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  • How To Send A Confirmation Number To Others And Myself?

    - by user2913307
    On my website I have a reservation form. Once someone clicks submit a confirmation number comes up (that number is different everytime). I get an e-mail with everything the person filled out on my reservation form but I want to know their confirmation number as well. RANDOM NUMBER CODE $(document).ready(function() { var ranval = Math.floor((Math.random()*10000)+1); $('input[name=lblrand]').val(ranval); // bind 'myForm' and provide a simple callback function $('#myForm').ajaxForm(function() { alert("Your Message has been sent!Your Form Registration Number is: "+ ranval); $('#myForm').resetForm(); WHAT GETS E-MAILED TO ME $('#rSubmit').click(function(){ var data = {}; data.to = "[email protected]"; data.from = "[email protected]>"; data.subject = "New Reservation"; data.message = "New Reservation from Website \n"+ '\n First Name : '+$('#name').val()+ '\n Last Name : '+$('#lastname').val() + '\n Confirmation : '+$('#lblrand').val () + '\n Coupon Code : '+$('#coupon').val() + '\n Company Name : '+$('#company').val() + '\n Phone Number : '+$('#phone').val() + '\n Street Address : '+$('#street').val() + '\n Pick-Up City : '+$('#city').val()+ '\n Pick-Up State : '+$('#state').val() + '\n Pick-Up Zip : '+$('#zip').val() + '\n Date : '+$('#calendar').val()+ '\n Time : '+$('#time').val() + '\n Time : '+$('#time2').val() + '\n Time : '+$('#time3').val() + '\n Airport : '+$('#airport').val() + '\n Airline : '+$('#airline').val() + '\n Flight # : '+$('#fnumber').val() + '\n Stops : '+$('#hstops').val() + '\n Stops Info : '+$('#info').val() + '\n Passengers : '+$('#passengers').val() + '\n Luggages : '+$('#luggages').val()+ '\n Car Seat : '+$('#seat').val()+ '\n Drop-Off Street : '+$('#dostreet').val() + '\n Drop-Off City : '+$('#docity').val()+ '\n Drop-Off State : '+$('#dostate').val() + '\n Drop-Off Zip : '+$('#dozip').val() + '\n D.O Airport : '+$('#doairport').val() + '\n D.O Airline : '+$('#doairline').val() + '\n Flight # : '+$('#dofnumber').val() + '\n Date : '+$('#calendar2').val()+ '\n Time : '+$('#rtime').val() + '\n Time : '+$('#rtime2').val() + '\n Time : '+$('#rtime3').val() + '\n Return Street : '+$('#rtstreet').val() + '\n Return City : '+$('#rtcity').val()+ '\n Return State : '+$('#rtstate').val() + '\n Return Zip : '+$('#rtzip').val() + '\n Return Airport : '+$('#rtairport').val() + '\n Return Airline : '+$('#rtairline').val() + '\n Return Flight # : '+$('#rtfnumber').val() + '\n Payment Type : '+$('#payment').val() + '\n Card Number : '+$('#creditcardno').val() + '\n Exp. Date : '+$('#expirydate').val() + '\n Exp. Date : '+$('#expirydate2').val() ; Also, if there is a way when this information gets e-mailed to me if I can put it in a table so it could come up more organized. Any help, tips, advice is appreciated. ALSO, check out my website and the form for yourself at http://www.greatlimoservice.com

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  • ASP.NET MVC 4/Web API Single Page App for Mobile Devices ... Needs Authentication

    - by lmttag
    We have developed an ASP.NET MVC 4/Web API single page, mobile website (also using jQuery Mobile) that is intended to be accessed only from mobile devices (e.g., iPads, iPhones, Android tables and phones, etc.), not desktop browsers. This mobile website will be hosted internally, like an intranet site. However, since we’re accessing it from mobile devices, we can’t use Windows authentication. We still need to know which user (and their role) is logging in to the mobile website app. We tried simply using ASP.NET’s forms authentication and membership provider, but couldn’t get it working exactly the way we wanted. What we need is for the user to be prompted for a user name and password only on the first time they access the site on their mobile device. After they enter a correct user name and password and have been authenticated once, each subsequent time they access the site they should just go right in. They shouldn’t have to re-enter their credentials (i.e., something needs to be saved locally to each device to identify the user after the first time). This is where we had troubles. Everything worked as expected the first time. That is, the user was prompted to enter a user name and password, and, after doing that, was authenticated and allowed into the site. The problem is every time after the browser was closed on the mobile device, the device and user were not know and the user had to re-enter user name and password. We tried lots of things too. We tried setting persistent cookies in JavaScript. No good. The cookies weren’t there to be read the second time. We tried manually setting persistent cookies from ASP.NET. No good. We, of course, used FormsAuthentication.SetAuthCookie(model.UserName, true); as part of the form authentication framework. No good. We tried using HTML5 local storage. No good. No matter what we tried, if the user was on a mobile device, they would have to log in every single time. (Note: we’ve tried on an iPad and iPhone running both iOS 5.1 and 6.0, with Safari configure to allow cookies, and we’ve tried on Android 2.3.4.) Is there some trick to getting a scenario like this working? Or, do we have to write some sort of custom authentication mechanism? If so, how? And, what? Or, should we use something like claims-based authentication and WIF? Or??? Any help is appreciated. Thanks!

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  • Is your team is a high-performing team?

    As a child I can remember looking out of the car window as my father drove along the Interstate in Florida while seeing prisoners wearing bright orange jump suits and prison guards keeping a watchful eye on them. The prisoners were taking part in a prison road gang. These road gangs were formed to help the state maintain the state highway infrastructure. The prisoner’s primary responsibilities are to pick up trash and debris from the roadway. This is a prime example of a work group or working group used by most prison systems in the United States. Work groups or working groups can be defined as a collection of individuals or entities working together to achieve a specific goal or accomplish a specific set of tasks. Typically these groups are only established for a short period of time and are dissolved once the desired outcome has been achieved. More often than not group members usually feel as though they are expendable to the group and some even dread that they are even in the group. "A team is a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they are mutually accountable." (Katzenbach and Smith, 1993) So how do you determine that a team is a high-performing team?  This can be determined by three base line criteria that include: consistently high quality output, the promotion of personal growth and well being of all team members, and most importantly the ability to learn and grow as a unit. Initially, a team can successfully create high-performing output without meeting all three criteria, however this will erode over time because team members will feel detached from the group or that they are not growing then the quality of the output will decline. High performing teams are similar to work groups because they both utilize a collection of individuals or entities to accomplish tasks. What distinguish a high-performing team from a work group are its characteristics. High-performing teams contain five core characteristics. These characteristics are what separate a group from a team. The five characteristics of a high-performing team include: Purpose, Performance Measures, People with Tasks and Relationship Skills, Process, and Preparation and Practice. A high-performing team is much more than a work group, and typically has a life cycle that can vary from team to team. The standard team lifecycle consists of five states and is comparable to a human life cycle. The five states of a high-performing team lifecycle include: Formulating, Storming, Normalizing, Performing, and Adjourning. The Formulating State of a team is first realized when the team members are first defined and roles are assigned to all members. This initial stage is very important because it can set the tone for the team and can ultimately determine its success or failure. In addition, this stage requires the team to have a strong leader because team members are normally unclear about specific roles, specific obstacles and goals that my lay ahead of them.  Finally, this stage is where most team members initially meet one another prior to working as a team unless the team members already know each other. The Storming State normally arrives directly after the formulation of a new team because there are still a lot of unknowns amongst the newly formed assembly. As a general rule most of the parties involved in the team are still getting used to the workload, pace of work, deadlines and the validity of various tasks that need to be performed by the group.  In this state everything is questioned because there are so many unknowns. Items commonly questioned include the credentials of others on the team, the actual validity of a project, and the leadership abilities of the team leader.  This can be exemplified by looking at the interactions between animals when they first meet.  If we look at a scenario where two people are walking directly toward each other with their dogs. The dogs will automatically enter the Storming State because they do not know the other dog. Typically in this situation, they attempt to define which is more dominating via play or fighting depending on how the dogs interact with each other. Once dominance has been defined and accepted by both dogs then they will either want to play or leave depending on how the dogs interacted and other environmental variables. Once the Storming State has been realized then the Normalizing State takes over. This state is entered by a team once all the questions of the Storming State have been answered and the team has been tested by a few tasks or projects.  Typically, participants in the team are filled with energy, and comradery, and a strong alliance with team goals and objectives.  A high school football team is a perfect example of the Normalizing State when they start their season.  The player positions have been assigned, the depth chart has been filled and everyone is focused on winning each game. All of the players encourage and expect each other to perform at the best of their abilities and are united by competition from other teams. The Performing State is achieved by a team when its history, working habits, and culture solidify the team as one working unit. In this state team members can anticipate specific behaviors, attitudes, reactions, and challenges are seen as opportunities and not problems. Additionally, each team member knows their role in the team’s success, and the roles of others. This is the most productive state of a group and is where all the time invested working together really pays off. If you look at an Olympic figure skating team skate you can easily see how the time spent working together benefits their performance. They skate as one unit even though it is comprised of two skaters. Each skater has their routine completely memorized as well as their partners. This allows them to anticipate each other’s moves on the ice makes their skating look effortless. The final state of a team is the Adjourning State. This state is where accomplishments by the team and each individual team member are recognized. Additionally, this state also allows for reflection of the interactions between team members, work accomplished and challenges that were faced. Finally, the team celebrates the challenges they have faced and overcome as a unit. Currently in the workplace teams are divided into two different types: Co-located and Distributed Teams. Co-located teams defined as the traditional group of people working together in an office, according to Andy Singleton of Assembla. This traditional type of a team has dominated business in the past due to inadequate technology, which forced workers to primarily interact with one another via face to face meetings.  Team meetings are primarily lead by the person with the highest status in the company. Having personally, participated in meetings of this type, usually a select few of the team members dominate the flow of communication which reduces the input of others in group discussions. Since discussions are dominated by a select few individuals the discussions and group discussion are skewed in favor of the individuals who communicate the most in meetings. In addition, Team members might not give their full opinions on a topic of discussion in part not to offend or create controversy amongst the team and can alter decision made in meetings towards those of the opinions of the dominating team members. Distributed teams are by definition spread across an area or subdivided into separate sections. That is exactly what distributed teams when compared to a more traditional team. It is common place for distributed teams to have team members across town, in the next state, across the country and even with the advances in technology over the last 20 year across the world. These teams allow for more diversity compared to the other type of teams because they allow for more flexibility regarding location. A team could consist of a 30 year old male Italian project manager from New York, a 50 year old female Hispanic from California and a collection of programmers from India because technology allows them to communicate as if they were standing next to one another.  In addition, distributed team members consult with more team members prior to making decisions compared to traditional teams, and take longer to come to decisions due to the changes in time zones and cultural events. However, team members feel more empowered to speak out when they do not agree with the team and to notify others of potential issues regarding the work that the team is doing. Virtual teams which are a subset of the distributed team type is changing organizational strategies due to the fact that a team can now in essence be working 24 hrs a day because of utilizing employees in various time zones and locations.  A primary example of this is with customer services departments, a company can have multiple call centers spread across multiple time zones allowing them to appear to be open 24 hours a day while all a employees work from 9AM to 5 PM every day. Virtual teams also allow human resources departments to go after the best talent for the company regardless of where the potential employee works because they will be a part of a virtual team all that is need is the proper technology to be setup to allow everyone to communicate. In addition to allowing employees to work from home, the company can save space and resources by not having to provide a desk for every team member. In fact, those team members that randomly come into the office can actually share one desk amongst multiple people. This is definitely a cost cutting plus given the current state of the economy. One thing that can turn a team into a high-performing team is leadership. High-performing team leaders need to focus on investing in ongoing personal development, provide team members with direction, structure, and resources needed to accomplish their work, make the right interventions at the right time, and help the team manage boundaries between the team and various external parties involved in the teams work. A team leader needs to invest in ongoing personal development in order to effectively manage their team. People have said that attitude is everything; this is very true about leaders and leadership. A team takes on the attitudes and behaviors of its leaders. This can potentially harm the team and the team’s output. Leaders must concentrate on self-awareness, and understanding their team’s group dynamics to fully understand how to lead them. In addition, always learning new leadership techniques from other effective leaders is also very beneficial. Providing team members with direction, structure, and resources that they need to accomplish their work collectively sounds easy, but it is not.  Leaders need to be able to effectively communicate with their team on how their work helps the company reach for its organizational vision. Conversely, the leader needs to allow his team to work autonomously within specific guidelines to turn the company’s vision into a reality.  This being said the team must be appropriately staffed according to the size of the team’s tasks and their complexity. These tasks should be clear, and be meaningful to the company’s objectives and allow for feedback to be exchanged with the leader and the team member and the leader and upper management. Now if the team is properly staffed, and has a clear and full understanding of what is to be done; the company also must supply the workers with the proper tools to achieve the tasks that they are asked to do. No one should be asked to dig a hole without being given a shovel.  Finally, leaders must reward their team members for accomplishments that they achieve. Awards could range from just a simple congratulatory email, a party to close the completion of a large project, or other monetary rewards. Managing boundaries is very important for team leaders because it can alter attitudes of team members and can add undue stress to the team which will force them to loose focus on the tasks at hand for the group. Team leaders should promote communication between team members so that burdens are shared amongst the team and solutions can be derived from hearing the opinions of multiple sources. This also reinforces team camaraderie and working as a unit. Team leaders must manage the type and timing of interventions as to not create an even bigger mess within the team. Poorly timed interventions can really deflate team members and make them question themselves. This could really increase further and undue interventions by the team leader. Typically, the best time for interventions is when the team is just starting to form so that all unproductive behaviors are removed from the team and that it can retain focus on its agenda. If an intervention is effectively executed the team will feel energized about the work that they are doing, promote communication and interaction amongst the group and improve moral overall. High-performing teams are very import to organizations because they consistently produce high quality output and develop a collective purpose for their work. This drive to succeed allows team members to utilize specific talents allowing for growth in these areas.  In addition, these team members usually take on a sense of ownership with their projects and feel that the other team members are irreplaceable. References: http://blog.assembla.com/assemblablog/tabid/12618/bid/3127/Three-ways-to-organize-your-team-co-located-outsourced-or-global.aspx Katzenbach, J.R. & Smith, D.K. (1993). The Wisdom of Teams: Creating the High-performance Organization. Boston: Harvard Business School.

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  • The Benefits of Smart Grid Business Software

    - by Sylvie MacKenzie, PMP
    Smart Grid Background What Are Smart Grids?Smart Grids use computer hardware and software, sensors, controls, and telecommunications equipment and services to: Link customers to information that helps them manage consumption and use electricity wisely. Enable customers to respond to utility notices in ways that help minimize the duration of overloads, bottlenecks, and outages. Provide utilities with information that helps them improve performance and control costs. What Is Driving Smart Grid Development? Environmental ImpactSmart Grid development is picking up speed because of the widespread interest in reducing the negative impact that energy use has on the environment. Smart Grids use technology to drive efficiencies in transmission, distribution, and consumption. As a result, utilities can serve customers’ power needs with fewer generating plants, fewer transmission and distribution assets,and lower overall generation. With the possible exception of wind farm sprawl, landscape preservation is one obvious benefit. And because most generation today results in greenhouse gas emissions, Smart Grids reduce air pollution and the potential for global climate change.Smart Grids also more easily accommodate the technical difficulties of integrating intermittent renewable resources like wind and solar into the grid, providing further greenhouse gas reductions. CostsThe ability to defer the cost of plant and grid expansion is a major benefit to both utilities and customers. Utilities do not need to use as many internal resources for traditional infrastructure project planning and management. Large T&D infrastructure expansion costs are not passed on to customers.Smart Grids will not eliminate capital expansion, of course. Transmission corridors to connect renewable generation with customers will require major near-term expenditures. Additionally, in the future, electricity to satisfy the needs of population growth and additional applications will exceed the capacity reductions available through the Smart Grid. At that point, expansion will resume—but with greater overall T&D efficiency based on demand response, load control, and many other Smart Grid technologies and business processes. Energy efficiency is a second area of Smart Grid cost saving of particular relevance to customers. The timely and detailed information Smart Grids provide encourages customers to limit waste, adopt energy-efficient building codes and standards, and invest in energy efficient appliances. Efficiency may or may not lower customer bills because customer efficiency savings may be offset by higher costs in generation fuels or carbon taxes. It is clear, however, that bills will be lower with efficiency than without it. Utility Operations Smart Grids can serve as the central focus of utility initiatives to improve business processes. Many utilities have long “wish lists” of projects and applications they would like to fund in order to improve customer service or ease staff’s burden of repetitious work, but they have difficulty cost-justifying the changes, especially in the short term. Adding Smart Grid benefits to the cost/benefit analysis frequently tips the scales in favor of the change and can also significantly reduce payback periods.Mobile workforce applications and asset management applications work together to deploy assets and then to maintain, repair, and replace them. Many additional benefits result—for instance, increased productivity and fuel savings from better routing. Similarly, customer portals that provide customers with near-real-time information can also encourage online payments, thus lowering billing costs. Utilities can and should include these cost and service improvements in the list of Smart Grid benefits. What Is Smart Grid Business Software? Smart Grid business software gathers data from a Smart Grid and uses it improve a utility’s business processes. Smart Grid business software also helps utilities provide relevant information to customers who can then use it to reduce their own consumption and improve their environmental profiles. Smart Grid Business Software Minimizes the Impact of Peak Demand Utilities must size their assets to accommodate their highest peak demand. The higher the peak rises above base demand: The more assets a utility must build that are used only for brief periods—an inefficient use of capital. The higher the utility’s risk profile rises given the uncertainties surrounding the time needed for permitting, building, and recouping costs. The higher the costs for utilities to purchase supply, because generators can charge more for contracts and spot supply during high-demand periods. Smart Grids enable a variety of programs that reduce peak demand, including: Time-of-use pricing and critical peak pricing—programs that charge customers more when they consume electricity during peak periods. Pilot projects indicate that these programs are successful in flattening peaks, thus ensuring better use of existing T&D and generation assets. Direct load control, which lets utilities reduce or eliminate electricity flow to customer equipment (such as air conditioners). Contracts govern the terms and conditions of these turn-offs. Indirect load control, which signals customers to reduce the use of on-premises equipment for contractually agreed-on time periods. Smart Grid business software enables utilities to impose penalties on customers who do not comply with their contracts. Smart Grids also help utilities manage peaks with existing assets by enabling: Real-time asset monitoring and control. In this application, advanced sensors safely enable dynamic capacity load limits, ensuring that all grid assets can be used to their maximum capacity during peak demand periods. Real-time asset monitoring and control applications also detect the location of excessive losses and pinpoint need for mitigation and asset replacements. As a result, utilities reduce outage risk and guard against excess capacity or “over-build”. Better peak demand analysis. As a result: Distribution planners can better size equipment (e.g. transformers) to avoid over-building. Operations engineers can identify and resolve bottlenecks and other inefficiencies that may cause or exacerbate peaks. As above, the result is a reduction in the tendency to over-build. Supply managers can more closely match procurement with delivery. As a result, they can fine-tune supply portfolios, reducing the tendency to over-contract for peak supply and reducing the need to resort to spot market purchases during high peaks. Smart Grids can help lower the cost of remaining peaks by: Standardizing interconnections for new distributed resources (such as electricity storage devices). Placing the interconnections where needed to support anticipated grid congestion. Smart Grid Business Software Lowers the Cost of Field Services By processing Smart Grid data through their business software, utilities can reduce such field costs as: Vegetation management. Smart Grids can pinpoint momentary interruptions and tree-caused outages. Spatial mash-up tools leverage GIS models of tree growth for targeted vegetation management. This reduces the cost of unnecessary tree trimming. Service vehicle fuel. Many utility service calls are “false alarms.” Checking meter status before dispatching crews prevents many unnecessary “truck rolls.” Similarly, crews use far less fuel when Smart Grid sensors can pinpoint a problem and mobile workforce applications can then route them directly to it. Smart Grid Business Software Ensures Regulatory Compliance Smart Grids can ensure compliance with private contracts and with regional, national, or international requirements by: Monitoring fulfillment of contract terms. Utilities can use one-hour interval meters to ensure that interruptible (“non-core”) customers actually reduce or eliminate deliveries as required. They can use the information to levy fines against contract violators. Monitoring regulations imposed on customers, such as maximum use during specific time periods. Using accurate time-stamped event history derived from intelligent devices distributed throughout the smart grid to monitor and report reliability statistics and risk compliance. Automating business processes and activities that ensure compliance with security and reliability measures (e.g. NERC-CIP 2-9). Grid Business Software Strengthens Utilities’ Connection to Customers While Reducing Customer Service Costs During outages, Smart Grid business software can: Identify outages more quickly. Software uses sensors to pinpoint outages and nested outage locations. They also permit utilities to ensure outage resolution at every meter location. Size outages more accurately, permitting utilities to dispatch crews that have the skills needed, in appropriate numbers. Provide updates on outage location and expected duration. This information helps call centers inform customers about the timing of service restoration. Smart Grids also facilitates display of outage maps for customer and public-service use. Smart Grids can significantly reduce the cost to: Connect and disconnect customers. Meters capable of remote disconnect can virtually eliminate the costs of field crews and vehicles previously required to change service from the old to the new residents of a metered property or disconnect customers for nonpayment. Resolve reports of voltage fluctuation. Smart Grids gather and report voltage and power quality data from meters and grid sensors, enabling utilities to pinpoint reported problems or resolve them before customers complain. Detect and resolve non-technical losses (e.g. theft). Smart Grids can identify illegal attempts to reconnect meters or to use electricity in supposedly vacant premises. They can also detect theft by comparing flows through delivery assets with billed consumption. Smart Grids also facilitate outreach to customers. By monitoring and analyzing consumption over time, utilities can: Identify customers with unusually high usage and contact them before they receive a bill. They can also suggest conservation techniques that might help to limit consumption. This can head off “high bill” complaints to the contact center. Note that such “high usage” or “additional charges apply because you are out of range” notices—frequently via text messaging—are already common among mobile phone providers. Help customers identify appropriate bill payment alternatives (budget billing, prepayment, etc.). Help customers find and reduce causes of over-consumption. There’s no waiting for bills in the mail before they even understand there is a problem. Utilities benefit not just through improved customer relations but also through limiting the size of bills from customers who might struggle to pay them. Where permitted, Smart Grids can open the doors to such new utility service offerings as: Monitoring properties. Landlords reduce costs of vacant properties when utilities notify them of unexpected energy or water consumption. Utilities can perform similar services for owners of vacation properties or the adult children of aging parents. Monitoring equipment. Power-use patterns can reveal a need for equipment maintenance. Smart Grids permit utilities to alert owners or managers to a need for maintenance or replacement. Facilitating home and small-business networks. Smart Grids can provide a gateway to equipment networks that automate control or let owners access equipment remotely. They also facilitate net metering, offering some utilities a path toward involvement in small-scale solar or wind generation. Prepayment plans that do not need special meters. Smart Grid Business Software Helps Customers Control Energy Costs There is no end to the ways Smart Grids help both small and large customers control energy costs. For instance: Multi-premises customers appreciate having all meters read on the same day so that they can more easily compare consumption at various sites. Customers in competitive regions can match their consumption profile (detailed via Smart Grid data) with specific offerings from competitive suppliers. Customers seeing inexplicable consumption patterns and power quality problems may investigate further. The result can be discovery of electrical problems that can be resolved through rewiring or maintenance—before more serious fires or accidents happen. Smart Grid Business Software Facilitates Use of Renewables Generation from wind and solar resources is a popular alternative to fossil fuel generation, which emits greenhouse gases. Wind and solar generation may also increase energy security in regions that currently import fossil fuel for use in generation. Utilities face many technical issues as they attempt to integrate intermittent resource generation into traditional grids, which traditionally handle only fully dispatchable generation. Smart Grid business software helps solves many of these issues by: Detecting sudden drops in production from renewables-generated electricity (wind and solar) and automatically triggering electricity storage and smart appliance response to compensate as needed. Supporting industry-standard distributed generation interconnection processes to reduce interconnection costs and avoid adding renewable supplies to locations already subject to grid congestion. Facilitating modeling and monitoring of locally generated supply from renewables and thus helping to maximize their use. Increasing the efficiency of “net metering” (through which utilities can use electricity generated by customers) by: Providing data for analysis. Integrating the production and consumption aspects of customer accounts. During non-peak periods, such techniques enable utilities to increase the percent of renewable generation in their supply mix. During peak periods, Smart Grid business software controls circuit reconfiguration to maximize available capacity. Conclusion Utility missions are changing. Yesterday, they focused on delivery of reasonably priced energy and water. Tomorrow, their missions will expand to encompass sustainable use and environmental improvement.Smart Grids are key to helping utilities achieve this expanded mission. But they come at a relatively high price. Utilities will need to invest heavily in new hardware, software, business process development, and staff training. Customer investments in home area networks and smart appliances will be large. Learning to change the energy and water consumption habits of a lifetime could ultimately prove even more formidable tasks.Smart Grid business software can ease the cost and difficulties inherent in a needed transition to a more flexible, reliable, responsive electricity grid. Justifying its implementation, however, requires a full understanding of the benefits it brings—benefits that can ultimately help customers, utilities, communities, and the world address global issues like energy security and climate change while minimizing costs and maximizing customer convenience. This white paper is available for download here. For further information about Oracle's Primavera Solutions for Utilities, please read our Utilities e-book.

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  • SQLAuthority News – Job Interviewing the Right Way (and for the Right Reasons) – Guest Post by Feodor Georgiev

    - by pinaldave
    Feodor Georgiev is a SQL Server database specialist with extensive experience of thinking both within and outside the box. He has wide experience of different systems and solutions in the fields of architecture, scalability, performance, etc. Feodor has experience with SQL Server 2000 and later versions, and is certified in SQL Server 2008. Feodor has written excellent article on Job Interviewing the Right Way. Here is his article in his own language. A while back I was thinking to start a blog post series on interviewing and employing IT personnel. At that time I had just read the ‘Smart and gets things done’ book (http://www.joelonsoftware.com/items/2007/06/05.html) and I was hyped up on some debatable topics regarding finding and employing the best people in the branch. I have no problem with hiring the best of the best; it’s just the definition of ‘the best of the best’ that makes things a bit more complicated. One of the fundamental books one can read on the topic of interviewing is the one mentioned above. If you have not read it, then you must do so; not because it contains the ultimate truth, and not because it gives the answers to most questions on the subject, but because the book contains an extensive set of questions about interviewing and employing people. Of course, a big part of these questions have different answers, depending on location, culture, available funds and so on. (What works in the US may not necessarily work in the Nordic countries or India, or it may work in a different way). The only thing that is valid regardless of any external factor is this: curiosity. In my belief there are two kinds of people – curious and not-so-curious; regardless of profession. Think about it – professional success is directly proportional to the individual’s curiosity + time of active experience in the field. (I say ‘active experience’ because vacations and any distractions do not count as experience :)  ) So, curiosity is the factor which will distinguish a good employee from the not-so-good one. But let’s shift our attention to something else for now: a few tips and tricks for successful interviews. Tip and trick #1: get your priorities straight. Your status usually dictates your priorities; for example, if the person looking for a job has just relocated to a new country, they might tend to ignore some of their priorities and overload others. In other words, setting priorities straight means to define the personal criteria by which the interview process is lead. For example, similar to the following questions can help define the criteria for someone looking for a job: How badly do I need a (any) job? Is it more important to work in a clean and quiet environment or is it important to get paid well (or both, if possible)? And so on… Furthermore, before going to the interview, the candidate should have a list of priorities, sorted by the most importance: e.g. I want a quiet environment, x amount of money, great helping boss, a desk next to a window and so on. Also it is a good idea to be prepared and know which factors can be compromised and to what extent. Tip and trick #2: the interview is a two-way street. A job candidate should not forget that the interview process is not a one-way street. What I mean by this is that while the employer is interviewing the potential candidate, the job seeker should not miss the chance to interview the employer. Usually, the employer and the candidate will meet for an interview and talk about a variety of topics. In a quality interview the candidate will be presented to key members of the team and will have the opportunity to ask them questions. By asking the right questions both parties will define their opinion about each other. For example, if the candidate talks to one of the potential bosses during the interview process and they notice that the potential manager has a hard time formulating a question, then it is up to the candidate to decide whether working with such person is a red flag for them. There are as many interview processes out there as there are companies and each one is different. Some bigger companies and corporates can afford pre-selection processes, 3 or even 4 stages of interviews, small companies usually settle with one interview. Some companies even give cognitive tests on the interview. Why not? In his book Joel suggests that a good candidate should be pampered and spoiled beyond belief with a week-long vacation in New York, fancy hotels, food and who knows what. For all I can imagine, an interview might even take place at the top of the Eifel tower (right, Mr. Joel, right?) I doubt, however, that this is the optimal way to capture the attention of a good employee. The ‘curiosity’ topic What I have learned so far in my professional experience is that opinions can be subjective. Plus, opinions on technology subjects can also be subjective. According to Joel, only hiring the best of the best is worth it. If you ask me, there is no such thing as best of the best, simply because human nature (well, aside from some physical limitations, like putting your pants on through your head :) ) has no boundaries. And why would it have boundaries? I have seen many curious and interesting people, naturally good at technology, though uninterested in it as one  can possibly be; I have also seen plenty of people interested in technology, who (in an ideal world) should have stayed far from it. At any rate, all of this sums up at the end to the ‘supply and demand’ factor. The interview process big-bang boils down to this: If there is a mutual benefit for both the employer and the potential employee to work together, then it all sorts out nicely. If there is no benefit, then it is much harder to get to a common place. Tip and trick #3: word-of-mouth is worth a thousand words Here I would just mention that the best thing a job candidate can get during the interview process is access to future team members or other employees of the new company. Nowadays the world has become quite small and everyone knows everyone. Look at LinkedIn, look at other professional networks and you will realize how small the world really is. Knowing people is a good way to become more approachable and to approach them. Tip and trick #4: Be confident. It is true that for some people confidence is as natural as breathing and others have to work hard to express it. Confidence is, however, a key factor in convincing the other side (potential employer or employee) that there is a great chance for success by working together. But it cannot get you very far if it’s not backed up by talent, curiosity and knowledge. Tip and trick #5: The right reasons What really bothers me in Sweden (and I am sure that there are similar situations in other countries) is that there is a tendency to fill quotas and to filter out candidates by criteria different from their skill and knowledge. In job ads I see quite often the phrases ‘positive thinker’, ‘team player’ and many similar hints about personality features. So my guess here is that discrimination has evolved to a new level. Let me clear up the definition of discrimination: ‘unfair treatment of a person or group on the basis of prejudice’. And prejudice is the ‘partiality that prevents objective consideration of an issue or situation’. In other words, there is not much difference whether a job candidate is filtered out by race, gender or by personality features – it is all a bad habit. And in reality, there is no proven correlation between the technology knowledge paired with skills and the personal features (gender, race, age, optimism). It is true that a significantly greater number of Darwin awards were given to men than to women, but I am sure that somewhere there is a paper or theory explaining the genetics behind this. J This topic actually brings to mind one of my favorite work related stories. A while back I was working for a big company with many teams involved in their processes. One of the teams was occupying 2 rooms – one had the team members and was full of light, colorful posters, chit-chats and giggles, whereas the other room was dark, lighted only by a single monitor with a quiet person in front of it. Later on I realized that the ‘dark room’ person was the guru and the ultimate problem-solving-brain who did not like the chats and giggles and hence was in a separate room. In reality, all severe problems which the chatty and cheerful team members could not solve and all emergencies were directed to ‘the dark room’. And thus all worked out well. The moral of the story: Personality has nothing to do with technology knowledge and skills. End of story. Summary: I’d like to stress the fact that there is no ultimately perfect candidate for a job, and there is no such thing as ‘best-of-the-best’. From my personal experience, the main criteria by which I measure people (co-workers and bosses) is the curiosity factor; I know from experience that the more curious and inventive a person is, the better chances there are for great achievements in their field. Related stories: (for extra credit) 1) Get your priorities straight. A while back as a consultant I was working for a few days at a time at different offices and for different clients, and so I was able to compare and analyze the work environments. There were two different places which I compared and recently I asked a friend of mine the following question: “Which one would you prefer as a work environment: a noisy office full of people, or a quiet office full of faulty smells because the office is rarely cleaned?” My friend was puzzled for a while, thought about it and said: “Hmm, you are talking about two different kinds of pollution… I will probably choose the second, since I can clean the workplace myself a bit…” 2) The interview is a two-way street. One time, during a job interview, I met a potential boss that had a hard time phrasing a question. At that particular time it was clear to me that I would not have liked to work under this person. According to my work religion, the properly asked question contains at least half of the answer. And if I work with someone who cannot ask a question… then I’d be doing double or triple work. At another interview, after the technical part with the team leader of the department, I was introduced to one of the team members and we were left alone for 5 minutes. I immediately jumped on the occasion and asked the blunt question: ‘What have you learned here for the past year and how do you like your job?’ The team member looked at me and said ‘Nothing really. I like playing with my cats at home, so I am out of here at 5pm and I don’t have time for much.’ I was disappointed at the time and I did not take the job offer. I wasn’t that shocked a few months later when the company went bankrupt. 3) The right reasons to take a job: personality check. A while back I was asked to serve as a job reference for a coworker. I agreed, and after some weeks I got a phone call from the company where my colleague was applying for a job. The conversation started with the manager’s question about my colleague’s personality and about their social skills. (You can probably guess what my internal reaction was… J ) So, after 30 minutes of pouring common sense into the interviewer’s head, we finally agreed on the fact that a shy or quiet personality has nothing to do with work skills and knowledge. Some years down the road my former colleague is taking the manager’s position as the manager is demoted to a different department. Reference: Feodor Georgiev, Pinal Dave (http://blog.SQLAuthority.com) Filed under: PostADay, Readers Contribution, SQL, SQL Authority, SQL Query, SQL Server, SQL Tips and Tricks, T SQL, Technology

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  • C#/.NET Little Wonders: The Useful But Overlooked Sets

    - by James Michael Hare
    Once again we consider some of the lesser known classes and keywords of C#.  Today we will be looking at two set implementations in the System.Collections.Generic namespace: HashSet<T> and SortedSet<T>.  Even though most people think of sets as mathematical constructs, they are actually very useful classes that can be used to help make your application more performant if used appropriately. A Background From Math In mathematical terms, a set is an unordered collection of unique items.  In other words, the set {2,3,5} is identical to the set {3,5,2}.  In addition, the set {2, 2, 4, 1} would be invalid because it would have a duplicate item (2).  In addition, you can perform set arithmetic on sets such as: Intersections: The intersection of two sets is the collection of elements common to both.  Example: The intersection of {1,2,5} and {2,4,9} is the set {2}. Unions: The union of two sets is the collection of unique items present in either or both set.  Example: The union of {1,2,5} and {2,4,9} is {1,2,4,5,9}. Differences: The difference of two sets is the removal of all items from the first set that are common between the sets.  Example: The difference of {1,2,5} and {2,4,9} is {1,5}. Supersets: One set is a superset of a second set if it contains all elements that are in the second set. Example: The set {1,2,5} is a superset of {1,5}. Subsets: One set is a subset of a second set if all the elements of that set are contained in the first set. Example: The set {1,5} is a subset of {1,2,5}. If We’re Not Doing Math, Why Do We Care? Now, you may be thinking: why bother with the set classes in C# if you have no need for mathematical set manipulation?  The answer is simple: they are extremely efficient ways to determine ownership in a collection. For example, let’s say you are designing an order system that tracks the price of a particular equity, and once it reaches a certain point will trigger an order.  Now, since there’s tens of thousands of equities on the markets, you don’t want to track market data for every ticker as that would be a waste of time and processing power for symbols you don’t have orders for.  Thus, we just want to subscribe to the stock symbol for an equity order only if it is a symbol we are not already subscribed to. Every time a new order comes in, we will check the list of subscriptions to see if the new order’s stock symbol is in that list.  If it is, great, we already have that market data feed!  If not, then and only then should we subscribe to the feed for that symbol. So far so good, we have a collection of symbols and we want to see if a symbol is present in that collection and if not, add it.  This really is the essence of set processing, but for the sake of comparison, let’s say you do a list instead: 1: // class that handles are order processing service 2: public sealed class OrderProcessor 3: { 4: // contains list of all symbols we are currently subscribed to 5: private readonly List<string> _subscriptions = new List<string>(); 6:  7: ... 8: } Now whenever you are adding a new order, it would look something like: 1: public PlaceOrderResponse PlaceOrder(Order newOrder) 2: { 3: // do some validation, of course... 4:  5: // check to see if already subscribed, if not add a subscription 6: if (!_subscriptions.Contains(newOrder.Symbol)) 7: { 8: // add the symbol to the list 9: _subscriptions.Add(newOrder.Symbol); 10: 11: // do whatever magic is needed to start a subscription for the symbol 12: } 13:  14: // place the order logic! 15: } What’s wrong with this?  In short: performance!  Finding an item inside a List<T> is a linear - O(n) – operation, which is not a very performant way to find if an item exists in a collection. (I used to teach algorithms and data structures in my spare time at a local university, and when you began talking about big-O notation you could immediately begin to see eyes glossing over as if it was pure, useless theory that would not apply in the real world, but I did and still do believe it is something worth understanding well to make the best choices in computer science). Let’s think about this: a linear operation means that as the number of items increases, the time that it takes to perform the operation tends to increase in a linear fashion.  Put crudely, this means if you double the collection size, you might expect the operation to take something like the order of twice as long.  Linear operations tend to be bad for performance because they mean that to perform some operation on a collection, you must potentially “visit” every item in the collection.  Consider finding an item in a List<T>: if you want to see if the list has an item, you must potentially check every item in the list before you find it or determine it’s not found. Now, we could of course sort our list and then perform a binary search on it, but sorting is typically a linear-logarithmic complexity – O(n * log n) - and could involve temporary storage.  So performing a sort after each add would probably add more time.  As an alternative, we could use a SortedList<TKey, TValue> which sorts the list on every Add(), but this has a similar level of complexity to move the items and also requires a key and value, and in our case the key is the value. This is why sets tend to be the best choice for this type of processing: they don’t rely on separate keys and values for ordering – so they save space – and they typically don’t care about ordering – so they tend to be extremely performant.  The .NET BCL (Base Class Library) has had the HashSet<T> since .NET 3.5, but at that time it did not implement the ISet<T> interface.  As of .NET 4.0, HashSet<T> implements ISet<T> and a new set, the SortedSet<T> was added that gives you a set with ordering. HashSet<T> – For Unordered Storage of Sets When used right, HashSet<T> is a beautiful collection, you can think of it as a simplified Dictionary<T,T>.  That is, a Dictionary where the TKey and TValue refer to the same object.  This is really an oversimplification, but logically it makes sense.  I’ve actually seen people code a Dictionary<T,T> where they store the same thing in the key and the value, and that’s just inefficient because of the extra storage to hold both the key and the value. As it’s name implies, the HashSet<T> uses a hashing algorithm to find the items in the set, which means it does take up some additional space, but it has lightning fast lookups!  Compare the times below between HashSet<T> and List<T>: Operation HashSet<T> List<T> Add() O(1) O(1) at end O(n) in middle Remove() O(1) O(n) Contains() O(1) O(n)   Now, these times are amortized and represent the typical case.  In the very worst case, the operations could be linear if they involve a resizing of the collection – but this is true for both the List and HashSet so that’s a less of an issue when comparing the two. The key thing to note is that in the general case, HashSet is constant time for adds, removes, and contains!  This means that no matter how large the collection is, it takes roughly the exact same amount of time to find an item or determine if it’s not in the collection.  Compare this to the List where almost any add or remove must rearrange potentially all the elements!  And to find an item in the list (if unsorted) you must search every item in the List. So as you can see, if you want to create an unordered collection and have very fast lookup and manipulation, the HashSet is a great collection. And since HashSet<T> implements ICollection<T> and IEnumerable<T>, it supports nearly all the same basic operations as the List<T> and can use the System.Linq extension methods as well. All we have to do to switch from a List<T> to a HashSet<T>  is change our declaration.  Since List and HashSet support many of the same members, chances are we won’t need to change much else. 1: public sealed class OrderProcessor 2: { 3: private readonly HashSet<string> _subscriptions = new HashSet<string>(); 4:  5: // ... 6:  7: public PlaceOrderResponse PlaceOrder(Order newOrder) 8: { 9: // do some validation, of course... 10: 11: // check to see if already subscribed, if not add a subscription 12: if (!_subscriptions.Contains(newOrder.Symbol)) 13: { 14: // add the symbol to the list 15: _subscriptions.Add(newOrder.Symbol); 16: 17: // do whatever magic is needed to start a subscription for the symbol 18: } 19: 20: // place the order logic! 21: } 22:  23: // ... 24: } 25: Notice, we didn’t change any code other than the declaration for _subscriptions to be a HashSet<T>.  Thus, we can pick up the performance improvements in this case with minimal code changes. SortedSet<T> – Ordered Storage of Sets Just like HashSet<T> is logically similar to Dictionary<T,T>, the SortedSet<T> is logically similar to the SortedDictionary<T,T>. The SortedSet can be used when you want to do set operations on a collection, but you want to maintain that collection in sorted order.  Now, this is not necessarily mathematically relevant, but if your collection needs do include order, this is the set to use. So the SortedSet seems to be implemented as a binary tree (possibly a red-black tree) internally.  Since binary trees are dynamic structures and non-contiguous (unlike List and SortedList) this means that inserts and deletes do not involve rearranging elements, or changing the linking of the nodes.  There is some overhead in keeping the nodes in order, but it is much smaller than a contiguous storage collection like a List<T>.  Let’s compare the three: Operation HashSet<T> SortedSet<T> List<T> Add() O(1) O(log n) O(1) at end O(n) in middle Remove() O(1) O(log n) O(n) Contains() O(1) O(log n) O(n)   The MSDN documentation seems to indicate that operations on SortedSet are O(1), but this seems to be inconsistent with its implementation and seems to be a documentation error.  There’s actually a separate MSDN document (here) on SortedSet that indicates that it is, in fact, logarithmic in complexity.  Let’s put it in layman’s terms: logarithmic means you can double the collection size and typically you only add a single extra “visit” to an item in the collection.  Take that in contrast to List<T>’s linear operation where if you double the size of the collection you double the “visits” to items in the collection.  This is very good performance!  It’s still not as performant as HashSet<T> where it always just visits one item (amortized), but for the addition of sorting this is a good thing. Consider the following table, now this is just illustrative data of the relative complexities, but it’s enough to get the point: Collection Size O(1) Visits O(log n) Visits O(n) Visits 1 1 1 1 10 1 4 10 100 1 7 100 1000 1 10 1000   Notice that the logarithmic – O(log n) – visit count goes up very slowly compare to the linear – O(n) – visit count.  This is because since the list is sorted, it can do one check in the middle of the list, determine which half of the collection the data is in, and discard the other half (binary search).  So, if you need your set to be sorted, you can use the SortedSet<T> just like the HashSet<T> and gain sorting for a small performance hit, but it’s still faster than a List<T>. Unique Set Operations Now, if you do want to perform more set-like operations, both implementations of ISet<T> support the following, which play back towards the mathematical set operations described before: IntersectWith() – Performs the set intersection of two sets.  Modifies the current set so that it only contains elements also in the second set. UnionWith() – Performs a set union of two sets.  Modifies the current set so it contains all elements present both in the current set and the second set. ExceptWith() – Performs a set difference of two sets.  Modifies the current set so that it removes all elements present in the second set. IsSupersetOf() – Checks if the current set is a superset of the second set. IsSubsetOf() – Checks if the current set is a subset of the second set. For more information on the set operations themselves, see the MSDN description of ISet<T> (here). What Sets Don’t Do Don’t get me wrong, sets are not silver bullets.  You don’t really want to use a set when you want separate key to value lookups, that’s what the IDictionary implementations are best for. Also sets don’t store temporal add-order.  That is, if you are adding items to the end of a list all the time, your list is ordered in terms of when items were added to it.  This is something the sets don’t do naturally (though you could use a SortedSet with an IComparer with a DateTime but that’s overkill) but List<T> can. Also, List<T> allows indexing which is a blazingly fast way to iterate through items in the collection.  Iterating over all the items in a List<T> is generally much, much faster than iterating over a set. Summary Sets are an excellent tool for maintaining a lookup table where the item is both the key and the value.  In addition, if you have need for the mathematical set operations, the C# sets support those as well.  The HashSet<T> is the set of choice if you want the fastest possible lookups but don’t care about order.  In contrast the SortedSet<T> will give you a sorted collection at a slight reduction in performance.   Technorati Tags: C#,.Net,Little Wonders,BlackRabbitCoder,ISet,HashSet,SortedSet

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  • The Changing Face of PASS

    - by Bill Graziano
    I’m starting my sixth year on the PASS Board.  I served two years as the Program Director, two years as the Vice-President of Marketing and I’m starting my second year as the Executive Vice-President of Finance.  There’s a pretty good chance that if PASS has done something you don’t like or is doing something you don’t like, that I’m involved in one way or another. Andy Leonard asked in a comment on his blog if the Board had ever reversed itself based on community input.  He asserted that it hadn’t.  I disagree.  I’m not going to try and list all the changes we make inside portfolios based on feedback from and meetings with the community.  I’m going to focus on major governance issues since I was elected to the Board. Management Company The first big change was our management company.  Our old management company had a standard approach to running a non-profit.  It worked well when PASS was launched.  Having a ready-made structure and process to run the organization enabled the organization to grow quickly.  As time went on we were limited in some of the things we wanted to do.  The more involved you were with PASS, the more you saw these limitations.  Key volunteers were regularly providing feedback that they wanted certain changes that were difficult for us to accomplish.  The Board at that time wanted changes that were difficult or impossible to accomplish under that structure. This was not a simple change.  Imagine a $2.5 million dollar company letting all its employees go on a Friday and starting with a new staff on Monday.  We also had a very narrow window to accomplish that so that we wouldn’t affect the Summit – our only source of revenue.  We spent the year after the change rebuilding processes and putting on the Summit in Denver.  That’s a concrete example of a huge change that PASS made to better serve its members.  And it was a change that many in the community were telling us we needed to make. Financials We heard regularly from our members that they wanted our financials posted.  Today on our web site you can find audited financials going back to 2004.  We publish our budget at the start of each year.  If you ask a question about the financials on the PASS site I do my best to answer it.  I’m also trying to do a better job answering financial questions posted in other locations.  (And yes, I know I owe a few of you some blog posts.) That’s another concrete example of a change that our members asked for that the Board agreed was a good decision. Minutes When I started on the Board the meeting minutes were very limited.  The minutes from a two day Board meeting might fit on one page.  I think we did the bare minimum we were legally required to do.  Today Board meeting minutes run from 5 to 12 pages and go into incredible detail on what we talk about.  There are certain topics that are NDA but where possible we try to list the topic we discussed but that the actual discussion was under NDA.  We also publish the agenda of Board meetings ahead of time. This is another specific example where input from the community influenced the decision.  It was certainly easier to have limited minutes but I think the extra effort helps our members understand what’s going on. Board Q&A At the 2009 Summit the Board held its first public Q&A with our members.  We’d always been available individually to answer questions.  There’s a benefit to getting us all in one room and asking the really hard questions to watch us squirm.  We learn what questions we don’t have good answers for.  We get to see how many people in the crowd look interested in the various questions and answers. I don’t recall the genesis of how this came about.  I’m fairly certain there was some community pressure though. Board Votes Until last November, the Board only reported the vote totals and not how individual Board members voted.  That was one of the topics at a great lunch I had with Tim Mitchell and Kendal van Dyke at the Summit.  That was also the topic of the first question asked at the Board Q&A by Kendal.  Kendal expressed his opposition to to anonymous votes clearly and passionately and without trying to paint anyone into a corner.  Less than 24 hours later the PASS Board voted to make individual votes public unless the topic was under NDA.  That’s another area where the Board decided to change based on feedback from our members. Summit Location While this isn’t actually a governance issue it is one of the more public decisions we make that has taken some public criticism.  There is a significant portion of our members that want the Summit near them.  There is a significant portion of our members that like the Summit in Seattle.  There is a significant portion of our members that think it should move around the country.  I was one that felt strongly that there were significant, tangible benefits to our attendees to being in Seattle every year.  I’m also one that has been swayed by some very compelling arguments that we need to have at least one outside Seattle and then revisit the decision.  I can’t tell you how the Board will vote but I know the opinion of our members weighs heavily on the decision. Elections And that brings us to the grand-daddy of all governance issues.  My thesis for this blog post is that the PASS Board has implemented policy changes in response to member feedback.  It isn’t to defend or criticize our election process.  It’s just to say that is has been under going continuous change since I’ve been on the Board.  I ran for the Board in the fall of 2005.  I don’t know much about what happened before then.  I was actively volunteering for PASS for four years prior to that as a chapter leader and on the program committee.  I don’t recall any complaints about elections but that doesn’t mean they didn’t occur.  The questions from the Nominating Committee (NomCom) were trivial and the selection process rudimentary (For example, “Tell us about your accomplishments”).  I don’t even remember who I ran against or how many other people ran.  I ran for the VP of Marketing in the fall of 2007.  I don’t recall any significant changes the Board made in the election process for that election.  I think a lot of the changes in 2007 came from us asking the management company to work on the election process.  I was expecting a similar set of puff ball questions from my previous election.  Boy, was I in for a shock.  The NomCom had found a much better set of questions and really made the interview portion difficult.  The questions were much more behavioral in nature.  I’d already written about my vision for PASS and my goals.  They wanted to know how I handled adversity, how I handled criticism, how I handled conflict, how I handled troublesome volunteers, how I motivated people and how I responded to motivation. And many, many other things. They grilled me for over an hour.  I’ve done a fair bit of technical sales in my time.  I feel I speak well under pressure addressing pointed questions.  This interview intentionally put me under pressure.  In addition to wanting to know about my interpersonal skills, my work experience, my volunteer experience and my supervisory experience they wanted to see how I’d do under pressure.  They wanted to see who would respond under pressure and who wouldn’t.  It was a bit of a shock. That was the first big change I remember in the election process.  I know there were other improvements around the process but none of them stick in my mind quite like the unexpected hour-long grilling. The next big change I remember was after the 2009 elections.  Andy Warren was unhappy with the election process and wanted to make some changes.  He worked with Hannes at HQ and they came up with a better set of processes.  I think Andy moved PASS in the right direction.  Nonetheless, after the 2010 election even more people were very publicly clamoring for changes to our election process.  In August of 2010 we had a choice to make.  There were numerous bloggers criticizing the Board and our upcoming election.  The easy change would be to announce that we were changing the process in a way that would satisfy our critics.  I believe that a knee-jerk response to criticism is seldom correct. Instead the Board spent August and September and October and November listening to the community.  I visited two SQLSaturdays and asked questions of everyone I could.  I attended chapter meetings and asked questions of as many people as they’d let me.  At Summit I made it a point to introduce myself to strangers and ask them about the election.  At every breakfast I’d sit down at a table full of strangers and ask about the election.  I’m happy to say that I left most tables arguing about the election.  Most days I managed to get 2 or 3 breakfasts in. I spent less time talking to people that had already written about the election.  They were already expressing their opinion.  I wanted to talk to people that hadn’t spoken up.  I wanted to know what the silent majority thought.  The Board all attended the Q&A session where our members expressed their concerns about a variety of issues including the election. The PASS Board also chose to create the Election Review Committee.  We wanted people from the community that had been involved with PASS to look at our election process with fresh eyes while listening to what the community had to say and give us some advice on how we could improve the process.  I’m a part of this as is Andy Warren.  None of the other members are on the Board.  I’ve sat in numerous calls and interviews with this group and attended an open meeting at the Summit.  We asked anyone that wanted to discuss the election to come speak with us.  The ERC held an open meeting at the Summit and invited anyone to attend.  There are forums on the ERC web site where we’ve invited people to participate.  The ERC has reached to key people involved in recent elections.  The years that I haven’t mentioned also saw minor improvements in the election process.  Off the top of my head I don’t recall what exact changes were made each year.  Specifically since the 2010 election we’ve gone out of our way to seek input from the community about the process.  I’m not sure what more we could have done to invite feedback from the community. I think to say that we haven’t “fixed” the election process isn’t a fair criticism at this time.  We haven’t rushed any changes through the process.  If you don’t see any changes in our election process in July or August then I think it’s fair to criticize us for ignoring the community or ask for an explanation for what we’ve done. In Summary Andy’s main point was that the PASS Board hasn’t changed in response to our members wishes.  I think I’ve shown that time and time again the PASS Board has changed in response to what our members want.  There are only two outstanding issues: Summit location and elections.  The 2013 Summit location hasn’t been decided yet.  Our work on the elections is also in progress.  And at every step in the election review we’ve gone out of our way to listen to the community and incorporate their feedback on the process. I also hope I’m not encouraging everyone that wants some change in the organization to organize a “blog rush” against the Board.  We take public suggestions very seriously but we also take the time to evaluate those suggestions and learn what the rest of our members think and make a measured decision.

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  • Office 2010: It&rsquo;s not just DOC(X) and XLS(X)

    - by andrewbrust
    Office 2010 has released to manufacturing.  The bits have left the (product team’s) building.  Will you upgrade? This version of Office is officially numbered 14, a designation that correlates with the various releases, through the years, of Microsoft Word.  There were six major versions of Word for DOS, during whose release cycles came three 16-bit Windows versions.  Then, starting with Word 95 and counting through Word 2007, there have been six more versions – all for the 32-bit Windows platform.  Skip version 13 to ward off folksy bad luck (and, perhaps, the bugs that could come with it) and that brings us to version 14, which includes implementations for both 32- and 64-bit Windows platforms.  We’ve come a long way baby.  Or have we? As it does every three years or so, debate will now start to rage on over whether we need a “14th” version the PC platform’s standard word processor, or a “13th” version of the spreadsheet.  If you accept the premise of that question, then you may be on a slippery slope toward answering it in the negative.  Thing is, that premise is valid for certain customers and not others. The Microsoft Office product has morphed from one that offered core word processing, spreadsheet, presentation and email functionality to a suite of applications that provides unique, new value-added features, and even whole applications, in the context of those core services.  The core apps thus grow in mission: Excel is a BI tool.  Word is a collaborative editorial system for the production of publications.  PowerPoint is a media production platform for for live presentations and, increasingly, for delivering more effective presentations online.  Outlook is a time and task management system.  Access is a rich client front-end for data-driven self-service SharePoint applications.  OneNote helps you capture ideas, corral random thoughts in a semi-structured way, and then tie them back to other, more rigidly structured, Office documents. Google Docs and other cloud productivity platforms like Zoho don’t really do these things.  And there is a growing chorus of voices who say that they shouldn’t, because those ancillary capabilities are over-engineered, over-produced and “under-necessary.”  They might say Microsoft is layering on superfluous capabilities to avoid admitting that Office’s core capabilities, the ones people really need, have become commoditized. It’s hard to take sides in that argument, because different people, and the different companies that employ them, have different needs.  For my own needs, it all comes down to three basic questions: will the new version of Office save me time, will it make the mundane parts of my job easier, and will it augment my services to customers?  I need my time back.  I need to spend more of it with my family, and more of it focusing on my own core capabilities rather than the administrative tasks around them.  And I also need my customers to be able to get more value out of the services I provide. Help me triage my inbox, help me get proposals done more quickly and make them easier to read.  Let me get my presentations done faster, make them more effective and make it easier for me to reuse materials from other presentations.  And, since I’m in the BI and data business, help me and my customers manage data and analytics more easily, both on the desktop and online. Those are my criteria.  And, with those in mind, Office 2010 is looking like a worthwhile upgrade.  Perhaps it’s not earth-shattering, but it offers a combination of incremental improvements and a few new major capabilities that I think are quite compelling.  I provide a brief roundup of them here.  It’s admittedly arbitrary and not comprehensive, but I think it tells the Office 2010 story effectively. Across the Suite More than any other, this release of Office aims to give collaboration a real workout.  In certain apps, for the first time, documents can be opened simultaneously by multiple users, with colleagues’ changes appearing in near real-time.  Web-browser-based versions of Word, Excel, PowerPoint and OneNote will be available to extend collaboration to contributors who are off the corporate network. The ribbon user interface is now more pervasive (for example, it appears in OneNote and in Outlook’s main window).  It’s also customizable, allowing users to add, easily, buttons and options of their choosing, into new tabs, or into new groups within existing tabs. Microsoft has also taken the File menu (which was the “Office Button” menu in the 2007 release) and made it into a full-screen “Backstage” view where document-wide operations, like saving, printing and online publishing are performed. And because, more and more, heavily formatted content is cut and pasted between documents and applications, Office 2010 makes it easier to manage the retention or jettisoning of that formatting right as the paste operation is performed.  That’s much nicer than stripping it off, or adding it back, afterwards. And, speaking of pasting, a number of Office apps now make it especially easy to insert screenshots within their documents.  I know that’s useful to me, because I often document or critique applications and need to show them in action.  For the vast majority of users, I expect that this feature will be more useful for capturing snapshots of Web pages, but we’ll have to see whether this feature becomes popular.   Excel At first glance, Excel 2010 looks and acts nearly identically to the 2007 version.  But additional glances are necessary.  It’s important to understand that lots of people in the working world use Excel as more of a database, analytics and mathematical modeling tool than merely as a spreadsheet.  And it’s also important to understand that Excel wasn’t designed to handle such workloads past a certain scale.  That all changes with this release. The first reason things change is that Excel has been tuned for performance.  It’s been optimized for multi-threaded operation; previously lengthy processes have been shortened, especially for large data sets; more rows and columns are allowed and, for the first time, Excel (and the rest of Office) is available in a 64-bit version.  For Excel, this means users can take advantage of more than the 2GB of memory that the 32-bit version is limited to. On the analysis side, Excel 2010 adds Sparklines (tiny charts that fit into a single cell and can therefore be presented down an entire column or across a row) and Slicers (a more user-friendly filter mechanism for PivotTables and charts, which visually indicates what the filtered state of a given data member is).  But most important, Excel 2010 supports the new PowerPIvot add-in which brings true self-service BI to Office.  PowerPivot allows users to import data from almost anywhere, model it, and then analyze it.  Rather than forcing users to build “spreadmarts” or use corporate-built data warehouses, PowerPivot models function as true columnar, in-memory OLAP cubes that can accommodate millions of rows of data and deliver fast drill-down performance. And speaking of OLAP, Excel 2010 now supports an important Analysis Services OLAP feature called write-back.  Write-back is especially useful in financial forecasting scenarios for which Excel is the natural home.  Support for write-back is long overdue, but I’m still glad it’s there, because I had almost given up on it.   PowerPoint This version of PowerPoint marks its progression from a presentation tool to a video and photo editing and production tool.  Whether or not it’s successful in this pursuit, and if offering this is even a sensible goal, is another question. Regardless, the new capabilities are kind of interesting.  A greatly enhanced set of slide transitions with 3D effects; in-product photo and video editing; accommodation of embedded videos from services such as YouTube; and the ability to save a presentation as a video each lay testimony to PowerPoint’s transformation into a media tool and away from a pure presentation tool. These capabilities also recognize the importance of the Web as both a source for materials and a channel for disseminating PowerPoint output. Congruent with that is PowerPoint’s new ability to broadcast a slide presentation, using a quickly-generated public URL, without involving the hassle or expense of a Web meeting service like GoToMeeting or Microsoft’s own LiveMeeting.  Slides presented through this broadcast feature retain full color fidelity and transitions and animations are preserved as well.   Outlook Microsoft’s ubiquitous email/calendar/contact/task management tool gains long overdue speed improvements, especially against POP3 email accounts.  Outlook 2010 also supports multiple Exchange accounts, rather than just one; tighter integration with OneNote; and a new Social Connector providing integration with, and presence information from, online social network services like LinkedIn and Facebook (not to mention Windows Live).  A revamped conversation view now includes messages that are part of a given thread regardless of which folder they may be stored in. I don’t know yet how well the Social Connector will work or whether it will keep Outlook relevant to those who live on Facebook and LinkedIn.  But among the other features, there’s very little not to like.   OneNote To me, OneNote is the part of Office that just keeps getting better.  There is one major caveat to this, which I’ll cover in a moment, but let’s first catalog what new stuff OneNote 2010 brings.  The best part of OneNote, is the way each of its versions have managed hierarchy: Notebooks have sections, sections have pages, pages have sub pages, multiple notes can be contained in either, and each note supports infinite levels of indentation.  None of that is new to 2010, but the new version does make creation of pages and subpages easier and also makes simple work out of promoting and demoting pages from sub page to full page status.  And relationships between pages are quite easy to create now: much like a Wiki, simply typing a page’s name in double-square-brackets (“[[…]]”) creates a link to it. OneNote is also great at integrating content outside of its notebooks.  With a new Dock to Desktop feature, OneNote becomes aware of what window is displayed in the rest of the screen and, if it’s an Office document or a Web page, links the notes you’re typing, at the time, to it.  A single click from your notes later on will bring that same document or Web page back on-screen.  Embedding content from Web pages and elsewhere is also easier.  Using OneNote’s Windows Key+S combination to grab part of the screen now allows you to specify the destination of that bitmap instead of automatically creating a new note in the Unfiled Notes area.  Using the Send to OneNote buttons in Internet Explorer and Outlook result in the same choice. Collaboration gets better too.  Real-time multi-author editing is better accommodated and determining author lineage of particular changes is easily carried out. My one pet peeve with OneNote is the difficulty using it when I’m not one a Windows PC.  OneNote’s main competitor, Evernote, while I believe inferior in terms of features, has client versions for PC, Mac, Windows Mobile, Android, iPhone, iPad and Web browsers.  Since I have an Android phone and an iPad, I am practically forced to use it.  However, the OneNote Web app should help here, as should a forthcoming version of OneNote for Windows Phone 7.  In the mean time, it turns out that using OneNote’s Email Page ribbon button lets you move a OneNote page easily into EverNote (since every EverNote account gets a unique email address for adding notes) and that Evernote’s Email function combined with Outlook’s Send to OneNote button (in the Move group of the ribbon’s Home tab) can achieve the reverse.   Access To me, the big change in Access 2007 was its tight integration with SharePoint lists.  Access 2010 and SharePoint 2010 continue this integration with the introduction of SharePoint’s Access Services.  Much as Excel Services provides a SharePoint-hosted experience for viewing (and now editing) Excel spreadsheet, PivotTable and chart content, Access Services allows for SharePoint browser-hosted editing of Access data within the forms that are built in the Access client itself. To me this makes all kinds of sense.  Although it does beg the question of where to draw the line between Access, InfoPath, SharePoint list maintenance and SharePoint 2010’s new Business Connectivity Services.  Each of these tools provide overlapping data entry and data maintenance functionality. But if you do prefer Access, then you’ll like  things like templates and application parts that make it easier to get off the blank page.  These features help you quickly get tables, forms and reports built out.  To make things look nice, Access even gets its own version of Excel’s Conditional Formatting feature, letting you add data bars and data-driven text formatting.   Word As I said at the beginning of this post, upgrades to Office are about much more than enhancing the suite’s flagship word processing application. So are there any enhancements in Word worth mentioning?  I think so.  The most important one has to be the collaboration features.  Essentially, when a user opens a Word document that is in a SharePoint document library (or Windows Live SkyDrive folder), rather than the whole document being locked, Word has the ability to observe more granular locks on the individual paragraphs being edited.  Word also shows you who’s editing what and its Save function morphs into a sync feature that both saves your changes and loads those made by anyone editing the document concurrently. There’s also a new navigation pane that lets you manage sections in your document in much the same way as you manage slides in a PowerPoint deck.  Using the navigation pane, you can reorder sections, insert new ones, or promote and demote sections in the outline hierarchy.  Not earth shattering, but nice.   Other Apps and Summarized Findings What about InfoPath, Publisher, Visio and Project?  I haven’t looked at them yet.  And for this post, I think that’s fine.  While those apps (and, arguably, Access) cater to specific tasks, I think the apps we’ve looked at in this post service the general purpose needs of most users.  And the theme in those 2010 apps is clear: collaboration is key, the Web and productivity are indivisible, and making data and analytics into a self-service amenity is the way to go.  But perhaps most of all, features are still important, as long as they get you through your day faster, rather than adding complexity for its own sake.  I would argue that this is true for just about every product Microsoft makes: users want utility, not complexity.

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  • C#/.NET Little Wonders: Interlocked CompareExchange()

    - by James Michael Hare
    Once again, in this series of posts I look at the parts of the .NET Framework that may seem trivial, but can help improve your code by making it easier to write and maintain. The index of all my past little wonders posts can be found here. Two posts ago, I discussed the Interlocked Add(), Increment(), and Decrement() methods (here) for adding and subtracting values in a thread-safe, lightweight manner.  Then, last post I talked about the Interlocked Read() and Exchange() methods (here) for safely and efficiently reading and setting 32 or 64 bit values (or references).  This week, we’ll round out the discussion by talking about the Interlocked CompareExchange() method and how it can be put to use to exchange a value if the current value is what you expected it to be. Dirty reads can lead to bad results Many of the uses of Interlocked that we’ve explored so far have centered around either reading, setting, or adding values.  But what happens if you want to do something more complex such as setting a value based on the previous value in some manner? Perhaps you were creating an application that reads a current balance, applies a deposit, and then saves the new modified balance, where of course you’d want that to happen atomically.  If you read the balance, then go to save the new balance and between that time the previous balance has already changed, you’ll have an issue!  Think about it, if we read the current balance as $400, and we are applying a new deposit of $50.75, but meanwhile someone else deposits $200 and sets the total to $600, but then we write a total of $450.75 we’ve lost $200! Now, certainly for int and long values we can use Interlocked.Add() to handles these cases, and it works well for that.  But what if we want to work with doubles, for example?  Let’s say we wanted to add the numbers from 0 to 99,999 in parallel.  We could do this by spawning several parallel tasks to continuously add to a total: 1: double total = 0; 2:  3: Parallel.For(0, 10000, next => 4: { 5: total += next; 6: }); Were this run on one thread using a standard for loop, we’d expect an answer of 4,999,950,000 (the sum of all numbers from 0 to 99,999).  But when we run this in parallel as written above, we’ll likely get something far off.  The result of one of my runs, for example, was 1,281,880,740.  That is way off!  If this were banking software we’d be in big trouble with our clients.  So what happened?  The += operator is not atomic, it will read in the current value, add the result, then store it back into the total.  At any point in all of this another thread could read a “dirty” current total and accidentally “skip” our add.   So, to clean this up, we could use a lock to guarantee concurrency: 1: double total = 0.0; 2: object locker = new object(); 3:  4: Parallel.For(0, count, next => 5: { 6: lock (locker) 7: { 8: total += next; 9: } 10: }); Which will give us the correct result of 4,999,950,000.  One thing to note is that locking can be heavy, especially if the operation being locked over is trivial, or the life of the lock is a high percentage of the work being performed concurrently.  In the case above, the lock consumes pretty much all of the time of each parallel task – and the task being locked on is relatively trivial. Now, let me put in a disclaimer here before we go further: For most uses, lock is more than sufficient for your needs, and is often the simplest solution!    So, if lock is sufficient for most needs, why would we ever consider another solution?  The problem with locking is that it can suspend execution of your thread while it waits for the signal that the lock is free.  Moreover, if the operation being locked over is trivial, the lock can add a very high level of overhead.  This is why things like Interlocked.Increment() perform so well, instead of locking just to perform an increment, we perform the increment with an atomic, lockless method. As with all things performance related, it’s important to profile before jumping to the conclusion that you should optimize everything in your path.  If your profiling shows that locking is causing a high level of waiting in your application, then it’s time to consider lighter alternatives such as Interlocked. CompareExchange() – Exchange existing value if equal some value So let’s look at how we could use CompareExchange() to solve our problem above.  The general syntax of CompareExchange() is: T CompareExchange<T>(ref T location, T newValue, T expectedValue) If the value in location == expectedValue, then newValue is exchanged.  Either way, the value in location (before exchange) is returned. Actually, CompareExchange() is not one method, but a family of overloaded methods that can take int, long, float, double, pointers, or references.  It cannot take other value types (that is, can’t CompareExchange() two DateTime instances directly).  Also keep in mind that the version that takes any reference type (the generic overload) only checks for reference equality, it does not call any overridden Equals(). So how does this help us?  Well, we can grab the current total, and exchange the new value if total hasn’t changed.  This would look like this: 1: // grab the snapshot 2: double current = total; 3:  4: // if the total hasn’t changed since I grabbed the snapshot, then 5: // set it to the new total 6: Interlocked.CompareExchange(ref total, current + next, current); So what the code above says is: if the amount in total (1st arg) is the same as the amount in current (3rd arg), then set total to current + next (2nd arg).  This check and exchange pair is atomic (and thus thread-safe). This works if total is the same as our snapshot in current, but the problem, is what happens if they aren’t the same?  Well, we know that in either case we will get the previous value of total (before the exchange), back as a result.  Thus, we can test this against our snapshot to see if it was the value we expected: 1: // if the value returned is != current, then our snapshot must be out of date 2: // which means we didn't (and shouldn't) apply current + next 3: if (Interlocked.CompareExchange(ref total, current + next, current) != current) 4: { 5: // ooops, total was not equal to our snapshot in current, what should we do??? 6: } So what do we do if we fail?  That’s up to you and the problem you are trying to solve.  It’s possible you would decide to abort the whole transaction, or perhaps do a lightweight spin and try again.  Let’s try that: 1: double current = total; 2:  3: // make first attempt... 4: if (Interlocked.CompareExchange(ref total, current + i, current) != current) 5: { 6: // if we fail, go into a spin wait, spin, and try again until succeed 7: var spinner = new SpinWait(); 8:  9: do 10: { 11: spinner.SpinOnce(); 12: current = total; 13: } 14: while (Interlocked.CompareExchange(ref total, current + i, current) != current); 15: } 16:  This is not trivial code, but it illustrates a possible use of CompareExchange().  What we are doing is first checking to see if we succeed on the first try, and if so great!  If not, we create a SpinWait and then repeat the process of SpinOnce(), grab a fresh snapshot, and repeat until CompareExchnage() succeeds.  You may wonder why not a simple do-while here, and the reason it’s more efficient to only create the SpinWait until we absolutely know we need one, for optimal efficiency. Though not as simple (or maintainable) as a simple lock, this will perform better in many situations.  Comparing an unlocked (and wrong) version, a version using lock, and the Interlocked of the code, we get the following average times for multiple iterations of adding the sum of 100,000 numbers: 1: Unlocked money average time: 2.1 ms 2: Locked money average time: 5.1 ms 3: Interlocked money average time: 3 ms So the Interlocked.CompareExchange(), while heavier to code, came in lighter than the lock, offering a good compromise of safety and performance when we need to reduce contention. CompareExchange() - it’s not just for adding stuff… So that was one simple use of CompareExchange() in the context of adding double values -- which meant we couldn’t have used the simpler Interlocked.Add() -- but it has other uses as well. If you think about it, this really works anytime you want to create something new based on a current value without using a full lock.  For example, you could use it to create a simple lazy instantiation implementation.  In this case, we want to set the lazy instance only if the previous value was null: 1: public static class Lazy<T> where T : class, new() 2: { 3: private static T _instance; 4:  5: public static T Instance 6: { 7: get 8: { 9: // if current is null, we need to create new instance 10: if (_instance == null) 11: { 12: // attempt create, it will only set if previous was null 13: Interlocked.CompareExchange(ref _instance, new T(), (T)null); 14: } 15:  16: return _instance; 17: } 18: } 19: } So, if _instance == null, this will create a new T() and attempt to exchange it with _instance.  If _instance is not null, then it does nothing and we discard the new T() we created. This is a way to create lazy instances of a type where we are more concerned about locking overhead than creating an accidental duplicate which is not used.  In fact, the BCL implementation of Lazy<T> offers a similar thread-safety choice for Publication thread safety, where it will not guarantee only one instance was created, but it will guarantee that all readers get the same instance.  Another possible use would be in concurrent collections.  Let’s say, for example, that you are creating your own brand new super stack that uses a linked list paradigm and is “lock free”.  We could use Interlocked.CompareExchange() to be able to do a lockless Push() which could be more efficient in multi-threaded applications where several threads are pushing and popping on the stack concurrently. Yes, there are already concurrent collections in the BCL (in .NET 4.0 as part of the TPL), but it’s a fun exercise!  So let’s assume we have a node like this: 1: public sealed class Node<T> 2: { 3: // the data for this node 4: public T Data { get; set; } 5:  6: // the link to the next instance 7: internal Node<T> Next { get; set; } 8: } Then, perhaps, our stack’s Push() operation might look something like: 1: public sealed class SuperStack<T> 2: { 3: private volatile T _head; 4:  5: public void Push(T value) 6: { 7: var newNode = new Node<int> { Data = value, Next = _head }; 8:  9: if (Interlocked.CompareExchange(ref _head, newNode, newNode.Next) != newNode.Next) 10: { 11: var spinner = new SpinWait(); 12:  13: do 14: { 15: spinner.SpinOnce(); 16: newNode.Next = _head; 17: } 18: while (Interlocked.CompareExchange(ref _head, newNode, newNode.Next) != newNode.Next); 19: } 20: } 21:  22: // ... 23: } Notice a similar paradigm here as with adding our doubles before.  What we are doing is creating the new Node with the data to push, and with a Next value being the original node referenced by _head.  This will create our stack behavior (LIFO – Last In, First Out).  Now, we have to set _head to now refer to the newNode, but we must first make sure it hasn’t changed! So we check to see if _head has the same value we saved in our snapshot as newNode.Next, and if so, we set _head to newNode.  This is all done atomically, and the result is _head’s original value, as long as the original value was what we assumed it was with newNode.Next, then we are good and we set it without a lock!  If not, we SpinWait and try again. Once again, this is much lighter than locking in highly parallelized code with lots of contention.  If I compare the method above with a similar class using lock, I get the following results for pushing 100,000 items: 1: Locked SuperStack average time: 6 ms 2: Interlocked SuperStack average time: 4.5 ms So, once again, we can get more efficient than a lock, though there is the cost of added code complexity.  Fortunately for you, most of the concurrent collection you’d ever need are already created for you in the System.Collections.Concurrent (here) namespace – for more information, see my Little Wonders – The Concurent Collections Part 1 (here), Part 2 (here), and Part 3 (here). Summary We’ve seen before how the Interlocked class can be used to safely and efficiently add, increment, decrement, read, and exchange values in a multi-threaded environment.  In addition to these, Interlocked CompareExchange() can be used to perform more complex logic without the need of a lock when lock contention is a concern. The added efficiency, though, comes at the cost of more complex code.  As such, the standard lock is often sufficient for most thread-safety needs.  But if profiling indicates you spend a lot of time waiting for locks, or if you just need a lock for something simple such as an increment, decrement, read, exchange, etc., then consider using the Interlocked class’s methods to reduce wait. Technorati Tags: C#,CSharp,.NET,Little Wonders,Interlocked,CompareExchange,threading,concurrency

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  • 12c - flashforward, flashback or see it as of now...

    - by noreply(at)blogger.com (Thomas Kyte)
    Oracle 9i exposed flashback query to developers for the first time.  The ability to flashback query dates back to version 4 however (it just wasn't exposed).  Every time you run a query in Oracle it is in fact a flashback query - it is what multi-versioning is all about.However, there was never a flashforward query (well, ok, the workspace manager has this capability - but with lots of extra baggage).  We've never been able to ask a table "what will you look like tomorrow" - but now we do.The capability is called Temporal Validity.  If you have a table with data that is effective dated - has a "start date" and "end date" column in it - we can now query it using flashback query like syntax.  The twist is - the date we "flashback" to can be in the future.  It works by rewriting the query to transparently the necessary where clause and filter out the right rows for the right period of time - and since you can have records whose start date is in the future - you can query a table and see what it would look like at some future time.Here is a quick example, we'll start with a table:ops$tkyte%ORA12CR1> create table addresses  2  ( empno       number,  3    addr_data   varchar2(30),  4    start_date  date,  5    end_date    date,  6    period for valid(start_date,end_date)  7  )  8  /Table created.the new bit is on line 6 (it can be altered into an existing table - so any table  you have with a start/end date column will be a candidate).  The keyword is PERIOD, valid is an identifier I chose - it could have been foobar, valid just sounds nice in the query later.  You identify the columns in your table - or we can create them for you if they don't exist.  Then you just create some data:ops$tkyte%ORA12CR1> insert into addresses (empno, addr_data, start_date, end_date )  2  values ( 1234, '123 Main Street', trunc(sysdate-5), trunc(sysdate-2) );1 row created.ops$tkyte%ORA12CR1>ops$tkyte%ORA12CR1> insert into addresses (empno, addr_data, start_date, end_date )  2  values ( 1234, '456 Fleet Street', trunc(sysdate-1), trunc(sysdate+1) );1 row created.ops$tkyte%ORA12CR1>ops$tkyte%ORA12CR1> insert into addresses (empno, addr_data, start_date, end_date )  2  values ( 1234, '789 1st Ave', trunc(sysdate+2), null );1 row created.and you can either see all of the data:ops$tkyte%ORA12CR1> select * from addresses;     EMPNO ADDR_DATA                      START_DAT END_DATE---------- ------------------------------ --------- ---------      1234 123 Main Street                27-JUN-13 30-JUN-13      1234 456 Fleet Street               01-JUL-13 03-JUL-13      1234 789 1st Ave                    04-JUL-13or query "as of" some point in time - as  you can see in the predicate section - it is just doing a query rewrite to automate the "where" filters:ops$tkyte%ORA12CR1> select * from addresses as of period for valid sysdate-3;     EMPNO ADDR_DATA                      START_DAT END_DATE---------- ------------------------------ --------- ---------      1234 123 Main Street                27-JUN-13 30-JUN-13ops$tkyte%ORA12CR1> @planops$tkyte%ORA12CR1> select * from table(dbms_xplan.display_cursor);PLAN_TABLE_OUTPUT-------------------------------------------------------------------------------SQL_ID  cthtvvm0dxvva, child number 0-------------------------------------select * from addresses as of period for valid sysdate-3Plan hash value: 3184888728-------------------------------------------------------------------------------| Id  | Operation         | Name      | Rows  | Bytes | Cost (%CPU)| Time     |-------------------------------------------------------------------------------|   0 | SELECT STATEMENT  |           |       |       |     3 (100)|          ||*  1 |  TABLE ACCESS FULL| ADDRESSES |     1 |    48 |     3   (0)| 00:00:01 |-------------------------------------------------------------------------------Predicate Information (identified by operation id):---------------------------------------------------   1 - filter((("T"."START_DATE" IS NULL OR              "T"."START_DATE"<=SYSDATE@!-3) AND ("T"."END_DATE" IS NULL OR              "T"."END_DATE">SYSDATE@!-3)))Note-----   - dynamic statistics used: dynamic sampling (level=2)24 rows selected.ops$tkyte%ORA12CR1> select * from addresses as of period for valid sysdate;     EMPNO ADDR_DATA                      START_DAT END_DATE---------- ------------------------------ --------- ---------      1234 456 Fleet Street               01-JUL-13 03-JUL-13ops$tkyte%ORA12CR1> @planops$tkyte%ORA12CR1> select * from table(dbms_xplan.display_cursor);PLAN_TABLE_OUTPUT-------------------------------------------------------------------------------SQL_ID  26ubyhw9hgk7z, child number 0-------------------------------------select * from addresses as of period for valid sysdatePlan hash value: 3184888728-------------------------------------------------------------------------------| Id  | Operation         | Name      | Rows  | Bytes | Cost (%CPU)| Time     |-------------------------------------------------------------------------------|   0 | SELECT STATEMENT  |           |       |       |     3 (100)|          ||*  1 |  TABLE ACCESS FULL| ADDRESSES |     1 |    48 |     3   (0)| 00:00:01 |-------------------------------------------------------------------------------Predicate Information (identified by operation id):---------------------------------------------------   1 - filter((("T"."START_DATE" IS NULL OR              "T"."START_DATE"<=SYSDATE@!) AND ("T"."END_DATE" IS NULL OR              "T"."END_DATE">SYSDATE@!)))Note-----   - dynamic statistics used: dynamic sampling (level=2)24 rows selected.ops$tkyte%ORA12CR1> select * from addresses as of period for valid sysdate+3;     EMPNO ADDR_DATA                      START_DAT END_DATE---------- ------------------------------ --------- ---------      1234 789 1st Ave                    04-JUL-13ops$tkyte%ORA12CR1> @planops$tkyte%ORA12CR1> select * from table(dbms_xplan.display_cursor);PLAN_TABLE_OUTPUT-------------------------------------------------------------------------------SQL_ID  36bq7shnhc888, child number 0-------------------------------------select * from addresses as of period for valid sysdate+3Plan hash value: 3184888728-------------------------------------------------------------------------------| Id  | Operation         | Name      | Rows  | Bytes | Cost (%CPU)| Time     |-------------------------------------------------------------------------------|   0 | SELECT STATEMENT  |           |       |       |     3 (100)|          ||*  1 |  TABLE ACCESS FULL| ADDRESSES |     1 |    48 |     3   (0)| 00:00:01 |-------------------------------------------------------------------------------Predicate Information (identified by operation id):---------------------------------------------------   1 - filter((("T"."START_DATE" IS NULL OR              "T"."START_DATE"<=SYSDATE@!+3) AND ("T"."END_DATE" IS NULL OR              "T"."END_DATE">SYSDATE@!+3)))Note-----   - dynamic statistics used: dynamic sampling (level=2)24 rows selected.All in all a nice, easy way to query effective dated information as of a point in time without a complex where clause.  You need to maintain the data - it isn't that a delete will turn into an update the end dates a record or anything - but if you have tables with start/end dates, this will make it much easier to query them.

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  • ?Oracle Database 12c????Information Lifecycle Management ILM?Storage Enhancements

    - by Liu Maclean(???)
    Oracle Database 12c????Information Lifecycle Management ILM ?????????Storage Enhancements ???????? Lifecycle Management ILM ????????? Automatic Data Placement ??????, ??ADP? ?????? 12c???????Datafile??? Online Move Datafile, ????????????????datafile???????,??????????????? ????(12.1.0.1)Automatic Data Optimization?heat map????????: ????????? (CDB)?????Automatic Data Optimization?heat map Row-level policies for ADO are not supported for Temporal Validity. Partition-level ADO and compression are supported if partitioned on the end-time columns. Row-level policies for ADO are not supported for in-database archiving. Partition-level ADO and compression are supported if partitioned on the ORA_ARCHIVE_STATE column. Custom policies (user-defined functions) for ADO are not supported if the policies default at the tablespace level. ADO does not perform checks for storage space in a target tablespace when using storage tiering. ADO is not supported on tables with object types or materialized views. ADO concurrency (the number of simultaneous policy jobs for ADO) depends on the concurrency of the Oracle scheduler. If a policy job for ADO fails more than two times, then the job is marked disabled and the job must be manually enabled later. Policies for ADO are only run in the Oracle Scheduler maintenance windows. Outside of the maintenance windows all policies are stopped. The only exceptions are those jobs for rebuilding indexes in ADO offline mode. ADO has restrictions related to moving tables and table partitions. ??????row,segment???????????ADO??,?????create table?alter table?????? ????ADO??,??????????????,???????????????? storage tier , ?????????storage tier?????????, ??????????????ADO??????????? segment?row??group? ?CREATE TABLE?ALERT TABLE???ILM???,??????????????????ADO policy? ??ILM policy???????????????? ??????? ????ADO policy, ?????alter table  ???????,?????????????? CREATE TABLE sales_ado (PROD_ID NUMBER NOT NULL, CUST_ID NUMBER NOT NULL, TIME_ID DATE NOT NULL, CHANNEL_ID NUMBER NOT NULL, PROMO_ID NUMBER NOT NULL, QUANTITY_SOLD NUMBER(10,2) NOT NULL, AMOUNT_SOLD NUMBER(10,2) NOT NULL ) ILM ADD POLICY COMPRESS FOR ARCHIVE HIGH SEGMENT AFTER 6 MONTHS OF NO ACCESS; SQL> SELECT SUBSTR(policy_name,1,24) AS POLICY_NAME, policy_type, enabled 2 FROM USER_ILMPOLICIES; POLICY_NAME POLICY_TYPE ENABLED -------------------- -------------------------- -------------- P41 DATA MOVEMENT YES ALTER TABLE sales MODIFY PARTITION sales_1995 ILM ADD POLICY COMPRESS FOR ARCHIVE HIGH SEGMENT AFTER 6 MONTHS OF NO ACCESS; SELECT SUBSTR(policy_name,1,24) AS POLICY_NAME, policy_type, enabled FROM USER_ILMPOLICIES; POLICY_NAME POLICY_TYPE ENABLE ------------------------ ------------- ------ P1 DATA MOVEMENT YES P2 DATA MOVEMENT YES /* You can disable an ADO policy with the following */ ALTER TABLE sales_ado ILM DISABLE POLICY P1; /* You can delete an ADO policy with the following */ ALTER TABLE sales_ado ILM DELETE POLICY P1; /* You can disable all ADO policies with the following */ ALTER TABLE sales_ado ILM DISABLE_ALL; /* You can delete all ADO policies with the following */ ALTER TABLE sales_ado ILM DELETE_ALL; /* You can disable an ADO policy in a partition with the following */ ALTER TABLE sales MODIFY PARTITION sales_1995 ILM DISABLE POLICY P2; /* You can delete an ADO policy in a partition with the following */ ALTER TABLE sales MODIFY PARTITION sales_1995 ILM DELETE POLICY P2; ILM ???????: ?????ILM ADP????,???????: ?????? ???? activity tracking, ????2????????,???????????????????: SEGMENT-LEVEL???????????????????? ROW-LEVEL????????,??????? ????????: 1??????? SEGMENT-LEVEL activity tracking ALTER TABLE interval_sales ILM  ENABLE ACTIVITY TRACKING SEGMENT ACCESS ???????INTERVAL_SALES??segment level  activity tracking,?????????????????? 2? ??????????? ALTER TABLE emp ILM ENABLE ACTIVITY TRACKING (CREATE TIME , WRITE TIME); 3????????? ALTER TABLE emp ILM ENABLE ACTIVITY TRACKING  (READ TIME); ?12.1.0.1.0?????? ??HEAT_MAP??????????, ?????system??session?????heap_map????????????? ?????????HEAT MAP??,? ALTER SYSTEM SET HEAT_MAP = ON; ?HEAT MAP??????,??????????????????????????  ??SYSTEM?SYSAUX????????????? ???????HEAT MAP??: ALTER SYSTEM SET HEAT_MAP = OFF; ????? HEAT_MAP????, ?HEAT_MAP??? ?????????????????????? ?HEAT_MAP?????????Automatic Data Optimization (ADO)??? ??ADO??,Heat Map ?????????? ????V$HEAT_MAP_SEGMENT ??????? HEAT MAP?? SQL> select * from V$heat_map_segment; no rows selected SQL> alter session set heat_map=on; Session altered. SQL> select * from scott.emp; EMPNO ENAME JOB MGR HIREDATE SAL COMM DEPTNO ---------- ---------- --------- ---------- --------- ---------- ---------- ---------- 7369 SMITH CLERK 7902 17-DEC-80 800 20 7499 ALLEN SALESMAN 7698 20-FEB-81 1600 300 30 7521 WARD SALESMAN 7698 22-FEB-81 1250 500 30 7566 JONES MANAGER 7839 02-APR-81 2975 20 7654 MARTIN SALESMAN 7698 28-SEP-81 1250 1400 30 7698 BLAKE MANAGER 7839 01-MAY-81 2850 30 7782 CLARK MANAGER 7839 09-JUN-81 2450 10 7788 SCOTT ANALYST 7566 19-APR-87 3000 20 7839 KING PRESIDENT 17-NOV-81 5000 10 7844 TURNER SALESMAN 7698 08-SEP-81 1500 0 30 7876 ADAMS CLERK 7788 23-MAY-87 1100 20 7900 JAMES CLERK 7698 03-DEC-81 950 30 7902 FORD ANALYST 7566 03-DEC-81 3000 20 7934 MILLER CLERK 7782 23-JAN-82 1300 10 14 rows selected. SQL> select * from v$heat_map_segment; OBJECT_NAME SUBOBJECT_NAME OBJ# DATAOBJ# TRACK_TIM SEG SEG FUL LOO CON_ID -------------------- -------------------- ---------- ---------- --------- --- --- --- --- ---------- EMP 92997 92997 23-JUL-13 NO NO YES NO 0 ??v$heat_map_segment???,?v$heat_map_segment??????????????X$HEATMAPSEGMENT V$HEAT_MAP_SEGMENT displays real-time segment access information. Column Datatype Description OBJECT_NAME VARCHAR2(128) Name of the object SUBOBJECT_NAME VARCHAR2(128) Name of the subobject OBJ# NUMBER Object number DATAOBJ# NUMBER Data object number TRACK_TIME DATE Timestamp of current activity tracking SEGMENT_WRITE VARCHAR2(3) Indicates whether the segment has write access: (YES or NO) SEGMENT_READ VARCHAR2(3) Indicates whether the segment has read access: (YES or NO) FULL_SCAN VARCHAR2(3) Indicates whether the segment has full table scan: (YES or NO) LOOKUP_SCAN VARCHAR2(3) Indicates whether the segment has lookup scan: (YES or NO) CON_ID NUMBER The ID of the container to which the data pertains. Possible values include:   0: This value is used for rows containing data that pertain to the entire CDB. This value is also used for rows in non-CDBs. 1: This value is used for rows containing data that pertain to only the root n: Where n is the applicable container ID for the rows containing data The Heat Map feature is not supported in CDBs in Oracle Database 12c, so the value in this column can be ignored. ??HEAP MAP??????????????????,????DBA_HEAT_MAP_SEGMENT???????? ???????HEAT_MAP_STAT$?????? ??Automatic Data Optimization??????: ????1: SQL> alter system set heat_map=on; ?????? ????????????? scott?? http://www.askmaclean.com/archives/scott-schema-script.html SQL> grant all on dbms_lock to scott; ????? SQL> grant dba to scott; ????? @ilm_setup_basic C:\APP\XIANGBLI\ORADATA\MACLEAN\ilm.dbf @tktgilm_demo_env_setup SQL> connect scott/tiger ; ???? SQL> select count(*) from scott.employee; COUNT(*) ---------- 3072 ??? 1 ?? SQL> set serveroutput on SQL> exec print_compression_stats('SCOTT','EMPLOYEE'); Compression Stats ------------------ Uncmpressed : 3072 Adv/basic compressed : 0 Others : 0 PL/SQL ???????? ???????3072?????? ????????? ????policy ???????????? alter table employee ilm add policy row store compress advanced row after 3 days of no modification / SQL> set serveroutput on SQL> execute list_ilm_policies; -------------------------------------------------- Policies defined for SCOTT -------------------------------------------------- Object Name------ : EMPLOYEE Subobject Name--- : Object Type------ : TABLE Inherited from--- : POLICY NOT INHERITED Policy Name------ : P1 Action Type------ : COMPRESSION Scope------------ : ROW Compression level : ADVANCED Tier Tablespace-- : Condition type--- : LAST MODIFICATION TIME Condition days--- : 3 Enabled---------- : YES -------------------------------------------------- PL/SQL ???????? SQL> select sysdate from dual; SYSDATE -------------- 29-7? -13 SQL> execute set_back_chktime(get_policy_name('EMPLOYEE',null,'COMPRESSION','ROW','ADVANCED',3,null,null),'EMPLOYEE',null,6); Object check time reset ... -------------------------------------- Object Name : EMPLOYEE Object Number : 93123 D.Object Numbr : 93123 Policy Number : 1 Object chktime : 23-7? -13 08.13.42.000000 ?? Distnt chktime : 0 -------------------------------------- PL/SQL ???????? ?policy?chktime???6??, ????set_back_chktime???????????????“????”?,?????????,???????? ?????? alter system flush buffer_cache; alter system flush buffer_cache; alter system flush shared_pool; alter system flush shared_pool; SQL> execute set_window('MONDAY_WINDOW','OPEN'); Set Maint. Window OPEN ----------------------------- Window Name : MONDAY_WINDOW Enabled? : TRUE Active? : TRUE ----------------------------- PL/SQL ???????? SQL> exec dbms_lock.sleep(60) ; PL/SQL ???????? SQL> exec print_compression_stats('SCOTT', 'EMPLOYEE'); Compression Stats ------------------ Uncmpressed : 338 Adv/basic compressed : 2734 Others : 0 PL/SQL ???????? ??????????????? Adv/basic compressed : 2734 ??????? SQL> col object_name for a20 SQL> select object_id,object_name from dba_objects where object_name='EMPLOYEE'; OBJECT_ID OBJECT_NAME ---------- -------------------- 93123 EMPLOYEE SQL> execute list_ilm_policy_executions ; -------------------------------------------------- Policies execution details for SCOTT -------------------------------------------------- Policy Name------ : P22 Job Name--------- : ILMJOB48 Start time------- : 29-7? -13 08.37.45.061000 ?? End time--------- : 29-7? -13 08.37.48.629000 ?? ----------------- Object Name------ : EMPLOYEE Sub_obj Name----- : Obj Type--------- : TABLE ----------------- Exec-state------- : SELECTED FOR EXECUTION Job state-------- : COMPLETED SUCCESSFULLY Exec comments---- : Results comments- : --- -------------------------------------------------- PL/SQL ???????? ILMJOB48?????policy?JOB,?12.1.0.1??J00x???? ?MMON_SLAVE???M00x???15????????? select sample_time,program,module,action from v$active_session_history where action ='KDILM background EXEcution' order by sample_time; 29-7? -13 08.16.38.369000000 ?? ORACLE.EXE (M000) MMON_SLAVE KDILM background EXEcution 29-7? -13 08.17.38.388000000 ?? ORACLE.EXE (M000) MMON_SLAVE KDILM background EXEcution 29-7? -13 08.17.39.390000000 ?? ORACLE.EXE (M000) MMON_SLAVE KDILM background EXEcution 29-7? -13 08.23.38.681000000 ?? ORACLE.EXE (M002) MMON_SLAVE KDILM background EXEcution 29-7? -13 08.32.38.968000000 ?? ORACLE.EXE (M000) MMON_SLAVE KDILM background EXEcution 29-7? -13 08.33.39.993000000 ?? ORACLE.EXE (M003) MMON_SLAVE KDILM background EXEcution 29-7? -13 08.33.40.993000000 ?? ORACLE.EXE (M003) MMON_SLAVE KDILM background EXEcution 29-7? -13 08.36.40.066000000 ?? ORACLE.EXE (M000) MMON_SLAVE KDILM background EXEcution 29-7? -13 08.37.42.258000000 ?? ORACLE.EXE (M000) MMON_SLAVE KDILM background EXEcution 29-7? -13 08.37.43.258000000 ?? ORACLE.EXE (M000) MMON_SLAVE KDILM background EXEcution 29-7? -13 08.37.44.258000000 ?? ORACLE.EXE (M000) MMON_SLAVE KDILM background EXEcution 29-7? -13 08.38.42.386000000 ?? ORACLE.EXE (M001) MMON_SLAVE KDILM background EXEcution select distinct action from v$active_session_history where action like 'KDILM%' KDILM background CLeaNup KDILM background EXEcution SQL> execute set_window('MONDAY_WINDOW','CLOSE'); Set Maint. Window CLOSE ----------------------------- Window Name : MONDAY_WINDOW Enabled? : TRUE Active? : FALSE ----------------------------- PL/SQL ???????? SQL> drop table employee purge ; ????? ???? ????? spool ilm_usecase_1_cleanup.lst @ilm_demo_cleanup ; spool off

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  • .NET Framework 4 updates breaking MMC.exe and other CLR.dll Exceptions

    - by Fox
    I've seen this issue floating around the net the last few weeks and I'm facing exactly the same issue. My servers are set to auto install updates using Windows update (not clever, I know), and since about 2 months ago, I've been getting strange Exceptions. The first thing that happens is that MMC.exe just crashes randomly and sometimes on startup of the console. The exception in the Windows Application log is as follow: Faulting application name: mmc.exe, version: 6.1.7600.16385, time stamp: 0x4a5bc808 Faulting module name: mscorwks.dll, version: 2.0.50727.5448, time stamp: 0x4e153960 Secondly, on the same server, I have some custom Windows services which constantly crash with exceptions : Faulting application name: Myservice.exe, version: 1.0.0.0, time stamp: 0x4f44cb11 Faulting module name: clr.dll, version: 4.0.30319.239, time stamp: 0x4e181a6d Exception code: 0xc0000005 Fault offset: 0x000378aa The exception is not in my code. I've tested and retested it. My server has the following .NET Framework updates installed: Does anyone have any idea?

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  • Why does traceroute take much longer than ping?

    - by PHP
    How to explain this? C:\Documents and Settings\Administrator>tracert google.com Tracing route to google.com [64.233.189.104] over a maximum of 30 hops: 1 <1 ms <1 ms <1 ms 192.168.0.1 2 7 ms <1 ms <1 ms reserve.cableplus.com.cn [218.242.223.209] 3 108 ms 135 ms 163 ms 211.154.70.10 4 * * * Request timed out. 5 2 ms * 1 ms 211.154.64.114 6 1 ms 1 ms 1 ms 211.154.72.185 7 1 ms 1 ms 1 ms 202.96.222.77 8 2 ms 1 ms 2 ms 61.152.81.145 9 1 ms 2 ms 1 ms 61.152.86.54 10 1 ms 1 ms 1 ms 202.97.33.238 11 2 ms 2 ms 2 ms 202.97.33.54 12 2 ms 1 ms 2 ms 202.97.33.5 13 33 ms 33 ms 33 ms 202.97.61.50 14 34 ms 34 ms 34 ms 202.97.62.214 15 34 ms 186 ms 37 ms 209.85.241.56 16 35 ms 35 ms 44 ms 66.249.94.34 17 34 ms 34 ms 34 ms hkg01s01-in-f104.1e100.net [64.233.189.104] Trace complete. So average time should be :1+7+108+2+1+1+2+1+1+2+2+33+34+34+35+34+34+35+34,which is a lot bigger than ping C:\Documents and Settings\Administrator>ping google.com Pinging google.com [64.233.189.104] with 32 bytes of data: Reply from 64.233.189.104: bytes=32 time=34ms TTL=241 Reply from 64.233.189.104: bytes=32 time=34ms TTL=241 Reply from 64.233.189.104: bytes=32 time=34ms TTL=241 Reply from 64.233.189.104: bytes=32 time=34ms TTL=241 Ping statistics for 64.233.189.104: Packets: Sent = 4, Received = 4, Lost = 0 (0% loss), Approximate round trip times in milli-seconds: Minimum = 34ms, Maximum = 34ms, Average = 34ms

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  • How to troubleshoot web server lock-up (Debian Squeeze)

    - by Ryan
    Every once in a while, my web server slows so significantly, it seems locked up. Can't SSH in, no sites being served. It's a VPS that started out as Debian 5 which I upgraded to testing (squeeze). It's a typical LAMP set-up with the sole purpose of running a couple of wordpress sites. One time when it locked up, I got to one of the sites, but it was wordpress complaining it couldn't establish a database connection. So it seemed as if something was really chewing up the CPU and mysqld either timed out, or possibly failed and couldn't restart. But since I couldn't SSH in I feel more inclined to attribute it to CPU. But the only processes running now, aside from OS and kernel stuff: apache mysqld python (for fail2ban) sshd exim4 It has 512M of RAM and 1.5 GB of swap. Every time I check on it, it has plenty of free memory and is using virtually no swap (usually 2-3M). And since I am running fail2ban I don't think I'm getting ddosed. I did find this in my logwatch email this morning (it locked up late last night, when there would have been very little traffic): 6 Time(s): [<ffffffff810a0ebc>] ? oom_kill_process+0x7e/0x23d 6 Time(s): [<ffffffff810a1505>] ? __out_of_memory+0x12a/0x141 6 Time(s): [<ffffffff810a1586>] ? out_of_memory+0x6a/0x94 I didn't find anything else suspicious. It can't be my provider's host because I can SSH in and restart the VM, and everything seems fine. Anybody know which logs I should start poring through to find the core of my problem? Thanks guys.

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  • How to calculate CPU % based on raw CPU ticks in SNMP

    - by bjeanes
    According to http://net-snmp.sourceforge.net/docs/mibs/ucdavis.html#scalar_notcurrent ssCpuUser, ssCpuSystem, ssCpuIdle, etc are deprecated in favor of the raw variants (ssCpuRawUser, etc). The former values (which don't cover things like nice, wait, kernel, interrupt, etc) returned a percentage value: The percentage of CPU time spent processing user-level code, calculated over the last minute. This object has been deprecated in favour of 'ssCpuRawUser(50)', which can be used to calculate the same metric, but over any desired time period. The raw values return the "raw" number of ticks the CPU spent: The number of 'ticks' (typically 1/100s) spent processing user-level code. On a multi-processor system, the 'ssCpuRaw*' counters are cumulative over all CPUs, so their sum will typically be N*100 (for N processors). My question is: how do you turn the number of ticks into percentage? That is, how do you know how many ticks per second (it's typically — which implies not always — 1/100s, which either means 1 every 100 seconds or that a tick represents 1/100th of a second). I imagine you also need to know how many CPUs there are or you need to fetch all the CPU values to add them all together. I can't seem to find a MIB that gives you an integer value for # of CPUs which makes the former route awkward. The latter route seems unreliable because some of the numbers overlap (sometimes). For example, ssCpuRawWait has the following warning: This object will not be implemented on hosts where the underlying operating system does not measure this particular CPU metric. This time may also be included within the 'ssCpuRawSystem(52)' counter. Some help would be appreciated. Everywhere seems to just say that % is deprecated because it can be derived, but I haven't found anywhere that shows the official standard way to perform this derivation. The second component is that these "ticks" seem to be cumulative instead of over some time period. How do I sample values over some time period? The ultimate information I want is: % of user, system, idle, nice (and ideally steal, though there doesn't seem to be a standard MIB for this) "currently" (over the last 1-60s would probably be sufficient, with a preference for smaller time spans).

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  • Can Windows log CryptoAPI CRL timouts?

    - by makerofthings7
    We have several .NET applications that occasionally "act slow" with no CPU or disk access. I suspect that they are hung up on authentication when trying to validate the certificate, since the timeout is almost 20 seconds. As per this MSFT article Most applications do not specify to CryptoAPI to use a cumulative time-out. If the cumulative time-out option is not enabled, CryptoAPI uses the CryptoAPI default setting which is a time-out of 15 seconds per URL. If the cumulative time-out option specified by the application, then CryptoAPI will use a default setting of 20 seconds as the cumulative timeout. The first URL receives a maximum timeout of 10 seconds. Each subsequent URL timeout is half of the remaining balance in the cumulative timeout value. Since this is a service, how can I detect and log CryptoAPI hangs for applications I have sourcecode to, and also 3rd party

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  • HTTP Error 503 - Service is unavailable (how fix?)

    - by SilverLight
    i have a web site for download mobile files and there many users in my web site. sometimes i have the error below : HTTP Error 503 - Service is unavailable 1-so why this error happens and what is that mean? 2-as i know appache free up itself when it's oveloaded, but what about iis? how can i put some limitations in my server (i have remote access to my server) for prevent this error happening? a.is limitation of dowload's speed efficient for prevent that error's occur? how can i do that? is squid useful for this job or i can do that with another iis extension. b.is limitation of download's Bandwidth efficient for prevent that error's occur? how can i do that (with iis or another extension)? in right side of iis - configure area - i found some limits. what do those limits mean and can i use them for keep my server alive all the time? EDIT: after viewing event viewer of windows - custom views - server rols - web server (iis) i figure out there is no error in that area. but many warnings and information. the latest warnings and information are like below : warning A worker process '2408' serving application pool 'ASP.NET 4.0 (Integrated)' failed to stop a listener channel for protocol 'http' in the allotted time. The data field contains the error number. warning A process serving application pool 'ASP.NET 4.0 (Integrated)' exceeded time limits during shut down. The process id was '6764'. warning A worker process '3232' serving application pool 'ASP.NET 4.0 (Integrated)' failed to stop a listener channel for protocol 'http' in the allotted time. The data field contains the error number. warning A process serving application pool 'ASP.NET 4.0 (Integrated)' exceeded time limits during shut down. The process id was '3928'. thanks in advance best regards

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  • Nginx Fastcgi performance issues

    - by Barry
    I am running several fastcgi servers behind Nginx. I run 3 Nginx workers and 6 fastcgi servers as upstream backends. When I run load tests of 1 req per sec, I can clearly see that on avarage a reply is 0.1sec, but from time to time there are 3.1 sec responses. It is a suspiciously deterministic number and it happens even at very small loads from time to time. Both CPU and Memory are of no issue at all. Any idea where this delay may be comming from? Any suggestions how to debug this? Many thanks, Barry.

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  • Suggest me a good php-fpm configuartion

    - by Werulz
    I am configuring a server for a friend.The server has the following specs 8GB RAM Quad Core processor 1 TB HDD 100 mbps port However all php files are loadking very slowly.I did a speedtest and server takes 16 secs to Load FIRST byte.I strongly believe its my php-fpm configuration.Server uses nginx and php only , no mysql etc... My current php-fpm configuration pm.max_children = 50 pm.start_servers = 10 pm.min_spare_servers = 5 pm.max_spare_servers = 35 Server load and ram usage are perfectly fine Please suggest me a good configuration for this server UPDATE: This configuration works fine pm.max_children = 20 pm.start_servers = 7 pm.min_spare_servers = 5 pm.max_spare_servers = 10 pm.max_requests = 100 The problem with first byte load time is solved.However after like 15-20 hours First byte load time increase gradually. I have to reload php-fpm to get small load time Based on my conf above what i modify to it so that first byte load time remain small and i don't have to restart it:P

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  • How to remove request blocking on apache reverse proxy after failure of backend before asking backen

    - by matnagel
    I am working on an apache2 reverse proxy vhost. When the server behind apache is down, the first request to apache shows the error page of course. But at subsequent requests it seems apache delays for some time before asking the backend server again. During all this time (which is short but in development I don't want a delay at all) only the apache error page is shown to the browser, although the backend server is already up. Where is this setting in apache, what is this behaviour, and how can I set the delay time to zero? Edit: I am not trying to change the timeout for a single request. I want to change the blocking time. It is my experience that apache blocks further requests for a certain time before asking a backend server again that has failed once. Edit2: This is what apache delivers: Service Temporarily Unavailable The server is temporarily unable to service your request due to maintenance downtime or capacity problems. Please try again later. Apache/2.2.8 (Ubuntu) PHP/5.2.4-2ubuntu5.7 with Suhosin-Patch proxy_html/3.0.0 Server at localhost Port 80 After hitting Ctrl-R in firefox for 60 seconds the page finally appears.

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  • Command line tool for MediaWiki?

    - by Magnus
    Is there a command line tool that would allow me to script creation of accounts on a MediaWiki instance? The UI for creating an account is painful, and very time consuming when tasked with creating 10+ accounts at a time. Unfortunately I can't get ImportUsers to work due to the very old version of MediaWiki we use (and upgrading is unfortunately not possible at this time).

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  • ActiveSync / Exchange 2007 password expiration buffer on device

    - by Matt Hamende
    I'm trying to determine if there is any buffer of time from the time a password expires in AD to the time that users would stop receiving email on their mobile devices our setup is Exchange 2007 ActiveSync DC's are Server 2008 R2 primarily Android shop, with maybe a few iOS devices I've heard some rumors of people still receiving email after their password expired / changed on the domain, just want to see if anyone else has ever heard of this. Did a bit more reading, read about Token Cache in IIS 7.0 and 15min lagtime, still would like to hear any thoughts about this.

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  • Wget works, Ping doesn't

    - by derty
    There are some anomalies on a Virtuozzo virtualized Debian 4 (I know, I'm gonna upgrade this one asap, but there dependences). We run some Websites on this one. And a view Days ago exmi4 wasnt able to send mails to SOME people. I'll use live.com as exampledomain! So some of this people got mails and some didn't. Some of the mails got stuck in the queue, and after 2 days they went out!! My Nagios never showed problems with the internet connection or disk space Now i wanted to install "dig" to look how he's solving the dns request. And this Debian tells me he doesn't know dig.. Long story made short, Debian is able to download sites with exact IP or even with wget live.com, but it is not able to ping live.com. I'm 99% sure that the networking is right and the routing too! Some examples of my tring below: wget live.com downloads the site ping live.com ping http://www.live.com ping http://live.com returns: ping: unknown host live.com EDIT: i now use heise.de not live.com any more. and i found out i can ping the heise.de server by using it's IP-address. myserver:~# ping 193.99.144.85 PING 193.99.144.85 (193.99.144.85) 56(84) bytes of data. 64 bytes from 193.99.144.85: icmp_seq=1 ttl=248 time=12.7 ms 64 bytes from 193.99.144.85: icmp_seq=2 ttl=248 time=12.6 ms 64 bytes from 193.99.144.85: icmp_seq=3 ttl=248 time=12.9 ms 64 bytes from 193.99.144.85: icmp_seq=4 ttl=248 time=13.1 ms 64 bytes from 193.99.144.85: icmp_seq=5 ttl=248 time=13.1 ms --- 193.99.144.85 ping statistics --- 5 packets transmitted, 5 received, 0% packet loss, time 4001ms rtt min/avg/max/mdev = 12.671/12.924/13.163/0.238 ms EDIT 2: myserver:/etc/apt# dig heise.de ; <<>> DiG 9.3.4-P1.2 <<>> heise.de ;; global options: printcmd ;; Got answer: ;; ->>HEADER<<- opcode: QUERY, status: NOERROR, id: 40551 ;; flags: qr rd ra; QUERY: 1, ANSWER: 1, AUTHORITY: 5, ADDITIONAL: 3 ;; QUESTION SECTION: ;heise.de. IN A ;; ANSWER SECTION: heise.de. 2266 IN A 193.99.144.80 ;; AUTHORITY SECTION: heise.de. 1622 IN NS ns.pop-hannover.de. heise.de. 1622 IN NS ns.s.plusline.de. heise.de. 1622 IN NS ns.plusline.de. heise.de. 1622 IN NS ns2.pop-hannover.net. heise.de. 1622 IN NS ns.heise.de. ;; ADDITIONAL SECTION: ns.plusline.de. 265 IN A 212.19.48.14 ns.pop-hannover.de. 5113 IN A 193.98.1.200 ns2.pop-hannover.net. 15150 IN A 62.48.67.66 ;; Query time: 2 msec ;; SERVER: 193.200.112.80#53(193.200.112.80) ;; WHEN: Tue Oct 9 13:03:50 2012 ;; MSG SIZE rcvd: 216

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  • how to best config for synflood setup in csf but web response still fast

    - by Binh Nguyen
    my server down random every day 4-5 time cause get high load very quick.. I have install csf and with some config server now stable.. load around 5. BUT the big isuse is : the real user very hard to access website specially from IE browser you can test at xaluan.com the flowing is config using in csf: SYNFLOOD = "1" SYNFLOOD_RATE = "100/s" SYNFLOOD_BURST = "10" CONNLIMIT = "80;30" PORTFLOOD = "80;tcp;70;5" CT_LIMIT = "29" # other config may same as default i playing around with this config for a week but still not work around.. If increase the rate SYNFLOOD_RATE = "140/s" or more.. the website response very fast.. be side have bad effect of server load increase so fast normal 20 and may be up to few hundred in peck time .. my need is response time fast but load still low.. please help thanks ps: server runing nginx frontend, apache, mysql, php ,, the home page has around 70 elements which will cached in browser in fist time access..

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