, as I would assign an author to a regular ol' post. I tried the method from this answer but it did not work for me. ) I placed it in my functions.php file. ` add_filter('wp_dropdown_users', 'test'); function test($output) { global $post; //Doing it only for the custom post type if($post->post_type == 'work') { $users = get_users(array('role'=>'designer')); //We're forming a new select with our values, you can add an option //with value 1, and text as 'admin' if you want the admin to be listed as well, //optionally you can use a simple string replace trick to insert your options, //if you don't want to override the defaults $output .= "<select id='post_author_override' name='post_author_override' class=''>"; foreach($users as $user) { $output .= "<option value='".$user->id."'>".$user->user_login."</option>"; } $output .= "</select>"; } return $output; } ` Any help would be extremely appreciated!

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• virtual methods and template classes

  - by soxs060389

  Hi I got over a problem, I think a very specific one. I've got 2 classes, a B aseclass and a D erived class (from B aseclass). B is a template class ( or class template) and has a pure virtual method virutal void work(const T &dummy) = 0; The D erived class is supposed to reimplement this, but as D is Derived from B rather than D being another template class, the compiler spits at me that virtual functions and templates don't work at once. Any ideas how to acomplish what I want? I am thankfull for any thoughts and Ideas, especially if you allready worked out that problem this class is fixed aka AS IS, I can not edit this without breaking existing code base template <typename T> class B { public: ... virtual void work(const T &dummy) = 0; .. }; take int* as an example class D : public B<int*>{ ... virtual void work(const int* &dummy){ /* put work code here */ } .. }; Edit: The compiler tells me, that void B<T>::work(const T&) [with T = int*] is pure virtual within D

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