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  • Monitoring SQL Server Agent job run times

    - by okeofs
    Introduction A few months back, I was asked how long a particular nightly process took to run. It was a super question and the one thing that struck me was that there were a plethora of factors affecting the processing time. This said, I developed a query to ascertain process run times, the average nightly run times and applied some KPI’s to the end query. The end goal being to enable me to quickly detect anomalies and processes that are running beyond their normal times. As many of you are aware, most of the necessary data for this type of query, lies within the MSDB database. The core portion of the query is shown below.select sj.name,sh.run_date, sh.run_duration, case when len(sh.run_duration) = 6 then convert(varchar(8),sh.run_duration) when len(sh.run_duration) = 5 then '0' + convert(varchar(8),sh.run_duration) when len(sh.run_duration) = 4 then '00' + convert(varchar(8),sh.run_duration) when len(sh.run_duration) = 3 then '000' + convert(varchar(8),sh.run_duration) when len(sh.run_duration) = 2 then '0000' + convert(varchar(8),sh.run_duration) when len(sh.run_duration) = 1 then '00000' + convert(varchar(8),sh.run_duration) end as tt from dbo.sysjobs sj with (nolock) inner join dbo.sysjobHistory sh with (nolock) on sj.job_id = sh.job_id where sj.name = 'My Agent Job' and [sh.Message] like '%The job%') Run_date and run_duration are obvious fields. The field ‘Name’ is the name of the job that we wish to follow. The only major challenge was that the format of the run duration which was not as ‘user friendly’ as I would have liked. As an example, the run duration 1 hour 10 minutes and 3 seconds would be displayed as 11003; whereas I wanted it to display this in a more user friendly manner as 01:10:03. In order to achieve this effect, we need to add leading zeros to the run_duration based upon the case logic shown above. At this point what we need to do add colons between the hours and minutes and one between the minutes and seconds. To achieve this I nested the query shown above (in purple) within a ‘super’ query. Thus the run time ([Run Time]) is constructed concatenating a series of substrings (See below in Blue). select run_date,substring(convert(varchar(20),tt),1,2) + ':' +substring(convert(varchar(20),tt),3,2) + ':' +substring(convert(varchar(20),tt),5,2) as [run_time] from (select sj.name,sh.run_date, sh.run_duration,case when len(sh.run_duration) = 6 then convert(varchar(8),sh.run_duration)when len(sh.run_duration) = 5 then '0' + convert(varchar(8),sh.run_duration)when len(sh.run_duration) = 4 then '00' + convert(varchar(8),sh.run_duration)when len(sh.run_duration) = 3 then '000' + convert(varchar(8),sh.run_duration)when len(sh.run_duration) = 2 then '0000' + convert(varchar(8),sh.run_duration)when len(sh.run_duration) = 1 then '00000' + convert(varchar(8),sh.run_duration)end as ttfrom dbo.sysjobs sj with (nolock)inner join dbo.sysjobHistory sh with (nolock) on sj.job_id = sh.job_id where sj.name = 'My Agent Job'and [sh.Message] like '%The job%') a Now that I had each nightly run time in hours, minutes and seconds (01:10:03), I decided that it would very productive to calculate a rolling run time average. To do this, I decided to do the calculations in base units of seconds. This said, I encapsulated the query shown above into a further ‘super’ query (see the code in RED below). This encapsulation is shown below. The astute reader will note that I used implied casting from integer to string, which is not the best method to use however it works. This said and if I were constructing the query again I would definitely do an explicit convert. To Recap: I now have a key field of ‘1’, each and every applicable run date and the total number of SECONDS that the process ran for each run date, all of this data within the #rawdata1 temporary table. Select 1 as keyy,run_date,(substring(b.run_time,1,2)*3600) + (substring(b.run_time,4,2)*60) + (substring(b.run_time,7,2)) as run_time_in_Seconds,run_time into #rawdata1 from ( select run_date,substring(convert(varchar(20),tt),1,2) + ':' + substring(convert(varchar(20),tt),3,2) + ':' +substring(convert(varchar(20),tt),5,2) as [run_time] from (select sj.name,sh.run_date, sh.run_duration, case when len(sh.run_duration) = 6 then convert(varchar(8),sh.run_duration)when len(sh.run_duration) = 5 then '0' + convert(varchar(8),sh.run_duration)when len(sh.run_duration) = 4 then '00' + convert(varchar(8),sh.run_duration)when len(sh.run_duration)    = 3 then '000' + convert(varchar(8),sh.run_duration)when len(sh.run_duration)    = 2 then '0000' + convert(varchar(8),sh.run_duration)when len(sh.run_duration) = 1 then '00000' + convert(varchar(8),sh.run_duration)end as ttfrom dbo.sysjobs sj with (nolock)inner join dbo.sysjobHistory sh with (nolock)on sj.job_id = sh.job_id where sj.name = 'My Agent Job'and [sh.Message] like '%The job%') a )b   Calculating the average run time We now select each run time in seconds from #rawdata1 and place the values into another temporary table called #rawdata2. Once again we create a ‘key’, a hardwired ‘1’. select 1 as Keyy, run_time_in_Seconds into #rawdata2 from #rawdata1The purpose of doing so is to make the average time AVG() available to the query immediately without having to do adverse grouping. Applying KPI Logic At this point, we shall apply some logic to determine whether processing times are within the norms. We do this by applying colour names. Obviously, this example is a super one for SSRS and traffic light icons.select rd1.run_date, rd1.run_time, rd1.run_time_in_Seconds ,Avg(rd2.run_time_in_Seconds) as Average_run_time_in_seconds,casewhenConvert(decimal(10,1),rd1.run_time_in_Seconds)/Avg(rd2.run_time_in_Seconds)<= 1.2 then 'Green' when Convert(decimal(10,1),rd1.run_time_in_Seconds)/Avg(rd2.run_time_in_Seconds)< 1.4 then 'Yellow' else 'Red'end as [color], Calculating the Average Run Time in Hours Minutes and Seconds and the end of the query. casewhen len(convert(varchar(2),Avg(rd2.run_time_in_Seconds)/(3600))) = 1 then '0' + convert(varchar(2),Avg(rd2.run_time_in_Seconds)/(3600))else convert(varchar(2),Avg(rd2.run_time_in_Seconds)/(3600))end + ':' + case when len(convert(varchar(2),Avg(rd2.run_time_in_Seconds)%(3600)/60)) = 1 then '0' + convert(varchar(2),Avg(rd2.run_time_in_Seconds)%(3600)/60)else convert(varchar(2),Avg(rd2.run_time_in_Seconds)%(3600)/60)end + ':' + case when len(convert(varchar(2),Avg(rd2.run_time_in_Seconds)%60)) = 1 then '0' + convert(varchar(2),Avg(rd2.run_time_in_Seconds)%60)else convert(varchar(2),Avg(rd2.run_time_in_Seconds)%60)end as [Average Run Time HH:MM:SS] from #rawdata2 rd2 innerjoin #rawdata1 rd1on rd1.keyy = rd2.keyygroup by run_date,rd1.run_time ,rd1.run_time_in_Seconds order by run_date descThe complete code example use msdbgo/*drop table #rawdata1drop table #rawdata2go*/select 1 as keyy,run_date,(substring(b.run_time,1,2)*3600) + (substring(b.run_time,4,2)*60) + (substring(b.run_time,7,2)) as run_time_in_Seconds,run_time into #rawdata1 from (select run_date,substring(convert(varchar(20),tt),1,2) + ':' +substring(convert(varchar(20),tt),3,2) + ':' +substring(convert(varchar(20),tt),5,2) as [run_time] from (select name,run_date, run_duration, casewhenlen(run_duration) = 6 then convert(varchar(8),run_duration)whenlen(run_duration) = 5 then '0' + convert(varchar(8),run_duration)whenlen(run_duration) = 4 then '00' + convert(varchar(8),run_duration)whenlen(run_duration) = 3 then '000' + convert(varchar(8),run_duration)whenlen(run_duration) = 2 then '0000' + convert(varchar(8),run_duration)whenlen(run_duration) = 1 then '00000' + convert(varchar(8),run_duration)end as ttfrom dbo.sysjobs sj with (nolock)innerjoin dbo.sysjobHistory sh with (nolock) on sj.job_id = sh.job_id where name = 'My Agent Job'and [Message] like '%The job%') a ) bselect 1 as Keyy, run_time_in_Seconds into #rawdata2 from #rawdata1select rd1.run_date, rd1.run_time, rd1.run_time_in_Seconds ,Avg(rd2.run_time_in_Seconds) as Average_run_time_in_seconds,casewhenConvert(decimal(10,1),rd1.run_time_in_Seconds)/Avg(rd2.run_time_in_Seconds)<= 1.2 then 'Green' when Convert(decimal(10,1),rd1.run_time_in_Seconds)/Avg(rd2.run_time_in_Seconds)< 1.4 then 'Yellow' else 'Red'end as [color],Case when len(convert(varchar(2),Avg(rd2.run_time_in_Seconds)/(3600))) = 1 then '0' + convert(varchar(2),Avg(rd2.run_time_in_Seconds)/(3600))else convert(varchar(2),Avg(rd2.run_time_in_Seconds)/(3600))end + ':' + case when len(convert(varchar(2),Avg(rd2.run_time_in_Seconds)%(3600)/60)) = 1 then '0' + convert(varchar(2),Avg(rd2.run_time_in_Seconds)%(3600)/60)else convert(varchar(2),Avg(rd2.run_time_in_Seconds)%(3600)/60)end + ':' + case when len(convert(varchar(2),Avg(rd2.run_time_in_Seconds)%60)) = 1 then '0' + convert(varchar(2),Avg(rd2.run_time_in_Seconds)%60)else convert(varchar(2),Avg(rd2.run_time_in_Seconds)%60)end as [Average Run Time HH:MM:SS] from #rawdata2 rd2 innerjoin #rawdata1 rd1on rd1.keyy = rd2.keyygroup by run_date,rd1.run_time ,rd1.run_time_in_Seconds order by run_date desc  

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  • 10 Windows Tweaking Myths Debunked

    - by Chris Hoffman
    Windows is big, complicated, and misunderstood. You’ll still stumble across bad advice from time to time when browsing the web. These Windows tweaking, performance, and system maintenance tips are mostly just useless, but some are actively harmful. Luckily, most of these myths have been stomped out on mainstream sites and forums. However, if you start searching the web, you’ll still find websites that recommend you do these things. Erase Cache Files Regularly to Speed Things Up You can free up disk space by running an application like CCleaner, another temporary-file-cleaning utility, or even the Windows Disk Cleanup tool. In some cases, you may even see an old computer speed up when you erase a large amount of useless files. However, running CCleaner or similar utilities every day to erase your browser’s cache won’t actually speed things up. It will slow down your web browsing as your web browser is forced to redownload the files all over again, and reconstruct the cache you regularly delete. If you’ve installed CCleaner or a similar program and run it every day with the default settings, you’re actually slowing down your web browsing. Consider at least preventing the program from wiping out your web browser cache. Enable ReadyBoost to Speed Up Modern PCs Windows still prompts you to enable ReadyBoost when you insert a USB stick or memory card. On modern computers, this is completely pointless — ReadyBoost won’t actually speed up your computer if you have at least 1 GB of RAM. If you have a very old computer with a tiny amount of RAM — think 512 MB — ReadyBoost may help a bit. Otherwise, don’t bother. Open the Disk Defragmenter and Manually Defragment On Windows 98, users had to manually open the defragmentation tool and run it, ensuring no other applications were using the hard drive while it did its work. Modern versions of Windows are capable of defragmenting your file system while other programs are using it, and they automatically defragment your disks for you. If you’re still opening the Disk Defragmenter every week and clicking the Defragment button, you don’t need to do this — Windows is doing it for you unless you’ve told it not to run on a schedule. Modern computers with solid-state drives don’t have to be defragmented at all. Disable Your Pagefile to Increase Performance When Windows runs out of empty space in RAM, it swaps out data from memory to a pagefile on your hard disk. If a computer doesn’t have much memory and it’s running slow, it’s probably moving data to the pagefile or reading data from it. Some Windows geeks seem to think that the pagefile is bad for system performance and disable it completely. The argument seems to be that Windows can’t be trusted to manage a pagefile and won’t use it intelligently, so the pagefile needs to be removed. As long as you have enough RAM, it’s true that you can get by without a pagefile. However, if you do have enough RAM, Windows will only use the pagefile rarely anyway. Tests have found that disabling the pagefile offers no performance benefit. Enable CPU Cores in MSConfig Some websites claim that Windows may not be using all of your CPU cores or that you can speed up your boot time by increasing the amount of cores used during boot. They direct you to the MSConfig application, where you can indeed select an option that appears to increase the amount of cores used. In reality, Windows always uses the maximum amount of processor cores your CPU has. (Technically, only one core is used at the beginning of the boot process, but the additional cores are quickly activated.) Leave this option unchecked. It’s just a debugging option that allows you to set a maximum number of cores, so it would be useful if you wanted to force Windows to only use a single core on a multi-core system — but all it can do is restrict the amount of cores used. Clean Your Prefetch To Increase Startup Speed Windows watches the programs you run and creates .pf files in its Prefetch folder for them. The Prefetch feature works as a sort of cache — when you open an application, Windows checks the Prefetch folder, looks at the application’s .pf file (if it exists), and uses that as a guide to start preloading data that the application will use. This helps your applications start faster. Some Windows geeks have misunderstood this feature. They believe that Windows loads these files at boot, so your boot time will slow down due to Windows preloading the data specified in the .pf files. They also argue you’ll build up useless files as you uninstall programs and .pf files will be left over. In reality, Windows only loads the data in these .pf files when you launch the associated application and only stores .pf files for the 128 most recently launched programs. If you were to regularly clean out the Prefetch folder, not only would programs take longer to open because they won’t be preloaded, Windows will have to waste time recreating all the .pf files. You could also modify the PrefetchParameters setting to disable Prefetch, but there’s no reason to do that. Let Windows manage Prefetch on its own. Disable QoS To Increase Network Bandwidth Quality of Service (QoS) is a feature that allows your computer to prioritize its traffic. For example, a time-critical application like Skype could choose to use QoS and prioritize its traffic over a file-downloading program so your voice conversation would work smoothly, even while you were downloading files. Some people incorrectly believe that QoS always reserves a certain amount of bandwidth and this bandwidth is unused until you disable it. This is untrue. In reality, 100% of bandwidth is normally available to all applications unless a program chooses to use QoS. Even if a program does choose to use QoS, the reserved space will be available to other programs unless the program is actively using it. No bandwidth is ever set aside and left empty. Set DisablePagingExecutive to Make Windows Faster The DisablePagingExecutive registry setting is set to 0 by default, which allows drivers and system code to be paged to the disk. When set to 1, drivers and system code will be forced to stay resident in memory. Once again, some people believe that Windows isn’t smart enough to manage the pagefile on its own and believe that changing this option will force Windows to keep important files in memory rather than stupidly paging them out. If you have more than enough memory, changing this won’t really do anything. If you have little memory, changing this setting may force Windows to push programs you’re using to the page file rather than push unused system files there — this would slow things down. This is an option that may be helpful for debugging in some situations, not a setting to change for more performance. Process Idle Tasks to Free Memory Windows does things, such as creating scheduled system restore points, when you step away from your computer. It waits until your computer is “idle” so it won’t slow your computer and waste your time while you’re using it. Running the “Rundll32.exe advapi32.dll,ProcessIdleTasks” command forces Windows to perform all of these tasks while you’re using the computer. This is completely pointless and won’t help free memory or anything like that — all you’re doing is forcing Windows to slow your computer down while you’re using it. This command only exists so benchmarking programs can force idle tasks to run before performing benchmarks, ensuring idle tasks don’t start running and interfere with the benchmark. Delay or Disable Windows Services There’s no real reason to disable Windows services anymore. There was a time when Windows was particularly heavy and computers had little memory — think Windows Vista and those “Vista Capable” PCs Microsoft was sued over. Modern versions of Windows like Windows 7 and 8 are lighter than Windows Vista and computers have more than enough memory, so you won’t see any improvements from disabling system services included with Windows. Some people argue for not disabling services, however — they recommend setting services from “Automatic” to “Automatic (Delayed Start)”. By default, the Delayed Start option just starts services two minutes after the last “Automatic” service starts. Setting services to Delayed Start won’t really speed up your boot time, as the services will still need to start — in fact, it may lengthen the time it takes to get a usable desktop as services will still be loading two minutes after booting. Most services can load in parallel, and loading the services as early as possible will result in a better experience. The “Delayed Start” feature is primarily useful for system administrators who need to ensure a specific service starts later than another service. If you ever find a guide that recommends you set a little-known registry setting to improve performance, take a closer look — the change is probably useless. Want to actually speed up your PC? Try disabling useless startup programs that run on boot, increasing your boot time and consuming memory in the background. This is a much better tip than doing any of the above, especially considering most Windows PCs come packed to the brim with bloatware.     

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  • PASS: Bylaw Changes

    - by Bill Graziano
    While you’re reading this, a post should be going up on the PASS blog on the plans to change our bylaws.  You should be able to find our old bylaws, our proposed bylaws and a red-lined version of the changes.  We plan to listen to feedback until March 31st.  At that point we’ll decide whether to vote on these changes or take other action. The executive summary is that we’re adding a restriction to prevent more than two people from the same company on the Board and eliminating the Board’s Officer Appointment Committee to have Officers directly elected by the Board.  This second change better matches how officer elections have been conducted in the past. The Gritty Details Our scope was to change bylaws to match how PASS actually works and tackle a limited set of issues.  Changing the bylaws is hard.  We’ve been working on these changes since the March board meeting last year.  At that meeting we met and talked through the issues we wanted to address.  In years past the Board has tried to come up with language and then we’ve discussed and negotiated to get to the result.  In March, we gave HQ guidance on what we wanted and asked them to come up with a starting point.  Hannes worked on building us an initial set of changes that we could work our way through.  Discussing changes like this over email is difficult wasn’t very productive.  We do a much better job on this at the in-person Board meetings.  Unfortunately there are only 2 or 3 of those a year. In August we met in Nashville and spent time discussing the changes.  That was also the day after we released the slate for the 2010 election. The discussion around that colored what we talked about in terms of these changes.  We talked very briefly at the Summit and again reviewed and revised the changes at the Board meeting in January.  This is the result of those changes and discussions. We made numerous small changes to clean up language and make wording more clear.  We also made two big changes. Director Employment Restrictions The first is that only two people from the same company can serve on the Board at the same time.  The actual language in section VI.3 reads: A maximum of two (2) Directors who are employed by, or who are joint owners or partners in, the same for-profit venture, company, organization, or other legal entity, may concurrently serve on the PASS Board of Directors at any time. The definition of “employed” is at the sole discretion of the Board. And what a mess this turns out to be in practice.  Our membership is a hodgepodge of interlocking relationships.  Let’s say three Board members get together and start a blog service for SQL Server bloggers.  It’s technically for-profit.  Let’s assume it makes $8 in the first year.  Does that trigger this clause?  (Technically yes.)  We had a horrible time trying to write language that covered everything.  All the sample bylaws that we found were just as vague as this. That led to the third clause in this section.  The first sentence reads: The Board of Directors reserves the right, strictly on a case-by-case basis, to overrule the requirements of Section VI.3 by majority decision for any single Director’s conflict of employment. We needed some way to handle the trivial issues and exercise some judgment.  It seems like a public vote is the best way.  This discloses the relationship and gets each Board member on record on the issue.   In practice I think this clause will rarely be used.  I think this entire section will only be invoked for actual employment issues and not for small side projects.  In either case we have the mechanisms in place to handle it in a public, transparent way. That’s the first and third clauses.  The second clause says that if your situation changes and you fall afoul of this restriction you need to notify the Board.  The clause further states that if this new job means a Board members violates the “two-per-company” rule the Board may request their resignation.  The Board can also  allow the person to continue serving with a majority vote.  I think this will also take some judgment.  Consider a person switching jobs that leads to three people from the same company.  I’m very likely to ask for someone to resign if all three are two weeks into a two year term.  I’m unlikely to ask anyone to resign if one is two weeks away from ending their term.  In either case, the decision will be a public vote that we can be held accountable for. One concern that was raised was whether this would affect someone choosing to accept a job.  I think that’s a choice for them to make.  PASS is clearly stating its intent that only two directors from any one organization should serve at any time.  Once these bylaws are approved, this policy should not come as a surprise to any potential or current Board members considering a job change.  This clause isn’t perfect.  The biggest hole is business relationships that aren’t defined above.  Let’s say that two employees from company “X” serve on the Board.  What happens if I accept a full-time consulting contract with that company?  Let’s assume I’m working directly for one of the two existing Board members.  That doesn’t violate section VI.3.  But I think it’s clearly the kind of relationship we’d like to prevent.  Unfortunately that was even harder to write than what we have now.  I fully expect that in the next revision of the bylaws we’ll address this.  It just didn’t make it into this one. Officer Elections The officer election process received a slightly different rewrite.  Our goal was to codify in the bylaws the actual process we used to elect the officers.  The officers are the President, Executive Vice-President (EVP) and Vice-President of Marketing.  The Immediate Past President (IPP) is also an officer but isn’t elected.  The IPP serves in that role for two years after completing their term as President.  We do that for continuity’s sake.  Some organizations have a President-elect that serves for one or two years.  The group that founded PASS chose to have an IPP. When I started on the Board, the Nominating Committee (NomCom) selected the slate for the at-large directors and the slate for the officers.  There was always one candidate for each officer position.  It wasn’t really an election so much as the NomCom decided who the next person would be for each officer position.  Behind the scenes the Board worked to select the best people for the role. In June 2009 that process was changed to bring it line with what actually happens.  An Officer Appointment Committee was created that was a subset of the Board.  That committee would take time to interview the candidates and present a slate to the Board for approval.  The majority vote of the Board would determine the officers for the next two years.  In practice the Board itself interviewed the candidates and conducted the elections.  That means it was time to change the bylaws again. Section VII.2 and VII.3 spell out the process used to select the officers.  We use the phrase “Officer Appointment” to separate it from the Director election but the end result is that the Board elects the officers.  Section VII.3 starts: Officers shall be appointed bi-annually by a majority of all the voting members of the Board of Directors. Everything else revolves around that sentence.  We use the word appoint but they truly are elected.  There are details in the bylaws for term limits, minimum requirements for President (1 prior term as an officer), tie breakers and filling vacancies. In practice we will have an election for President, then an election for EVP and then an election for VP Marketing.  That means that losing candidates will be able to fall down the ladder and run for the next open position.  Another point to note is that officers aren’t at-large directors.  That means if a current sitting officer loses all three elections they are off the Board.  Having Board member votes public will help with the transparency of this approach. This process has a number of positive and negatives.  The biggest concern I expect to hear is that our members don’t directly choose the officers.  I’m going to try and list all the positives and negatives of this approach. Many non-profits value continuity and are slower to change than a business.  On the plus side this promotes that.  On the negative side this promotes that.  If we change too slowly the members complain that we aren’t responsive.  If we change too quickly we make mistakes and fail at various things.  We’ve been criticized for both of those lately so I’m not entirely sure where to draw the line.  My rough assumption to this point is that we’re going too slow on governance and too quickly on becoming “more than a Summit.”  This approach creates competition in the officer elections.  If you are an at-large director there is no consequence to losing an election.  If you are an officer the only way to stay on the Board is to win an officer election or an at-large election.  If you are an officer and lose an election you can always run for the next office down.  This makes it very easy for multiple people to contest an election. There is value in a person moving through the officer positions up to the Presidency.  Having the Board select the officers promotes this.  The down side is that it takes a LOT of time to get to the Presidency.  We’ve had good people struggle with burnout.  We’ve had lots of discussion around this.  The process as we’ve described it here makes it possible for someone to move quickly through the ranks but doesn’t prevent people from working their way up through each role. We talked long and hard about having the officers elected by the members.  We had a self-imposed deadline to complete these changes prior to elections this summer. The other challenge was that our original goal was to make the bylaws reflect our actual process rather than create a new one.  I believe we accomplished this goal. We ran out of time to consider this option in the detail it needs.  Having member elections for officers needs a number of problems solved.  We would need a way for candidates to fall through the election.  This is what promotes competition.  Without this few people would risk an election and we’ll be back to one candidate per slot.  We need to do this without having multiple elections.  We may be able to copy what other organizations are doing but I was surprised at how little I could find on other organizations.  We also need a way for people that lose an officer election to win an at-large election.  Otherwise we’ll have very little competition for officers. This brings me to an area that I think we as a Board haven’t done a good job.  We haven’t built a strong process to tell you who is doing a good job and who isn’t.  This is a double-edged sword.  I don’t want to highlight Board members that are failing.  That’s not a good way to get people to volunteer and run for the Board.  But I also need a way let the members make an informed choice about who is doing a good job and would make a good officer.  Encouraging Board members to blog, publishing minutes and making votes public helps in that regard but isn’t the final answer.  I don’t know what the final answer is yet.  I do know that the Board members themselves are uniquely positioned to know which other Board members are doing good work.  They know who speaks up in meetings, who works to build consensus, who has good ideas and who works with the members.  What I Could Do Better I’ve learned a lot writing this about how we communicated with our members.  The next time we revise the bylaws I’d do a few things differently.  The biggest change would be to provide better documentation.  The March 2009 minutes provide a very detailed look into what changes we wanted to make to the bylaws.  Looking back, I’m a little surprised at how closely they matched our final changes and covered the various arguments.  If you just read those you’d get 90% of what we eventually changed.  Nearly everything else was just details around implementation.  I’d also consider publishing a scope document defining exactly what we were doing any why.  I think it really helped that we had a limited, defined goal in mind.  I don’t think we did a good job communicating that goal outside the meeting minutes though. That said, I wish I’d blogged more after the August and January meeting.  I think it would have helped more people to know that this change was coming and to be ready for it. Conclusion These changes address two big concerns that the Board had.  First, it prevents a single organization from dominating the Board.  Second, it codifies and clearly spells out how officers are elected.  This is the process that was previously followed but it was somewhat murky.  These changes bring clarity to this and clearly explain the process the Board will follow. We’re going to listen to feedback until March 31st.  At that time we’ll decide whether to approve these changes.  I’m also assuming that we’ll start another round of changes in the next year or two.  Are there other issues in the bylaws that we should tackle in the future?

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  • Project Management Helps AmeriCares Deliver International Aid

    - by Sylvie MacKenzie, PMP
    Excerpt from PROFIT - ORACLE - by Alison Weiss Handle with Care Sound project management helps AmeriCares bring international aid to those in need. The stakes are always high for AmeriCares. On a mission to restore health and save lives during times of disaster, the nonprofit international relief and humanitarian aid organization delivers donated medicines, medical supplies, and humanitarian aid to people in the U.S. and around the globe. Founded in 1982 with the express mission of responding as quickly and efficiently as possible to help people in need, the Stamford, Connecticut-based AmeriCares has delivered more than US$10.5 billion in aid to 147 countries over the past three decades. Launch the Slideshow “It’s critically important to us that we steward all the donations and that the medical supplies and medicines get to people as quickly as possible with no loss,” says Kate Sears, senior vice president for finance and technology at AmeriCares. “Whether we’re shipping IV solutions to victims of cholera in Haiti or antibiotics to Somali famine victims, we need to get the medicines there sooner because it means more people will be helped and lives improved or even saved.” Ten years ago, the tracking systems used by AmeriCares associates were paper-based. In recent years, staff started using spreadsheets, but the tracking processes were not standardized between teams. “Every team was tracking completely different information,” says Megan McDermott, senior associate, Sub-Saharan Africa partnerships, at AmeriCares. “It was just a few key things. For example, we tracked the date a shipment was supposed to arrive and the date we got reports from our partner that a hospital received aid on their end.” While the data was accurate, much detail was being lost in the process. AmeriCares management knew it could do a better job of tracking this enterprise data and in 2011 took a significant step by implementing Oracle’s Primavera P6 Professional Project Management. “It’s a comprehensive solution that has helped us improve the monitoring and controlling processes. It has allowed us to do our distribution better,” says Sears. In addition, the implementation effort has been a change agent, helping AmeriCares leadership rethink project management across the entire organization. Initially, much of the focus was on standardizing processes, but staff members also learned the importance of thinking proactively to prevent possible problems and evaluating results to determine if goals and objectives are truly being met. Such data about process efficiency and overall results is critical not only to AmeriCares staff but also to the donors supporting the organization’s life-saving missions. Efficiency Saves Lives One of AmeriCares’ core operations is to gather product donations from the private sector, establish where the most-urgent needs are, and solicit monetary support to send the aid via ocean cargo or airlift to welfare- and health-oriented nongovernmental organizations, hospitals, health networks, and government ministries based in areas in need. In 2011 alone, AmeriCares sent more than 3,500 shipments to 95 countries in response to both ongoing humanitarian needs and more than two dozen emergencies, including deadly tornadoes and storms in the U.S. and the devastating tsunami in Japan. When it comes to nonprofits in general, donors want to know that the charitable organizations they support are using funds wisely. Typically, nonprofits are evaluated by donors in terms of efficiency, an area where AmeriCares has an excellent reputation: 98 percent of expenses go directly to supporting programs and less than 2 percent represent administrative and fundraising costs. Donors, however, should look at more than simple efficiency, says Peter York, senior partner and chief research and learning officer at TCC Group, a nonprofit consultancy headquartered in New York, New York. They should also look at whether organizations have the systems in place to sustain their missions and continue to thrive. An expert on nonprofit organizational management, York has spent years studying sustainable charitable organizations. He defines them as nonprofits that are able to achieve the ongoing financial support to stay relevant and continue doing core mission work. In his analysis of well over 2,500 larger nonprofits, York has found that many are not sustaining, and are actually scaling back in size. “One of the biggest challenges of nonprofit sustainability is the general public’s perception that every dollar donated has to go only to the delivery of service,” says York. “What our data shows is that there are some fundamental capacities that have to be there in order for organizations to sustain and grow.” York’s research highlights the importance of data-driven leadership at successful nonprofits. “You’ve got to have the tools, the systems, and the technologies to get objective information on what you do, the people you serve, and the results you’re achieving,” says York. “If leaders don’t have the knowledge and the data, they can’t make the strategic decisions about programs to take organizations to the next level.” Historically, AmeriCares associates have used time-tested and cost-effective strategies to ship and then track supplies from donation to delivery to their destinations in designated time frames. When disaster strikes, AmeriCares ships by air and generally pulls out all the stops to deliver the most urgently needed aid within the first few days and weeks. Then, as situations stabilize, AmeriCares turns to delivering sea containers for the postemergency and ongoing aid so often needed over the long term. According to McDermott, getting a shipment out the door is fairly complicated, requiring as many as five different AmeriCares teams collaborating together. The entire process can take months—from when products are received in the warehouse and deciding which recipients to allocate supplies to, to getting customs and governmental approvals in place, actually shipping products, and finally ensuring that the products are received in-country. Delivering that aid is no small affair. “Our volume exceeds half a billion dollars a year worth of donated medicines and medical supplies, so it’s a sizable logistical operation to bring these products in and get them out to the right place quickly to have the most impact,” says Sears. “We really pride ourselves on our controls and efficiencies.” Adding to that complexity is the fact that the longer it takes to deliver aid, the more dire the human need can be. Any time AmeriCares associates can shave off the complicated aid delivery process can translate into lives saved. “It’s really being able to track information consistently that will help us to see where are the bottlenecks and where can we work on improving our processes,” says McDermott. Setting a Standard Productivity and information management improvements were key objectives for AmeriCares when staff began the process of implementing Oracle’s Primavera solution. But before configuring the software, the staff needed to take the time to analyze the systems already in place. According to Greg Loop, manager of database systems at AmeriCares, the organization received guidance from several consultants, including Rich D’Addario, consulting project manager in the Primavera Global Business Unit at Oracle, who was instrumental in shepherding the critical requirements-gathering phase. D’Addario encouraged staff to begin documenting shipping processes by considering the order in which activities occur and which ones are dependent on others to get accomplished. This exercise helped everyone realize that to be more efficient, they needed to keep track of shipments in a more standard way. “The staff didn’t recognize formal project management methodology,” says D’Addario. “But they did understand what the most important things are and that if they go wrong, an entire project can go off course.” Before, if a boatload of supplies was being sent to Haiti and there was a problem somewhere, a lot of time was taken up finding out where the problem was—because staff was not tracking things in a standard way. As a result, even more time was needed to find possible solutions to the problem and alert recipients that the aid might be delayed. “For everyone to put on the project manager hat and standardize the way every single thing is done means that now the whole organization is on the same page as to what needs to occur from the time a hurricane hits Haiti and when a boat pulls in to unload supplies,” says D’Addario. With so much care taken to put a process foundation firmly in place, configuring the Primavera solution was actually quite simple. Specific templates were set up for different types of shipments, and dashboards were implemented to provide executives with clear overviews of every project in the system. AmeriCares’ Loop reports that system planning, refining, and testing, followed by writing up documentation and training, took approximately four months. The system went live in spring 2011 at AmeriCares’ Connecticut headquarters. While the nonprofit has an international presence, with warehouses in Europe and offices in Haiti, India, Japan, and Sri Lanka, most donated medicines come from U.S. entities and are shipped from the U.S. out to the rest of the world. In addition, all shipments are tracked from the U.S. office. AmeriCares doesn’t expect the Primavera system to take months off the shipping time, especially for sea containers. However, any time saved is still important because it will allow aid to be delivered to people more quickly at a lower overall cost. “If we can trim a day or two here or there, that can translate into lives that we’re saving, especially in emergency situations,” says Sears. A Cultural Change Beyond the measurable benefits that come with IT-driven process improvement, AmeriCares management is seeing a change in culture as a result of the Primavera project. One change has been treating every shipment of aid as a project, and everyone involved with facilitating shipments as a project manager. “This is a revolutionary concept for us,” says McDermott. “Before, we were used to thinking we were doing logistics—getting a container from point A to point B without looking at it as one project and really understanding what it meant to manage it.” AmeriCares staff is also happy to report that collaboration within the organization is much more efficient. When someone creates a shipment in the Primavera system, the same shared template is used, which means anyone can log in to the system to see the status of a shipment. Knowledgeable staff can access a shipment project to help troubleshoot a problem. Management can easily check the status of projects across the organization. “Dashboards are really useful,” says McDermott. “Instead of going into the details of each project, you can just see the high-level real-time information at a glance.” The new system is helping team members focus on proactively managing shipments rather than simply reacting when problems occur. For example, when a container is shipped, documents must be included for customs clearance. Now, the shipping template has built-in reminders to prompt team members to ask for copies of these documents from freight forwarders and to follow up with partners to discover if a shipment is on time. In the past, staff may not have worked on securing these documents until they’d been notified a shipment had arrived in-country. Another benefit of capturing and adopting best practices within the Primavera system is that staff training is easier. “Capturing the processes in documented steps and milestones allows us to teach new staff members how to do their jobs faster,” says Sears. “It provides them with the knowledge of their predecessors so they don’t have to keep reinventing the wheel.” With the Primavera system already generating positive results, management is eager to take advantage of advanced capabilities. Loop is working on integrating the company’s proprietary inventory management system with the Primavera system so that when logistics or warehousing operators input data, the information will automatically go into the Primavera system. In the past, this information had to be manually keyed into spreadsheets, often leading to errors. Mining Historical Data Another feature on the horizon for AmeriCares is utilizing Primavera P6 Professional Project Management reporting capabilities. As the system begins to include more historical data, management soon will be able to draw on this information to conduct analysis that has not been possible before and create customized reports. For example, at the beginning of the shipment process, staff will be able to use historical data to more accurately estimate how long the approval process should take for a particular country. This could help ensure that food and medicine with limited shelf lives do not get stuck in customs or used beyond their expiration dates. The historical data in the Primavera system will also help AmeriCares with better planning year to year. The nonprofit’s staff has always put together a plan at the beginning of the year, but this has been very challenging simply because it is impossible to predict disasters. Now, management will be able to look at historical data and see trends and statistics as they set current objectives and prepare for future need. In addition, this historical data will provide AmeriCares management with the ability to review year-end data and compare actual project results with goals set at the beginning of the year—to see if desired outcomes were achieved and if there are areas that need improvement. It’s this type of information that is so valuable to donors. And, according to York, project management software can play a critical role in generating the data to help nonprofits sustain and grow. “It is important to invest in systems to help replicate, expand, and deliver services,” says York. “Project management software can help because it encourages nonprofits to examine program or service changes and how to manage moving forward.” Sears believes that AmeriCares donors will support the return on investment the organization will achieve with the Primavera solution. “It won’t be financial returns, but rather how many more people we can help for a given dollar or how much more quickly we can respond to a need,” says Sears. “I think donors are receptive to such arguments.” And for AmeriCares, it is all about the future and increasing results. The project management environment currently may be quite simple, but IT staff plans to expand the complexity and functionality as the organization grows in its knowledge of project management and the goals it wants to achieve. “As we use the system over time, we’ll continue to refine our best practices and accumulate more data,” says Sears. “It will advance our ability to make better data-driven decisions.”

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  • Solving Big Problems with Oracle R Enterprise, Part II

    - by dbayard
    Part II – Solving Big Problems with Oracle R Enterprise In the first post in this series (see https://blogs.oracle.com/R/entry/solving_big_problems_with_oracle), we showed how you can use R to perform historical rate of return calculations against investment data sourced from a spreadsheet.  We demonstrated the calculations against sample data for a small set of accounts.  While this worked fine, in the real-world the problem is much bigger because the amount of data is much bigger.  So much bigger that our approach in the previous post won’t scale to meet the real-world needs. From our previous post, here are the challenges we need to conquer: The actual data that needs to be used lives in a database, not in a spreadsheet The actual data is much, much bigger- too big to fit into the normal R memory space and too big to want to move across the network The overall process needs to run fast- much faster than a single processor The actual data needs to be kept secured- another reason to not want to move it from the database and across the network And the process of calculating the IRR needs to be integrated together with other database ETL activities, so that IRR’s can be calculated as part of the data warehouse refresh processes In this post, we will show how we moved from sample data environment to working with full-scale data.  This post is based on actual work we did for a financial services customer during a recent proof-of-concept. Getting started with the Database At this point, we have some sample data and our IRR function.  We were at a similar point in our customer proof-of-concept exercise- we had sample data but we did not have the full customer data yet.  So our database was empty.  But, this was easily rectified by leveraging the transparency features of Oracle R Enterprise (see https://blogs.oracle.com/R/entry/analyzing_big_data_using_the).  The following code shows how we took our sample data SimpleMWRRData and easily turned it into a new Oracle database table called IRR_DATA via ore.create().  The code also shows how we can access the database table IRR_DATA as if it was a normal R data.frame named IRR_DATA. If we go to sql*plus, we can also check out our new IRR_DATA table: At this point, we now have our sample data loaded in the database as a normal Oracle table called IRR_DATA.  So, we now proceeded to test our R function working with database data. As our first test, we retrieved the data from a single account from the IRR_DATA table, pull it into local R memory, then call our IRR function.  This worked.  No SQL coding required! Going from Crawling to Walking Now that we have shown using our R code with database-resident data for a single account, we wanted to experiment with doing this for multiple accounts.  In other words, we wanted to implement the split-apply-combine technique we discussed in our first post in this series.  Fortunately, Oracle R Enterprise provides a very scalable way to do this with a function called ore.groupApply().  You can read more about ore.groupApply() here: https://blogs.oracle.com/R/entry/analyzing_big_data_using_the1 Here is an example of how we ask ORE to take our IRR_DATA table in the database, split it by the ACCOUNT column, apply a function that calls our SimpleMWRR() calculation, and then combine the results. (If you are following along at home, be sure to have installed our myIRR package on your database server via  “R CMD INSTALL myIRR”). The interesting thing about ore.groupApply is that the calculation is not actually performed in my desktop R environment from which I am running.  What actually happens is that ore.groupApply uses the Oracle database to perform the work.  And the Oracle database is what actually splits the IRR_DATA table by ACCOUNT.  Then the Oracle database takes the data for each account and sends it to an embedded R engine running on the database server to apply our R function.  Then the Oracle database combines all the individual results from the calls to the R function. This is significant because now the embedded R engine only needs to deal with the data for a single account at a time.  Regardless of whether we have 20 accounts or 1 million accounts or more, the R engine that performs the calculation does not care.  Given that normal R has a finite amount of memory to hold data, the ore.groupApply approach overcomes the R memory scalability problem since we only need to fit the data from a single account in R memory (not all of the data for all of the accounts). Additionally, the IRR_DATA does not need to be sent from the database to my desktop R program.  Even though I am invoking ore.groupApply from my desktop R program, because the actual SimpleMWRR calculation is run by the embedded R engine on the database server, the IRR_DATA does not need to leave the database server- this is both a performance benefit because network transmission of large amounts of data take time and a security benefit because it is harder to protect private data once you start shipping around your intranet. Another benefit, which we will discuss in a few paragraphs, is the ability to leverage Oracle database parallelism to run these calculations for dozens of accounts at once. From Walking to Running ore.groupApply is rather nice, but it still has the drawback that I run this from a desktop R instance.  This is not ideal for integrating into typical operational processes like nightly data warehouse refreshes or monthly statement generation.  But, this is not an issue for ORE.  Oracle R Enterprise lets us run this from the database using regular SQL, which is easily integrated into standard operations.  That is extremely exciting and the way we actually did these calculations in the customer proof. As part of Oracle R Enterprise, it provides a SQL equivalent to ore.groupApply which it refers to as “rqGroupEval”.  To use rqGroupEval via SQL, there is a bit of simple setup needed.  Basically, the Oracle Database needs to know the structure of the input table and the grouping column, which we are able to define using the database’s pipeline table function mechanisms. Here is the setup script: At this point, our initial setup of rqGroupEval is done for the IRR_DATA table.  The next step is to define our R function to the database.  We do that via a call to ORE’s rqScriptCreate. Now we can test it.  The SQL you use to run rqGroupEval uses the Oracle database pipeline table function syntax.  The first argument to irr_dataGroupEval is a cursor defining our input.  You can add additional where clauses and subqueries to this cursor as appropriate.  The second argument is any additional inputs to the R function.  The third argument is the text of a dummy select statement.  The dummy select statement is used by the database to identify the columns and datatypes to expect the R function to return.  The fourth argument is the column of the input table to split/group by.  The final argument is the name of the R function as you defined it when you called rqScriptCreate(). The Real-World Results In our real customer proof-of-concept, we had more sophisticated calculation requirements than shown in this simplified blog example.  For instance, we had to perform the rate of return calculations for 5 separate time periods, so the R code was enhanced to do so.  In addition, some accounts needed a time-weighted rate of return to be calculated, so we extended our approach and added an R function to do that.  And finally, there were also a few more real-world data irregularities that we needed to account for, so we added logic to our R functions to deal with those exceptions.  For the full-scale customer test, we loaded the customer data onto a Half-Rack Exadata X2-2 Database Machine.  As our half-rack had 48 physical cores (and 96 threads if you consider hyperthreading), we wanted to take advantage of that CPU horsepower to speed up our calculations.  To do so with ORE, it is as simple as leveraging the Oracle Database Parallel Query features.  Let’s look at the SQL used in the customer proof: Notice that we use a parallel hint on the cursor that is the input to our rqGroupEval function.  That is all we need to do to enable Oracle to use parallel R engines. Here are a few screenshots of what this SQL looked like in the Real-Time SQL Monitor when we ran this during the proof of concept (hint: you might need to right-click on these images to be able to view the images full-screen to see the entire image): From the above, you can notice a few things (numbers 1 thru 5 below correspond with highlighted numbers on the images above.  You may need to right click on the above images and view the images full-screen to see the entire image): The SQL completed in 110 seconds (1.8minutes) We calculated rate of returns for 5 time periods for each of 911k accounts (the number of actual rows returned by the IRRSTAGEGROUPEVAL operation) We accessed 103m rows of detailed cash flow/market value data (the number of actual rows returned by the IRR_STAGE2 operation) We ran with 72 degrees of parallelism spread across 4 database servers Most of our 110seconds was spent in the “External Procedure call” event On average, we performed 8,200 executions of our R function per second (110s/911k accounts) On average, each execution was passed 110 rows of data (103m detail rows/911k accounts) On average, we did 41,000 single time period rate of return calculations per second (each of the 8,200 executions of our R function did rate of return calculations for 5 time periods) On average, we processed over 900,000 rows of database data in R per second (103m detail rows/110s) R + Oracle R Enterprise: Best of R + Best of Oracle Database This blog post series started by describing a real customer problem: how to perform a lot of calculations on a lot of data in a short period of time.  While standard R proved to be a very good fit for writing the necessary calculations, the challenge of working with a lot of data in a short period of time remained. This blog post series showed how Oracle R Enterprise enables R to be used in conjunction with the Oracle Database to overcome the data volume and performance issues (as well as simplifying the operations and security issues).  It also showed that we could calculate 5 time periods of rate of returns for almost a million individual accounts in less than 2 minutes. In a future post, we will take the same R function and show how Oracle R Connector for Hadoop can be used in the Hadoop world.  In that next post, instead of having our data in an Oracle database, our data will live in Hadoop and we will how to use the Oracle R Connector for Hadoop and other Oracle Big Data Connectors to move data between Hadoop, R, and the Oracle Database easily.

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  • Cannot ping router with a static IP assigned?

    - by Uriah
    Alright. I am running Ubuntu LTS 12.04 and am trying to configure a local caching/master DNS server so I am using Bind9. First, here are some things via default DHCP: /etc/network/interfaces cat /etc/network/interfaces # This file describes the network interfaces available on your system # and how to activate them. For more information, see interfaces(5). # The loopback network interface auto lo iface lo inet loopback # The primary network interface auto eth0 iface eth0 inet dhcp # The primary network interface - STATIC #auto eth0 #iface eth0 inet static # address 192.168.2.113 # netmask 255.255.255.0 # network 192.168.2.0 # broadcast 192.168.2.255 # gateway 192.168.2.1 # dns-search uclemmer.net # dns-nameservers 192.168.2.113 8.8.8.8 /etc/resolv.conf cat /etc/resolv.conf # Dynamic resolv.conf(5) file for glibc resolver(3) generated by resolvconf(8) # DO NOT EDIT THIS FILE BY HAND -- YOUR CHANGES WILL BE OVERWRITTEN nameserver 192.168.2.1 search uclemmer.net ifconfig ifconfig eth0 Link encap:Ethernet HWaddr 00:14:2a:82:d4:9e inet addr:192.168.2.103 Bcast:192.168.2.255 Mask:255.255.255.0 inet6 addr: fe80::214:2aff:fe82:d49e/64 Scope:Link UP BROADCAST RUNNING MULTICAST MTU:1500 Metric:1 RX packets:1067 errors:0 dropped:0 overruns:0 frame:0 TX packets:2504 errors:0 dropped:0 overruns:0 carrier:0 collisions:0 txqueuelen:1000 RX bytes:153833 (153.8 KB) TX bytes:214129 (214.1 KB) Interrupt:23 Base address:0x8800 lo Link encap:Local Loopback inet addr:127.0.0.1 Mask:255.0.0.0 inet6 addr: ::1/128 Scope:Host UP LOOPBACK RUNNING MTU:16436 Metric:1 RX packets:915 errors:0 dropped:0 overruns:0 frame:0 TX packets:915 errors:0 dropped:0 overruns:0 carrier:0 collisions:0 txqueuelen:0 RX bytes:71643 (71.6 KB) TX bytes:71643 (71.6 KB) ping ping -c 4 192.168.2.1 PING 192.168.2.1 (192.168.2.1) 56(84) bytes of data. 64 bytes from 192.168.2.1: icmp_req=1 ttl=64 time=0.368 ms 64 bytes from 192.168.2.1: icmp_req=2 ttl=64 time=0.224 ms 64 bytes from 192.168.2.1: icmp_req=3 ttl=64 time=0.216 ms 64 bytes from 192.168.2.1: icmp_req=4 ttl=64 time=0.237 ms --- 192.168.2.1 ping statistics --- 4 packets transmitted, 4 received, 0% packet loss, time 2997ms rtt min/avg/max/mdev = 0.216/0.261/0.368/0.063 ms ping -c 4 google.com PING google.com (74.125.134.102) 56(84) bytes of data. 64 bytes from www.google-analytics.com (74.125.134.102): icmp_req=1 ttl=48 time=15.1 ms 64 bytes from www.google-analytics.com (74.125.134.102): icmp_req=2 ttl=48 time=11.4 ms 64 bytes from www.google-analytics.com (74.125.134.102): icmp_req=3 ttl=48 time=11.6 ms 64 bytes from www.google-analytics.com (74.125.134.102): icmp_req=4 ttl=48 time=11.5 ms --- google.com ping statistics --- 4 packets transmitted, 4 received, 0% packet loss, time 3003ms rtt min/avg/max/mdev = 11.488/12.465/15.118/1.537 ms ip route ip route default via 192.168.2.1 dev eth0 metric 100 192.168.2.0/24 dev eth0 proto kernel scope link src 192.168.2.103 As you can see, with DHCP everything seems to work fine. Now, here are things with static IP: /etc/network/interfaces cat /etc/network/interfaces # This file describes the network interfaces available on your system # and how to activate them. For more information, see interfaces(5). # The loopback network interface auto lo iface lo inet loopback # The primary network interface #auto eth0 #iface eth0 inet dhcp # The primary network interface - STATIC auto eth0 iface eth0 inet static address 192.168.2.113 netmask 255.255.255.0 network 192.168.2.0 broadcast 192.168.2.255 gateway 192.168.2.1 dns-search uclemmer.net dns-nameservers 192.168.2.1 8.8.8.8 I have tried dns-nameservers in various combos of *.2.1, *.2.113, and other reliable, public nameservers. /etc/resolv.conf cat /etc/resolv.conf # Dynamic resolv.conf(5) file for glibc resolver(3) generated by resolvconf(8) # DO NOT EDIT THIS FILE BY HAND -- YOUR CHANGES WILL BE OVERWRITTEN nameserver 192.168.2.1 nameserver 8.8.8.8 search uclemmer.net Obviously, when I change the nameservers in the /etc/network/interfaces file, the nameservers change here too. ifconfig ifconfig eth0 Link encap:Ethernet HWaddr 00:14:2a:82:d4:9e inet addr:192.168.2.113 Bcast:192.168.2.255 Mask:255.255.255.0 inet6 addr: fe80::214:2aff:fe82:d49e/64 Scope:Link UP BROADCAST RUNNING MULTICAST MTU:1500 Metric:1 RX packets:1707 errors:0 dropped:0 overruns:0 frame:0 TX packets:2906 errors:0 dropped:0 overruns:0 carrier:0 collisions:0 txqueuelen:1000 RX bytes:226230 (226.2 KB) TX bytes:263497 (263.4 KB) Interrupt:23 Base address:0x8800 lo Link encap:Local Loopback inet addr:127.0.0.1 Mask:255.0.0.0 inet6 addr: ::1/128 Scope:Host UP LOOPBACK RUNNING MTU:16436 Metric:1 RX packets:985 errors:0 dropped:0 overruns:0 frame:0 TX packets:985 errors:0 dropped:0 overruns:0 carrier:0 collisions:0 txqueuelen:0 RX bytes:78625 (78.6 KB) TX bytes:78625 (78.6 KB) ping ping -c 4 192.168.2.1 PING 192.168.2.1 (192.168.2.1) 56(84) bytes of data. --- 192.168.2.1 ping statistics --- 4 packets transmitted, 0 received, 100% packet loss, time 3023ms ping -c 4 google.com ping: unknown host google.com Lastly, here are my bind zone files: /etc/bind/named.conf.options cat /etc/bind/named.conf.options options { directory "/etc/bind"; // // // query-source address * port 53; notify-source * port 53; transfer-source * port 53; // If there is a firewall between you and nameservers you want // to talk to, you may need to fix the firewall to allow multiple // ports to talk. See http://www.kb.cert.org/vuls/id/800113 // If your ISP provided one or more IP addresses for stable // nameservers, you probably want to use them as forwarders. // Uncomment the following block, and insert the addresses replacing // the all-0's placeholder. // forwarders { // 0.0.0.0; // }; forwarders { // My local 192.168.2.113; // Comcast 75.75.75.75; 75.75.76.76; // Google 8.8.8.8; 8.8.4.4; // DNSAdvantage 156.154.70.1; 156.154.71.1; // OpenDNS 208.67.222.222; 208.67.220.220; // Norton 198.153.192.1; 198.153.194.1; // Verizon 4.2.2.1; 4.2.2.2; 4.2.2.3; 4.2.2.4; 4.2.2.5; 4.2.2.6; // Scrubit 67.138.54.100; 207.255.209.66; }; // // // //allow-query { localhost; 192.168.2.0/24; }; //allow-transfer { localhost; 192.168.2.113; }; //also-notify { 192.168.2.113; }; //allow-recursion { localhost; 192.168.2.0/24; }; //======================================================================== // If BIND logs error messages about the root key being expired, // you will need to update your keys. See https://www.isc.org/bind-keys //======================================================================== dnssec-validation auto; auth-nxdomain no; # conform to RFC1035 listen-on-v6 { any; }; }; /etc/bind/named.conf.local cat /etc/bind/named.conf.local // // Do any local configuration here // // Consider adding the 1918 zones here, if they are not used in your // organization //include "/etc/bind/zones.rfc1918"; zone "example.com" { type master; file "/etc/bind/zones/db.example.com"; }; zone "2.168.192.in-addr.arpa" { type master; file "/etc/bind/zones/db.2.168.192.in-addr.arpa"; /etc/bind/zones/db.example.com cat /etc/bind/zones/db.example.com ; ; BIND data file for example.com interface ; $TTL 604800 @ IN SOA yossarian.example.com. root.example.com. ( 1343171970 ; Serial 604800 ; Refresh 86400 ; Retry 2419200 ; Expire 604800 ) ; Negative Cache TTL ; @ IN NS yossarian.example.com. @ IN A 192.168.2.113 @ IN AAAA ::1 @ IN MX 10 yossarian.example.com. ; yossarian IN A 192.168.2.113 router IN A 192.168.2.1 printer IN A 192.168.2.200 ; ns01 IN CNAME yossarian.example.com. www IN CNAME yossarian.example.com. ftp IN CNAME yossarian.example.com. ldap IN CNAME yossarian.example.com. mail IN CNAME yossarian.example.com. /etc/bind/zones/db.2.168.192.in-addr.arpa cat /etc/bind/zones/db.2.168.192.in-addr.arpa ; ; BIND reverse data file for 2.168.192.in-addr interface ; $TTL 604800 @ IN SOA yossarian.example.com. root.example.com. ( 1343171970 ; Serial 604800 ; Refresh 86400 ; Retry 2419200 ; Expire 604800 ) ; Negative Cache TTL ; @ IN NS yossarian.example.com. @ IN A 255.255.255.0 ; 113 IN PTR yossarian.example.com. 1 IN PTR router.example.com. 200 IN PTR printer.example.com. ip route ip route default via 192.168.2.1 dev eth0 metric 100 192.168.2.0/24 dev eth0 proto kernel scope link src 192.168.2.113 I can SSH in to the machine locally at *.2.113 or at whatever address is dynamically assigned when in DHCP "mode". *2.113 is in my router's range and I have ports open and forwarding to the server. Pinging is enabled on the router too. I briefly had a static configuration working but it died after the first reboot. Please let me know what other info you might need. I am beyond frustrated/baffled.

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  • Contract Work - Lessons Learned

    - by samerpaul
    I thought I would write a post of a different nature today, but still relevant to the tech world. I do a lot of contract jobs myself and really enjoy it. It's nice to keep jumping from project to project, and not having to go to an office or keep regular hours, etc. I really enjoy it. I have learned a lot in the past few years of doing it (both from experience and from help given to me from others, and the internet) so I thought I'd share some of that knowledge/experience today.So here's my own personal "lesson's learned" that hopefully will help you if you find yourself doing contract work:Should I take the job?Ok, so this is the first step. Assuming you were given sufficient information about what they want, then you should really think about what you're capable of doing and whether or not you should take this job. Personally, my rule is, if I know it's possible, I'll say yes, even if I don't yet know how to do it. That's because the internet is such a great help, it would be rare to run into an issue that you can't figure out with some help. So if your clients are asking for something that you don't yet know how to program, but you know you can do it on the platform then go for it. How else are you going to learn?Use this rule with some limitation, however. If you're really lacking the expertise or foundation in something, then unless you have tons of time to complete the project, then I wouldn't say yes. For example, I haven't personally done any 3d/openGL programming yet so I wouldn't say yes to a project that extensively uses it. OK, so I want the job, but how much do I charge?This part can be tricky. There is no set formula really, but I have some tips for pricing that will hopefully give you a better idea on how to confidently ask your price and have them accept. Here are some personal guidelinesHow much time do you have to complete the project? If it's shorter than average, then charge more. You can even make a subtle note about this (or not so subtle if they still don't get it.) If it seems too short of a time (i.e. near impossible to complete), be sure to say that. It looks bad to promise a time that you can't keep--and it makes it less likely for them to return to you for work.Your Hourly rate: How long have you been working in that language? Do you have existing projects to back you up? Or previous contacts that can vouch for your work? Are there very few people with your particular skill set? All of these things will lend themselves to setting an hourly rate. I'd also try out a quick google search of what your line of work is, to see what the industry standard is at that point in time.I wouldn't price too low, because you want to make your time worth it. You also want them to feel like they're paying for quality work (assuming you can deliver it :) ). Finally, think about your client. If it's a small business, then don't price it too high if you want the job. If it's an enterprise (like a Fortune company), then don't be afraid to price higher. They have the budget for it.Fixed price: If they want a fixed price project, then you need to think about how many hours it will take you to complete it and multiply it by the hourly rate you set for yourself. Then, honestly, I would add 10-20% on top of that. Why? Because nothing ever works exactly how you want it to. There are lots of times that something "trivial" is way harder than it should be, or something that "should work" doesn't for hours and it eats away at your hourly rate. I can't count the number of times I encountered a logical bug that took away an entire's day work because debuggers don't help in those cases. By adding that padding in, it's still OK to have those days where you don't get as much done as you want. And another useful tip: Depending on your client, and the scope, you most likely want to set that you both sign off on a specification sheet before doing any work, and that any changes will result in a re-evaulation of the price. This is to help protect you from being handed a huge new addition to the project half-way in, without any extra payment.Scope of project: Finally, is it a huge project? Is it really small/fast? This affects how much your client will be willing to pay. If it sounds big, they will be willing to pay more for it. If it seems really small, then you won't be able to get away with a large asking price (as easily).Ok, I priced it, now what?So now that you have the price, you want to make sure it feels justified to your client. I never set a price before I can really think about everything. For example, if you're still in your introduction phase, and they want a price, don't give one! Just comment that you will send them a proposal sheet with all the features outlined, and a price for everything. You don't want to shout out a low number and then deliver something that is way higher. You also don't want to shock them with a big number before they feel like they are getting a great product.Make up a proposal document in a word editor. Personally, I leave the price till the very end. Why? Because by the time they reach the end, you've already discussed all the great features you plan to implement, and how it's the best product they'll ever use, etc etc...so your price comes off as a steal! If you hit them up front with a price, they will read through the document with a negative bias. Think about those commercials on TV. They always go on about their product, then at the end, ask "What would you pay for something like this? $100? $50? How about $20!!". This is not by accident.Scenario: I finished the job way earlier than expectedYou have two options then. You can either polish the hell out of the application, and even throw in a few bonus features (assuming they are in-line with the customer's needs) or you can sit and wait on it until you near your deadline. Why don't you want to turn it in too early? Because you should treat that extra time as a surplus. If you said it is going to take you 3 weeks, and it took you only 1, you have a surplus of 2 weeks. I personally don't want to let them know that I can do a 3 week project in 1 week. Why not? Because that may not always be the case! I may later have a 3 week project that takes all 3 weeks, but if I set a precedent of delivering super early, then the pressure is on for that longer project. It also makes it harder to quote longer times if you keep delivering too early.Feel free to deliver early, but again, don't do it too early. They may also wonder why they paid you for 3 weeks of work if you're done in 1. They may further wonder if the product sucks, or what is wrong with it, if it's done so early, etc.I would just polish the application. Everyone loves polish in their applications. The smallest details are what make an application go from "functional" to "fantastic". And since you are still delivering on time, then they are still going to be very happy with you.Scenario: It's taking way too long to finish this, and the deadline is nearing/here!So this is not a fun scenario to be in, but it'll happen. Sometimes the scope of the project gets out of hand. The best policy here is OPENNESS/HONESTY. Tell them that the project is taking longer than expected, and give a reasonable time for when you think you'll have it done. I typically explain it in a way that makes it sound like it isn't something that I did wrong, but it's just something about the nature of the project. This really goes for any scenario, to be honest. Just continue to stay open and communicative about your progress. This doesn't mean that you should email them every five minutes (unless they want you to), but it does mean that maybe every few days or once a week, give them an update on where you're at, and what's next. They'll be happy to know they are paying for progress, and it'll make it easier to ask for an extension when something goes wrong, because they know that you've been working on it all along.Final tips and thoughts:In general, contract work is really fun and rewarding. It's nice to learn new things all the time, as mandated by the project ,and to challenge yourself to do things you may not have done before. The key is to build a great relationship with your clients for future work, and for recommendations. I am always very honest with them and I never promise something I can't deliver. Again, under promise, over deliver!I hope this has proved helpful!Cheers,samerpaul

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  • Why did Matz choose to make Strings mutable by default in Ruby?

    - by Seth Tisue
    It's the reverse of this question: http://stackoverflow.com/questions/93091/why-cant-strings-be-mutable-in-java-and-net Was this choice made in Ruby only because operations (appends and such) are efficient on mutable strings, or was there some other reason? (If it's only efficiency, that would seem peculiar, since the design of Ruby seems otherwise to not put a high premium on faciliating efficient implementation.)

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  • Deadlock in SQL Server 2005! Two real-time bulk upserts are fighting. WHY?

    - by skimania
    Here's the scenario: I've got a table called MarketDataCurrent (MDC) that has live updating stock prices. I've got one process called 'LiveFeed' which reads prices streaming from the wire, queues up inserts, and uses a 'bulk upload to temp table then insert/update to MDC table.' (BulkUpsert) I've got another process which then reads this data, computes other data, and then saves the results back into the same table, using a similar BulkUpsert stored proc. Thirdly, there are a multitude of users running a C# Gui polling the MDC table and reading updates from it. Now, during the day when the data is changing rapidly, things run pretty smoothly, but then, after market hours, we've recently started seeing an increasing number of Deadlock exceptions coming out of the database, nowadays we see 10-20 a day. The imporant thing to note here is that these happen when the values are NOT changing. Here's all the relevant info: Table Def: CREATE TABLE [dbo].[MarketDataCurrent]( [MDID] [int] NOT NULL, [LastUpdate] [datetime] NOT NULL, [Value] [float] NOT NULL, [Source] [varchar](20) NULL, CONSTRAINT [PK_MarketDataCurrent] PRIMARY KEY CLUSTERED ( [MDID] ASC )WITH (PAD_INDEX = OFF, STATISTICS_NORECOMPUTE = OFF, IGNORE_DUP_KEY = OFF, ALLOW_ROW_LOCKS = ON, ALLOW_PAGE_LOCKS = ON) ON [PRIMARY] ) ON [PRIMARY] - I've got a Sql Profiler Trace Running, catching the deadlocks, and here's what all the graphs look like. Process 258 is called the following 'BulkUpsert' stored proc, repeatedly, while 73 is calling the next one: ALTER proc [dbo].[MarketDataCurrent_BulkUpload] @updateTime datetime, @source varchar(10) as begin transaction update c with (rowlock) set LastUpdate = getdate(), Value = t.Value, Source = @source from MarketDataCurrent c INNER JOIN #MDTUP t ON c.MDID = t.mdid where c.lastUpdate < @updateTime and c.mdid not in (select mdid from MarketData where LiveFeedTicker is not null and PriceSource like 'LiveFeed.%') and c.value <> t.value insert into MarketDataCurrent with (rowlock) select MDID, getdate(), Value, @source from #MDTUP where mdid not in (select mdid from MarketDataCurrent with (nolock)) and mdid not in (select mdid from MarketData where LiveFeedTicker is not null and PriceSource like 'LiveFeed.%') commit And the other one: ALTER PROCEDURE [dbo].[MarketDataCurrent_LiveFeedUpload] AS begin transaction -- Update existing mdid UPDATE c WITH (ROWLOCK) SET LastUpdate = t.LastUpdate, Value = t.Value, Source = t.Source FROM MarketDataCurrent c INNER JOIN #TEMPTABLE2 t ON c.MDID = t.mdid; -- Insert new MDID INSERT INTO MarketDataCurrent with (ROWLOCK) SELECT * FROM #TEMPTABLE2 WHERE MDID NOT IN (SELECT MDID FROM MarketDataCurrent with (NOLOCK)) -- Clean up the temp table DELETE #TEMPTABLE2 commit To clarify, those Temp Tables are being created by the C# code on the same connection and are populated using the C# SqlBulkCopy class. To me it looks like it's deadlocking on the PK of the table, so I tried removing that PK and switching to a Unique Constraint instead but that increased the number of deadlocks 10-fold. I'm totally lost as to what to do about this situation and am open to just about any suggestion. HELP!! In response to the request for the XDL, here it is: <deadlock-list> <deadlock victim="processc19978"> <process-list> <process id="processaf0b68" taskpriority="0" logused="0" waitresource="KEY: 6:72057594090487808 (d900ed5a6cc6)" waittime="718" ownerId="1102128174" transactionname="user_transaction" lasttranstarted="2010-06-11T16:30:44.750" XDES="0xffffffff817f9a40" lockMode="U" schedulerid="3" kpid="8228" status="suspended" spid="73" sbid="0" ecid="0" priority="0" transcount="2" lastbatchstarted="2010-06-11T16:30:44.750" lastbatchcompleted="2010-06-11T16:30:44.750" clientapp=".Net SqlClient Data Provider" hostname="RISKAPPS_VM" hostpid="3836" loginname="RiskOpt" isolationlevel="read committed (2)" xactid="1102128174" currentdb="6" lockTimeout="4294967295" clientoption1="671088672" clientoption2="128056"> <executionStack> <frame procname="MKP_RISKDB.dbo.MarketDataCurrent_BulkUpload" line="28" stmtstart="1062" stmtend="1720" sqlhandle="0x03000600a28e5e4ef4fd8e00849d00000100000000000000"> UPDATE c WITH (ROWLOCK) SET LastUpdate = getdate(), Value = t.Value, Source = @source FROM MarketDataCurrent c INNER JOIN #MDTUP t ON c.MDID = t.mdid WHERE c.lastUpdate &lt; @updateTime and c.mdid not in (select mdid from MarketData where BloombergTicker is not null and PriceSource like &apos;Blbg.%&apos;) and c.value &lt;&gt; t.value </frame> <frame procname="adhoc" line="1" stmtstart="88" sqlhandle="0x01000600c1653d0598706ca7000000000000000000000000"> exec MarketDataCurrent_BulkUpload @clearBefore, @source </frame> <frame procname="unknown" line="1" sqlhandle="0x000000000000000000000000000000000000000000000000"> unknown </frame> </executionStack> <inputbuf> (@clearBefore datetime,@source nvarchar(10))exec MarketDataCurrent_BulkUpload @clearBefore, @source </inputbuf> </process> <process id="processc19978" taskpriority="0" logused="0" waitresource="KEY: 6:72057594090487808 (74008e31572b)" waittime="718" ownerId="1102128228" transactionname="user_transaction" lasttranstarted="2010-06-11T16:30:44.780" XDES="0x380be9d8" lockMode="U" schedulerid="5" kpid="8464" status="suspended" spid="248" sbid="0" ecid="0" priority="0" transcount="2" lastbatchstarted="2010-06-11T16:30:44.780" lastbatchcompleted="2010-06-11T16:30:44.780" clientapp=".Net SqlClient Data Provider" hostname="RISKBBG_VM" hostpid="4480" loginname="RiskOpt" isolationlevel="read committed (2)" xactid="1102128228" currentdb="6" lockTimeout="4294967295" clientoption1="671088672" clientoption2="128056"> <executionStack> <frame procname="MKP_RISKDB.dbo.MarketDataCurrentBlbgRtUpload" line="14" stmtstart="840" stmtend="1220" sqlhandle="0x03000600005f9d24c8878f00849d00000100000000000000"> UPDATE c WITH (ROWLOCK) SET LastUpdate = t.LastUpdate, Value = t.Value, Source = t.Source FROM MarketDataCurrent c INNER JOIN #TEMPTABLE2 t ON c.MDID = t.mdid; -- Insert new MDID </frame> <frame procname="adhoc" line="1" sqlhandle="0x010006004a58132228bf8d73000000000000000000000000"> MarketDataCurrentBlbgRtUpload </frame> </executionStack> <inputbuf> MarketDataCurrentBlbgRtUpload </inputbuf> </process> </process-list> <resource-list> <keylock hobtid="72057594090487808" dbid="6" objectname="MKP_RISKDB.dbo.MarketDataCurrent" indexname="PK_MarketDataCurrent" id="lock5ba77b00" mode="U" associatedObjectId="72057594090487808"> <owner-list> <owner id="processc19978" mode="U"/> </owner-list> <waiter-list> <waiter id="processaf0b68" mode="U" requestType="wait"/> </waiter-list> </keylock> <keylock hobtid="72057594090487808" dbid="6" objectname="MKP_RISKDB.dbo.MarketDataCurrent" indexname="PK_MarketDataCurrent" id="lock65dca340" mode="U" associatedObjectId="72057594090487808"> <owner-list> <owner id="processaf0b68" mode="U"/> </owner-list> <waiter-list> <waiter id="processc19978" mode="U" requestType="wait"/> </waiter-list> </keylock> </resource-list> </deadlock> </deadlock-list>

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  • Using arrays with other arrays in Python.

    - by Scott
    Trying to find an efficient way to extract all instances of items in an array out of another. For example array1 = ["abc", "def", "ghi", "jkl"] array2 = ["abc", "ghi", "456", "789"] Array 1 is an array of items that need to be extracted out of array 2. Thus, array 2 should be modified to ["456", "789"] I know how to do this, but no in an efficient manner.

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  • Should Python import statements always be at the top of a module?

    - by Adam J. Forster
    PEP 08 states: Imports are always put at the top of the file, just after any module comments and docstrings, and before module globals and constants. However if the class/method/function that I am importing is only used in rare cases, surely it is more efficient to do the import when it is needed? Isn't this: class SomeClass(object): def not_often_called(self) from datetime import datetime self.datetime = datetime.now() more efficient than this? from datetime import datetime class SomeClass(object): def not_often_called(self) self.datetime = datetime.now()

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  • C# SQL: What is the best way to implement a dynamic table?

    - by SirMoreno
    I want to allow the user to add columns to a table in the UI. The UI: Columns Name:__ Columns Type: Number/String/Date My Question is how to build the SQL tables and C# objects so the implementation will be efficient and scalable. My thought is to build two SQL tables: TBL 1 - ColumnsDefinition: ColId, ColName, ColType[Text] TBL 2 - ColumnsValues: RowId, ColId, Value [Text] I want the solution to be efficient in DB space, and I want to allow the user to sort the dynamic columns. I work on .NET 3.5 MSSQL 2008. Thanks.

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  • How to check for a dynamically created file in Java?

    - by Moev4
    I have an application where I need to check for a file which may be created dynamically during my execution, I will give up after some MAX time where the file has yet to show up. I wanted to know if there was a more efficient method in Java of checking for the file other than polling for it and then sleeping every X seconds? If not what would be the most efficient manner of doing this?

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  • How can I quickly sum all numbers in a file?

    - by Mark Roberts
    I have a file which contains several thousand numbers, each on it's own line: 34 42 11 6 2 99 ... I'm looking to write a script which will print the sum of all numbers in the file. I've got a solution, but it's not very efficient. (It takes several minutes to run.) I'm looking for a more efficient solution. Any suggestions?

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  • Implement a server that receives and processes client request(cassandra as backend), Python or C++?

    - by Mickey Shine
    I am planning to build an inverted index searching system with cassandra as its storage backend. But I need some guidances to build a highly efficient searching daemon server. I know a web server written in Python called tornado, my questions are: Is Python a good choice for developing such kind of app? Is Nginx(or Sphinx) a good example that I can look inside to learn its architecture to implement a highly efficient server? Anything else I should learn to do this? Thank you~

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  • Data structure for an ordered set with many defined subsets; retrieve subsets in same order

    - by Aaron
    I'm looking for an efficient way of storing an ordered list/set of items where: The order of items in the master set changes rapidly (subsets maintain the master set's order) Many subsets can be defined and retrieved The number of members in the master set grow rapidly Members are added to and removed from subsets frequently Must allow for somewhat efficient merging of any number of subsets Performance would ideally be biased toward retrieval of the first N items of any subset (or merged subset), and storage would be in-memory (and maybe eventually persistent on disk)

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  • script to sum all numbers in a file (linux)

    - by Mark Roberts
    I have a file which contains several thousand numbers, each on it's own line: 34 42 11 6 2 99 ... I'm looking to write a script which will print the sum of all numbers in the file. I've got a solution, but it's not very efficient. (It takes several minutes to run.) I'm looking for a more efficient solution. Any suggestions?

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  • Advantages of createElement over innerHTML?

    - by oninea
    In practice, what are the advantages of using createElement over innerHTML? I am asking because I'm convinced that using innerHTML is more efficient in terms of performance and code readability/maintainability but my teammates have settled on using createElement as the coding approach. I just wanna understand how createElement can be more efficient.

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  • Case Statements versus coded if statements

    - by Eric
    What is more efficient - handling with case statements in sql or handling the same data using if statements in code. I'm asking because my colleague has a huge query that has many case statements. I advised her to take stress off of the DB by coding the case statements. I've found that it is more efficient...but why?

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