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• An Actionable Common Approach to Federal Enterprise Architecture

  - by TedMcLaughlan

  The recent “Common Approach to Federal Enterprise Architecture” (US Executive Office of the President, May 2 2012) is extremely timely and well-organized guidance for the Federal IT investment and deployment community, as useful for Federal Departments and Agencies as it is for their stakeholders and integration partners. The guidance not only helps IT Program Planners and Managers, but also informs and prepares constituents who may be the beneficiaries or otherwise impacted by the investment. The FEA Common Approach extends from and builds on the rapidly-maturing Federal Enterprise Architecture Framework (FEAF) and its associated artifacts and standards, already included to a large degree in the annual Federal Portfolio and Investment Management processes – for example the OMB’s Exhibit 300 (i.e. Business Case justification for IT investments).A very interesting element of this Approach includes the very necessary guidance for actually using an Enterprise Architecture (EA) and/or its collateral – good guidance for any organization charged with maintaining a broad portfolio of IT investments. The associated FEA Reference Models (i.e. the BRM, DRM, TRM, etc.) are very helpful frameworks for organizing, understanding, communicating and standardizing across agencies with respect to vocabularies, architecture patterns and technology standards. Determining when, how and to what level of detail to include these reference models in the typically long-running Federal IT acquisition cycles wasn’t always clear, however, particularly during the first interactions of a Program’s technical and functional leadership with the Mission owners and investment planners. This typically occurs as an agency begins the process of describing its strategy and business case for allocation of new Federal funding, reacting to things like new legislation or policy, real or anticipated mission challenges, or straightforward ROI opportunities (for example the introduction of new technologies that deliver significant cost-savings).The early artifacts (i.e. Resource Allocation Plans, Acquisition Plans, Exhibit 300’s or other Business Case materials, etc.) of the intersection between Mission owners, IT and Program Managers are far easier to understand and discuss, when the overlay of an evolved, actionable Enterprise Architecture (such as the FEA) is applied.  “Actionable” is the key word – too many Public Service entity EA’s (including the FEA) have for too long been used simply as a very highly-abstracted standards reference, duly maintained and nominally-enforced by an Enterprise or System Architect’s office. Refreshing elements of this recent FEA Common Approach include one of the first Federally-documented acknowledgements of the “Solution Architect” (the “Problem-Solving” role). This role collaborates with the Enterprise, System and Business Architecture communities primarily on completing actual “EA Roadmap” documents. These are roadmaps grounded in real cost, technical and functional details that are fully aligned with both contextual expectations (for example the new “Digital Government Strategy” and its required roadmap deliverables - and the rapidly increasing complexities of today’s more portable and transparent IT solutions.  We also expect some very critical synergies to develop in early IT investment cycles between this new breed of “Federal Enterprise Solution Architect” and the first waves of the newly-formal “Federal IT Program Manager” roles operating under more standardized “critical competency” expectations (including EA), likely already to be seriously influencing the quality annual CPIC (Capital Planning and Investment Control) processes.  Our Oracle Enterprise Strategy Team (EST) and associated Oracle Enterprise Architecture (OEA) practices are already engaged in promoting and leveraging the visibility of Enterprise Architecture as a key contributor to early IT investment validation, and we look forward in particular to seeing the real, citizen-centric benefits of this FEA Common Approach in particular surface across the entire Public Service CPIC domain - Federal, State, Local, Tribal and otherwise. Read more Enterprise Architecture blog posts for additional EA insight!

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• Circle-Line Collision Detection Problem

  - by jazzdawg

  I am currently developing a breakout clone and I have hit a roadblock in getting collision detection between a ball (circle) and a brick (convex polygon) working correctly. I am using a Circle-Line collision detection test where each line represents and edge on the convex polygon brick. For the majority of the time the Circle-Line test works properly and the points of collision are resolved correctly. Collision detection working correctly. However, occasionally my collision detection code returns false due to a negative discriminant when the ball is actually intersecting the brick. Collision detection failing. I am aware of the inefficiency with this method and I am using axis aligned bounding boxes to cut down on the number of bricks tested. My main concern is if there are any mathematical bugs in my code below. /* * from and to are points at the start and end of the convex polygons edge. * This function is called for every edge in the convex polygon until a * collision is detected. */ bool circleLineCollision(Vec2f from, Vec2f to) { Vec2f lFrom, lTo, lLine; Vec2f line, normal; Vec2f intersectPt1, intersectPt2; float a, b, c, disc, sqrt_disc, u, v, nn, vn; bool one = false, two = false; // set line vectors lFrom = from - ball.circle.centre; // localised lTo = to - ball.circle.centre; // localised lLine = lFrom - lTo; // localised line = from - to; // calculate a, b & c values a = lLine.dot(lLine); b = 2 * (lLine.dot(lFrom)); c = (lFrom.dot(lFrom)) - (ball.circle.radius * ball.circle.radius); // discriminant disc = (b * b) - (4 * a * c); if (disc < 0.0f) { // no intersections return false; } else if (disc == 0.0f) { // one intersection u = -b / (2 * a); intersectPt1 = from + (lLine.scale(u)); one = pointOnLine(intersectPt1, from, to); if (!one) return false; return true; } else { // two intersections sqrt_disc = sqrt(disc); u = (-b + sqrt_disc) / (2 * a); v = (-b - sqrt_disc) / (2 * a); intersectPt1 = from + (lLine.scale(u)); intersectPt2 = from + (lLine.scale(v)); one = pointOnLine(intersectPt1, from, to); two = pointOnLine(intersectPt2, from, to); if (!one && !two) return false; return true; } } bool pointOnLine(Vec2f p, Vec2f from, Vec2f to) { if (p.x >= min(from.x, to.x) && p.x <= max(from.x, to.x) && p.y >= min(from.y, to.y) && p.y <= max(from.y, to.y)) return true; return false; }

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• The Three-Legged Milk Stool - Why Oracle Fusion Incentive Compensation makes the difference!

  - by Richard Lefebvre

  During the London Olympics, we were exposed to dozens of athletes who worked with sports psychologists to maximize their performance. Executives often hire business psychologists to coach their teams to excellence. In the same vein, Fusion Incentive Compensation can be used to get people to change their sales behavior so we can make our numbers. But what about using incentive compensation solutions in a non-sales scenario to drive change? Recently, I was working an opportunity where a company was having a low user adoption rate for Salesforce.com, which was causing problems for them. I suggested they use Fusion Incentive Comp to change the reps' behavior. We tossed around the idea of tracking user adoption by creating a variable bonus for reps based on how well they forecasted revenues in the new system. Another thought was to reward the reps for how often they logged into the system or for the percentage of leads that became opportunities and turned into revenue. A new twist on a great product. Fusion CRM's Sweet Spot I'm excited about the sales performance management (SPM) tools in Fusion CRM. This trio of Incentive Compensation, Territory Management, and Quota Management sets us apart from the competition because Oracle is the only vendor that provides all three of these capabilities on a single tech stack, in a single application, and with a single look and feel. The niche vendors offer standalone territory or incentive compensation solutions, but then the customer has to custom build the other tools and can end up with a Frankenstein-type environment. On average, companies overpay sales commissions by three to eight percent. You calculate that number for a company the size of Oracle for one quarter and it makes a pretty air-tight financial case for using SPM tools to figure accurate commissions. Plus when sales reps get the right compensation, they can be out selling rather than spending precious time figuring out what they didn't get paid or looking for another job. And one more thing ... Oracle knows incentive comp. We have been a Gartner Market Scope leader in this space for the last five years. Our solution gets high marks because of its scalability and because of its interoperability with other technologies. And now that we're leading with Fusion, our incentive compensation offering includes the innovations that the Fusion team built, plus enhancements from the E-Business Suite Incentive Comp team. It's a case of making a good thing even better. (See product video.) The "Wedge" Apps In a number of accounts that I'm working on, there is a non-Oracle CRM system of record. That gives me the perfect opportunity to introduce the benefits of our SPM tools and to get the customer using Fusion. Then the door is wide open for the company to uptake more of Fusion CRM, especially since all the integrations they need are out of the box. I really believe that implementing this wedge of SPM tools is the ticket to taking market share away from other vendors. It allows us to insert ourselves in an environment where no other CRM solution in the market has the extending capabilities of Fusion. Not Just Your Usual Suspects Usually the stakeholders that I talk to for Territory Management are tightly aligned with the sales management team. When I sell the quota planning tool, I'm talking to finance people on the ERP side of the house who are measuring quotas and forecasting revenue. And then Incentive Comp is of most interest to the sales operations people, and generally these people roll up to either HR or the payroll department. I think of our Fusion SPM tools as a three-legged stool straddling an organization's Sales, Finance, and HR departments. So when you're prospecting for opportunities -- yes, people with a CRM perspective will be very interested -- but don't limit yourselves to that constituency. You might find stakeholders in accounting, revenue planning, or HR compensation teams. You just might discover, as I did at United Airlines, that the HR organization is spearheading the CRM project because incentive compensation is what they need ... and they're the ones with the budget. Jason Loh Global Solutions Manager, Fusion CRM Sales Planning Oracle Corporation

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• Challenges in Corporate Reporting - New Independent Research

  - by ndwyouell

  Earlier this year, Oracle and Accenture sponsored a global study on trends in financial close and reporting. We surveyed 1,123 finance professionals in large organizations in 12 countries around the world during February and March. Financial Consolidation and Reporting is the most mature aspect of Enterprise Performance Management with mainstream solutions having been around for over 30 years. But of course over this time there have been many changes and very significant increases in regulation. So just what is the current state is Financial Consolidation and Reporting in our major corporations across the world? We commissioned this independent research to find out. Highlights of the result are: •          Seeking change: Businesses recognize they need to invest in financial reporting to address the challenges they currently face. 47 percent of companies have made substantial investments over the last year to the financial close, filing, and reporting processes. •          Ineffective investments: Despite these investments, spreadsheets (72 percent) and e-mails (68 percent) are still being used daily to track and manage reporting, suggesting that new investments are falling short of expectations. •          Increased costs and uncertainty: The situation is so opaque that managers across the finance function are unable to fully understand the financial impact or cost implications of reporting, with 60 percent of respondents admitting they did not know the total cost of managing and publicizing their financial results. •          Persistent challenges: 68 percent of respondents admitted that they have inadequate visibility into reporting processes, while 84 percent of finance managers surveyed said they find it difficult to control the quality of financial data across the entire reporting process. •          Decreased effectiveness: 71 percent of finance managers feel their effectiveness is limited in some way by data-analysis–related issues, while 39 percent of C-level or VP-level respondents say their effectiveness is impaired by limited visibility. •          Missed deadlines: Due to late changes to the chart of accounts, 15 percent of global businesses have missed statutory filings, putting their companies at risk of financial penalties and potentially impacting share value. The report makes it clear that investments made to date by these large organizations around the world have been uneven across the close, reporting, and filing processes, which has led to the challenges these organizations currently face in the overall process. Regardless of whether companies are using a variety of solutions or a single solution, the report shows they continue to witness increased costs, ineffectual data management, and missed reporting, which—in extreme circumstances—can impact a company’s corporate image and share value. The good news is that businesses realize that these problems persist and 86 percent of companies are likely to make a significant investment during the next five years to address these issues. While they should invest, it is critical that they direct investments correctly to address the key issues this research identified: •          Improving data integrity •          Optimizing processes •          Integrating the extended financial close process By addressing these issues and with clear guidance on how to implement the correct business processes, infrastructure, and software solutions, finance teams will find that their reporting processes are much more effective, cost-efficient, and aligned with their performance expectations. To get a copy of the full report: http://www.oracle.com/webapps/dialogue/ns/dlgwelcome.jsp?p_ext=Y&p_dlg_id=11747758&src=7300117&Act=92 To replay a webcast discussing the findings: http://www.cfo.com/webcast.cfm?webcast=14639438&pcode=ORA061912_ORA

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• How to correctly partition usb flash drive and which filesystem to choose considering wear leveling?

  - by random1

  Two problems. First one: how to partition the flash drive? I shouldn't need to do this, but I'm no longer sure if my partition is properly aligned since I was forced to delete and create a new partition table after gparted complained when I tried to format the drive from FAT to ext4. The naive answer would be to say "just use default and everything is going to be alright". However if you read the following links you'll know things are not that simple: https://lwn.net/Articles/428584/ and http://linux-howto-guide.blogspot.com/2009/10/increase-usb-flash-drive-write-speed.html Then there is also the issue of cylinders, heads and sectors. Currently I get this: $sfdisk -l -uM /dev/sdd Disk /dev/sdd: 30147 cylinders, 64 heads, 32 sectors/track Warning: The partition table looks like it was made for C/H/S=*/255/63 (instead of 30147/64/32). For this listing I'll assume that geometry. Units = mebibytes of 1048576 bytes, blocks of 1024 bytes, counting from 0 Device Boot Start End MiB #blocks Id System /dev/sdd1 1 30146 30146 30869504 83 Linux $fdisk -l /dev/sdd Disk /dev/sdd: 31.6 GB, 31611420672 bytes 255 heads, 63 sectors/track, 3843 cylinders Units = cylinders of 16065 * 512 = 8225280 bytes Sector size (logical/physical): 512 bytes / 512 bytes I/O size (minimum/optimal): 512 bytes / 512 bytes Disk identifier: 0x00010c28 So from my current understanding I should align partitions at 4 MiB (currently it's at 1 MiB). But I still don't know how to set the heads and sectors properly for my device. Second problem: file system. From the benchmarks I saw ext4 provides the best performance, however there is the issue of wear leveling. How can I know that my Transcend JetFlash 700's microcontroller provides for wear leveling? Or will I just be killing my drive faster? I've seen a lot of posts on the web saying don't worry the newer drives already take care of that. But I've never seen a single piece of backed evidence of that and at some point people start mixing SSD with USB flash drives technology. The safe option would be to go for ext2, however a serious of tests that I performed showed horrible performance!!! These values are from a real scenario and not some synthetic test: 42 files: 3,429,415,284 bytes copied to flash drive original fat32: 15.1 MiB/s ext4 after new partition table: 10.2 MiB/s ext2 after new partition table: 1.9 MiB/s Please read the links that I posted above before answering. I would also be interested in answers backed up with some references because a lot is said and re-said but then it lacks facts. Thank you for the help.

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• Gateway GT5220 Boot/POST Failure

  - by John Rudy

  I have a Gateway GT5220 I'm troubleshooting. It is, in fact, the machine I just gave my father for his birthday a couple months ago. (Prior to that, it was my home PC. My home PC is now the MacBook on which I'm writing this.) Before going any further, I suspect that the answer will be, "It's worse than that, it's dead, Jim, it's dead, Jim, it's dead, Jim." At least, mobo and/or CPU. The initial symptoms were as follows: Turn on power All fans fire up (thus making it so I can't hear if the hard drive is spinning or not, nor are my hands sensitive enough anymore to feel it) No LEDs remained lit on the front panel. (Initially, the hard drive indicator flashed briefly.) No beep, no video, no nothing. Following some advice I found here, I tried to "drain the stored power." After following those steps, the new symptoms were: Turn on power All fans fire up The front panel LEDs remained lit! After about 20, maybe 30 seconds, we had video! Sort of. We got to the Gateway splash/POST screen, which appeared thoroughly corrupted. How corrupted? Well, I imagine it's what a POST screen would look like after reading the wrong passage out of the Necronomicon: It stayed there. I gave it at least 5, maybe 6 minutes, and it didn't move. So I shut her down, started her up again, and now (this is where we currently stand, symptomatically) we have this: Turn on power All fans fire up The front panel LEDs remain lit No video, no beep, no nothing. I'm a software guy; haven't done real hardware troubleshooting in years. My gut tells me that the mobo and/or CPU is fried, and unfortunately my gut didn't get to be as big as it is being wrong all the time. :( In addition to the link above, I have read all of the following (trying to save you some LMGTFY trouble): Gateway Support POST Error Messages and Handling About a zillion (useless) POST beep code sites A kioskea.net post indicating that most likely we're at what I consider "total loss" (mobo and/or CPU) My questions: Are there any conditions other than mobo/CPU that could cause symptoms like these? Is it worth my time to try the next hardware troubleshooting step?(IE, remove all non-critical hardware from the machine, try to boot, systematically replace one by one until we find the failing component) Which mobos will fit in the Gateway GT5220 case (with rear ports correctly aligned)? (Why this is not a dupe: I wouldn't have posted this question if it hadn't been for the funkadelic possessed video display on the one occasion we got video out. I think that justified this not being an exact dupe. Of course, if the community overrules, I will understand.)

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• RAID 50 24Port Fast Writes Slow Reads - Ubuntu

  - by James

  What is going on here?! I am baffled. serveradmin@FILESERVER:/Volumes/MercuryInternal/test$ sudo dd if=/dev/zero of=/Volumes/MercuryInternal/test/test.fs bs=4096k count=10000 10000+0 records in 10000+0 records out 41943040000 bytes (42 GB) copied, 57.0948 s, 735 MB/s serveradmin@FILESERVER:/Volumes/MercuryInternal/test$ sudo dd if=/Volumes/MercuryInternal/test/test.fs of=/dev/null bs=4096k count=10000 10000+0 records in 10000+0 records out 41943040000 bytes (42 GB) copied, 116.189 s, 361 MB/s OF NOTE: My RAID50 is 3 sets of 8 disks. - This might not be the best config for SPEED. OS: Ubuntu 12.04.1 x64 Hardware Raid: RocketRaid 2782 - 24 Port Controller HardDriveType: Seagate Barracuda ES.2 1TB Drivers: v1.1 Open Source Linux Drivers. So 24 x 1TB drives, partitioned using parted. Filesystem is ext4. I/O scheduler WAS noop but have changed it to deadline with no seemingly performance benefit/cost. serveradmin@FILESERVER:/Volumes/MercuryInternal/test$ sudo gdisk -l /dev/sdb GPT fdisk (gdisk) version 0.8.1 Partition table scan: MBR: protective BSD: not present APM: not present GPT: present Found valid GPT with protective MBR; using GPT. Disk /dev/sdb: 41020686336 sectors, 19.1 TiB Logical sector size: 512 bytes Disk identifier (GUID): 95045EC6-6EAF-4072-9969-AC46A32E38C8 Partition table holds up to 128 entries First usable sector is 34, last usable sector is 41020686302 Partitions will be aligned on 2048-sector boundaries Total free space is 5062589 sectors (2.4 GiB) Number Start (sector) End (sector) Size Code Name 1 2048 41015625727 19.1 TiB 0700 primary To me this should be working fine. I can't think of anything that would be causing this other then fundamental driver errors? I can't seem to get much/if any higher then the 361MB a second, is this hitting the "SATA2" link speed, which it shouldn't given it is a PCIe2.0 card. Or maybe some cacheing quirk - I do have Write Back enabled. Does anyone have any suggestions? Tests for me to perform? Or if you require more information, I am happy to provide it! This is a video fileserver for editing machines, so we have a preference for FAST reads over writes. I was just expected more from RAID 50 and 24 drives together... EDIT: (hdparm results) serveradmin@FILESERVER:/Volumes/MercuryInternal$ sudo hdparm -Tt /dev/sdb /dev/sdb: Timing cached reads: 17458 MB in 2.00 seconds = 8735.50 MB/sec Timing buffered disk reads: 884 MB in 3.00 seconds = 294.32 MB/sec EDIT2: (config details) Also, I am using a RAID block size of 256K. I was told a larger block size is better for larger (in my case large video) files. EDIT3: (Bonnie++ Results. Would love some guidance with this!)

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• Why Photoshop CS5's photomerge's result immediately disappear?

  - by koiyu

  I have a bunch of JPG-files which I want to stitch together with Photoshop's Photomerge function. I choose File → Automate → Photomerge... and browse for the files. Photoshop opens the files and starts analyzing. I see the process bar filling and different phases are mentioned on the process bar. Nothing weird there. When the merging is done (and if I don't blink my eyes), I can see layers-palette is populated with the chosen files and, by quickly judging from the layer thumbnails, they're properly aligned. Sometimes the image window itself can be seen, but not always. Problem is that the layers and the image disappear in a flash. There is no error message. Everything is like prior starting the photomerge. No file has been changed. I could continue to use Photoshop normally. This is what I've tried so far: Loaded folder which has 38 JPG images, 4272 x 2848 and ˜ 5 megabytes per file Loaded the same files, but chose Use Files instead of Use Folder in the photomerge's window Loaded 19 JPG images, 4272 x 2848 and ˜ 5 megabytes per file Loaded 10 JPG images, ⇑ see above Loaded 5 JPG images, see above Loaded 3 JPG images, see above Scaled the images to 2256 x 1504 and ˜< 1 megabytes per file Loaded in a set of 38, 19, 10, 5, 3 Following steps are tested with these smaller files and with a set of 5 images Read Adobe's forums and reduced the amount of RAM Photoshop uses gradually from ˜ 80 % to 50 % (though I didn't understand the logic behind this) Would've reduced cache tile size to 128K, but it was set so already Disabled OpenGL Scaled the images to 800 x 533 and ˜ 100 kilobytes per file, loaded a set of 5 Read more unanswered threads around the internet In between each test I closed and reopened Photoshop. This is the first time I've even tried using photomerge. Am I doing something wrong? How can I locate what is the problem? How do I fix this? Photoshop is 64 bit Extended CS5 version. I'm on a mid-2010 quad-core (i5) iMac with up-to-date Mac OS X 10.6.6. Edit: Weird. First loading the images into one file via File → Scripts → Load Files into Stack… and then using Edit → Auto-Align Layers…, which, effectively, is the same as photomerge (even the dialog looks kind of the same), works! Even with the original JPGs without any issues. This doesn't fix photomerge, though.

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• Excel data range - to sum series within date range

  - by Mark

  I have a set of data that I would like to manipulate but my problem is not straight forward. In this data I have date ranges that include multiple entries of the same date on some days and not on others. What I need to accomplish is to manage a trading account so that no more than 1% of the account is put at risk on any given day (retrospectively). To do this, when a series of trades falls on the same day, I need to total the risk associated with each of those trades so that I can limit the total risk of the combined trades by limiting the position size I take in each. Here is a sample set of the data I am working with. As you can see, there are 5 trades on Jan 3. Each of these trades comes with a risk value. I need to add the risk values of these 5 trades so that I can compare it to an account value and then determine if I should take more than 1 position in each trade. As you can see there are different numbers of trades that occur on the 4th, 5th 6th and 9th. I need the values returned in each row so that I can further manipulate them in the spreadsheet. I am not new to Excel, but cannot come up with a solution here - your input is much appreciated. Forgive the presentation below - I cannot upload a pic (new user) and the format does not carry across from excel. I have aligned the first several lines manually. Thx. Date ............. Pair ....... L/S ...... Initial Risk .......Win ......Loss ....BE. ....Avg Gain Avg Loss pips/swing 1/3/2012 ....EUR/USD ....S .............15 ................1 ..................................10 ..........................15. .. 1/3/2012 ....USD/CHF .....L ............15 ..........................................1 ..........0 1/3/2012 ....AUD/USD ....S .............15 ................1 .................................16 ...........................18 1/3/2012 ....NZD/USD ....S .............15 ................1 ...................................7 .............................8 1/3/2012 ....AUD/JPY .... S .............10 ................1 .................................25 ............................20 1/4/2012 ....EUR/USD ....L .............20 ................1 .................................19 ...........................19 1/4/2012 ....USD/CHF ....S ............ 15 ................1 .................................17 ...........................20 1/4/2012 EUR/JPY L 20 1 0 1/5/2012 EUR/USD L 15 1 10 20 1/5/2012 GBP/USD L 20 1 15 20 1/5/2012 USD/CHF S 15 1 0 1/5/2012 USD/JPY S 10 1 7 10 1/5/2012 USD/CAD S 15 1 28 36 1/5/2012 AUD/USD L 15 1 20 20 1/6/2012 USD/CAD S 15 1 5 -10 1/6/2012 EUR/JPY L 15 1 7 7 1/9/2012 AUD/USD S 15 1 22 30 1/9/2012 NZD/USD S 15 1 10 15

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• Why Photoshop CS5's photomerge's result immediately disappear?

  - by koiyu

  I have a bunch of JPG-files which I want to stitch together with Photoshop's Photomerge function. I choose File → Automate → Photomerge... and browse for the files. Photoshop opens the files and starts analyzing. I see the process bar filling and different phases are mentioned on the process bar. Nothing weird there. When the merging is done (and if I don't blink my eyes), I can see layers-palette is populated with the chosen files and, by quickly judging from the layer thumbnails, they're properly aligned. Sometimes the image window itself can be seen, but not always. Problem is that the layers and the image disappear in a flash. There is no error message. Everything is like prior starting the photomerge. No file has been changed. I could continue to use Photoshop normally. This is what I've tried so far: Loaded folder which has 38 JPG images, 4272 x 2848 and ˜ 5 megabytes per file Loaded the same files, but chose Use Files instead of Use Folder in the photomerge's window Loaded 19 JPG images, 4272 x 2848 and ˜ 5 megabytes per file Loaded 10 JPG images, ⇑ see above Loaded 5 JPG images, see above Loaded 3 JPG images, see above Scaled the images to 2256 x 1504 and ˜< 1 megabytes per file Loaded in a set of 38, 19, 10, 5, 3 Following steps are tested with these smaller files and with a set of 5 images Read Adobe's forums and reduced the amount of RAM Photoshop uses gradually from ˜ 80 % to 50 % (though I didn't understand the logic behind this) Would've reduced cache tile size to 128K, but it was set so already Disabled OpenGL Scaled the images to 800 x 533 and ˜ 100 kilobytes per file, loaded a set of 5 Read more unanswered threads around the internet In between each test I closed and reopened Photoshop. This is the first time I've even tried using photomerge. Am I doing something wrong? How can I locate what is the problem? How do I fix this? Photoshop is 64 bit Extended CS5 version. I'm on a mid-2010 quad-core (i5) iMac with up-to-date Mac OS X 10.6.6. Edit: Weird. First loading the images into one file via File → Scripts → Load Files into Stack… and then using Edit → Auto-Align Layers…, which, effectively, is the same as photomerge (even the dialog looks kind of the same), works! Even with the original JPGs without any issues. This doesn't fix photomerge, though.

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• Unique Business Value vs. Unique IT

  - by barry.perkins

  When the age of computing started, technology was new, exciting, full of potential and had a long way to grow. Vendor architectures were proprietary, and limited in function at first, growing in capability and complexity over time. There were few if any "standards", let alone "open standards" and the concepts of "open systems", and "open architectures" were far in the future. Companies employed intelligent, talented and creative people to implement the best possible solutions for their company. At first, those solutions were "unique" to each company. As time progressed, standards emerged, companies shared knowledge, business capability supplied by technology grew, and companies continued to expand their use of technology. Taking advantage of change required companies to struggle through periodic "revolutionary" change cycles, struggling through costly changes that were fraught with risk, resulted in solutions with an increasingly shorter half-life, and frequently required altering existing business processes and retraining employees and partner businesses. The pace of technological invention and implementation grew at an ever increasing rate, making the "revolutionary" approach based upon "proprietary" or "closed" architectures or technologies no longer viable. Concurrent with the advancement of technology, the rate of change in business increased, leading us to the incredibly fast paced, highly charged, and competitive global economy that we have today, where the most successful companies are companies that are good at implementing, leveraging and exploiting change. Fast forward to today, a world where dramatic changes in business and technology happen continually, a world where "evolutionary" change is crucial. Companies can no longer afford to build "unique IT", nor can they afford regular intervals of "revolutionary" change, with the associated costs and risks. Human ingenuity was once again up to the task, turning technology into a platform supporting business through evolutionary change, by employing "open": open standards; open systems; open architectures; and open solutions. Employing "open", enables companies to implement systems based upon technology, capability and standards that will evolve over time, providing a solid platform upon which a company can drive business needs, requirements, functions, and processes down into the technology, rather than exposing technology to the business, allowing companies to focus on providing "unique business value" rather than "unique IT". The big question! Does moving from "older" technology that no longer meets the needs of today's business, to new "open" technology require yet another "revolutionary change"? A "revolutionary" change with a short half-life, camouflaging reality with great marketing? The answer is "perhaps". With the endless options available to choose from, it is entirely possible to implement a solution that may work well today, but in 5 years time will become yet another albatross for the company to bear. Some solutions may look good today, solving a budget challenge by reducing cost, or solving a specific tactical challenge, but result in highly complex environments, that may be difficult to manage and maintain and limit the future potential of your business. Put differently, some solutions might push today's challenge into the future, resulting in a more complex and expensive solution. There is no such thing as a "1 size fits all" IT solution for business. If all companies implemented business solutions based upon technology that required, or forced the same business processes across all businesses in an industry, it would be extremely difficult to show competitive advantage through "unique business value". It would be equally difficult to "evolve" to meet or exceed business needs and keep up with today's rapid pace of change. How does one ensure that they do not jump from one trap directly into another? Or to put it positively, there are solutions available today that can address these challenges and issues. How does one ensure that the buying decision of today will serve the business well for years into the future? Intelligent & Informed decisions - "buying right" In a previous blog entry, we discussed the value of linking tactical to strategic The key is driving the focus to what is best for your business, handling today's tactical issues while also aligning with a roadmap/strategy that is tightly aligned with your strategic business objectives. When considering the plethora of possible options that provide various approaches to solving today's complex business problems, it is extremely important to ensure that vendors supplying those options, focus on what is best for your business, supplying sufficient information, providing adequate answers to questions, addressing challenges, issues, concerns and objections honestly and openly, and focus on supplying solutions that are tailored for, and deliver the most business value possible for your business. Here are a few questions to consider relative to the proposed options that should help ensure that today's solution doesn't become tomorrow's problem. Do the proposed solutions: Solve the problem(s) you are trying to address? Provide a solid foundation upon which to grow/enhance your business? Provide tactical gains that align with and enable your strategic business goals/objectives? Provide an infrastructure that can be leveraged with subsequent projects? Solve problems for the business overall, the lines of business, or just IT? Simplify your current environment Provide the basis for business: Efficiency Agility Clarity governance, risk, compliance real time business visibility and trend analysis Does your IT staff have the knowledge/experience to successfully manage the proposed systems once they are deployed in production? Done well, you will be presented with options tailored to your business, that enable you to drive the "unique business value" necessary to help your business stand out from others, creating a distinct competitive advantage, delivering what your customers need, when they need it, so you can attract new customers, new business, and grow top line revenue, all at a cost that provides a strong Return on Investment/Return on Assets. The net result is growth with managed cost providing significantly improved profit margin and shareholder value.

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• PASS Summit 2010 Recap

  - by AjarnMark

  Last week I attended my eighth PASS Summit in nine years, and every year it is a fantastic event!  I was fortunate my first year to have a contact (Bill Graziano (blog | Twitter) from SQLTeam) that I was expecting to meet, and who got me started on a good track of making new contacts.  Each year I have made a few more, and renewed friendships from years past.  Many of the attendees agree that the pure networking opportunities are one of the best benefits of attending the Summit.  And there’s a lot of great technical stuff, too, some of the things that stick out for me this year include… Pre-Con Monday: PowerShell with Allen White (blog | Twitter).  This was the first time that I attended a pre-con.  For those not familiar with the concept, the regular sessions for the conference are 75-90 minutes long.  For an extra fee, you can attend a full-day session on a single topic during a pre- or post-conference training day.  I had been meaning for several months to dive in and learn PowerShell, but just never seemed to find (or make) the time for it, so when I saw this was one of the all-day sessions, and I was planning to be there on Monday anyway, I decided to go for it.  And it was well worth it!  I definitely came out of there with a good foundation to build my own PowerShell scripts, plus several sample scripts that he showed which already cover the first four or five things I was planning to do with PowerShell anyway.  This looks like the right tool for me to build an automated version of our software deployment process, which right now contains many repeated steps.  Thanks Allen! Service Broker with Denny Cherry (blog | Twitter).  I remembered reading Denny’s blog post on Using Service Broker instead of Replication, and ever since then I have been thinking about using this to populate a new reporting-focused Data Repository that we will be building in the near future.  When I saw he was doing this session, I thought it would be great to get more information and be able to ask the author questions.  When I brought this idea back to my boss, he really liked it, as we had previously been discussing doing nightly data loads, with an option to manually trigger a mid-day load if up-to-the-minute data was needed for something.  If we go the Service Broker route, we can keep the Repository current in near real-time.  Hooray! DBA Mythbusters with Paul Randal (blog | Twitter).  Even though I read every one of the posts in Paul’s blog series of the same name, I had to go see the legend in person.  It was great, and I still learned something new! How to Conduct Effective Meetings with Joe Webb (blog | Twitter).  I always like to sit in on a session that Joe does.  I met Joe several years ago when both he and Bill Graziano were on the PASS Board of Directors together, and we have kept in touch.  Joe is very well-spoken and has great experience with both SQL Server and business.  And we could certainly use some pointers at my work (probably yours, too) on making our meetings more effective and to run on-time.  Of course, now that I’m the Chapter Leader for the Professional Development virtual chapter, I also had to sit in on this ProfDev session and recruit Joe to do a presentation or two for the chapter next year. Query Optimization with David DeWitt.  Anyone who has seen Dr. David DeWitt present the 3rd keynote at a PASS Summit over the last three years knows what a great time it is to sit and listen to him make some really complicated and advanced topic easy to understand (although it still makes your head hurt).  It still amazes me that the simple two-table join query from pubs that he used in his example can possibly have 22 million possible physical query plans.  Ouch! Exhibit Hall:  This year I spent more serious time in the exhibit hall than any year past.  I have talked my boss into making a significant (for us) investment in monitoring tools next year, and this was a great opportunity to talk with all the big-hitters.  Readers of mine may recall that I fell in love with the SQL Sentry Power Suite several months ago and wrote a blog entry about it just from the trial version.  Well as things turned out, short-term budget priorities shifted, and we weren’t able to make the purchase then.  I have it in the budget for next year, but since I was going to the Summit, my boss wanted me to look at the other options to see if this was really the one that we wanted.  I spent a couple of hours talking with representatives from Red-Gate, Idera, Confio, and Quest about their offerings, and giving them each the same 3 scenarios that I wanted to be able to accomplish based on the questions and issues that arise in our company.  It was interesting to discover the different approaches or “world view” that each vendor takes to the subject of performance monitoring and troubleshooting.  I may write a separate article that goes into this in more depth, but the product that best aligned with our point of view, and met the current needs we have is still the SQL Sentry Power Suite.  I’m not saying that the others are bad or wrong or anything like that, just that the way they tackled the issue did not align as well with our particular needs as does SQL Sentry’s product.  And that was something I learned too, when you go shopping for these products, you really need to know what you want to get from them.  It’s best if you have a few example scenarios from work that you can use to test out how well each tool fits your particular needs. Overall, another GREAT event.  I can’t wait to get the DVDs so I can sit in on a bunch of other sessions that I couldn’t get to because I was in one of the ones above.  And I can hardly wait until next year!

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• Optimizing collision engine bottleneck

  - by Vittorio Romeo

  Foreword: I'm aware that optimizing this bottleneck is not a necessity - the engine is already very fast. I, however, for fun and educational purposes, would love to find a way to make the engine even faster. I'm creating a general-purpose C++ 2D collision detection/response engine, with an emphasis on flexibility and speed. Here's a very basic diagram of its architecture: Basically, the main class is World, which owns (manages memory) of a ResolverBase*, a SpatialBase* and a vector<Body*>. SpatialBase is a pure virtual class which deals with broad-phase collision detection. ResolverBase is a pure virtual class which deals with collision resolution. The bodies communicate to the World::SpatialBase* with SpatialInfo objects, owned by the bodies themselves. There currenly is one spatial class: Grid : SpatialBase, which is a basic fixed 2D grid. It has it's own info class, GridInfo : SpatialInfo. Here's how its architecture looks: The Grid class owns a 2D array of Cell*. The Cell class contains two collection of (not owned) Body*: a vector<Body*> which contains all the bodies that are in the cell, and a map<int, vector<Body*>> which contains all the bodies that are in the cell, divided in groups. Bodies, in fact, have a groupId int that is used for collision groups. GridInfo objects also contain non-owning pointers to the cells the body is in. As I previously said, the engine is based on groups. Body::getGroups() returns a vector<int> of all the groups the body is part of. Body::getGroupsToCheck() returns a vector<int> of all the groups the body has to check collision against. Bodies can occupy more than a single cell. GridInfo always stores non-owning pointers to the occupied cells. After the bodies move, collision detection happens. We assume that all bodies are axis-aligned bounding boxes. How broad-phase collision detection works: Part 1: spatial info update For each Body body: Top-leftmost occupied cell and bottom-rightmost occupied cells are calculated. If they differ from the previous cells, body.gridInfo.cells is cleared, and filled with all the cells the body occupies (2D for loop from the top-leftmost cell to the bottom-rightmost cell). body is now guaranteed to know what cells it occupies. For a performance boost, it stores a pointer to every map<int, vector<Body*>> of every cell it occupies where the int is a group of body->getGroupsToCheck(). These pointers get stored in gridInfo->queries, which is simply a vector<map<int, vector<Body*>>*>. body is now guaranteed to have a pointer to every vector<Body*> of bodies of groups it needs to check collision against. These pointers are stored in gridInfo->queries. Part 2: actual collision checks For each Body body: body clears and fills a vector<Body*> bodiesToCheck, which contains all the bodies it needs to check against. Duplicates are avoided (bodies can belong to more than one group) by checking if bodiesToCheck already contains the body we're trying to add. const vector<Body*>& GridInfo::getBodiesToCheck() { bodiesToCheck.clear(); for(const auto& q : queries) for(const auto& b : *q) if(!contains(bodiesToCheck, b)) bodiesToCheck.push_back(b); return bodiesToCheck; } The GridInfo::getBodiesToCheck() method IS THE BOTTLENECK. The bodiesToCheck vector must be filled for every body update because bodies could have moved meanwhile. It also needs to prevent duplicate collision checks. The contains function simply checks if the vector already contains a body with std::find. Collision is checked and resolved for every body in bodiesToCheck. That's it. So, I've been trying to optimize this broad-phase collision detection for quite a while now. Every time I try something else than the current architecture/setup, something doesn't go as planned or I make assumption about the simulation that later are proven to be false. My question is: how can I optimize the broad-phase of my collision engine maintaining the grouped bodies approach? Is there some kind of magic C++ optimization that can be applied here? Can the architecture be redesigned in order to allow for more performance? Actual implementation: SSVSCollsion Body.h, Body.cpp World.h, World.cpp Grid.h, Grid.cpp Cell.h, Cell.cpp GridInfo.h, GridInfo.cpp

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• Meet our 2009 Oracle Graduates in South Africa

  - by anca.rosu

  Focusing on the broader Oracle community, Oracle South Africa initiated its first skills development programme in May 1988. Since its inception the programme has developed and improved and every year more graduates are taken on board. The Oracle Graduate Programme is made up of specific learning paths designed around customer, partner and Oracle specifications and is structured to meet the urgent skills requirements in the Oracle “economy”. The training programmes have a specific duration and incorporate both theoretical and practical application of Oracle product sets. It is aimed at creating: Meaningful employment for graduates; Learning opportunities for individuals within the organization so that career growth opportunities are exploited to the fullest; Capacity building for small enterprises which is aligned to Oracle’s Enterprise Development Programme Meet our five graduates who joined us in December 2008 and have spent over a year with us! Let’s get their initial feedback on the graduate programme and on their assignment to Jordan. Lector   On the Oracle Graduate Programme: “The Oracle Graduate Programme is an experience of a life time. I would not trade it for anything. It’s challenging and rewarding. I am proud and happy to be in an organization like Oracle” On the assignment in Jordan: "Friendly, welcoming people, world class instructors always willing to go the extra mile. What more can you ask for?"   Lungile On the Oracle Graduate Programme: “I joined Oracle as part of the graduate intake for pre-sales in order to develop my skills and knowledge. Working at Oracle has been an overwhelmingly positive experience as it has encouraged me to progress with my personal development. I am hugely grateful. It has been a great challenge and an awesome opportunity.” On the assignment to Jordan: “Going to Jordan was a great opportunity and the experience of a lifetime. The people were very welcoming and friendly. The culture was totally different from ours - the food, the clothes and the weather. It was an amazingly different experience to work from Sunday to Thursday with Friday and Saturday as the weekend.” Thabo On the Oracle Graduate Programme: “Life is an infinite learning path. I truly value growth. I believe for one to grow, one needs to be challenged to your full potential. The Oracle Graduate Programme offers real growth – and so much more.” On the assignment to Jordan: “I was amazed by the cultural differences. I now understood that to be part of the global community, I must embrace our similarities and understand our differences.”   Albeauty On the Oracle Graduate Programme: “Responsibility, dedication, focus and taking initiative … these are the key points I learned from Oracle. It is such an honour to finally be part of the Oracle family. The graduate programme itself was a great experience as I managed to learn how Oracle operates – it has been the highlight of my year. I believe that my hard work will assist in the growth of the company.” On the Jordan assignment: “A memory worth embracing. Going to Jordan was a great opportunity as I learned a lot with respect to integration between different cultures and getting to adapt to all things different. I, along with almost every other graduate, discovered that Oracle is far more than a database company. Now I know there is far more to the ‘Big Red’ name.” Emmanuel On the Oracle Graduate Programme: “The programme gave me invaluable exposure to the ICT sector and also provided an opportunity to travel, network and exchange ideas with others. The formal training helped me to improve my presentation skills and gave me a better understanding of business etiquette and communication.” On the assignment to Jordan: “It was my first trip abroad. It was a great chance to get to know each other. I had the opportunity to share ideas, share personal stuff as a team. We met experts who gave us superb training in Oracle Technologies. It was great.”   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 community,South Africa,Graduate Programme,Jordan,Technologies

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• Center Pictures and Other Objects in Office 2007 & 2010

  - by Matthew Guay

  Sometimes it can be difficult to center a picture in a document just by dragging it dragging it around. Today we show you how to center pictures, images, and other objects perfectly in Word and PowerPoint. Note: For this tutorial we’re using Office 2010, but the steps are nearly identical in 2007. Centering a Picture in Word First let’s insert a picture into our document.  Click the Insert tab, and then click Picture. Once you select the picture you want, it will be added to your document.  Usually, pictures are added wherever your curser was in the document, so in a blank document it will be added at the top left. Also notice Picture Tools show up in the Ribbon after inserting an image. Note: The following menu items are available in Picture Tools Format tab which is displayed when you select the object or image you’re working with. How do we align the picture just like we want?  Click Position to get some quick placement options, including centered in the middle of the document or on the top.    However, for more advanced placement, we can use the Align tool.  If Word isn’t maximized, you may only see the icon without the “Align” label. Notice the tools were grayed out in the menu by default.  To be able to change the Alignment, we need to first change the text wrap settings. Click the Wrap Text button, and any option other than “In Line with Text”.  Your choice will depend on the document you’re writing, just choose the option that works best in the document.   Now, select the Align tools again.  You can now position your image precisely with these options. Align Center will position your picture in the center of the page widthwise. Align Middle will put the picture in the middle of the page height-wise. This works the same with textboxes.  Simply click the Align button in the Format tab, and you can center it in the page. And if you’d like to align several objects together, simply select them all, click Group, and then select Group from the menu.   Now, in the align tools, you can center the whole group on your page for a heading, or whatever you want to use the pictures for. These steps also work the same with Office 2007. Center objects in PowerPoint This works similar in PowerPoint, except that pictures are automatically set for square wrapping automatically, so you don’t have to change anything.  Simply insert the picture or other object of your choice, click Align, and choose the option you want. Additionally, if one object is already aligned like you want, drag another object near it and you will see a Smart Guide to help you align or center the second object with the first.  This only works with shapes in PowerPoint 2010 beta, but will work with pictures, textboxes, and media in the final release this summer. Conclusion These are good methods for centering images and objects in Word and PowerPoint.  From designing perfect headers to emphasizing your message in a PowerPoint presentation, this is something we’ve found useful and hope you will too. Since we’re talking about Office here, it’s worth mentioning that Microsoft has announced the Technology Guarantee Program for Office 2010. Essentially what this means is, if you purchase a version of Office 2007 between March 5th and September 30th of this year, when Office 2010 is released you’ll be able to upgrade to it for free! Similar Articles Productive Geek Tips Add or Remove Apps from the Microsoft Office 2007 or 2010 SuiteAdd More Functions To Office 2007 By Installing Add-InsCustomize Your Welcome Picture Choices in Windows VistaEasily Rotate Pictures In Word 2007Add Effects To Your Pictures in Word 2007 TouchFreeze Alternative in AutoHotkey The Icy Undertow Desktop Windows Home Server – Backup to LAN The Clear & Clean Desktop Use This Bookmarklet to Easily Get Albums Use AutoHotkey to Assign a Hotkey to a Specific Window Latest Software Reviews Tinyhacker Random Tips Revo Uninstaller Pro Registry Mechanic 9 for Windows PC Tools Internet Security Suite 2010 PCmover Professional Discover New Bundled Feeds in Google Reader Play Music in Chrome by Simply Dragging a File 15 Great Illustrations by Chow Hon Lam Easily Sync Files & Folders with Friends & Family Amazon Free Kindle for PC Download Stretch popurls.com with a Stylish Script (Firefox)

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• Simple Scripting for your Exalogic Storage

  - by Trond Strømme

  As part of my job in Oracle ACS (Advanced Customer Services) I'm handling lots of different systems and customers. Among the recent systems I worked with have been Oracle's Exalogic engineered systems. One of the things I'd never had much exposure to as a system developer/architect/middleware guy/Java dude has been storage; outside of consuming it for my photography needs.. Well, I'm always ready for a new challenge... I'd downloaded the 7000 series storage simulator when it was released in the good old Sun days, found it fun and instructive to play around with, but as I never touched storage in any way (besides consuming it..) I forgot about it. A couple of years ago when I started working with Exalogic engineered systems it again came into light as an invaluable learning and testing tool for the embedded storage in an Exalogic;  Oracle's Sun ZFS Storage 7320 Appliance.  aaaanyway... I've been "booted" into a part-time role as the interim storage/system admin/middleware/Java guy for a client and found I needed to create the occasional report or summary or whatever.. of what's using the storage in the 7320 (as default configured for an Exalogic, 40T of disk in a mirrored configuration, yielding 18T of actual space.) Reading the nice documentation and some articles on the Oracle Technology Network I saw great possibilities with the embedded ECMAScript3/JavaScript engine in the 7000 series.  In my personal opinion anyone who's dealing with Exalogic administration, or exposed to any of the 7000 series of storage appliances and servers that Oracle offers should have a VirtualBox instance of it kicking around. For development and testing it's a fantastic tool. (It can save you from explaining (most) of the embarrassing FAILS you can do if you test something in a production system to your management...) So download, and install.  A small sidestep, if after firing up the 7000 series simulator in VirtualBox you've forgotten what it's IP address is, the following will sort you out if you log in directly via the running VirtualBox VM. So in my case I can ssh to 192.168.56.101 or point a browser to https://192.168.56.101:215 to log into the storage appliance. One simple way of executing a script on the 7320 is to ssh to the device and redirecting a file with the script in it to ssh. ssh [email protected] < myscript.js One question I got from my client and the people who will take over the systems was: "how can we see the quotas and allocations for all projects/shares in one easy go so we don't have to go navigating around in the BUI for all the hundreds of shares the 7320 is hosting just to check if anything is running dry?" Easy! JavaScript time, VirtualBox and emacs! //NOTE! this script is available 'as is' It has ben run on a couple of 7320's, (running 2010.08.17.3.0,1-1.25 & // 2011.04.24.1.0,1-1.8) a 7420 and the VB image, but I personally //offer no guarantee whatsoever that it won't make your server topple, catch fire or in any way go pear shaped.. //run at your own risk or learn from my code and or mistakes.. script run('cd /'); run('shares'); //get all projects: proj = list(); function spaceToGig(bytes){ return bytes/1073741824; //convert bytes to GB } function fullInPercent(quota, space_data){ tmp = (space_data/quota)*100; return tmp; } //print header, slightly good looking printf(" %s/%-15s %8s(GB) %7s(GB) %5s(GB) %7s(GB) %3s\n","Project", "Share","Quota","Ref", "Snap", "Total","%full"); printf("-------------------------------------------------------------------------------\n") //for each project, get all shares. check for quota and calculate percentage and human readable figures.. for (i=0;i<proj.length;i++){ run('select ' + proj[i]); //get all shares for a project var pshares = list(); //for each share get quota properties for (j=0;j<pshares.length;j++){ run('select ' + pshares[j]); quota = get('quota'); //properties associated with a share or inherited from a project spaceData = get('space_data'); spaceSnap = get('space_snapshots'); spaceTotal = get('space_total'); if(quota>0){ //has quota printf(" %s/%-15s \t%4.2fGB\t%.2fGB\t%.2fGB\t%.2fGB\t%5.2f%%\n",proj[i], pshares[j],spaceToGig(quota),spaceToGig(spaceData),spaceToGig(spaceSnap),spaceToGig(spaceTotal),fullInPercent(quota,spaceTotal)); }else{ //no quota printf(" %s/%-15s \t%8s\t%.2fGB\t%.2fGB\t%.2fGB\t%s\n",proj[i],pshares[j], "N/A", spaceToGig(spaceData),spaceToGig(spaceSnap),spaceToGig(spaceTotal),"N/A"); } run('cd ..'); } run('done'); } The resulting output should look something like this: Project/Share Quota(GB) Ref(GB) Snap(GB) Total(GB) %full ------------------------------------------------------------------------------- ACSExalogicSystem/domains N/A 0.04GB 0.00GB 0.04GB N/A ACSExalogicSystem/logs N/A 0.01GB 0.00GB 0.01GB N/A ACSExalogicSystem/nodemgrs N/A 0.00GB 0.00GB 0.00GB N/A ACSExalogicSystem/stores N/A 0.04GB 0.00GB 0.04GB N/A ***_dev/FMW_***_1 133GB 4.24GB 0.01GB 4.25GB 3.19% ***_dev/FMW_***_2 N/A 4.25GB 0.01GB 4.26GB N/A ***_dev/applications 10GB 0.00GB 0.00GB 0.00GB 0.00% ***_dev/domains 50GB 10.75GB 3.55GB 14.30GB 28.61% ***_dev/logs 20GB 0.32GB 0.01GB 0.33GB 1.66% ***_dev/softwaredepot 20GB 4.15GB 0.00GB 4.15GB 20.73% ***_dev/stores 20GB 0.01GB 0.00GB 0.01GB 0.05% ###_dev/FMW_###_1 400GB 17.63GB 0.12GB 17.75GB 4.44% ###_dev/applications N/A 0.00GB 0.00GB 0.00GB N/A ###_dev/domains 120GB 14.21GB 5.53GB 19.74GB 16.45% ###_dev/logs 15GB 0.00GB 0.00GB 0.00GB 0.00% ###_dev/softwaredepot 250GB 73.55GB 0.02GB 73.57GB 29.43% …snip My apologies if the output is a bit mis-aligned here and there, I only bothered making it look good, not perfect :/ I also removed some of the project names (*,#)

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• Create a Smoother Period Close

  - by Get Proactive Customer Adoption Team

  Untitled Document Do You Use Oracle E-Business Suite Products Involved in Accounting Period Closes? We understand that closing the periods in your system at the end of an accounting period enables your company to make the right business decisions. We also know this requires prior preparation, good procedures, and quality data. To help you meet that need, Oracle E-Business Suite’s proactive support team developed the Period Close Advisor to help your organization conduct a smooth period close for its Oracle E-Business Suite 12 products. The Period Close Advisor is composed of logical steps you can follow, aligned by the business requirement flow. It will help with an orderly close of the product sub-ledgers before posting to the General Ledger. It combines recommendations and industry best practices with tips from subject matter experts for troubleshooting. You will find patches needed and references to assist you during each phase. Get to know the E-Business Suite Period Close Advisor The Period Close Advisor does more than help the users of Oracle E-Business Suite products close their period. You can use it before and throughout the period to stay on track. Proactively it assists you as you set up your company’s period close process. During the period, it helps evaluate your system’s readiness for initiating the period close procedures and prepare the system for a smooth period close experience. The Period Close Advisor gets you to answers when you have questions and gives you the latest news from us on Oracle E-Business Suite’s period close. The Period Close Advisor is the right place to start. How to Use the E-Business Suite Period Close The Period Close Advisor graphically guides you through your period close. The tabs show you the products (also called applications or sub-ledgers) covered, and the product order required for the processing to handle any dependencies between the products. Users of all the products it covers can benefit from the information it contains. Structure of the Period Close Advisor Clicking on a tab gives you the details for that particular step in the process. This includes an overview, showing how the products fit into the overall period close process, and step-by-step information on each phase needed to complete the period close for the tab. You will also find multimedia training and related resources you can access if you need more information. Once you click on any of the phases, you see guidance for that phase. This can include: Tips from the subject-matter experts—here are examples from a Cash Management specialist: “For organizations with high transaction volumes bank statements should be loaded and reconciled on a daily basis.” “The automatic reconciliation process can be set up to create miscellaneous transactions automatically.” References to useful Knowledge Base documents: Information Centers for the products and features FAQs on functionality Known Issues and patches with both the errors and their solutions How-to documents that explain in detail how to use a feature or complete a process White papers that give overview of a feature, list setup required to use the feature, etc. Links to diagnosticsthat help debug issues you may find in a process Additional information and alerts about a process or reports that can help you prevent issues from surfacing This excerpt from the “Process Transaction” phase for the Receivables product lists documents you’ll find helpful. How to Get Started with the Period Close Advisor The Period Close Advisor is a great resource that can be used both as a proactive tool (while setting up your period end procedures) and as the first document to refer to when you encounter an issue during the period close procedures! As mentioned earlier, the order of the product tabs in the Period Close Advisor gives you the recommended order of closing. The first thing to do is to ensure that you are following the prescribed order for closing the period, if you are using more than one sub-ledger. Next, review the information shared in the Evaluate and Prepare and Process Transactions phases. Make sure that you are following the recommended best practices; you have applied the recommended patches, etc. The Reconcile phase gives you the recommended steps to follow for reconciling a sub-ledger with the General Ledger. Ensure that your reconciliation procedure aligns with those steps. At any stage during the period close processing, if you encounter an issue, you can revisit the Period Close Advisor. Choose the product you have an issue with and then select the phase you are in. You will be able to review information that can help you find a solution to the issue you are facing. Stay Informed Oracle updates the Period Close Advisor as we learn of new issues and information. Bookmark the Oracle E-Business Suite Period Close Advisor [ID 335.1] and keep coming back to it for the latest information on period close

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• Highlights from the Oracle Customer Experience Summit @ OpenWorld

  - by Kathryn Perry

  A guest post by David Vap, Group Vice President, Oracle Applications Product Development The Oracle Customer Experience Summit was the first-ever event covering the full breadth of Oracle's CX portfolio -- Marketing, Sales, Commerce, and Service. The purpose of the Summit was to articulate the customer experience imperative and to showcase the suite of Oracle products that can help our customers create the best possible customer experience. This topic has always been a very important one, but now that there are so many alternative companies to do business with and because people have such public ways to voice their displeasure, it's necessary for vendors to have multiple listening posts in place to gauge consumer sentiment. They need to know what is going on in real time and be able to react quickly to turn negative situations into positive ones. Those can then be shared in a social manner to enhance the brand and turn the customer into a repeat customer. The Summit was focused on Oracle's portfolio of products and entirely dedicated to customers who are committed to building great customer experiences within their businesses. Rather than DBAs, the attendees were business people looking to collaborate with other like-minded experts and find out how Oracle can help in terms of technology, best practices, and expertise. The event was at the Westin St. Francis Hotel in San Francisco as part of Oracle OpenWorld. We had eight hundred people attend, which was great for the first year. Next year, there's no doubt in my mind, we can raise that number to 5,000. Alignment and Logic Oracle's Customer Experience portfolio is made up of a combination of acquired and organic products owned by many people who are new to Oracle. We include homegrown Fusion CRM, as well as RightNow, Inquira, OPA, Vitrue, ATG, Endeca, and many others. The attendees knew of the acquisitions, so naturally they wanted to see how the products all fit together and hear the logic behind the portfolio. To tell them about our alignment, we needed to be aligned. To accomplish that, a cross functional team at Oracle agreed on the messaging so that every single Oracle presenter could cover the big picture before going deep into a product or topic. Talking about the full suite of products in one session produced overflow value for other products. And even though this internal coordination was a huge effort, everyone saw the value for our customers and for our long-term cooperation and success. Keynotes, Workshops, and Tents of Innovation We scored by having Seth Godin as our keynote speaker ? always provocative and popular. The opening keynote was a session orchestrated by Mark Hurd, Anthony Lye, and me. Mark set the stage by giving real-world examples of bad customer experiences, Anthony clearly articulated the business imperative for addressing these experiences, and I brought it all to life by taking the audience around the Customer Lifecycle and showing demos and videos, with partners included at each of the stops around the lifecycle. Brian Curran, a VP for RightNow Product Strategy, presented a session that was in high demand called The Economics of Customer Experience. People loved hearing how to build a business case and justify the cost of building a better customer experience. John Kembel, another VP for RightNow Product Strategy, held a workshop that customers raved about. It was based on the journey mapping methodology he created, which is a way to talk to customers about where they want to make improvements to their customers' experiences. He divided the audience into groups led by facilitators. Each person had the opportunity to engage with experts and peers and construct some real takeaways. From left to right: Brian Curran, John Kembel, Seth Godin, and George Kembel The conference hotel was across from Union Square so we used that space to set up Innovation Tents. During the day we served lunch in the tents and partners showed their different innovative ideas. It was very interesting to see all the technologies and advancements. It also gave people a place to mix and mingle and to think about the fringe of where we could all take these ideas. Product Portfolio Plus Thought Leadership Of course there is always room for improvement, but the feedback on the format of the conference was positive. Ninety percent of the sessions had either a partner or a customer teamed with an Oracle presenter. The presentations weren't dry, one-way information dumps, but more interactive. I just followed up with a CEO who attended the conference with his Head of Marketing. He told me that they are using John Kembel's journey mapping methodology across the organization to pull people together. This sort of thought leadership in these highly competitive areas gives Oracle permission to engage around the technology. We have to differentiate ourselves and it's harder to do on the product side because everyone looks the same on paper. But on thought leadership ? we can, and did, take some really big steps. David VapGroup Vice PresidentOracle Applications Product Development

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• 2D Platformer Collision Handling

  - by defender-zone

  Hello, everyone! I am trying to create a 2D platformer (Mario-type) game and I am some having some issues with handling collisions properly. I am writing this game in C++, using SDL for input, image loading, font loading, etcetera. I am also using OpenGL via the FreeGLUT library in conjunction with SDL to display graphics. My method of collision detection is AABB (Axis-Aligned Bounding Box), which is really all I need to start with. What I need is an easy way to both detect which side the collision occurred on and handle the collisions properly. So, basically, if the player collides with the top of the platform, reposition him to the top; if there is a collision to the sides, reposition the player back to the side of the object; if there is a collision to the bottom, reposition the player under the platform. I have tried many different ways of doing this, such as trying to find the penetration depth and repositioning the player backwards by the penetration depth. Sadly, nothing I've tried seems to work correctly. Player movement ends up being very glitchy and repositions the player when I don't want it to. Part of the reason is probably because I feel like this is something so simple but I'm over-thinking it. If anyone thinks they can help, please take a look at the code below and help me try to improve on this if you can. I would like to refrain from using a library to handle this (as I want to learn on my own) or the something like the SAT (Separating Axis Theorem) if at all possible. Thank you in advance for your help! void world1Level1CollisionDetection() { for(int i; i < blocks; i++) { if (de2dCheckCollision(ball,block[i],0.0f,0.0f)==true) { int up = 0; int left = 0; int right = 0; int down = 0; if(ball.coords[0] < block[i].coords[0] && block[i].coords[0] < ball.coords[2] && ball.coords[2] < block[i].coords[2]) { left = 1; } if(block[i].coords[0] < ball.coords[0] && ball.coords[0] < block[i].coords[2] && block[i].coords[2] < ball.coords[2]) { right = 1; } if(ball.coords[1] < block[i].coords[1] && block[i].coords[1] < ball.coords[3] && ball.coords[3] < block[i].coords[3]) { up = 1; } if(block[i].coords[1] < ball.coords[1] && ball.coords[1] < block[i].coords[3] && block[i].coords[3] < ball.coords[3]) { down = 1; } cout << left << ", " << right << ", " << up << ", " << down << ", " << endl; if (left == 1) { ball.coords[0] = block[i].coords[0] - 16.0f; ball.coords[2] = block[i].coords[0] - 0.0f; } if (right == 1) { ball.coords[0] = block[i].coords[2] + 0.0f; ball.coords[2] = block[i].coords[2] + 16.0f; } if (down == 1) { ball.coords[1] = block[i].coords[3] + 0.0f; ball.coords[3] = block[i].coords[3] + 16.0f; } if (up == 1) { ball.yspeed = 0.0f; ball.gravity = 0.0f; ball.coords[1] = block[i].coords[1] - 16.0f; ball.coords[3] = block[i].coords[1] - 0.0f; } } if (de2dCheckCollision(ball,block[i],0.0f,0.0f)==false) { ball.gravity = -0.5f; } } } To explain what some of this code means: The blocks variable is basically an integer that is storing the amount of blocks, or platforms. I am checking all of the blocks using a for loop, and the number that the loop is currently on is represented by integer i. The coordinate system might seem a little weird, so that's worth explaining. coords[0] represents the x position (left) of the object (where it starts on the x axis). coords[1] represents the y position (top) of the object (where it starts on the y axis). coords[2] represents the width of the object plus coords[0] (right). coords[3] represents the height of the object plus coords[1] (bottom). de2dCheckCollision performs an AABB collision detection. Up is negative y and down is positive y, as it is in most games. Hopefully I have provided enough information for someone to help me successfully. If there is something I left out that might be crucial, let me know and I'll provide the necessary information. Finally, for anyone who can help, providing code would be very helpful and much appreciated. Thank you again for your help!

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• Highlights from the Oracle Customer Experience Summit @ OpenWorld

  - by Richard Lefebvre

  The Oracle Customer Experience Summit was the first-ever event covering the full breadth of Oracle's CX portfolio -- Marketing, Sales, Commerce, and Service. The purpose of the Summit was to articulate the customer experience imperative and to showcase the suite of Oracle products that can help our customers create the best possible customer experience. This topic has always been a very important one, but now that there are so many alternative companies to do business with and because people have such public ways to voice their displeasure, it's necessary for vendors to have multiple listening posts in place to gauge consumer sentiment. They need to know what is going on in real time and be able to react quickly to turn negative situations into positive ones. Those can then be shared in a social manner to enhance the brand and turn the customer into a repeat customer. The Summit was focused on Oracle's portfolio of products and entirely dedicated to customers who are committed to building great customer experiences within their businesses. Rather than DBAs, the attendees were business people looking to collaborate with other like-minded experts and find out how Oracle can help in terms of technology, best practices, and expertise. The event was at the Westin St. Francis Hotel in San Francisco as part of Oracle OpenWorld. We had eight hundred people attend, which was great for the first year. Next year, there's no doubt in my mind, we can raise that number to 5,000. Alignment and Logic Oracle's Customer Experience portfolio is made up of a combination of acquired and organic products owned by many people who are new to Oracle. We include homegrown Fusion CRM, as well as RightNow, Inquira, OPA, Vitrue, ATG, Endeca, and many others. The attendees knew of the acquisitions, so naturally they wanted to see how the products all fit together and hear the logic behind the portfolio. To tell them about our alignment, we needed to be aligned. To accomplish that, a cross functional team at Oracle agreed on the messaging so that every single Oracle presenter could cover the big picture before going deep into a product or topic. Talking about the full suite of products in one session produced overflow value for other products. And even though this internal coordination was a huge effort, everyone saw the value for our customers and for our long-term cooperation and success. Keynotes, Workshops, and Tents of Innovation We scored by having Seth Godin as our keynote speaker ? always provocative and popular. The opening keynote was a session orchestrated by Mark Hurd, Anthony Lye, and me. Mark set the stage by giving real-world examples of bad customer experiences, Anthony clearly articulated the business imperative for addressing these experiences, and I brought it all to life by taking the audience around the Customer Lifecycle and showing demos and videos, with partners included at each of the stops around the lifecycle. Brian Curran, a VP for RightNow Product Strategy, presented a session that was in high demand called The Economics of Customer Experience. People loved hearing how to build a business case and justify the cost of building a better customer experience. John Kembel, another VP for RightNow Product Strategy, held a workshop that customers raved about. It was based on the journey mapping methodology he created, which is a way to talk to customers about where they want to make improvements to their customers' experiences. He divided the audience into groups led by facilitators. Each person had the opportunity to engage with experts and peers and construct some real takeaways. The conference hotel was across from Union Square so we used that space to set up Innovation Tents. During the day we served lunch in the tents and partners showed their different innovative ideas. It was very interesting to see all the technologies and advancements. It also gave people a place to mix and mingle and to think about the fringe of where we could all take these ideas. Product Portfolio Plus Thought Leadership Of course there is always room for improvement, but the feedback on the format of the conference was positive. Ninety percent of the sessions had either a partner or a customer teamed with an Oracle presenter. The presentations weren't dry, one-way information dumps, but more interactive. I just followed up with a CEO who attended the conference with his Head of Marketing. He told me that they are using John Kembel's journey mapping methodology across the organization to pull people together. This sort of thought leadership in these highly competitive areas gives Oracle permission to engage around the technology. We have to differentiate ourselves and it's harder to do on the product side because everyone looks the same on paper. But on thought leadership ? we can, and did, take some really big steps. David Vap Group Vice President Oracle Applications Product Development

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• Hybrid IT or Cloud Initiative – a Perfect Enterprise Architecture Maturation Opportunity

  - by Ted McLaughlan

  Normal 0 false false false EN-US X-NONE X-NONE /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} All too often in the growth and maturation of Enterprise Architecture initiatives, the effort stalls or is delayed due to lack of “applied traction”. By this, I mean the EA activities - whether targeted towards compliance, risk mitigation or value opportunity propositions – may not be attached to measurable, active, visible projects that could advance and prove the value of EA. EA doesn’t work by itself, in a vacuum, without collaborative engagement and a means of proving usefulness. A critical vehicle to this proof is successful orchestration and use of assets and investment resources to meet a high-profile business objective – i.e. a successful project. More and more organizations are now exploring and considering some degree of IT outsourcing, buying and using external services and solutions to deliver their IT and business requirements – vs. building and operating in-house, in their own data centers. The rapid growth and success of “Cloud” services makes some decisions easier and some IT projects more successful, while dramatically lowering IT risks and enabling rapid growth. This is particularly true for “Software as a Service” (SaaS) applications, which essentially are complete web applications hosted and delivered over the Internet. Whether SaaS solutions – or any kind of cloud solution - are actually, ultimately the most cost-effective approach truly depends on the organization’s business and IT investment strategy. This leads us to Enterprise Architecture, the connectivity between business strategy and investment objectives, and the capabilities purchased or created to meet them. If an EA framework already exists, the approach to selecting a cloud-based solution and integrating it with internal IT systems (i.e. a “Hybrid IT” solution) is well-served by leveraging EA methods. If an EA framework doesn’t exist, or is simply not mature enough to address complex, integrated IT objectives – a hybrid IT/cloud initiative is the perfect project to advance and prove the value of EA. Why is this? For starters, the success of any complex IT integration project - spanning multiple systems, contracts and organizations, public and private – depends on active collaboration and coordination among the project stakeholders. For a hybrid IT initiative, inclusive of one or more cloud services providers, the IT services, business workflow and data governance challenges alone can be extremely complex, requiring many diverse layers of organizational expertise and authority. Establishing subject matter expertise, authorities and strategic guidance across all the disciplines involved in a hybrid-IT or hybrid-cloud system requires top-level, comprehensive experience and collaborative leadership. Tools and practices reflecting industry expertise and EA alignment can also be very helpful – such as Oracle’s “Cloud Candidate Selection Tool”. Using tools like this, and facilitating this critical collaboration by leading, organizing and coordinating the input and expertise into a shared, referenceable, reusable set of authority models and practices – this is where EA shines, and where Enterprise Architects can be most valuable. The “enterprise”, in this case, becomes something greater than the core organization – it includes internal systems, public cloud services, 3rd-party IT platforms and datacenters, distributed users and devices; a whole greater than the sum of its parts. Through facilitated project collaboration, leading to identification or creation of solid governance models and processes, a durable and useful Enterprise Architecture framework will usually emerge by itself, if not actually identified and managed as such. The transition from planning collaboration to actual coordination, where the program plan, schedule and resources become synchronized and aligned to other investments in the organization portfolio, is where EA methods and artifacts appear and become most useful. The actual scope and use of these artifacts, in the context of this project, can then set the stage for the most desirable, helpful and pragmatic form of the now-maturing EA framework and community of practice. Considering or starting a hybrid-IT or hybrid-cloud initiative? Running into some complex relationship challenges? This is the perfect time to take advantage of your new, growing or possibly latent Enterprise Architecture practice.

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• Clouds, Clouds, Clouds Everywhere, Not a Drop of Rain!

  - by sxkumar

  At the recently concluded Oracle OpenWorld 2012, the center of discussion was clearly Cloud. Over the five action packed days, I got to meet a large number of customers and most of them had serious interest in all things cloud.  Public Cloud - particularly the Oracle Cloud - clearly got a lot of attention and interest. I think the use cases and the value proposition for public cloud is pretty straight forward. However, when it comes to private cloud, there were some interesting revelations.  Well, I shouldn’t really call them revelations since they are pretty consistent with what I have heard from customers at other conferences as well as during 1:1 interactions. While the interest in enterprise private cloud remains to be very high, only a handful of enterprises have truly embarked on a journey to create what the purists would call true private cloud - with capabilities such as self-service and chargeback/show back. For a large majority, today's reality is simply consolidation and virtualization - and they are quite far off from creating an agile, self-service and transparent IT infrastructure which is what the enterprise cloud is all about.  Even a handful of those who have actually implemented a close-to-real enterprise private cloud have taken an infrastructure centric approach and are seeing only limited business upside. Quite a few were frank enough to admit that chargeback and self-service isn’t something that they see an immediate need for.  This is in quite contrast to the picture being painted by all those surveys out there that show a large number of enterprises having already implemented an enterprise private cloud.  On the face of it, this seems quite contrary to the observations outlined above. So what exactly is the reality? Well, the reality is that there is undoubtedly a huge amount of interest among enterprises about transforming their legacy IT environment - which is often seen as too rigid, too fragmented, and ultimately too expensive - to something more agile, transparent and business-focused. At the same time however, there is a great deal of confusion among CIOs and architects about how to get there. This isn't very surprising given all the buzz and hype surrounding cloud computing. Every IT vendor claims to have the most unique solution and there isn't a single IT product out there that does not have a cloud angle to it. Add to this the chatter on the blogosphere, it will get even a sane mind spinning.  Consequently, most  enterprises are still struggling to fully understand the concept and value of enterprise private cloud.  Even among those who have chosen to move forward relatively early, quite a few have made their decisions more based on vendor influence/preferences rather than what their businesses actually need.  Clearly, there is a disconnect between the promise of the enterprise private cloud and the current adoption trends.  So what is the way forward?  I certainly do not claim to have all the answers. But here is a perspective that many cloud practitioners have found useful and thus worth sharing. To take a step back, the fundamental premise of the enterprise private cloud is IT transformation. It is the quest to create a more agile, transparent and efficient IT infrastructure that is driven more by business needs rather than constrained by operational and procedural inefficiencies. It is the new way of delivering and consuming IT services - where the IT organizations operate more like enablers of  strategic services rather than just being the gatekeepers of IT resources. In an enterprise private cloud environment, IT organizations are expected to empower the end users via self-service access/control and provide the business stakeholders a transparent view of how the resources are being used, what’s the cost of delivering a given service, how well are the customers being served, etc.  But the most important thing to note here is the enterprise private cloud is not just an IT project, rather it is a business initiative to create an IT setup that is more aligned with the needs of today's dynamic and highly competitive business environment. Surprised? You shouldn’t be. Just remember how the business users have been at the forefront of public cloud adoption within enterprises and private cloud is no exception.   Such a broad-based transformation makes cloud more than a technology initiative. It requires people (organizational) and process changes as well, and these changes are as critical as is the choice of right tools and technology. In my next blog,  I will share how essential it is for enterprise cloud technology to go hand-in hand with process re-engineering and organization changes to unlock true value of  enterprise cloud. I am sharing a short video from my session "Managing your private Cloud" at Oracle OpenWorld 2012. More videos from this session will be posted at the recently introduced Zero to Cloud resource page. Many other experts of Oracle enterprise private cloud solution will join me on this blog "Zero to Cloud"  and share best practices , deployment tips and information on how to plan, build, deploy, monitor, manage , meter and optimize the enterprise private cloud. We look forward to your feedback, suggestions and having an engaging conversion with you on this blog.

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• View overlapping with RelativeLayout on Android 1.5

  - by Justin

  I am having a problem with views overlapping in a RelativeLayout on Android 1.5... Everything is working fine on Android 1.6 and above. I do understand that Android 1.5 has some issues with RelativeLayout, but I was not able to find anything on StackOverflow or the android beginners group for my specific problem. My layout consists of four sections, each of which are made up of a TextView, a Gallery, and another TextView aligned vertically: Running Apps Recent Apps Services Processes When all four sets of these items are displayed everything works fine. However, my app allows the user to specify that some of these are not displayed. If the user turns off Running Apps, Recent Apps, or Services then the remaining sections all of a sudden overlap eachother. Here is my code for the layout. I'm not sure what I am doing wrong. When the user turns off display of a section I use the View.GONE visibility setting: <RelativeLayout xmlns:android="http://schemas.android.com/apk/res/android" android:layout_width="fill_parent" android:layout_height="fill_parent" android:gravity="center_vertical" android:layout_gravity="center_vertical" android:background="@null" > <!-- Running Gallery View Items --> <TextView style="@style/TitleText" android:id="@+id/running_gallery_title_text_id" android:layout_width="wrap_content" android:layout_height="wrap_content" android:gravity="left" android:paddingLeft="1sp" android:paddingRight="10sp" android:text="@string/running_title" /> <Gallery android:id="@+id/running_gallery_id" android:layout_width="fill_parent" android:layout_height="wrap_content" android:layout_below="@id/running_gallery_title_text_id" android:spacing="5sp" android:clipChildren="false" android:clipToPadding="false" android:unselectedAlpha=".5" /> <TextView style="@style/SubTitleText" android:id="@+id/running_gallery_current_text_id" android:layout_width="fill_parent" android:layout_height="wrap_content" android:layout_below="@id/running_gallery_id" android:gravity="center_horizontal" /> <!-- Recent Gallery View Items --> <TextView style="@style/TitleText" android:id="@+id/recent_gallery_title_text_id" android:layout_width="wrap_content" android:layout_height="wrap_content" android:layout_below="@id/running_gallery_current_text_id" android:gravity="left" android:paddingLeft="1sp" android:paddingRight="10sp" android:text="@string/recent_title" /> <Gallery android:id="@+id/recent_gallery_id" android:layout_width="fill_parent" android:layout_height="wrap_content" android:layout_below="@id/recent_gallery_title_text_id" android:spacing="5sp" android:clipChildren="false" android:clipToPadding="false" android:unselectedAlpha=".5" /> <TextView style="@style/SubTitleText" android:id="@+id/recent_gallery_current_text_id" android:layout_width="fill_parent" android:layout_height="wrap_content" android:layout_below="@id/recent_gallery_id" android:gravity="center_horizontal" /> <!-- Service Gallery View Items --> <TextView style="@style/TitleText" android:id="@+id/service_gallery_title_text_id" android:layout_width="wrap_content" android:layout_height="wrap_content" android:layout_below="@id/recent_gallery_current_text_id" android:gravity="left" android:paddingLeft="1sp" android:paddingRight="10sp" android:text="@string/service_title" /> <Gallery android:id="@+id/service_gallery_id" android:layout_width="fill_parent" android:layout_height="wrap_content" android:layout_below="@id/service_gallery_title_text_id" android:spacing="5sp" android:clipChildren="false" android:clipToPadding="false" android:unselectedAlpha=".5" /> <TextView style="@style/SubTitleText" android:id="@+id/service_gallery_current_text_id" android:layout_width="fill_parent" android:layout_height="wrap_content" android:layout_below="@id/service_gallery_id" android:gravity="center_horizontal" /> </RelativeLayout> I ommitted the xml for the Processes section in a (somewhat vain) attempt to keep this shorter... What can I do to make this work in Android 1.5? I don't think it is just a matter of reordering the views in the xml because it works fine when everything is displayed.

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• Mercurial client error 255 and HTTP error 404 when attempting to push large files to server

  - by coderunner

  Problem: When attempting to push a changeset that contains 6 large files (.exe, .dmg, etc) to my remote server my client (MacHG) is reporting the error: "Error During Push. Mercurial reported error number 255: abort: HTTP Error 404: Not Found" What does the error even mean?! The only thing unique (that I can tell) about this commit is the size, type, and filenames of the files. How can I determine which exact file within the changeset is failing? How can I delete the corrupt changeset from the repository? Someone reported using "mq" extensions, but it looks overly complicated for what I'm trying to achieve. Background: I can push and pull the following: source files, directories, .class files and a .jar file to and from the server, using both MacHG and toirtoise HG. I successfully committed to my local repository the addition for the first time the 6 large .exe, .dmg etc installer files (about 130Mb total). In the following commit to my local repository, I removed ("untracked" / forget) the 6 files causing the problem, however the previous (failing) changeset is still queued to be pushed to the server (i.e. my local host is trying to push the "add" and then the "remove" to the remote server - and keep aligned with the "keep everything in history" philosophy of the source control system). I can commit .txt .java files etc using TortoiseHG from Windows PCs. I haven't actually testing committing or pushing the same large files using TortoiseHG. Please help! Setup: Client applications = MacHG v0.9.7 (SCM 1.5.4), and TortoiseHG v1.0.4 (SCM 1.5.4) Server = HTTPS, IIS7.5, Mercurial 1.5.4, Python 2.6.5, setup using these instructions: http://www.jeremyskinner.co.uk/mercurial-on-iis7/ In IIS7.5 the CGI handler is configured to handle ALL verbs (not just GET, POST and HEAD). My hgweb.cgi file on the server is as follows: #!/usr/bin/env python # # An example hgweb CGI script, edit as necessary # Path to repo or hgweb config to serve (see 'hg help hgweb') #config = "/path/to/repo/or/config" # Uncomment and adjust if Mercurial is not installed system-wide: #import sys; sys.path.insert(0, "/path/to/python/lib") # Uncomment to send python tracebacks to the browser if an error occurs: #import cgitb; cgitb.enable() from mercurial import demandimport; demandimport.enable() from mercurial.hgweb import hgweb, wsgicgi application = hgweb('C:\inetpub\wwwroot\hg\hgweb.config') wsgicgi.launch(application) My hgweb.config file on the server is as follows: [collections] C:\Mercurial Repositories = C:\Mercurial Repositories [web] baseurl = /hg allow_push = usernamea allow_push = usernameb

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• Any way to simulate MouseOver in WPF

  - by jpierson

  I'm working on a link control in WPF which fits the text with icon links case in the Windows UX Guide. What I want is to have some text within a hyperlink that appears to the right of some image. In my case I started off by using a TextBlock that contained a Hyperlink which then contained my image and some text. <TextBlock> <Hyperlink> <Rectangle Height="16" Width="16" Fill="{StaticResource MyIconBrush}" Stretch="UniformToFill" VerticalAlignment="Center" HorizontalAlignment="Left" /> <Run>My link text</Run> </Hyperlink> </TextBlock> The problem with this however was that the image being taller than my text produced an effect where the text was aligned to the bottom. Unfortunately I haven't found any way to control the vertical alignment within the TextBlock or within the Hyperlink so I've resorted to attempting an alternative layout where the Hyperlink and the Rectangle that represent my vector icon are separated in order to get them to align properly like shown below. <TextBlock> <Hyperlink> <StackPanel Orientation="Horizontal"> <Rectangle Height="16" Width="16" Fill="{StaticResource MyIconBrush}" Stretch="UniformToFill" VerticalAlignment="Center" HorizontalAlignment="Left" /> <TextBlock VerticalAlignment="Center"><Hyperlink>My link text<Hyperlink></TextBlock> </StackPanel> </Hyperlink> </TextBlock> The problem with this however is that now that my Icon and my Hyperlink are separated I don't get my MouseOver appearance of my link when I the mouse is over my icon and vise-versa. So this got me to thinking, how do I simulate MouseOver for a given control such with a checkbox where you get the MouseOver effect on the box when you actually mouse over it's associated text. I know in the HTML world the label element has a for attribute that can be used to specify which control it is labeling which will basically do what I'm looking for. Also I can imagine that in other scenarios it may be nice to have a label that when you mouse over shows a corresponding text box as if the mouse is over it and possibly when clicked focus is given to the corresponding text box as well. For now though I'm interested mainly in how to to get a label or label like element in WPF to act as a proxy for a given control in terms of it's MouseOver state. Also I would like to do this purely in XAML if possible.

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