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  • Failling install Ralink RT5592 driver on Ubuntu 14.04 LTS

    - by atisou
    My problem concerns the installation of a wi-fi driver (RT5592) for my new wi-fi adapter (PCE-N53) on my newly built computer. Basically, I don't manage to get the driver installed and therefore I cannot get the wifi to work. I know I am not the only one having this issue this year, between RT5592 driver and Ubuntu 14.04 LTS, in one way or the other. Is there anybody who has ever been able to fix this problem? It does not look like on all the posts I have been through... Following an answer to a same problem as mine (I was getting the same error message as Christopher Kyle Horton of "incompatible types" etc), I have applied the instructions and done the editings in a script as suggested by Paul B. Unfortunately I still do get error/warnings message (a different one this time) at the end of the make and the wi-fi still does not work. Below is a snapshot of the end of the message: In file included from /home/username/Downloads/PCE-N53/Linux/DPO_GPL_RT5592STA_LinuxSTA_v2.6.0.0_20120326/include/os/rt_linux.h:31:0, from /home/username/Downloads/PCE-N53/Linux/DPO_GPL_RT5592STA_LinuxSTA_v2.6.0.0_20120326/include/rtmp_os.h:44, from /home/username/Downloads/PCE-N53/Linux/DPO_GPL_RT5592STA_LinuxSTA_v2.6.0.0_20120326/include/rtmp_comm.h:69, from /home/username/Downloads/PCE-N53/Linux/DPO_GPL_RT5592STA_LinuxSTA_v2.6.0.0_20120326/os/linux/../../os/linux/pci_main_dev.c:31: include/linux/module.h:88:32: error: ‘__mod_pci_device_table’ aliased to undefined symbol ‘rt2860_pci_tbl’ extern const struct gtype##_id __mod_##gtype##_table \ ^ include/linux/module.h:146:3: note: in expansion of macro ‘MODULE_GENERIC_TABLE’ MODULE_GENERIC_TABLE(type##_device,name) ^ /home/username/Downloads/PCE-N53/Linux/DPO_GPL_RT5592STA_LinuxSTA_v2.6.0.0_20120326/os/linux/../../os/linux/pci_main_dev.c:73:1: note: in expansion of macro ‘MODULE_DEVICE_TABLE’ MODULE_DEVICE_TABLE(pci, rt2860_pci_tbl); ^ cc1: some warnings being treated as errors make[2]: *** [/home/username/Downloads/PCE-N53/Linux/DPO_GPL_RT5592STA_LinuxSTA_v2.6.0.0_20120326/os/linux/../../os/linux/pci_main_dev.o] Error 1 make[1]: *** [_module_/home/username/Downloads/PCE-N53/Linux/DPO_GPL_RT5592STA_LinuxSTA_v2.6.0.0_20120326/os/linux] Error 2 make[1]: Leaving directory `/usr/src/linux-headers-3.13.0-32-generic' make: *** [LINUX] Error 2 The full pastebin data: paste.ubuntu.com/8088834/ It looks from the message that one would need to edit manually some of/other scripts in the driver package, as did Paul B suggest in one case. But I have no idea how to do that. Here is the driver package of the wifi adapter: www.asus.com/uk/Networking/PCEN53/HelpDesk_Download/ My system is as following: OS: ubuntu 14.04 LTS wi-fi card: Asus PCE-N53 motherboard: Asus KCMA-D8 processor: AMD Opteron 4228 HE kernel: 3.13.0-32-generic Following this info from chili555 in here, below are some extra info about my system: lspci -nn | grep 0280 gives 04:00.0 Network controller [0280]: Ralink corp. RT5592 PCI2 Wireless Network Adapater [1814:5592] and sudo apt-get install linux-headers-generic returns linux-headers-generic is already the newest version. 0 upgraded, 0 newly installed, 0 to remove and 0 not upgraded. If this is a kernel version (I have 3.13.0-32-generic) incompatibility issue with the driver as chilli555 suggests (the README file in the driver package says indeed it is compatible with kernel 2.6), how could one trick this around to make it work? that should be possible right? On ubuntu forums, the patches proposed dont work (leads the computer to freeze). Basically: is there anybody out there who has ever been able to make a PCE-N53 work on Ubuntu 14.04 LTS (kernel 3.13)? how shall I edit the driver package to make it work for my kernel?

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  • Making a Job Change That's Easy Why Not Try a Career Change

    - by david.talamelli
    A few nights ago I received a comment on one of our blog posts that reminded me of a statistic that I heard a while back. The statistic reflected the change in our views towards work and showed how while people in past generations would stay in one role for their working career - now with so much choice people not only change jobs often but also change careers 4-5 times in their working life. To differentiate between a job change and a career change: when I say job change this could be an IT Sales person moving from one IT Sales role to another IT Sales role. A Career change for example would be that same IT Sales person moving from IT Sales to something outside the scope of their industry - maybe to something like an Engineer or Scuba Dive Instructor. The reason for Career changes can be as varied as the people who make them. Someone's motivation could be to pursue a passion or maybe there is a change in their personal circumstances forcing the change or it could be any other number of reasons. I think it takes courage to make a Career change - it can be easy to stay in your comfort zone and do what you know, but to really push yourself sometimes you need to try something new, it is a matter of making that career transition as smooth as possible for yourself. The comment that was posted is here below (thanks Dean for the kind words they are appreciated). Hi David, I just wanted to let you know that I work for a company called Milestone Search in Melbourne, Victoria Australia. (www.mstone.com.au) We subscribe to your feed on a daily basis and find your blogs both interesting and insightful. Not to mention extremely entertaining. I wonder if you have missed out on getting in journalism as this seems to be something you'd be great at ?: ) Anyways back to my point about changing careers. This could be anything from going from I.T. to Journalism, Engineering to Teaching or any combination of career you can think of. I don't think there ever has been a time where we have had so many opportunities to do so many different things in our working life. While this idea sounds great in theory, putting it into practice would be much harder to do I think. First, in an increasingly competitive job market, employers tend to look for specialists in their field. You may want to make a change but your options may be limited by the number of employers willing to take a chance on someone new to an industry that will likely require a significant investment in time to get brought up to speed. Also, using myself as an example if I was given the opportunity to move into Journalism/Communication/Marketing career from my career as an IT Recruiter - realistically I would have to take a significant pay cut to make this change as my current salary reflects the expertise I have in my current career. I would not immediately be up to speed moving into a new career and would not be able to justify a similar salary. Yes there are transferable skills in any career change, but even though you may have transferable skills you must realise that you will also have a large amount of learning to do which would take time. These are two initial hurdles that I immediately think of, there may be more but nothing is insurmountable. If you work out what you want to do with your working career whatever that may be, you then need to just need to work out the steps to get to your end goal. This is where utilising the power of your networks and using Social Media can come in handy. If you are interested in working somewhere why not proactively take the opportunity to research the industry or company - find out who it is you need to speak to and get in touch with them. We spend so much time working, we should enjoy the work we do and not be afraid to try new things. Waiting for your dream job to fall into your lap or be handed to you on a silver platter is not likely going to happen, so if there is something you do want to do, work out a plan to make it happen and chase after it. This article was originally posted on David Talamelli's Blog - David's Journal on Tap

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  • SQLAuthority News – The Best Quotes of “Who Wrote This?” Contest

    - by pinaldave
    I am a frequent reader of Brent Ozar PLF, it is one of my favorite blogs. A recent post announced a “Who Wrote This?” contest to see if readers could tell their three contributors apart based on some writing samples. Here are my favorite lines from the sample paragraphs, from each of the three “mystery authors.” Topic 1: Working with Bad Managers Mystery Author A – “Working with bad managers means working against my own happiness, and I’ve come to learn that there’s no changing bad managers.” I love this line because, as anyone who has had a bad manager knows, often a lot of self-doubt rises up. We all have to remember that sometimes the problem is out of our control. Mystery Author B – “Mentor your manager just like you would mentor a junior DBA.” Having a bad manager can be extremely depressing, and we often feel out of control. But we all need to remember that our work is a two-way street, and that sometimes we can subtly influence those above us. Mystery Author C – “The trick to working for all bad managers is to remember that they aren’t your parent. Take charge of your career.” We all also need to learn not to play the blame game. Would you rather stay in a place where you are unhappy, or would you rather take charge of your life? I hope most people would pick the latter. Topic 2: Working with Remote Teams Mystery Author A – “Like almost anything else the key is to make sure that everyone on the team has an understanding of how and when communication will occur.” Communication is so important. I cannot over emphasize how much. And this one line captures how I feel and even communicates the idea clearly! Mystery Author B – “The key to remote team success is verifiable trust: feeling confident that invisible team members are doing the right amount of the right thing at the right time.” I think this line not only captures the key aspects of remote work – verifiable work and trust – but there were so many lines that followed that I loved and could not fit here. The whole paragraph is a list for successful remote work. Everyone could benefit from reading it. Mystery Author C – “What seems clear, precise, and specific in one time zone comes across as vague, soupy, and just plain weird in another.” You know what? I just love this description. The author is right – sometimes vague e-mails really do seem soupy and weird! Topic 3: Working with Your Nemesis Mystery Author A – “Every job is temporary, but your reputation stays with you.” Everyone needs to remember this. The workplace is meant to be a professional arena, and many people have the opinion that work is temporary and disposable. No one wants to work with co-worker like that. Mystery Author B – “Unhealthy conflict is going to lead to leaving three week old tuna fish sandwiches in someone’s desk drawer.” Sometimes humor really is the best policy! Mystery Author C – “Oh no, it’s that guy.” This might seem like a weird phrase to choose as my favorite from an entire paragraph. But the whole piece was written in the form of a story of co-workers getting drunk and plotting against a nemesis. It was too funny to overlook, but too long to post here. A must read! Reference: Pinal Dave (http://blog.sqlauthority.com) Filed under: PostADay, SQL, SQL Authority, SQL Query, SQL Server, SQL Tips and Tricks, SQLAuthority News, T SQL, Technology

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  • No audio with headphones, but audio works with integrated speakers

    - by Pedro
    My speakers work correctly, but when I plug in my headphones, they don't work. I am running Ubuntu 10.04. My audio card is Realtek ALC259 My laptop model is a HP G62t a10em In another thread someone fixed a similar issue (headphones work, speakers not) folowing this: sudo vi /etc/modprobe.d/alsa-base.conf (or some other editor instead of Vi) Append the following at the end of the file: alias snd-card-0 snd-hda-intel options snd-hda-intel model=auto Reboot but it doesnt work for me. Before making and changes to alsa, this was the output: alsamixer gives me this: Things I did: followed this HowTo but now no hardware seems to be present (before, there were 2 items listed): Now, alsamixer gives me this: alsamixer: relocation error: alsamixer: symbol snd_mixer_get_hctl, version ALSA_0.9 not defined in file libasound.so.2 with link time reference I guess there was and error in the alsa-driver install so I began reinstalling it. cd alsa-driver* //this works fine// sudo ./configure --with-cards=hda-intel --with-kernel=/usr/src/linux-headers-$(uname -r) //this works fine// sudo make //this doesn't work. see ouput error below// sudo make install Final lines of sudo make: hpetimer.c: In function ‘snd_hpet_open’: hpetimer.c:41: warning: implicit declaration of function ‘hpet_register’ hpetimer.c:44: warning: implicit declaration of function ‘hpet_control’ hpetimer.c:44: error: expected expression before ‘unsigned’ hpetimer.c: In function ‘snd_hpet_close’: hpetimer.c:51: warning: implicit declaration of function ‘hpet_unregister’ hpetimer.c:52: error: invalid use of undefined type ‘struct hpet_task’ hpetimer.c: In function ‘hpetimer_init’: hpetimer.c:88: error: ‘EINVAL’ undeclared (first use in this function) hpetimer.c:99: error: invalid use of undefined type ‘struct hpet_task’ hpetimer.c:100: error: invalid use of undefined type ‘struct hpet_task’ hpetimer.c: At top level: hpetimer.c:121: warning: excess elements in struct initializer hpetimer.c:121: warning: (near initialization for ‘__param_frequency’) hpetimer.c:121: warning: excess elements in struct initializer hpetimer.c:121: warning: (near initialization for ‘__param_frequency’) hpetimer.c:121: warning: excess elements in struct initializer hpetimer.c:121: warning: (near initialization for ‘__param_frequency’) hpetimer.c:121: warning: excess elements in struct initializer hpetimer.c:121: warning: (near initialization for ‘__param_frequency’) hpetimer.c:121: error: extra brace group at end of initializer hpetimer.c:121: error: (near initialization for ‘__param_frequency’) hpetimer.c:121: warning: excess elements in struct initializer hpetimer.c:121: warning: (near initialization for ‘__param_frequency’) make[1]: *** [hpetimer.o] Error 1 make[1]: Leaving directory `/usr/src/alsa/alsa-driver-1.0.9/acore' make: *** [compile] Error 1 And then sudo make install gives me: rm -f /lib/modules/0.0.0/misc/snd*.*o /lib/modules/0.0.0/misc/persist.o /lib/modules/0.0.0/misc/isapnp.o make[1]: Entering directory `/usr/src/alsa/alsa-driver-1.0.9/acore' mkdir -p /lib/modules/0.0.0/misc cp snd-hpet.o snd-page-alloc.o snd-pcm.o snd-timer.o snd.o /lib/modules/0.0.0/misc cp: cannot stat `snd-hpet.o': No such file or directory cp: cannot stat `snd-page-alloc.o': No such file or directory cp: cannot stat `snd-pcm.o': No such file or directory cp: cannot stat `snd-timer.o': No such file or directory cp: cannot stat `snd.o': No such file or directory make[1]: *** [_modinst__] Error 1 make[1]: Leaving directory `/usr/src/alsa/alsa-driver-1.0.9/acore' make: *** [install-modules] Error 1 [SOLUTION] After screwing it all up, someone mentioned why not trying using the packages in Synaptic - so I did. I have reinstalled the following packages and rebooter: -alsa-hda-realtek-ignore-sku-dkms -alsa-modules-2.6.32-25-generic -alsa-source -alsa-utils -linux-backports-modules-alsa-lucid-generic -linux-backports-modules-alsa-lucid-generic-pae -linux-sound-base -(i think i listed them all) After rebooting, the audio worked, both in speakers and headphones. I have no idea which is the package that made my audio work, but it certainly was one of them. [/SOLUTION]

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  • Internships at Oracle &ndash; a truly multicultural experience!

    - by cristian.condurache(at)oracle.com
    Hello everybody!!! Our names are Lena and Laura, we both study in the same Grande Ecole in France, IPAG and we are about to complete our 16 week-internship in Oracle in the UK. Below a summary of our experience! My name is Lena. I am 20 years old and joined Oracle UK in September 2010 – more specifically, I joined the EMEA Graduate's Recruitment Team (EMEA stands for Europe, Middle East and Africa), and I have learned a lot about working life. It was a really good experience, which made me realize that I soon will be looking for a fulltime employee in a company in less than 3 years. I am glad to have had this first experience in Oracle. First of all because it's a very welcoming company which treats interns as employees and gives them the opportunity to show their potential. I also discovered that it is nice to work in a company where everybody knows everybody, and where the atmosphere is really good. The multicultural aspect is one of the most important and beautiful elements of Oracle. It gives you the opportunity to have contacts in many parts of the world and discover a lot of nice people. During my internship I learned a lot about Recruitment. I discovered I want to work in a Human Resources role after I graduate. I like the contact I will have with candidates and the fact that I have to be in touch with managers and understand their needs. I would be glad to work for the company in the near future. I would like to thank all my team members for welcoming me like they did. It was a real pleasure to share this experience in Oracle and in this team and I hope to return after I graduate.   Hi all! I am Laura. My wish for this internship was to focus on training of personal skills for employees and, by the same time of course, for the company’s development.... and I did it in the OTD team (EMEA Organization Talent Development Team). I could not have done something better than this! It was truly instructive. I learnt how to work in such a big international company, the values and the rules to follow and to interact and be part of the organisation. In Oracle, there are so different aspects of every department, so many possibilities in HR as well as in Finance or Sales... The jobs are very various and the employees’ cultures are also really different thanks to this international and multicultural company. I am working with OTD for the entire EMEA region, having many of my colleagues in other countries, with other cultures, other ways to work, and other ways to think... this is so inspiring! Oracle offers the best environment to learn about a job, as well as to learn about work life in such large companies. This company is about new technologies, it always goes fast, and everything changes quickly! You have to be aware of these changes and keep track of the wishes of customers. For OTD of course, these customers are the employees. Looking back I have learnt more then I would have ever thought and I know that it is what I want to do... And now I hope to come back again! I want to thank all my team for welcoming me and integrating me with such happiness. I will truly miss them!! If you have any questions related to this article feel free to contact [email protected]. You can find our job opportunities via http://campus.oracle.com. Technorati Tags: Oracle,EMEA,Recruitment,internship,ODT,team

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  • Seizing the Moment with Mobility

    - by Kathryn Perry
    A guest post by Hernan Capdevila, Vice President, Oracle Fusion Apps Mobile devices are forcing a paradigm shift in the workplace – they’re changing the way businesses can do business and the type of cultures they can nurture. As our customers talk about their mobile needs, we hear them saying they want instant-on access to enterprise data so workers can be more effective at their jobs anywhere, anytime. They also are interested in being more cost effective from an IT point of view. The mobile revolution – with the idea of BYOD (bring your own device) – has added an interesting dynamic because previously IT was driving the employee device strategy and ecosystem. That's been turned on its head with the consumerization of IT. Now employees are figuring out how to use their personal devices for work purposes and IT has to figure out how to adapt. Blurring the Lines between Work and Personal Life My vision of where businesses will be five years from now is that our work lives and personal lives will be more interwoven together. In turn, enterprises will have to determine how to make employees’ work lives fit more into the fabric of their personal lives. And personal devices like smartphones are going to drive significant business value because they let us accomplish things very incrementally. I can be sitting on a train or in a taxi and be productive. At the end of any meeting, I can capture ideas and tasks or follow up with people in real time. Mobile devices enable this notion of seizing the moment – capitalizing on opportunities that might otherwise have slipped away because we're not connected. For the industry shapers out there, this is game changing. The lean and agile workforce is definitely the future. This notion of the board sitting down with the executive team to lay out strategic objectives for a three- to five-year plan, bringing in HR to determine how they're going to staff the strategic activities, kicking off the execution, and then revisiting the plan in three to five years to create another three- to five-year plan is yesterday's model. Businesses that continue to approach innovating in that way are in the dinosaur age. Today it's about incremental planning and incremental execution, which requires a lot of cohesion and synthesis within the workforce. There needs to be this interweaving notion within the workforce about how ideas cascade down, how people engage, how they stay connected, and how insights are shared. How to Survive and Thrive in Today’s Marketplace The notion of Facebook isn’t new. We lived it pre-Internet days with America Online and Prodigy – Facebook is just the renaissance of these services in a more viral and pervasive way. And given the trajectory of the consumerization of IT with people bringing their personal tooling to work, the enterprise has no option but to adapt. The sooner that businesses realize this from a top-down point of view the sooner that they will be able to really drive significant innovation and adapt to the marketplace. There are a small number of companies right now (I think it's closer to 20% rather than 80%, but the number is expanding) that are able to really innovate in this incremental marketplace. So from a competitive point of view, there's no choice but to be social and stay connected. By far the majority of users on Facebook and LinkedIn are mobile users – people on iPhones, smartphones, Android phones, and tablets. It's not the couch people, right? It's the on-the-go people – those people at the coffee shops. Usually when you're sitting at your desk on a big desktop computer, typically you have better things to do than to be on Facebook. This is a topic I'm extremely passionate about because I think mobile devices are game changing. Mobility delivers significant value to businesses – it also brings dramatic simplification from a functional point of view and transforms our work life experience. Hernan CapdevilaVice President, Oracle Applications Development

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  • Two Candidates + One Job = Two Different Outcomes

    - by david.talamelli
    Recruiters have always headhunted (sidenote: I do not like this word, in general I think the type of people who use the phrase “headhunting” are the ones who are trying to sound more important than what they likely are). Any serious Recruiter engages in direct recruiting activity, it is part and parcel of the business it is not something unique. With the uptake in Social Media the past 4-5 years, we have seen an increase in the number of Recruiters proactively reaching out to people about job opportunities. We have also seen this activity increase across all levels of hire, from help desk roles to C-Level Executives. While getting approached about a role can be a nice boost to a person’s ego, do not let it give you an inflated sense of entitlement. It is The way that people handle themselves during these calls and subsequent interviews will have a large impact on their potential to land that job. Last week I spoke to two very different candidates, both about the same position and both with very different outcomes. On paper, Candidate #1 looked fantastic; they ticked many of the boxes that we were looking for. The person is working at global IT company and working in a similar role as the one we were hiring for but not in as senior as the role we had. This role would have been the perfect step to getting involved in more complex work for the person. Candidate #2 had less polished IT experience, ticked some of the boxes we were looking for and on paper in comparison to Candidate #1 was not as close a fit as Candidate #1 was. It seemed like I was comparing apples and oranges. After speaking to both candidates it turns out I was comparing apples and oranges except the person better suited for our role was not the one I was expecting it would be. The first candidate on paper looked great – they had the experience we were looking for and appeared to be just right for the role, but after talking to them, they gave me the impression that they thought the world owed them. The impression I was left with was that they did not equate success with hard work, they seemed more interested in “what is in it for me”. Rather than having a proper conversation with me, I was often cut off and asked to hurry it up when explaining our business, what we are doing, etc... . This person seemed more interested in the job title and money than how rather than think about ways to make the role successful. Candidate #2 who had limited experience, made up for any perceived lack of experience and them some with a demonstrated motivation to succeed and do the things needed to make that happen. Candidate #2 made a great first impression, they did not seem afraid of hard work and demonstrated a “team player” attitude. In talking to them they kept me engaged, listened and asked thoughtful questions that made me think this is the type of person who creates their own luck and who would thrive in a place like Oracle. Skills, capabilities, experience and a good resume can certainly get your foot in the door, but the wrong attitude or approach to work can close those opportunities just as easily. On the other hand, hard work, effort and a genuine work ethic may help open those doors that would otherwise closed for you. A resume with all the credentials gets you in the front door but that is just the beginning of the process. It is not how we start the race that is important, it’s how things end that matter most.

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  • The inevitable Hello World post!

    - by brendonpage
    Greetings to anyone reading this! This is my first of hopefully many posts. I would like to use this post to introduce myself and to let you know what to expect from this blog in future. Okay so a bit about myself. In case you missed the name of this blog, my name is Brendon Page! I am a Software Developer from South Africa and work for a small company who’s main focus is producing software for the kitchen cupboard industry, although from time to time we do produce custom solutions for other industries. I work in a small team of 3, including myself, and am fortunate enough to work from home! I have been involved in IT since 1996, which is when I got my first PC, and started working as a junior programmer in 2003. Outside of work I enjoy playing squash, PC Games and of course LANing with my friends. If I get any free time between all of that I will usually dedicate some of it to a personal project, these are mainly prototypes for an idea I have had or for something that could be useful at work. I was in 2 minds on whether to include a photo of myself. The reason for this was because while I was looking for a suitable photo to use, it dawned on me how much time I dedicate to pulling funny faces in photos! I also realized how little I shave, which I blame completely on working form home. So after much debate here I am, funny face, beard and all!   Now that you know a bit about me lets move onto what expect from this blog. I work predominantly with Microsoft technologies so most if not all of my posts will be related to something Microsoft. Since most of my job entails Software Development you can expect a lot of posts which will deal with the .NET Framework. I am currently working on a large Silverlight project, so my first few posts will be targeted at in that direction. I will be striving to make the content of my posts as useful as possible from both an explanation and code perspective, I aim to include a working solution for every post, which I will put up on my skydrive for download. Here is what I have planned for my next few posts: Where did my session variables go?  Here I will take you through the lessons I learnt the hard way about the ASP.NET session. I am not going to go into to much depth in this post, as there is already a lot of information available on it. I mainly want to cover it in an effort to keep the scope creep of my posts to a minimum, some the solutions I upload will use it and I would like to have a post that I can reference to explain why I am doing something a certain way. Uploading files through SIlverlight Again there is a lot of existing information on this topic, so I wont be going into to much depth, but I will be using the solution from this as a base for my next post. Generating and Displaying DeepZoom images dynamically in Silverlight Well the title pretty much speaks for it’s self on this one. As I mentioned I will be building off the solution that I create in my ‘Uploading files through Silverlight’ post. Securing DeepZoom images using a custom implementation of the MultiScaleTileSource In this post I will look at the privacy issue surrounding the default usage of DeepZoom images in Silverlight and how to overcome it. This makes the use of DeepZoom in privacy conscious applications more viable. Thanks to anyone who actually read this post! I look forward to producing more which will hopefully be helpful to you.

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  • Join us on our Journey to be #1 in SaaS!

    - by jessica.ebbelaar(at)oracle.com
    WHY ORACLE? Oracle is a robust organization that has proven to maintain growth and innovation at all levels with a constant evolving attitude. The main ingredient of Oracles success is the 105.000 talented employees who constantly amaze each other in building a better and more innovative organization. Oracle is a company where YOU can make a difference. What is OD? Oracle Direct is a state-of-the-art, multi-channel EMEA sales operation bringing to life the benefits of Oracle’s complete technology stack. It offers you the unique opportunity to work with the most talented and like-minded sales professionals in the industry.  You will have access to world class training and structured career development programmes allowing you to accelerate your Solution Sales career across a multitude of product lines and a choice of attractive locations. What positions are OD Hiring?   Oracle is on a journey to be the #1 SaaS vendor in EMEA.  Due to recent expansion and acquisitions within our Cloud Business, we are now growing our EMEA Cloud Applications Sales Group in Dublin. We have many exciting NEW opportunities across our CRM and HCM SaaS Sales teams. As a SaaS Sales Account Manager, you will proactively manage an assigned territory / vertical with responsibility for the full sales cycle. This role requires strong business development, solution selling, account management and closing skills. WHY ORACLE? Oracle is a robust organization that has proven to maintain growth and innovation at all levels with a constant evolving attitude. The main ingredient of Oracles success is the 105.000 talented employees who constantly amaze each other in building a better and more innovative organization. Oracle is a company where YOU can make a difference. What is OD? Oracle Direct is a state-of-the-art, multi-channel EMEA sales operation bringing to life the benefits of Oracle’s complete technology stack. It offers you the unique opportunity to work with the most talented and like-minded sales professionals in the industry.  You will have access to world class training and structured career development programmes allowing you to accelerate your Solution Sales career across a multitude of product lines and a choice of attractive locations. What positions are OD Hiring? Oracle is on a journey to be the #1 SaaS vendor in EMEA.  Due to recent expansion and acquisitions within our Cloud Business, we are now growing our EMEA Cloud Applications Sales Group in Dublin. We have many exciting NEW opportunities across our CRM and HCM SaaS Sales teams. As a SaaS Sales Account Manager, you will proactively manage an assigned territory / vertical with responsibility for the full sales cycle. This role requires strong business development, solution selling, account management and closing skills. What is the Business Development Group (BDG) The Business Development Group is the key entry point in Oracle for the future Sales and Management talent of the organisation. We are the Demand Generation engine for Oracle in EMEA. We provide revenue generating, quality sales pipeline to our Inside and Field Sales professionals as well as to our Channel Partners. Our current focus is to provide an agile and flexible service offering to our customers and stakeholders to meet ever changing business needs, whilst constantly striving to improve the customer experience, quality of our pipeline, market coverage and penetration. As a SaaS Business Development Consultant (BDC) you will be the first touch point with new customers. Your goal is to proactively identify and qualify business opportunities leading to revenue for Oracle. You will work closely with your Inside Sales colleagues who will progress your qualified pipeline and opportunities. Work for us Work for the only multi-pillar SaaS vendor in the market Be part of a FUN, fast paced and truly International sales team  Develop you solution sales EXPERTISE Drive your CAREER development within a structured and supportive environment The Profile You have a passion for selling cutting-edge technology You thrive in a fast paced and dynamic work environment where being the best is paramount Your priority is always the customer You live for a challenge and you love to win Join us on our Journey to be #1 in SaaS and be part of our Cloud Success Story! You will find more information about open roles here

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  • 11.10 desktop alerts (volume change and terminal bell) stopped working but all other audio still works

    - by FlabbergastedPickle
    All, My sound works just fine in 11.10 64-bit install on HP dm1-4050 Sandy Bridge notebook (e.g. audio works in Banshee, flash, games, browser, Thunderbird email notification, etc.), but the core desktop notifications (e.g. pressing a tab in a terminal where there is more than one option should trigger a terminal bell, or changing volume using volume keys should be accompanied with the supporting "quack" that the volume app makes) do not work. I've intentionally disabled login sound as explained here on ask ubuntu but even enabling it back makes no difference. These notifications did work before just fine and I am not sure when did the actually stop working but it must've been fairly recently. Only things I did were trying to install some ppa edge xorg drivers for my intel card (a separate issue) but also reverted them all with ppa-purge once I discovered they did not improve anything. Other thing I did was check volume settings with alsamixer and did alsactl store for the soundcard after I did some experimenting with volume settings for PCM (on my laptop PCM at 100% crackles so I had to lower it and make pulseaudio ignore its setting as per ask ubuntu's page). That said, neither of these should have any bearing on the said notifications since the volume is up and they clearly work everywhere else but the core desktop events. The system ready drum sound when Ubuntu boots and user reaches the login screen also does not work. The guest login behaves exactly same as mine. Audio works (including the login sound since I've not disabled it for the guest account), but no quacks when changing the volume or terminal bell sounds... I've tried copying ubuntu sounds to /usr/share/sounds/ as suggested on ask ubuntu and that did not work. I also tried using dconf-editor to check sound theme settings and tried both freedesktop (which is what it was set to) and ubuntu, as suggested on ask ubuntu. This did not work either. I tried purging the ~/.pulse folder and the /tmp/*pulse* entries, rebooting and restarting pulseaudio with -D flag. While audio came back on and behaved just fine in all aspects (e.g. one can adjust volume levels, play music, games, in-browser sound stuff, and other app alerts) except for the system ready drum sound (at the login screen), and any system event (terminal bell and volume change quack sound). It is interesting that the quack sound works inside system settings-sound when adjusting levels there, but it does not when volume is changed via top bar's volume settings... I do recall that at one point yesterday when I was restarting pulseaudio the quacks that accompany volume change did start working but I have no idea what caused that. This was also when I first realized those alerts were not working. After rebooting it was again gone. I did compile my own 3.0.14-rt31 kernel a little while ago as instructed on one of the wiki's for the 11.10 rt kernel. Everything works as before except for the said sound alerts. I am not sure if this began happening since I started using the rt kernel though and yesterday's momentary ability to hear those quacks while changing the volume make me believe that the kernel is not one responsible for this problem. One more thing I can think of is that I used alsoft-conf tool to configure buffering on the OpenAL (due to TA Spring's choppy audio) and changed in there default audio device to ALSA. I also tried reverting it to Pulseaudio as the only allowed output but the bottom part of the Backend tab always reverts to ALSA even when I select Pulseaudio. The pulseaudio does remain as the only active choice on top. This, however, once again does not make any sense in terms of preventing desktop audio alerts when everything else including OpenAL games plays sound just fine... So, there you have it, as verbose as I could make it :-). I tried all I could find on this issue and had no luck so far... Any ideas?

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  • Documentation and Test Assertions in Databases

    - by Phil Factor
    When I first worked with Sybase/SQL Server, we thought our databases were impressively large but they were, by today’s standards, pathetically small. We had one script to build the whole database. Every script I ever read was richly annotated; it was more like reading a document. Every table had a comment block, and every line would be commented too. At the end of each routine (e.g. procedure) was a quick integration test, or series of test assertions, to check that nothing in the build was broken. We simply ran the build script, stored in the Version Control System, and it pulled everything together in a logical sequence that not only created the database objects but pulled in the static data. This worked fine at the scale we had. The advantage was that one could, by reading the source code, reach a rapid understanding of how the database worked and how one could interface with it. The problem was that it was a system that meant that only one developer at the time could work on the database. It was very easy for a developer to execute accidentally the entire build script rather than the selected section on which he or she was working, thereby cleansing the database of everyone else’s work-in-progress and data. It soon became the fashion to work at the object level, so that programmers could check out individual views, tables, functions, constraints and rules and work on them independently. It was then that I noticed the trend to generate the source for the VCS retrospectively from the development server. Tables were worst affected. You can, of course, add or delete a table’s columns and constraints retrospectively, which means that the existing source no longer represents the current object. If, after your development work, you generate the source from the live table, then you get no block or line comments, and the source script is sprinkled with silly square-brackets and other confetti, thereby rendering it visually indigestible. Routines, too, were affected. In our system, every routine had a directly attached string of unit-tests. A retro-generated routine has no unit-tests or test assertions. Yes, one can still commit our test code to the VCS but it’s a separate module and teams end up running the whole suite of tests for every individual change, rather than just the tests for that routine, which doesn’t scale for database testing. With Extended properties, one can get the best of both worlds, and even use them to put blame, praise or annotations into your VCS. It requires a lot of work, though, particularly the script to generate the table. The problem is that there are no conventional names beyond ‘MS_Description’ for the special use of extended properties. This makes it difficult to do splendid things such ensuring the integrity of the build by running a suite of tests that are actually stored in extended properties within the database and therefore the VCS. We have lost the readability of database source code over the years, and largely jettisoned the use of test assertions as part of the database build. This is not unexpected in view of the increasing complexity of the structure of databases and number of programmers working on them. There must, surely, be a way of getting them back, but I sometimes wonder if I’m one of very few who miss them.

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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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  • installing OpenSwan xl2tpd for IPSEC/L2TP VPN

    - by Shanghai_Phil
    I have a VPS hosted with QuickWeb.co.nz Running Ubuntu 12.04 OpenVZ. I downloaded and unpacked OpenSwan, but I still cannot install: root@vps:~/openswan-2.6.35# apt-get install openswan xl2tpd ppp Reading package lists... Done Building dependency tree... Done Package ppp is not available, but is referred to by another package. This may mean that the package is missing, has been obsoleted, or is only available from another source E: Unable to locate package openswan E: Unable to locate package xl2tpd E: Package 'ppp' has no installation candidate I admit to being a novice, I am learning as I go. Thanks for your patience and help!! :)

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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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  • What's a nice explanation for recursion?

    - by Gulshan
    This question is inspired by What's a nice explanation for pointers? So, what can be a nice explanation of the recursion? Update: The idea of recursion is not very common in real world. So, it seems a bit confusing to the novice programmers. Though, I guess, they become used to the concept gradually. So, what can be a nice explanation for them to grasp the idea easily? I expected some detailed answers. N.B. : Even I am going to post one answer. But to be fair, it will be few hours later.

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  • PowerShell Try Catch Finally

    - by PointsToShare
    PowerShell Try Catch Finally I am a relative novice to PowerShell and tried (pun intended) to use the “Try Catch Finally” in my scripts. Alas the structure that we love and use in C# (or even – shudder of shudders - in VB) does not always work in PowerShell. It turns out that it works only when the error is a terminating error (whatever that means). Well, you can turn all your errors to the terminating kind by simply setting - $ErrorActionPreference = "Stop", And later resetting it back to “Continue”, which is its normal setting. Now, the lazy approach is to start all your scripts with: $ErrorActionPreference = "Stop" And ending all of them with: $ErrorActionPreference = "Continue" But this opens you to trouble because should your script have an error that you neglected to catch (it even happens to me!), your session will now have all its errors as “terminating”. Obviously this is not a good thing, so instead let’s put these two setups in the beginning of each Try block and in the Finally block as seen below: That’s All Folks!!

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  • What must one know when approaching web development?

    - by Tal Koren
    I just started working as a novice Web Developer. I know PHP pretty well, as well as some basic jQuery. Anyway, my boss told me I should explore and learn about MVC, Memcache, Design Patterns, how Apache servers work and how to set one up etc. What I want to ask is actually this: What should I learn further? Web Development is a big area and most odds are that I'll never stop learning, but what are the basics I should learn about? What are the fundamentals? Currently I'm focusing on Server Side Development, but a very big part of me also wants to become a front-end ninja, so please consider that in your comments. Thanks in advance, you rock. :)

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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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  • CSS practices: negative positioning

    - by Corey
    I'm somewhat of a novice to CSS. Anyway, I noticed that an extremely common method used in CSS is to have negative or off-screen positioning, whether it be to hide text or preload images or what have you. Even on SE sites, like StackOverflow and this website, have #hlogo a { text-indent: -999999em } set in their CSS. So I guess I have a few questions. is this valid CSS? or is it just a "hack"? are there downsides to doing things this way? why is this so common? aren't there better ways to hide content?

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  • Programmer performance

    - by RSK
    I am a PHP programmer with 1 year of experience. As I am just starting my career, I am learning a lot of things now. I can say I am a little bit of a perfectionist. When I am assigned a problem I start off by Googling. Then, even when I find a solution, I keep trying for a better one until I find 2-3 options. Then I start learning it and choose the best performing solution. Even though I am learning a lot, this process gets me labeled as a low performer. My questions: As a novice, should I continue to use this learning process and not worry about my performance? Should I focus more on my performance and less on how the code performs?

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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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