Search Results

Search found 1146 results on 46 pages for 'completion'.

Page 24/46 | < Previous Page | 20 21 22 23 24 25 26 27 28 29 30 31  | Next Page >

  • Move already (i.e. not new) completed files in rtorrent

    - by Skippy le Grand Gourou
    I've been using rtorrent for a while with a single directory. Now I figured out it was possible to use different directories and even to move completed downloads elsewhere, so according to the rtorrent wiki I edited my .rtorrent.rc as follow : # Download directory directory = /Medias/torrents/ # Watching directories schedule = watch_directory_1,5,60,"load_start=/path/to/dl/dir1/*.torrent,d.set_custom1=/path/to/done/dir1" schedule = watch_directory_2,5,60,"load_start=/path/to/dl/dir2/*.torrent,d.set_custom1=/path/to/done/dir2" # On completion, move the torrent to the directory from custom1. system.method.set_key = event.download.finished,move_complete,"d.set_directory=$d.get_custom1= ;execute=mv,-u,$d.get_base_path=,$d.get_custom1=" It seems to work for new torrents. However I have a bunch of completed files I have already downloaded before to split directories, and for them it does not work : if I delete their file in the session directory, rtorrent will check the hash but won't move them, and if I move them by myself rtorrent won't see them and will try to redownload them. So how can I tell rtorrent either to move them or that they are in another directory ? Thanks.

    Read the article

  • What's the best way to copy deduplicated files onto a new Server 2012 drive?

    - by Screndib
    We have a deduplicated volume on a Windows Server 2012 machine that is approaching it's limits. It is a 1.3TB drive with ~10TB of duplicated data. We want to copy all of this data onto a larger 4TB drive. What is the best way to perform this copy such that we only copy the 1.3TB of deduplicated data instead of unpacking the entire 10TB and repacking it on the other end? edit: I attempted a standard explorer file copy and a Copy-Item but neither appeared to be dedup-aware. I didn't run either to completion however so I can't say this is the case for sure.

    Read the article

  • Ubuntu server 9.10 freezes up after ~10 minutes - unconventional

    - by L33tCh
    There is a topic by essentially the same name, but my answer leads to another question which I would like answered so... My case is as follows: I connect through SSH to my server... no problems for many months on Ubuntu Server 9.04. Eventually I decided to updgrade and straight away I get the 10 minutes freeze problem. I went through all the possible fixes (many can be found here but my quick fix, the only that worked, leaves me with no real answer as to why and how to properly correct it... As ridiculous as it sounds... while I leave a keyboard plugged in... it runs without flaw. Can anyone make sense of this? For the sake of completeness, (although none of the following made any difference upon subsequent completion), some of the permanent changes I have made while trying to correct the issue are: replacing samba config file with 9.04 backup, booting with noapic and modifying sysctl.conf, just uncommenting additional settings for enhanced security.

    Read the article

  • Automated monitoring of a remote system that sends email alerts.

    - by user23105
    I need to monitor a remote system where the only access I have is that I can subscribe to email alerts of completed/failed jobs. I would like a system that can monitor these emails and provide an SMS or other alert when: An email indicates failure. A process that was expected to complete by a given time has not. A process that was expected to complete N minutes after completion of another process has not completed. Are there any existing tools that allow this? I'd consider any option - SaaS, open-source, COTS, as long as I don't have to write it myself! Cheers, Blake

    Read the article

  • CTRL-X not showing the bottom menu (compatible/nocompatible issue)

    - by simendsjo
    I'm having some strange behavior in vim. When I press C-X in insert-mode, I see ^X flashing quickly in the bottom right, but I don't get the menu at the bottom. The keybindings seems to work just find anyway: C-X C-L gives me line completion. I've managed to find out how to "fix" this, but it just doesn't seem right.. set compatible? echoes nocompatible. If I set it to compatible and then back to nocompatible, everything works. Trying the following at the end of my .vimrc doesn't help, and then I get some warnings from scripts. Any idea what's causing this and how I can fix this?

    Read the article

  • Spring.Data.NHibernate12:::Application not closing database connection(Getting max connection pool

    - by anupam3m
    Even after successful transaction.Application connection with the database persist.in Nhibernate log it shows Nhibernate Log 2010-05-21 14:45:08,428 [Worker] [0] DEBUG NHibernate.Impl.SessionImpl [(null)] <(null) - executing flush 2010-05-21 14:45:08,428 [Worker] [0] DEBUG NHibernate.Impl.ConnectionManager [(null)] < (null) - registering flush begin 2010-05-21 14:45:08,428 [Worker] [0] DEBUG NHibernate.Impl.ConnectionManager [(null)] < (null) - registering flush end 2010-05-21 14:45:08,428 [Worker] [0] DEBUG NHibernate.Impl.SessionImpl [(null)] <(null) - post flush 2010-05-21 14:45:08,428 [Worker] [0] DEBUG NHibernate.Impl.SessionImpl [(null)] <(null) - before transaction completion 2010-05-21 14:45:08,428 [Worker] [0] DEBUG NHibernate.Impl.ConnectionManager [(null)] < (null) - aggressively releasing database connection 2010-05-21 14:45:08,428 [Worker] [0] DEBUG NHibernate.Connection.ConnectionProvider [(null)] <(null) - Closing connection 2010-05-21 14:45:08,428 [Worker] [0] DEBUG NHibernate.Impl.SessionImpl [(null)] <(null) - transaction completion 2010-05-21 14:45:08,428 [Worker] [0] DEBUG NHibernate.Transaction.AdoTransaction [(null)] < (null) - running AdoTransaction.Dispose() 2010-05-21 14:45:08,428 [Worker] [0] DEBUG NHibernate.Impl.SessionImpl [(null)] <(null) - closing session 2010-05-21 14:45:08,428 [Worker] [0] DEBUG NHibernate.Impl.BatcherImpl [(null)] <(null) - running BatcherImpl.Dispose(true) Underneath given is my dataconfiguration file < ?xml version="1.0" encoding="utf-8" ? < objects xmlns="http://www.springframework.net" xmlns:db="http://www.springframework.net/database" xmlns:tx="http://www.springframework.net/tx"> <property name="CacheSettings" ref="CacheSettings"/> type="Risco.Rsp.Ac.AMAC.CacheMgmt.Utilities.UpdateEntityCacheHelper, Risco.Rsp.Ac.AMAC.CacheMgmt.Utilities" singleton="false"/ < object type="Spring.Objects.Factory.Config.PropertyPlaceholderConfigurer, Spring.Core" < property name="ConfigSections" value="databaseSettings"/ < db:provider id="AMACDbProvider" provider="OracleClient-2.0" connectionString="Data Source=RISCODEVDB;User ID=amacdevuser; Password=amacuser1234;"/> < object id="NHibernateSessionFactory" type="Spring.Data.NHibernate.LocalSessionFactoryObject,Spring.Data.NHibernate12" < property name="DbProvider" ref="AMACDbProvider"/ <value> Risco.Rsp.Ac.AMAC.CacheMappings</value> </property> <dictionary> < entry key="hibernate.connection.provider" value="NHibernate.Connection.DriverConnectionProvider" /> <entry key="hibernate.dialect" value="NHibernate.Dialect.Oracle9Dialect"/ value="NHibernate.Driver.OracleClientDriver"/ singleton="false" <property name="SessionFactory" ref="NHibernateSessionFactory" /> <property name="TemplateFlushMode" value="Auto" /> <property name="CacheQueries" value="true" /> <property name="EntityInterceptor" ref="AuditLogger"/> type="Spring.Data.NHibernate.HibernateTransactionManager, >Spring.Data.NHibernate12"> <property name="DbProvider" ref="AMACDbProvider"/> <property name="SessionFactory" ref="NHibernateSessionFactory"/> <property name="EntityInterceptor" ref="AuditLogger"/> type="Spring.Transaction.Interceptor.TransactionProxyFactoryObject,Spring.Data" <property name="PlatformTransactionManager" ref="transactionManager"/> <property name="Target" ref="EventPubSubDAO"/> <property name="TransactionAttributes"> <name-values> <add key="Save*" value="PROPAGATION_REQUIRES_NEW"/> <add key="Delete*" value="PROPAGATION_REQUIRED"/> </name-values> </property> type="Risco.Rsp.Ac.AMAC.DAO.EventPubSubMgmt.EventPubSubDAO, Risco.Rsp.Ac.AMAC.DAO.EventPubSubMgmt" < /object < tx:attribute-driven/ < /objects Please help me out with this issue.Thanks

    Read the article

  • Hidden UIView Orientation Change / Layout problems

    - by gargantaun
    The Problem: I have two View Controllers loaded into a root View Controller. Both sub view layouts respond to orientation changes. I switch between the two views using [UIView transformationFromView:...]. Both sub views work fine on their own, but if... Views are swapped Orientation Changes Views are swapped again the View that was previously hidden has serious layout problems. The more I repeat these steps the worse the problem gets. Implementation Details I have three viewsControllers. MyAppViewController A_ViewController B_ViewController A & B ViewControllers have a background image each, and a UIWebView and an AQGridView respectively. To give you an example of how i'm setting it all up, here's the loadView method for A_ViewController... - (void)loadView { [super loadView]; // background image // Should fill the screen and resize on orientation changes UIImageView *bg = [[UIImageView alloc] initWithFrame:self.view.bounds]; bg.contentMode = UIViewContentModeCenter; bg.autoresizingMask = UIViewAutoresizingFlexibleHeight | UIViewAutoresizingFlexibleWidth; bg.image = [UIImage imageNamed:@"fuzzyhalo.png"]; [self.view addSubview:bg]; // frame for webView // Should have a margin of 34 on all sides and resize on orientation changes CGRect webFrame = self.view.bounds; webFrame.origin.x = 34; webFrame.origin.y = 34; webFrame.size.width = webFrame.size.width - 68; webFrame.size.height = webFrame.size.height - 68; projectView = [[UIWebView alloc] initWithFrame:webFrame]; projectView.autoresizingMask = UIViewAutoresizingFlexibleHeight | UIViewAutoresizingFlexibleWidth; [self.view addSubview:projectView]; } For the sake of brevity, the AQGridView in B_ViewController is set up pretty much the same way. Now both these views work fine on their own. However, I use both of them in the AppViewController like this... - (void)loadView { [super loadView]; self.view.autoresizesSubviews = YES; [self setWantsFullScreenLayout:YES]; webView = [[WebProjectViewController alloc] init]; [self.view addSubview:webView.view]; mainMenu = [[GridViewController alloc] init]; [self.view addSubview:mainMenu.view]; activeView = mainMenu; [[NSNotificationCenter defaultCenter] addObserver:self selector:@selector(switchViews:) name:SWAPVIEWS object:nil]; } and I switch betweem the two views using my own switchView method like this - (void) switchViews:(NSNotification*)aNotification; { NSString *type = [aNotification object]; if ([type isEqualToString:MAINMENU]){ [UIView transitionFromView:activeView.view toView:mainMenu.view duration:0.75 options:UIViewAnimationOptionTransitionFlipFromRight completion:nil]; activeView = mainMenu; } if ([type isEqualToString:WEBVIEW]) { [UIView transitionFromView:activeView.view toView:webView.view duration:0.75 options:UIViewAnimationOptionTransitionFlipFromLeft completion:nil]; activeView = webView; } // These don't seem to do anything //[mainMenu.view setNeedsLayout]; //[webView.view setNeedsLayout]; } I'm fumbling my way through this, and I suspect a lot of what i've done is implemented incorrectly so please feel free to point out anything that should be done differently, I need the input. But my primary concern is to understand what's causing the layout problems. Here's two images which illustrate the nature of the layout issues... UPDATE: I just noticed that when the orientation is landscape, the transition flips vertically, when I would expect it to be horizontal. I don't know wether that's a clue as to what might be going wrong. Switch to the other view... change orientation.... switch back....

    Read the article

  • Disabling checkboxes based on selection of another checkbox in jquery

    - by Prady
    Hi, I want to disable a set of checkbox based on selection of one textbox and enable the disabled ones if the checkbox is unchecked. In the code below. If someone checks the checkbox for project cost under change this parameter then checkbox for project cost under Generate simulated value for this param should be disabled and all the checkboxes under change this parameter should be disabled except for checked one. Similarly this should be done each parameter like Project cost,avg hours,Project completion date, hourly rate etc. One way i could think of was of on the click function disable each checkbox by the id. Is there a better way of doing it? <table> <tr> <td></td> <td></td> <td>Change this parameter</td> <td>Generate simulated value for this param</td> </tr> <tr> <td>Project cost</td> <td><input type ="text" id ="pc"/></td> <td><input class="change" type="checkbox" name="chkBox" id="chkBox"></input></td> <td><input class="sim" type="checkbox" name="chkBox1" id="chkBox1"></input></td> </tr> <tr> <td>Avg hours</td> <td><input type ="text" id ="avghrs"/></td> <td><input class="change" type="checkbox" name="chkBoxa" id="chkBoxa"></input></td> <td><input class="sim" type="checkbox" name="chkBox1a" id="chkBox1a"></input></td> </tr> <tr> <td>Project completion date</td> <td><input type ="text" id ="cd"/></td> <td><input class="change" type="checkbox" name="chkBoxb" id="chkBoxb"></input></td> <td><input class="sim" type="checkbox" name="chkBox1b" id="chkBox1b"></input></td> </tr> <tr> <td>Hourly rate</td> <td><input type ="text" id ="hr"/></td> <td><input class="change" type="checkbox" name="chkBoxc" id="chkBoxc"></input></td> <td><input class="sim" type="checkbox" name="chkBox1c" id="chkBox1c"></input></td> </tr> </table> Thanks Prady

    Read the article

  • Comments syntax for Idoc Script

    - by kyle.hatlestad
    Maybe this is widely known and I'm late to the party, but I just ran across the syntax for making comments in Idoc Script. It's been something I've been hoping to see for a long time. And it looks like it quietly snuck into the 10gR3 release. So for comments in Idoc Script, you simply [[% surround your comments in these symbols. %]] They can be on the same line or span multiple lines. If you look in the documentation, it still mentions making comments using the syntax. Well, that's certainly not an ideal approach. You're stuffing your comment into an actual variable, it's taking up memory, and you have to watch double-quotes in your comment. A perhaps better way in the old method is to start with my comments . Still not great, but now you're not assigning something to a variable and worrying about quotes. Unfortunately, this syntax only works in places that use the Idoc format. It can't be used in Idoc files that get indexed (.hcsp & .hcsf) and use the <!--$...--> format. For those, you'll need to continue using the older methods. While on the topic, I thought I would highlight a great plug-in to Notepad++ that Arnoud Koot here at Oracle wrote for Idoc Script. It does script highlighting as well as type-ahead/auto-completion for common variables, functions, and services. For some reason, I can never seem to remember if it's DOC_INFO_LATESTRELEASE or DOC_INFO_LATEST_RELEASE, so this certainly comes in handy. I've updated his plug-in to use this new comments syntax. You can download a copy of the plug-in here which includes installation instructions.

    Read the article

  • Is there a Telecommunications Reference Architecture?

    - by raul.goycoolea
    @font-face { font-family: "Arial"; }@font-face { font-family: "Courier New"; }@font-face { font-family: "Wingdings"; }@font-face { font-family: "Cambria"; }p.MsoNormal, li.MsoNormal, div.MsoNormal { margin: 0cm 0cm 0.0001pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoListParagraph, li.MsoListParagraph, div.MsoListParagraph { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoListParagraphCxSpFirst, li.MsoListParagraphCxSpFirst, div.MsoListParagraphCxSpFirst { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoListParagraphCxSpMiddle, li.MsoListParagraphCxSpMiddle, div.MsoListParagraphCxSpMiddle { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoListParagraphCxSpLast, li.MsoListParagraphCxSpLast, div.MsoListParagraphCxSpLast { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }div.Section1 { page: Section1; }ol { margin-bottom: 0cm; }ul { margin-bottom: 0cm; } Abstract   Reference architecture provides needed architectural information that can be provided in advance to an enterprise to enable consistent architectural best practices. Enterprise Reference Architecture helps business owners to actualize their strategies, vision, objectives, and principles. It evaluates the IT systems, based on Reference Architecture goals, principles, and standards. It helps to reduce IT costs by increasing functionality, availability, scalability, etc. Telecom Reference Architecture provides customers with the flexibility to view bundled service bills online with the provision of multiple services. It provides real-time, flexible billing and charging systems, to handle complex promotions, discounts, and settlements with multiple parties. This paper attempts to describe the Reference Architecture for the Telecom Enterprises. It lays the foundation for a Telecom Reference Architecture by articulating the requirements, drivers, and pitfalls for telecom service providers. It describes generic reference architecture for telecom enterprises and moves on to explain how to achieve Enterprise Reference Architecture by using SOA.   Introduction   A Reference Architecture provides a methodology, set of practices, template, and standards based on a set of successful solutions implemented earlier. These solutions have been generalized and structured for the depiction of both a logical and a physical architecture, based on the harvesting of a set of patterns that describe observations in a number of successful implementations. It helps as a reference for the various architectures that an enterprise can implement to solve various problems. It can be used as the starting point or the point of comparisons for various departments/business entities of a company, or for the various companies for an enterprise. It provides multiple views for multiple stakeholders.   Major artifacts of the Enterprise Reference Architecture are methodologies, standards, metadata, documents, design patterns, etc.   Purpose of Reference Architecture   In most cases, architects spend a lot of time researching, investigating, defining, and re-arguing architectural decisions. It is like reinventing the wheel as their peers in other organizations or even the same organization have already spent a lot of time and effort defining their own architectural practices. This prevents an organization from learning from its own experiences and applying that knowledge for increased effectiveness.   Reference architecture provides missing architectural information that can be provided in advance to project team members to enable consistent architectural best practices.   Enterprise Reference Architecture helps an enterprise to achieve the following at the abstract level:   ·       Reference architecture is more of a communication channel to an enterprise ·       Helps the business owners to accommodate to their strategies, vision, objectives, and principles. ·       Evaluates the IT systems based on Reference Architecture Principles ·       Reduces IT spending through increasing functionality, availability, scalability, etc ·       A Real-time Integration Model helps to reduce the latency of the data updates Is used to define a single source of Information ·       Provides a clear view on how to manage information and security ·       Defines the policy around the data ownership, product boundaries, etc. ·       Helps with cost optimization across project and solution portfolios by eliminating unused or duplicate investments and assets ·       Has a shorter implementation time and cost   Once the reference architecture is in place, the set of architectural principles, standards, reference models, and best practices ensure that the aligned investments have the greatest possible likelihood of success in both the near term and the long term (TCO).     Common pitfalls for Telecom Service Providers   Telecom Reference Architecture serves as the first step towards maturity for a telecom service provider. During the course of our assignments/experiences with telecom players, we have come across the following observations – Some of these indicate a lack of maturity of the telecom service provider:   ·       In markets that are growing and not so mature, it has been observed that telcos have a significant amount of in-house or home-grown applications. In some of these markets, the growth has been so rapid that IT has been unable to cope with business demands. Telcos have shown a tendency to come up with workarounds in their IT applications so as to meet business needs. ·       Even for core functions like provisioning or mediation, some telcos have tried to manage with home-grown applications. ·       Most of the applications do not have the required scalability or maintainability to sustain growth in volumes or functionality. ·       Applications face interoperability issues with other applications in the operator's landscape. Integrating a new application or network element requires considerable effort on the part of the other applications. ·       Application boundaries are not clear, and functionality that is not in the initial scope of that application gets pushed onto it. This results in the development of the multiple, small applications without proper boundaries. ·       Usage of Legacy OSS/BSS systems, poor Integration across Multiple COTS Products and Internal Systems. Most of the Integrations are developed on ad-hoc basis and Point-to-Point Integration. ·       Redundancy of the business functions in different applications • Fragmented data across the different applications and no integrated view of the strategic data • Lot of performance Issues due to the usage of the complex integration across OSS and BSS systems   However, this is where the maturity of the telecom industry as a whole can be of help. The collaborative efforts of telcos to overcome some of these problems have resulted in bodies like the TM Forum. They have come up with frameworks for business processes, data, applications, and technology for telecom service providers. These could be a good starting point for telcos to clean up their enterprise landscape.   Industry Trends in Telecom Reference Architecture   Telecom reference architectures are evolving rapidly because telcos are facing business and IT challenges.   “The reality is that there probably is no killer application, no silver bullet that the telcos can latch onto to carry them into a 21st Century.... Instead, there are probably hundreds – perhaps thousands – of niche applications.... And the only way to find which of these works for you is to try out lots of them, ramp up the ones that work, and discontinue the ones that fail.” – Martin Creaner President & CTO TM Forum.   The following trends have been observed in telecom reference architecture:   ·       Transformation of business structures to align with customer requirements ·       Adoption of more Internet-like technical architectures. The Web 2.0 concept is increasingly being used. ·       Virtualization of the traditional operations support system (OSS) ·       Adoption of SOA to support development of IP-based services ·       Adoption of frameworks like Service Delivery Platforms (SDPs) and IP Multimedia Subsystem ·       (IMS) to enable seamless deployment of various services over fixed and mobile networks ·       Replacement of in-house, customized, and stove-piped OSS/BSS with standards-based COTS products ·       Compliance with industry standards and frameworks like eTOM, SID, and TAM to enable seamless integration with other standards-based products   Drivers of Reference Architecture   The drivers of the Reference Architecture are Reference Architecture Goals, Principles, and Enterprise Vision and Telecom Transformation. The details are depicted below diagram. @font-face { font-family: "Cambria"; }p.MsoNormal, li.MsoNormal, div.MsoNormal { margin: 0cm 0cm 0.0001pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoCaption, li.MsoCaption, div.MsoCaption { margin: 0cm 0cm 10pt; font-size: 9pt; font-family: "Times New Roman"; color: rgb(79, 129, 189); font-weight: bold; }div.Section1 { page: Section1; } Figure 1. Drivers for Reference Architecture @font-face { font-family: "Arial"; }@font-face { font-family: "Courier New"; }@font-face { font-family: "Wingdings"; }@font-face { font-family: "Cambria"; }p.MsoNormal, li.MsoNormal, div.MsoNormal { margin: 0cm 0cm 0.0001pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoListParagraph, li.MsoListParagraph, div.MsoListParagraph { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoListParagraphCxSpFirst, li.MsoListParagraphCxSpFirst, div.MsoListParagraphCxSpFirst { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoListParagraphCxSpMiddle, li.MsoListParagraphCxSpMiddle, div.MsoListParagraphCxSpMiddle { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoListParagraphCxSpLast, li.MsoListParagraphCxSpLast, div.MsoListParagraphCxSpLast { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }div.Section1 { page: Section1; }ol { margin-bottom: 0cm; }ul { margin-bottom: 0cm; } Today’s telecom reference architectures should seamlessly integrate traditional legacy-based applications and transition to next-generation network technologies (e.g., IP multimedia subsystems). This has resulted in new requirements for flexible, real-time billing and OSS/BSS systems and implications on the service provider’s organizational requirements and structure.   Telecom reference architectures are today expected to:   ·       Integrate voice, messaging, email and other VAS over fixed and mobile networks, back end systems ·       Be able to provision multiple services and service bundles • Deliver converged voice, video and data services ·       Leverage the existing Network Infrastructure ·       Provide real-time, flexible billing and charging systems to handle complex promotions, discounts, and settlements with multiple parties. ·       Support charging of advanced data services such as VoIP, On-Demand, Services (e.g.  Video), IMS/SIP Services, Mobile Money, Content Services and IPTV. ·       Help in faster deployment of new services • Serve as an effective platform for collaboration between network IT and business organizations ·       Harness the potential of converging technology, networks, devices and content to develop multimedia services and solutions of ever-increasing sophistication on a single Internet Protocol (IP) ·       Ensure better service delivery and zero revenue leakage through real-time balance and credit management ·       Lower operating costs to drive profitability   Enterprise Reference Architecture   The Enterprise Reference Architecture (RA) fills the gap between the concepts and vocabulary defined by the reference model and the implementation. Reference architecture provides detailed architectural information in a common format such that solutions can be repeatedly designed and deployed in a consistent, high-quality, supportable fashion. This paper attempts to describe the Reference Architecture for the Telecom Application Usage and how to achieve the Enterprise Level Reference Architecture using SOA.   • Telecom Reference Architecture • Enterprise SOA based Reference Architecture   Telecom Reference Architecture   Tele Management Forum’s New Generation Operations Systems and Software (NGOSS) is an architectural framework for organizing, integrating, and implementing telecom systems. NGOSS is a component-based framework consisting of the following elements:   ·       The enhanced Telecom Operations Map (eTOM) is a business process framework. ·       The Shared Information Data (SID) model provides a comprehensive information framework that may be specialized for the needs of a particular organization. ·       The Telecom Application Map (TAM) is an application framework to depict the functional footprint of applications, relative to the horizontal processes within eTOM. ·       The Technology Neutral Architecture (TNA) is an integrated framework. TNA is an architecture that is sustainable through technology changes.   NGOSS Architecture Standards are:   ·       Centralized data ·       Loosely coupled distributed systems ·       Application components/re-use  ·       A technology-neutral system framework with technology specific implementations ·       Interoperability to service provider data/processes ·       Allows more re-use of business components across multiple business scenarios ·       Workflow automation   The traditional operator systems architecture consists of four layers,   ·       Business Support System (BSS) layer, with focus toward customers and business partners. Manages order, subscriber, pricing, rating, and billing information. ·       Operations Support System (OSS) layer, built around product, service, and resource inventories. ·       Networks layer – consists of Network elements and 3rd Party Systems. ·       Integration Layer – to maximize application communication and overall solution flexibility.   Reference architecture for telecom enterprises is depicted below. @font-face { font-family: "Arial"; }@font-face { font-family: "Courier New"; }@font-face { font-family: "Wingdings"; }@font-face { font-family: "Cambria"; }p.MsoNormal, li.MsoNormal, div.MsoNormal { margin: 0cm 0cm 0.0001pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoCaption, li.MsoCaption, div.MsoCaption { margin: 0cm 0cm 10pt; font-size: 9pt; font-family: "Times New Roman"; color: rgb(79, 129, 189); font-weight: bold; }p.MsoListParagraph, li.MsoListParagraph, div.MsoListParagraph { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoListParagraphCxSpFirst, li.MsoListParagraphCxSpFirst, div.MsoListParagraphCxSpFirst { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoListParagraphCxSpMiddle, li.MsoListParagraphCxSpMiddle, div.MsoListParagraphCxSpMiddle { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoListParagraphCxSpLast, li.MsoListParagraphCxSpLast, div.MsoListParagraphCxSpLast { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }div.Section1 { page: Section1; }ol { margin-bottom: 0cm; }ul { margin-bottom: 0cm; } Figure 2. Telecom Reference Architecture   The major building blocks of any Telecom Service Provider architecture are as follows:   1. Customer Relationship Management   CRM encompasses the end-to-end lifecycle of the customer: customer initiation/acquisition, sales, ordering, and service activation, customer care and support, proactive campaigns, cross sell/up sell, and retention/loyalty.   CRM also includes the collection of customer information and its application to personalize, customize, and integrate delivery of service to a customer, as well as to identify opportunities for increasing the value of the customer to the enterprise.   The key functionalities related to Customer Relationship Management are   ·       Manage the end-to-end lifecycle of a customer request for products. ·       Create and manage customer profiles. ·       Manage all interactions with customers – inquiries, requests, and responses. ·       Provide updates to Billing and other south bound systems on customer/account related updates such as customer/ account creation, deletion, modification, request bills, final bill, duplicate bills, credit limits through Middleware. ·       Work with Order Management System, Product, and Service Management components within CRM. ·       Manage customer preferences – Involve all the touch points and channels to the customer, including contact center, retail stores, dealers, self service, and field service, as well as via any media (phone, face to face, web, mobile device, chat, email, SMS, mail, the customer's bill, etc.). ·       Support single interface for customer contact details, preferences, account details, offers, customer premise equipment, bill details, bill cycle details, and customer interactions.   CRM applications interact with customers through customer touch points like portals, point-of-sale terminals, interactive voice response systems, etc. The requests by customers are sent via fulfillment/provisioning to billing system for ordering processing.   2. Billing and Revenue Management   Billing and Revenue Management handles the collection of appropriate usage records and production of timely and accurate bills – for providing pre-bill usage information and billing to customers; for processing their payments; and for performing payment collections. In addition, it handles customer inquiries about bills, provides billing inquiry status, and is responsible for resolving billing problems to the customer's satisfaction in a timely manner. This process grouping also supports prepayment for services.   The key functionalities provided by these applications are   ·       To ensure that enterprise revenue is billed and invoices delivered appropriately to customers. ·       To manage customers’ billing accounts, process their payments, perform payment collections, and monitor the status of the account balance. ·       To ensure the timely and effective fulfillment of all customer bill inquiries and complaints. ·       Collect the usage records from mediation and ensure appropriate rating and discounting of all usage and pricing. ·       Support revenue sharing; split charging where usage is guided to an account different from the service consumer. ·       Support prepaid and post-paid rating. ·       Send notification on approach / exceeding the usage thresholds as enforced by the subscribed offer, and / or as setup by the customer. ·       Support prepaid, post paid, and hybrid (where some services are prepaid and the rest of the services post paid) customers and conversion from post paid to prepaid, and vice versa. ·       Support different billing function requirements like charge prorating, promotion, discount, adjustment, waiver, write-off, account receivable, GL Interface, late payment fee, credit control, dunning, account or service suspension, re-activation, expiry, termination, contract violation penalty, etc. ·       Initiate direct debit to collect payment against an invoice outstanding. ·       Send notification to Middleware on different events; for example, payment receipt, pre-suspension, threshold exceed, etc.   Billing systems typically get usage data from mediation systems for rating and billing. They get provisioning requests from order management systems and inquiries from CRM systems. Convergent and real-time billing systems can directly get usage details from network elements.   3. Mediation   Mediation systems transform/translate the Raw or Native Usage Data Records into a general format that is acceptable to billing for their rating purposes.   The following lists the high-level roles and responsibilities executed by the Mediation system in the end-to-end solution.   ·       Collect Usage Data Records from different data sources – like network elements, routers, servers – via different protocol and interfaces. ·       Process Usage Data Records – Mediation will process Usage Data Records as per the source format. ·       Validate Usage Data Records from each source. ·       Segregates Usage Data Records coming from each source to multiple, based on the segregation requirement of end Application. ·       Aggregates Usage Data Records based on the aggregation rule if any from different sources. ·       Consolidates multiple Usage Data Records from each source. ·       Delivers formatted Usage Data Records to different end application like Billing, Interconnect, Fraud Management, etc. ·       Generates audit trail for incoming Usage Data Records and keeps track of all the Usage Data Records at various stages of mediation process. ·       Checks duplicate Usage Data Records across files for a given time window.   4. Fulfillment   This area is responsible for providing customers with their requested products in a timely and correct manner. It translates the customer's business or personal need into a solution that can be delivered using the specific products in the enterprise's portfolio. This process informs the customers of the status of their purchase order, and ensures completion on time, as well as ensuring a delighted customer. These processes are responsible for accepting and issuing orders. They deal with pre-order feasibility determination, credit authorization, order issuance, order status and tracking, customer update on customer order activities, and customer notification on order completion. Order management and provisioning applications fall into this category.   The key functionalities provided by these applications are   ·       Issuing new customer orders, modifying open customer orders, or canceling open customer orders; ·       Verifying whether specific non-standard offerings sought by customers are feasible and supportable; ·       Checking the credit worthiness of customers as part of the customer order process; ·       Testing the completed offering to ensure it is working correctly; ·       Updating of the Customer Inventory Database to reflect that the specific product offering has been allocated, modified, or cancelled; ·       Assigning and tracking customer provisioning activities; ·       Managing customer provisioning jeopardy conditions; and ·       Reporting progress on customer orders and other processes to customer.   These applications typically get orders from CRM systems. They interact with network elements and billing systems for fulfillment of orders.   5. Enterprise Management   This process area includes those processes that manage enterprise-wide activities and needs, or have application within the enterprise as a whole. They encompass all business management processes that   ·       Are necessary to support the whole of the enterprise, including processes for financial management, legal management, regulatory management, process, cost, and quality management, etc.;   ·       Are responsible for setting corporate policies, strategies, and directions, and for providing guidelines and targets for the whole of the business, including strategy development and planning for areas, such as Enterprise Architecture, that are integral to the direction and development of the business;   ·       Occur throughout the enterprise, including processes for project management, performance assessments, cost assessments, etc.     (i) Enterprise Risk Management:   Enterprise Risk Management focuses on assuring that risks and threats to the enterprise value and/or reputation are identified, and appropriate controls are in place to minimize or eliminate the identified risks. The identified risks may be physical or logical/virtual. Successful risk management ensures that the enterprise can support its mission critical operations, processes, applications, and communications in the face of serious incidents such as security threats/violations and fraud attempts. Two key areas covered in Risk Management by telecom operators are:   ·       Revenue Assurance: Revenue assurance system will be responsible for identifying revenue loss scenarios across components/systems, and will help in rectifying the problems. The following lists the high-level roles and responsibilities executed by the Revenue Assurance system in the end-to-end solution. o   Identify all usage information dropped when networks are being upgraded. o   Interconnect bill verification. o   Identify where services are routinely provisioned but never billed. o   Identify poor sales policies that are intensifying collections problems. o   Find leakage where usage is sent to error bucket and never billed for. o   Find leakage where field service, CRM, and network build-out are not optimized.   ·       Fraud Management: Involves collecting data from different systems to identify abnormalities in traffic patterns, usage patterns, and subscription patterns to report suspicious activity that might suggest fraudulent usage of resources, resulting in revenue losses to the operator.   The key roles and responsibilities of the system component are as follows:   o   Fraud management system will capture and monitor high usage (over a certain threshold) in terms of duration, value, and number of calls for each subscriber. The threshold for each subscriber is decided by the system and fixed automatically. o   Fraud management will be able to detect the unauthorized access to services for certain subscribers. These subscribers may have been provided unauthorized services by employees. The component will raise the alert to the operator the very first time of such illegal calls or calls which are not billed. o   The solution will be to have an alarm management system that will deliver alarms to the operator/provider whenever it detects a fraud, thus minimizing fraud by catching it the first time it occurs. o   The Fraud Management system will be capable of interfacing with switches, mediation systems, and billing systems   (ii) Knowledge Management   This process focuses on knowledge management, technology research within the enterprise, and the evaluation of potential technology acquisitions.   Key responsibilities of knowledge base management are to   ·       Maintain knowledge base – Creation and updating of knowledge base on ongoing basis. ·       Search knowledge base – Search of knowledge base on keywords or category browse ·       Maintain metadata – Management of metadata on knowledge base to ensure effective management and search. ·       Run report generator. ·       Provide content – Add content to the knowledge base, e.g., user guides, operational manual, etc.   (iii) Document Management   It focuses on maintaining a repository of all electronic documents or images of paper documents relevant to the enterprise using a system.   (iv) Data Management   It manages data as a valuable resource for any enterprise. For telecom enterprises, the typical areas covered are Master Data Management, Data Warehousing, and Business Intelligence. It is also responsible for data governance, security, quality, and database management.   Key responsibilities of Data Management are   ·       Using ETL, extract the data from CRM, Billing, web content, ERP, campaign management, financial, network operations, asset management info, customer contact data, customer measures, benchmarks, process data, e.g., process inputs, outputs, and measures, into Enterprise Data Warehouse. ·       Management of data traceability with source, data related business rules/decisions, data quality, data cleansing data reconciliation, competitors data – storage for all the enterprise data (customer profiles, products, offers, revenues, etc.) ·       Get online update through night time replication or physical backup process at regular frequency. ·       Provide the data access to business intelligence and other systems for their analysis, report generation, and use.   (v) Business Intelligence   It uses the Enterprise Data to provide the various analysis and reports that contain prospects and analytics for customer retention, acquisition of new customers due to the offers, and SLAs. It will generate right and optimized plans – bolt-ons for the customers.   The following lists the high-level roles and responsibilities executed by the Business Intelligence system at the Enterprise Level:   ·       It will do Pattern analysis and reports problem. ·       It will do Data Analysis – Statistical analysis, data profiling, affinity analysis of data, customer segment wise usage patterns on offers, products, service and revenue generation against services and customer segments. ·       It will do Performance (business, system, and forecast) analysis, churn propensity, response time, and SLAs analysis. ·       It will support for online and offline analysis, and report drill down capability. ·       It will collect, store, and report various SLA data. ·       It will provide the necessary intelligence for marketing and working on campaigns, etc., with cost benefit analysis and predictions.   It will advise on customer promotions with additional services based on loyalty and credit history of customer   ·       It will Interface with Enterprise Data Management system for data to run reports and analysis tasks. It will interface with the campaign schedules, based on historical success evidence.   (vi) Stakeholder and External Relations Management   It manages the enterprise's relationship with stakeholders and outside entities. Stakeholders include shareholders, employee organizations, etc. Outside entities include regulators, local community, and unions. Some of the processes within this grouping are Shareholder Relations, External Affairs, Labor Relations, and Public Relations.   (vii) Enterprise Resource Planning   It is used to manage internal and external resources, including tangible assets, financial resources, materials, and human resources. Its purpose is to facilitate the flow of information between all business functions inside the boundaries of the enterprise and manage the connections to outside stakeholders. ERP systems consolidate all business operations into a uniform and enterprise wide system environment.   The key roles and responsibilities for Enterprise System are given below:   ·        It will handle responsibilities such as core accounting, financial, and management reporting. ·       It will interface with CRM for capturing customer account and details. ·       It will interface with billing to capture the billing revenue and other financial data. ·       It will be responsible for executing the dunning process. Billing will send the required feed to ERP for execution of dunning. ·       It will interface with the CRM and Billing through batch interfaces. Enterprise management systems are like horizontals in the enterprise and typically interact with all major telecom systems. E.g., an ERP system interacts with CRM, Fulfillment, and Billing systems for different kinds of data exchanges.   6. External Interfaces/Touch Points   The typical external parties are customers, suppliers/partners, employees, shareholders, and other stakeholders. External interactions from/to a Service Provider to other parties can be achieved by a variety of mechanisms, including:   ·       Exchange of emails or faxes ·       Call Centers ·       Web Portals ·       Business-to-Business (B2B) automated transactions   These applications provide an Internet technology driven interface to external parties to undertake a variety of business functions directly for themselves. These can provide fully or partially automated service to external parties through various touch points.   Typical characteristics of these touch points are   ·       Pre-integrated self-service system, including stand-alone web framework or integration front end with a portal engine ·       Self services layer exposing atomic web services/APIs for reuse by multiple systems across the architectural environment ·       Portlets driven connectivity exposing data and services interoperability through a portal engine or web application   These touch points mostly interact with the CRM systems for requests, inquiries, and responses.   7. Middleware   The component will be primarily responsible for integrating the different systems components under a common platform. It should provide a Standards-Based Platform for building Service Oriented Architecture and Composite Applications. The following lists the high-level roles and responsibilities executed by the Middleware component in the end-to-end solution.   ·       As an integration framework, covering to and fro interfaces ·       Provide a web service framework with service registry. ·       Support SOA framework with SOA service registry. ·       Each of the interfaces from / to Middleware to other components would handle data transformation, translation, and mapping of data points. ·       Receive data from the caller / activate and/or forward the data to the recipient system in XML format. ·       Use standard XML for data exchange. ·       Provide the response back to the service/call initiator. ·       Provide a tracking until the response completion. ·       Keep a store transitional data against each call/transaction. ·       Interface through Middleware to get any information that is possible and allowed from the existing systems to enterprise systems; e.g., customer profile and customer history, etc. ·       Provide the data in a common unified format to the SOA calls across systems, and follow the Enterprise Architecture directive. ·       Provide an audit trail for all transactions being handled by the component.   8. Network Elements   The term Network Element means a facility or equipment used in the provision of a telecommunications service. Such terms also includes features, functions, and capabilities that are provided by means of such facility or equipment, including subscriber numbers, databases, signaling systems, and information sufficient for billing and collection or used in the transmission, routing, or other provision of a telecommunications service.   Typical network elements in a GSM network are Home Location Register (HLR), Intelligent Network (IN), Mobile Switching Center (MSC), SMS Center (SMSC), and network elements for other value added services like Push-to-talk (PTT), Ring Back Tone (RBT), etc.   Network elements are invoked when subscribers use their telecom devices for any kind of usage. These elements generate usage data and pass it on to downstream systems like mediation and billing system for rating and billing. They also integrate with provisioning systems for order/service fulfillment.   9. 3rd Party Applications   3rd Party systems are applications like content providers, payment gateways, point of sale terminals, and databases/applications maintained by the Government.   Depending on applicability and the type of functionality provided by 3rd party applications, the integration with different telecom systems like CRM, provisioning, and billing will be done.   10. Service Delivery Platform   A service delivery platform (SDP) provides the architecture for the rapid deployment, provisioning, execution, management, and billing of value added telecom services. SDPs are based on the concept of SOA and layered architecture. They support the delivery of voice, data services, and content in network and device-independent fashion. They allow application developers to aggregate network capabilities, services, and sources of content. SDPs typically contain layers for web services exposure, service application development, and network abstraction.   SOA Reference Architecture   SOA concept is based on the principle of developing reusable business service and building applications by composing those services, instead of building monolithic applications in silos. It’s about bridging the gap between business and IT through a set of business-aligned IT services, using a set of design principles, patterns, and techniques.   In an SOA, resources are made available to participants in a value net, enterprise, line of business (typically spanning multiple applications within an enterprise or across multiple enterprises). It consists of a set of business-aligned IT services that collectively fulfill an organization’s business processes and goals. We can choreograph these services into composite applications and invoke them through standard protocols. SOA, apart from agility and reusability, enables:   ·       The business to specify processes as orchestrations of reusable services ·       Technology agnostic business design, with technology hidden behind service interface ·       A contractual-like interaction between business and IT, based on service SLAs ·       Accountability and governance, better aligned to business services ·       Applications interconnections untangling by allowing access only through service interfaces, reducing the daunting side effects of change ·       Reduced pressure to replace legacy and extended lifetime for legacy applications, through encapsulation in services   ·       A Cloud Computing paradigm, using web services technologies, that makes possible service outsourcing on an on-demand, utility-like, pay-per-usage basis   The following section represents the Reference Architecture of logical view for the Telecom Solution. The new custom built application needs to align with this logical architecture in the long run to achieve EA benefits.   Packaged implementation applications, such as ERP billing applications, need to expose their functions as service providers (as other applications consume) and interact with other applications as service consumers.   COT applications need to expose services through wrappers such as adapters to utilize existing resources and at the same time achieve Enterprise Architecture goal and objectives.   The following are the various layers for Enterprise level deployment of SOA. This diagram captures the abstract view of Enterprise SOA layers and important components of each layer. Layered architecture means decomposition of services such that most interactions occur between adjacent layers. However, there is no strict rule that top layers should not directly communicate with bottom layers.   The diagram below represents the important logical pieces that would result from overall SOA transformation. @font-face { font-family: "Arial"; }@font-face { font-family: "Courier New"; }@font-face { font-family: "Wingdings"; }@font-face { font-family: "Cambria"; }p.MsoNormal, li.MsoNormal, div.MsoNormal { margin: 0cm 0cm 0.0001pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoCaption, li.MsoCaption, div.MsoCaption { margin: 0cm 0cm 10pt; font-size: 9pt; font-family: "Times New Roman"; color: rgb(79, 129, 189); font-weight: bold; }p.MsoListParagraph, li.MsoListParagraph, div.MsoListParagraph { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoListParagraphCxSpFirst, li.MsoListParagraphCxSpFirst, div.MsoListParagraphCxSpFirst { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoListParagraphCxSpMiddle, li.MsoListParagraphCxSpMiddle, div.MsoListParagraphCxSpMiddle { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoListParagraphCxSpLast, li.MsoListParagraphCxSpLast, div.MsoListParagraphCxSpLast { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }div.Section1 { page: Section1; }ol { margin-bottom: 0cm; }ul { margin-bottom: 0cm; } Figure 3. Enterprise SOA Reference Architecture 1.          Operational System Layer: This layer consists of all packaged applications like CRM, ERP, custom built applications, COTS based applications like Billing, Revenue Management, Fulfilment, and the Enterprise databases that are essential and contribute directly or indirectly to the Enterprise OSS/BSS Transformation.   ERP holds the data of Asset Lifecycle Management, Supply Chain, and Advanced Procurement and Human Capital Management, etc.   CRM holds the data related to Order, Sales, and Marketing, Customer Care, Partner Relationship Management, Loyalty, etc.   Content Management handles Enterprise Search and Query. Billing application consists of the following components:   ·       Collections Management, Customer Billing Management, Invoices, Real-Time Rating, Discounting, and Applying of Charges ·       Enterprise databases will hold both the application and service data, whether structured or unstructured.   MDM - Master data majorly consists of Customer, Order, Product, and Service Data.     2.          Enterprise Component Layer:   This layer consists of the Application Services and Common Services that are responsible for realizing the functionality and maintaining the QoS of the exposed services. This layer uses container-based technologies such as application servers to implement the components, workload management, high availability, and load balancing.   Application Services: This Service Layer enables application, technology, and database abstraction so that the complex accessing logic is hidden from the other service layers. This is a basic service layer, which exposes application functionalities and data as reusable services. The three types of the Application access services are:   ·       Application Access Service: This Service Layer exposes application level functionalities as a reusable service between BSS to BSS and BSS to OSS integration. This layer is enabled using disparate technology such as Web Service, Integration Servers, and Adaptors, etc.   ·       Data Access Service: This Service Layer exposes application data services as a reusable reference data service. This is done via direct interaction with application data. and provides the federated query.   ·       Network Access Service: This Service Layer exposes provisioning layer as a reusable service from OSS to OSS integration. This integration service emphasizes the need for high performance, stateless process flows, and distributed design.   Common Services encompasses management of structured, semi-structured, and unstructured data such as information services, portal services, interaction services, infrastructure services, and security services, etc.   3.          Integration Layer:   This consists of service infrastructure components like service bus, service gateway for partner integration, service registry, service repository, and BPEL processor. Service bus will carry the service invocation payloads/messages between consumers and providers. The other important functions expected from it are itinerary based routing, distributed caching of routing information, transformations, and all qualities of service for messaging-like reliability, scalability, and availability, etc. Service registry will hold all contracts (wsdl) of services, and it helps developers to locate or discover service during design time or runtime.   • BPEL processor would be useful in orchestrating the services to compose a complex business scenario or process. • Workflow and business rules management are also required to support manual triggering of certain activities within business process. based on the rules setup and also the state machine information. Application, data, and service mediation layer typically forms the overall composite application development framework or SOA Framework.   4.          Business Process Layer: These are typically the intermediate services layer and represent Shared Business Process Services. At Enterprise Level, these services are from Customer Management, Order Management, Billing, Finance, and Asset Management application domains.   5.          Access Layer: This layer consists of portals for Enterprise and provides a single view of Enterprise information management and dashboard services.   6.          Channel Layer: This consists of various devices; applications that form part of extended enterprise; browsers through which users access the applications.   7.          Client Layer: This designates the different types of users accessing the enterprise applications. The type of user typically would be an important factor in determining the level of access to applications.   8.          Vertical pieces like management, monitoring, security, and development cut across all horizontal layers Management and monitoring involves all aspects of SOA-like services, SLAs, and other QoS lifecycle processes for both applications and services surrounding SOA governance.     9.          EA Governance, Reference Architecture, Roadmap, Principles, and Best Practices:   EA Governance is important in terms of providing the overall direction to SOA implementation within the enterprise. This involves board-level involvement, in addition to business and IT executives. At a high level, this involves managing the SOA projects implementation, managing SOA infrastructure, and controlling the entire effort through all fine-tuned IT processes in accordance with COBIT (Control Objectives for Information Technology).   Devising tools and techniques to promote reuse culture, and the SOA way of doing things needs competency centers to be established in addition to training the workforce to take up new roles that are suited to SOA journey.   Conclusions   Reference Architectures can serve as the basis for disparate architecture efforts throughout the organization, even if they use different tools and technologies. Reference architectures provide best practices and approaches in the independent way a vendor deals with technology and standards. Reference Architectures model the abstract architectural elements for an enterprise independent of the technologies, protocols, and products that are used to implement an SOA. Telecom enterprises today are facing significant business and technology challenges due to growing competition, a multitude of services, and convergence. Adopting architectural best practices could go a long way in meeting these challenges. The use of SOA-based architecture for communication to each of the external systems like Billing, CRM, etc., in OSS/BSS system has made the architecture very loosely coupled, with greater flexibility. Any change in the external systems would be absorbed at the Integration Layer without affecting the rest of the ecosystem. The use of a Business Process Management (BPM) tool makes the management and maintenance of the business processes easy, with better performance in terms of lead time, quality, and cost. Since the Architecture is based on standards, it will lower the cost of deploying and managing OSS/BSS applications over their lifecycles.

    Read the article

  • Agile Development

    - by James Oloo Onyango
    Alot of literature has and is being written about agile developement and its surrounding philosophies. In my quest to find the best way to express the importance of agile methodologies, i have found Robert C. Martin's "A Satire Of Two Companies" to be both the most concise and thorough! Enjoy the read! Rufus Inc Project Kick Off Your name is Bob. The date is January 3, 2001, and your head still aches from the recent millennial revelry. You are sitting in a conference room with several managers and a group of your peers. You are a project team leader. Your boss is there, and he has brought along all of his team leaders. His boss called the meeting. "We have a new project to develop," says your boss's boss. Call him BB. The points in his hair are so long that they scrape the ceiling. Your boss's points are just starting to grow, but he eagerly awaits the day when he can leave Brylcream stains on the acoustic tiles. BB describes the essence of the new market they have identified and the product they want to develop to exploit this market. "We must have this new project up and working by fourth quarter October 1," BB demands. "Nothing is of higher priority, so we are cancelling your current project." The reaction in the room is stunned silence. Months of work are simply going to be thrown away. Slowly, a murmur of objection begins to circulate around the conference table.   His points give off an evil green glow as BB meets the eyes of everyone in the room. One by one, that insidious stare reduces each attendee to quivering lumps of protoplasm. It is clear that he will brook no discussion on this matter. Once silence has been restored, BB says, "We need to begin immediately. How long will it take you to do the analysis?" You raise your hand. Your boss tries to stop you, but his spitwad misses you and you are unaware of his efforts.   "Sir, we can't tell you how long the analysis will take until we have some requirements." "The requirements document won't be ready for 3 or 4 weeks," BB says, his points vibrating with frustration. "So, pretend that you have the requirements in front of you now. How long will you require for analysis?" No one breathes. Everyone looks around to see whether anyone has some idea. "If analysis goes beyond April 1, we have a problem. Can you finish the analysis by then?" Your boss visibly gathers his courage: "We'll find a way, sir!" His points grow 3 mm, and your headache increases by two Tylenol. "Good." BB smiles. "Now, how long will it take to do the design?" "Sir," you say. Your boss visibly pales. He is clearly worried that his 3 mms are at risk. "Without an analysis, it will not be possible to tell you how long design will take." BB's expression shifts beyond austere.   "PRETEND you have the analysis already!" he says, while fixing you with his vacant, beady little eyes. "How long will it take you to do the design?" Two Tylenol are not going to cut it. Your boss, in a desperate attempt to save his new growth, babbles: "Well, sir, with only six months left to complete the project, design had better take no longer than 3 months."   "I'm glad you agree, Smithers!" BB says, beaming. Your boss relaxes. He knows his points are secure. After a while, he starts lightly humming the Brylcream jingle. BB continues, "So, analysis will be complete by April 1, design will be complete by July 1, and that gives you 3 months to implement the project. This meeting is an example of how well our new consensus and empowerment policies are working. Now, get out there and start working. I'll expect to see TQM plans and QIT assignments on my desk by next week. Oh, and don't forget that your crossfunctional team meetings and reports will be needed for next month's quality audit." "Forget the Tylenol," you think to yourself as you return to your cubicle. "I need bourbon."   Visibly excited, your boss comes over to you and says, "Gosh, what a great meeting. I think we're really going to do some world shaking with this project." You nod in agreement, too disgusted to do anything else. "Oh," your boss continues, "I almost forgot." He hands you a 30-page document. "Remember that the SEI is coming to do an evaluation next week. This is the evaluation guide. You need to read through it, memorize it, and then shred it. It tells you how to answer any questions that the SEI auditors ask you. It also tells you what parts of the building you are allowed to take them to and what parts to avoid. We are determined to be a CMM level 3 organization by June!"   You and your peers start working on the analysis of the new project. This is difficult because you have no requirements. But from the 10-minute introduction given by BB on that fateful morning, you have some idea of what the product is supposed to do.   Corporate process demands that you begin by creating a use case document. You and your team begin enumerating use cases and drawing oval and stick diagrams. Philosophical debates break out among the team members. There is disagreement as to whether certain use cases should be connected with <<extends>> or <<includes>> relationships. Competing models are created, but nobody knows how to evaluate them. The debate continues, effectively paralyzing progress.   After a week, somebody finds the iceberg.com Web site, which recommends disposing entirely of <<extends>> and <<includes>> and replacing them with <<precedes>> and <<uses>>. The documents on this Web site, authored by Don Sengroiux, describes a method known as stalwart-analysis, which claims to be a step-by-step method for translating use cases into design diagrams. More competing use case models are created using this new scheme, but again, people can't agree on how to evaluate them. The thrashing continues. More and more, the use case meetings are driven by emotion rather than by reason. If it weren't for the fact that you don't have requirements, you'd be pretty upset by the lack of progress you are making. The requirements document arrives on February 15. And then again on February 20, 25, and every week thereafter. Each new version contradicts the previous one. Clearly, the marketing folks who are writing the requirements, empowered though they might be, are not finding consensus.   At the same time, several new competing use case templates have been proposed by the various team members. Each template presents its own particularly creative way of delaying progress. The debates rage on. On March 1, Prudence Putrigence, the process proctor, succeeds in integrating all the competing use case forms and templates into a single, all-encompassing form. Just the blank form is 15 pages long. She has managed to include every field that appeared on all the competing templates. She also presents a 159- page document describing how to fill out the use case form. All current use cases must be rewritten according to the new standard.   You marvel to yourself that it now requires 15 pages of fill-in-the-blank and essay questions to answer the question: What should the system do when the user presses Return? The corporate process (authored by L. E. Ott, famed author of "Holistic Analysis: A Progressive Dialectic for Software Engineers") insists that you discover all primary use cases, 87 percent of all secondary use cases, and 36.274 percent of all tertiary use cases before you can complete analysis and enter the design phase. You have no idea what a tertiary use case is. So in an attempt to meet this requirement, you try to get your use case document reviewed by the marketing department, which you hope will know what a tertiary use case is.   Unfortunately, the marketing folks are too busy with sales support to talk to you. Indeed, since the project started, you have not been able to get a single meeting with marketing, which has provided a never-ending stream of changing and contradictory requirements documents.   While one team has been spinning endlessly on the use case document, another team has been working out the domain model. Endless variations of UML documents are pouring out of this team. Every week, the model is reworked.   The team members can't decide whether to use <<interfaces>> or <<types>> in the model. A huge disagreement has been raging on the proper syntax and application of OCL. Others on the team just got back from a 5-day class on catabolism, and have been producing incredibly detailed and arcane diagrams that nobody else can fathom.   On March 27, with one week to go before analysis is to be complete, you have produced a sea of documents and diagrams but are no closer to a cogent analysis of the problem than you were on January 3. **** And then, a miracle happens.   **** On Saturday, April 1, you check your e-mail from home. You see a memo from your boss to BB. It states unequivocally that you are done with the analysis! You phone your boss and complain. "How could you have told BB that we were done with the analysis?" "Have you looked at a calendar lately?" he responds. "It's April 1!" The irony of that date does not escape you. "But we have so much more to think about. So much more to analyze! We haven't even decided whether to use <<extends>> or <<precedes>>!" "Where is your evidence that you are not done?" inquires your boss, impatiently. "Whaaa . . . ." But he cuts you off. "Analysis can go on forever; it has to be stopped at some point. And since this is the date it was scheduled to stop, it has been stopped. Now, on Monday, I want you to gather up all existing analysis materials and put them into a public folder. Release that folder to Prudence so that she can log it in the CM system by Monday afternoon. Then get busy and start designing."   As you hang up the phone, you begin to consider the benefits of keeping a bottle of bourbon in your bottom desk drawer. They threw a party to celebrate the on-time completion of the analysis phase. BB gave a colon-stirring speech on empowerment. And your boss, another 3 mm taller, congratulated his team on the incredible show of unity and teamwork. Finally, the CIO takes the stage to tell everyone that the SEI audit went very well and to thank everyone for studying and shredding the evaluation guides that were passed out. Level 3 now seems assured and will be awarded by June. (Scuttlebutt has it that managers at the level of BB and above are to receive significant bonuses once the SEI awards level 3.)   As the weeks flow by, you and your team work on the design of the system. Of course, you find that the analysis that the design is supposedly based on is flawedno, useless; no, worse than useless. But when you tell your boss that you need to go back and work some more on the analysis to shore up its weaker sections, he simply states, "The analysis phase is over. The only allowable activity is design. Now get back to it."   So, you and your team hack the design as best you can, unsure of whether the requirements have been properly analyzed. Of course, it really doesn't matter much, since the requirements document is still thrashing with weekly revisions, and the marketing department still refuses to meet with you.     The design is a nightmare. Your boss recently misread a book named The Finish Line in which the author, Mark DeThomaso, blithely suggested that design documents should be taken down to code-level detail. "If we are going to be working at that level of detail," you ask, "why don't we simply write the code instead?" "Because then you wouldn't be designing, of course. And the only allowable activity in the design phase is design!" "Besides," he continues, "we have just purchased a companywide license for Dandelion! This tool enables 'Round the Horn Engineering!' You are to transfer all design diagrams into this tool. It will automatically generate our code for us! It will also keep the design diagrams in sync with the code!" Your boss hands you a brightly colored shrinkwrapped box containing the Dandelion distribution. You accept it numbly and shuffle off to your cubicle. Twelve hours, eight crashes, one disk reformatting, and eight shots of 151 later, you finally have the tool installed on your server. You consider the week your team will lose while attending Dandelion training. Then you smile and think, "Any week I'm not here is a good week." Design diagram after design diagram is created by your team. Dandelion makes it very difficult to draw these diagrams. There are dozens and dozens of deeply nested dialog boxes with funny text fields and check boxes that must all be filled in correctly. And then there's the problem of moving classes between packages. At first, these diagram are driven from the use cases. But the requirements are changing so often that the use cases rapidly become meaningless. Debates rage about whether VISITOR or DECORATOR design patterns should be used. One developer refuses to use VISITOR in any form, claiming that it's not a properly object-oriented construct. Someone refuses to use multiple inheritance, since it is the spawn of the devil. Review meetings rapidly degenerate into debates about the meaning of object orientation, the definition of analysis versus design, or when to use aggregation versus association. Midway through the design cycle, the marketing folks announce that they have rethought the focus of the system. Their new requirements document is completely restructured. They have eliminated several major feature areas and replaced them with feature areas that they anticipate customer surveys will show to be more appropriate. You tell your boss that these changes mean that you need to reanalyze and redesign much of the system. But he says, "The analysis phase is system. But he says, "The analysis phase is over. The only allowable activity is design. Now get back to it."   You suggest that it might be better to create a simple prototype to show to the marketing folks and even some potential customers. But your boss says, "The analysis phase is over. The only allowable activity is design. Now get back to it." Hack, hack, hack, hack. You try to create some kind of a design document that might reflect the new requirements documents. However, the revolution of the requirements has not caused them to stop thrashing. Indeed, if anything, the wild oscillations of the requirements document have only increased in frequency and amplitude.   You slog your way through them.   On June 15, the Dandelion database gets corrupted. Apparently, the corruption has been progressive. Small errors in the DB accumulated over the months into bigger and bigger errors. Eventually, the CASE tool just stopped working. Of course, the slowly encroaching corruption is present on all the backups. Calls to the Dandelion technical support line go unanswered for several days. Finally, you receive a brief e-mail from Dandelion, informing you that this is a known problem and that the solution is to purchase the new version, which they promise will be ready some time next quarter, and then reenter all the diagrams by hand.   ****   Then, on July 1 another miracle happens! You are done with the design!   Rather than go to your boss and complain, you stock your middle desk drawer with some vodka.   **** They threw a party to celebrate the on-time completion of the design phase and their graduation to CMM level 3. This time, you find BB's speech so stirring that you have to use the restroom before it begins. New banners and plaques are all over your workplace. They show pictures of eagles and mountain climbers, and they talk about teamwork and empowerment. They read better after a few scotches. That reminds you that you need to clear out your file cabinet to make room for the brandy. You and your team begin to code. But you rapidly discover that the design is lacking in some significant areas. Actually, it's lacking any significance at all. You convene a design session in one of the conference rooms to try to work through some of the nastier problems. But your boss catches you at it and disbands the meeting, saying, "The design phase is over. The only allowable activity is coding. Now get back to it."   ****   The code generated by Dandelion is really hideous. It turns out that you and your team were using association and aggregation the wrong way, after all. All the generated code has to be edited to correct these flaws. Editing this code is extremely difficult because it has been instrumented with ugly comment blocks that have special syntax that Dandelion needs in order to keep the diagrams in sync with the code. If you accidentally alter one of these comments, the diagrams will be regenerated incorrectly. It turns out that "Round the Horn Engineering" requires an awful lot of effort. The more you try to keep the code compatible with Dandelion, the more errors Dandelion generates. In the end, you give up and decide to keep the diagrams up to date manually. A second later, you decide that there's no point in keeping the diagrams up to date at all. Besides, who has time?   Your boss hires a consultant to build tools to count the number of lines of code that are being produced. He puts a big thermometer graph on the wall with the number 1,000,000 on the top. Every day, he extends the red line to show how many lines have been added. Three days after the thermometer appears on the wall, your boss stops you in the hall. "That graph isn't growing quickly enough. We need to have a million lines done by October 1." "We aren't even sh-sh-sure that the proshect will require a m-million linezh," you blather. "We have to have a million lines done by October 1," your boss reiterates. His points have grown again, and the Grecian formula he uses on them creates an aura of authority and competence. "Are you sure your comment blocks are big enough?" Then, in a flash of managerial insight, he says, "I have it! I want you to institute a new policy among the engineers. No line of code is to be longer than 20 characters. Any such line must be split into two or more preferably more. All existing code needs to be reworked to this standard. That'll get our line count up!"   You decide not to tell him that this will require two unscheduled work months. You decide not to tell him anything at all. You decide that intravenous injections of pure ethanol are the only solution. You make the appropriate arrangements. Hack, hack, hack, and hack. You and your team madly code away. By August 1, your boss, frowning at the thermometer on the wall, institutes a mandatory 50-hour workweek.   Hack, hack, hack, and hack. By September 1st, the thermometer is at 1.2 million lines and your boss asks you to write a report describing why you exceeded the coding budget by 20 percent. He institutes mandatory Saturdays and demands that the project be brought back down to a million lines. You start a campaign of remerging lines. Hack, hack, hack, and hack. Tempers are flaring; people are quitting; QA is raining trouble reports down on you. Customers are demanding installation and user manuals; salespeople are demanding advance demonstrations for special customers; the requirements document is still thrashing, the marketing folks are complaining that the product isn't anything like they specified, and the liquor store won't accept your credit card anymore. Something has to give.    On September 15, BB calls a meeting. As he enters the room, his points are emitting clouds of steam. When he speaks, the bass overtones of his carefully manicured voice cause the pit of your stomach to roll over. "The QA manager has told me that this project has less than 50 percent of the required features implemented. He has also informed me that the system crashes all the time, yields wrong results, and is hideously slow. He has also complained that he cannot keep up with the continuous train of daily releases, each more buggy than the last!" He stops for a few seconds, visibly trying to compose himself. "The QA manager estimates that, at this rate of development, we won't be able to ship the product until December!" Actually, you think it's more like March, but you don't say anything. "December!" BB roars with such derision that people duck their heads as though he were pointing an assault rifle at them. "December is absolutely out of the question. Team leaders, I want new estimates on my desk in the morning. I am hereby mandating 65-hour work weeks until this project is complete. And it better be complete by November 1."   As he leaves the conference room, he is heard to mutter: "Empowermentbah!" * * * Your boss is bald; his points are mounted on BB's wall. The fluorescent lights reflecting off his pate momentarily dazzle you. "Do you have anything to drink?" he asks. Having just finished your last bottle of Boone's Farm, you pull a bottle of Thunderbird from your bookshelf and pour it into his coffee mug. "What's it going to take to get this project done? " he asks. "We need to freeze the requirements, analyze them, design them, and then implement them," you say callously. "By November 1?" your boss exclaims incredulously. "No way! Just get back to coding the damned thing." He storms out, scratching his vacant head.   A few days later, you find that your boss has been transferred to the corporate research division. Turnover has skyrocketed. Customers, informed at the last minute that their orders cannot be fulfilled on time, have begun to cancel their orders. Marketing is re-evaluating whether this product aligns with the overall goals of the company. Memos fly, heads roll, policies change, and things are, overall, pretty grim. Finally, by March, after far too many sixty-five hour weeks, a very shaky version of the software is ready. In the field, bug-discovery rates are high, and the technical support staff are at their wits' end, trying to cope with the complaints and demands of the irate customers. Nobody is happy.   In April, BB decides to buy his way out of the problem by licensing a product produced by Rupert Industries and redistributing it. The customers are mollified, the marketing folks are smug, and you are laid off.     Rupert Industries: Project Alpha   Your name is Robert. The date is January 3, 2001. The quiet hours spent with your family this holiday have left you refreshed and ready for work. You are sitting in a conference room with your team of professionals. The manager of the division called the meeting. "We have some ideas for a new project," says the division manager. Call him Russ. He is a high-strung British chap with more energy than a fusion reactor. He is ambitious and driven but understands the value of a team. Russ describes the essence of the new market opportunity the company has identified and introduces you to Jane, the marketing manager, who is responsible for defining the products that will address it. Addressing you, Jane says, "We'd like to start defining our first product offering as soon as possible. When can you and your team meet with me?" You reply, "We'll be done with the current iteration of our project this Friday. We can spare a few hours for you between now and then. After that, we'll take a few people from the team and dedicate them to you. We'll begin hiring their replacements and the new people for your team immediately." "Great," says Russ, "but I want you to understand that it is critical that we have something to exhibit at the trade show coming up this July. If we can't be there with something significant, we'll lose the opportunity."   "I understand," you reply. "I don't yet know what it is that you have in mind, but I'm sure we can have something by July. I just can't tell you what that something will be right now. In any case, you and Jane are going to have complete control over what we developers do, so you can rest assured that by July, you'll have the most important things that can be accomplished in that time ready to exhibit."   Russ nods in satisfaction. He knows how this works. Your team has always kept him advised and allowed him to steer their development. He has the utmost confidence that your team will work on the most important things first and will produce a high-quality product.   * * *   "So, Robert," says Jane at their first meeting, "How does your team feel about being split up?" "We'll miss working with each other," you answer, "but some of us were getting pretty tired of that last project and are looking forward to a change. So, what are you people cooking up?" Jane beams. "You know how much trouble our customers currently have . . ." And she spends a half hour or so describing the problem and possible solution. "OK, wait a second" you respond. "I need to be clear about this." And so you and Jane talk about how this system might work. Some of her ideas aren't fully formed. You suggest possible solutions. She likes some of them. You continue discussing.   During the discussion, as each new topic is addressed, Jane writes user story cards. Each card represents something that the new system has to do. The cards accumulate on the table and are spread out in front of you. Both you and Jane point at them, pick them up, and make notes on them as you discuss the stories. The cards are powerful mnemonic devices that you can use to represent complex ideas that are barely formed.   At the end of the meeting, you say, "OK, I've got a general idea of what you want. I'm going to talk to the team about it. I imagine they'll want to run some experiments with various database structures and presentation formats. Next time we meet, it'll be as a group, and we'll start identifying the most important features of the system."   A week later, your nascent team meets with Jane. They spread the existing user story cards out on the table and begin to get into some of the details of the system. The meeting is very dynamic. Jane presents the stories in the order of their importance. There is much discussion about each one. The developers are concerned about keeping the stories small enough to estimate and test. So they continually ask Jane to split one story into several smaller stories. Jane is concerned that each story have a clear business value and priority, so as she splits them, she makes sure that this stays true.   The stories accumulate on the table. Jane writes them, but the developers make notes on them as needed. Nobody tries to capture everything that is said; the cards are not meant to capture everything but are simply reminders of the conversation.   As the developers become more comfortable with the stories, they begin writing estimates on them. These estimates are crude and budgetary, but they give Jane an idea of what the story will cost.   At the end of the meeting, it is clear that many more stories could be discussed. It is also clear that the most important stories have been addressed and that they represent several months worth of work. Jane closes the meeting by taking the cards with her and promising to have a proposal for the first release in the morning.   * * *   The next morning, you reconvene the meeting. Jane chooses five cards and places them on the table. "According to your estimates, these cards represent about one perfect team-week's worth of work. The last iteration of the previous project managed to get one perfect team-week done in 3 real weeks. If we can get these five stories done in 3 weeks, we'll be able to demonstrate them to Russ. That will make him feel very comfortable about our progress." Jane is pushing it. The sheepish look on her face lets you know that she knows it too. You reply, "Jane, this is a new team, working on a new project. It's a bit presumptuous to expect that our velocity will be the same as the previous team's. However, I met with the team yesterday afternoon, and we all agreed that our initial velocity should, in fact, be set to one perfectweek for every 3 real-weeks. So you've lucked out on this one." "Just remember," you continue, "that the story estimates and the story velocity are very tentative at this point. We'll learn more when we plan the iteration and even more when we implement it."   Jane looks over her glasses at you as if to say "Who's the boss around here, anyway?" and then smiles and says, "Yeah, don't worry. I know the drill by now."Jane then puts 15 more cards on the table. She says, "If we can get all these cards done by the end of March, we can turn the system over to our beta test customers. And we'll get good feedback from them."   You reply, "OK, so we've got our first iteration defined, and we have the stories for the next three iterations after that. These four iterations will make our first release."   "So," says Jane, can you really do these five stories in the next 3 weeks?" "I don't know for sure, Jane," you reply. "Let's break them down into tasks and see what we get."   So Jane, you, and your team spend the next several hours taking each of the five stories that Jane chose for the first iteration and breaking them down into small tasks. The developers quickly realize that some of the tasks can be shared between stories and that other tasks have commonalities that can probably be taken advantage of. It is clear that potential designs are popping into the developers' heads. From time to time, they form little discussion knots and scribble UML diagrams on some cards.   Soon, the whiteboard is filled with the tasks that, once completed, will implement the five stories for this iteration. You start the sign-up process by saying, "OK, let's sign up for these tasks." "I'll take the initial database generation." Says Pete. "That's what I did on the last project, and this doesn't look very different. I estimate it at two of my perfect workdays." "OK, well, then, I'll take the login screen," says Joe. "Aw, darn," says Elaine, the junior member of the team, "I've never done a GUI, and kinda wanted to try that one."   "Ah, the impatience of youth," Joe says sagely, with a wink in your direction. "You can assist me with it, young Jedi." To Jane: "I think it'll take me about three of my perfect workdays."   One by one, the developers sign up for tasks and estimate them in terms of their own perfect workdays. Both you and Jane know that it is best to let the developers volunteer for tasks than to assign the tasks to them. You also know full well that you daren't challenge any of the developers' estimates. You know these people, and you trust them. You know that they are going to do the very best they can.   The developers know that they can't sign up for more perfect workdays than they finished in the last iteration they worked on. Once each developer has filled his or her schedule for the iteration, they stop signing up for tasks.   Eventually, all the developers have stopped signing up for tasks. But, of course, tasks are still left on the board.   "I was worried that that might happen," you say, "OK, there's only one thing to do, Jane. We've got too much to do in this iteration. What stories or tasks can we remove?" Jane sighs. She knows that this is the only option. Working overtime at the beginning of a project is insane, and projects where she's tried it have not fared well.   So Jane starts to remove the least-important functionality. "Well, we really don't need the login screen just yet. We can simply start the system in the logged-in state." "Rats!" cries Elaine. "I really wanted to do that." "Patience, grasshopper." says Joe. "Those who wait for the bees to leave the hive will not have lips too swollen to relish the honey." Elaine looks confused. Everyone looks confused. "So . . .," Jane continues, "I think we can also do away with . . ." And so, bit by bit, the list of tasks shrinks. Developers who lose a task sign up for one of the remaining ones.   The negotiation is not painless. Several times, Jane exhibits obvious frustration and impatience. Once, when tensions are especially high, Elaine volunteers, "I'll work extra hard to make up some of the missing time." You are about to correct her when, fortunately, Joe looks her in the eye and says, "When once you proceed down the dark path, forever will it dominate your destiny."   In the end, an iteration acceptable to Jane is reached. It's not what Jane wanted. Indeed, it is significantly less. But it's something the team feels that can be achieved in the next 3 weeks.   And, after all, it still addresses the most important things that Jane wanted in the iteration. "So, Jane," you say when things had quieted down a bit, "when can we expect acceptance tests from you?" Jane sighs. This is the other side of the coin. For every story the development team implements,   Jane must supply a suite of acceptance tests that prove that it works. And the team needs these long before the end of the iteration, since they will certainly point out differences in the way Jane and the developers imagine the system's behaviour.   "I'll get you some example test scripts today," Jane promises. "I'll add to them every day after that. You'll have the entire suite by the middle of the iteration."   * * *   The iteration begins on Monday morning with a flurry of Class, Responsibilities, Collaborators sessions. By midmorning, all the developers have assembled into pairs and are rapidly coding away. "And now, my young apprentice," Joe says to Elaine, "you shall learn the mysteries of test-first design!"   "Wow, that sounds pretty rad," Elaine replies. "How do you do it?" Joe beams. It's clear that he has been anticipating this moment. "OK, what does the code do right now?" "Huh?" replied Elaine, "It doesn't do anything at all; there is no code."   "So, consider our task; can you think of something the code should do?" "Sure," Elaine said with youthful assurance, "First, it should connect to the database." "And thereupon, what must needs be required to connecteth the database?" "You sure talk weird," laughed Elaine. "I think we'd have to get the database object from some registry and call the Connect() method. "Ah, astute young wizard. Thou perceives correctly that we requireth an object within which we can cacheth the database object." "Is 'cacheth' really a word?" "It is when I say it! So, what test can we write that we know the database registry should pass?" Elaine sighs. She knows she'll just have to play along. "We should be able to create a database object and pass it to the registry in a Store() method. And then we should be able to pull it out of the registry with a Get() method and make sure it's the same object." "Oh, well said, my prepubescent sprite!" "Hay!" "So, now, let's write a test function that proves your case." "But shouldn't we write the database object and registry object first?" "Ah, you've much to learn, my young impatient one. Just write the test first." "But it won't even compile!" "Are you sure? What if it did?" "Uh . . ." "Just write the test, Elaine. Trust me." And so Joe, Elaine, and all the other developers began to code their tasks, one test case at a time. The room in which they worked was abuzz with the conversations between the pairs. The murmur was punctuated by an occasional high five when a pair managed to finish a task or a difficult test case.   As development proceeded, the developers changed partners once or twice a day. Each developer got to see what all the others were doing, and so knowledge of the code spread generally throughout the team.   Whenever a pair finished something significant whether a whole task or simply an important part of a task they integrated what they had with the rest of the system. Thus, the code base grew daily, and integration difficulties were minimized.   The developers communicated with Jane on a daily basis. They'd go to her whenever they had a question about the functionality of the system or the interpretation of an acceptance test case.   Jane, good as her word, supplied the team with a steady stream of acceptance test scripts. The team read these carefully and thereby gained a much better understanding of what Jane expected the system to do. By the beginning of the second week, there was enough functionality to demonstrate to Jane. She watched eagerly as the demonstration passed test case after test case. "This is really cool," Jane said as the demonstration finally ended. "But this doesn't seem like one-third of the tasks. Is your velocity slower than anticipated?"   You grimace. You'd been waiting for a good time to mention this to Jane but now she was forcing the issue. "Yes, unfortunately, we are going more slowly than we had expected. The new application server we are using is turning out to be a pain to configure. Also, it takes forever to reboot, and we have to reboot it whenever we make even the slightest change to its configuration."   Jane eyes you with suspicion. The stress of last Monday's negotiations had still not entirely dissipated. She says, "And what does this mean to our schedule? We can't slip it again, we just can't. Russ will have a fit! He'll haul us all into the woodshed and ream us some new ones."   You look Jane right in the eyes. There's no pleasant way to give someone news like this. So you just blurt out, "Look, if things keep going like they're going, we're not going to be done with everything by next Friday. Now it's possible that we'll figure out a way to go faster. But, frankly, I wouldn't depend on that. You should start thinking about one or two tasks that could be removed from the iteration without ruining the demonstration for Russ. Come hell or high water, we are going to give that demonstration on Friday, and I don't think you want us to choose which tasks to omit."   "Aw forchrisakes!" Jane barely manages to stifle yelling that last word as she stalks away, shaking her head. Not for the first time, you say to yourself, "Nobody ever promised me project management would be easy." You are pretty sure it won't be the last time, either.   Actually, things went a bit better than you had hoped. The team did, in fact, have to drop one task from the iteration, but Jane had chosen wisely, and the demonstration for Russ went without a hitch. Russ was not impressed with the progress, but neither was he dismayed. He simply said, "This is pretty good. But remember, we have to be able to demonstrate this system at the trade show in July, and at this rate, it doesn't look like you'll have all that much to show." Jane, whose attitude had improved dramatically with the completion of the iteration, responded to Russ by saying, "Russ, this team is working hard, and well. When July comes around, I am confident that we'll have something significant to demonstrate. It won't be everything, and some of it may be smoke and mirrors, but we'll have something."   Painful though the last iteration was, it had calibrated your velocity numbers. The next iteration went much better. Not because your team got more done than in the last iteration but simply because the team didn't have to remove any tasks or stories in the middle of the iteration.   By the start of the fourth iteration, a natural rhythm has been established. Jane, you, and the team know exactly what to expect from one another. The team is running hard, but the pace is sustainable. You are confident that the team can keep up this pace for a year or more.   The number of surprises in the schedule diminishes to near zero; however, the number of surprises in the requirements does not. Jane and Russ frequently look over the growing system and make recommendations or changes to the existing functionality. But all parties realize that these changes take time and must be scheduled. So the changes do not cause anyone's expectations to be violated. In March, there is a major demonstration of the system to the board of directors. The system is very limited and is not yet in a form good enough to take to the trade show, but progress is steady, and the board is reasonably impressed.   The second release goes even more smoothly than the first. By now, the team has figured out a way to automate Jane's acceptance test scripts. The team has also refactored the design of the system to the point that it is really easy to add new features and change old ones. The second release was done by the end of June and was taken to the trade show. It had less in it than Jane and Russ would have liked, but it did demonstrate the most important features of the system. Although customers at the trade show noticed that certain features were missing, they were very impressed overall. You, Russ, and Jane all returned from the trade show with smiles on your faces. You all felt as though this project was a winner.   Indeed, many months later, you are contacted by Rufus Inc. That company had been working on a system like this for its internal operations. Rufus has canceled the development of that system after a death-march project and is negotiating to license your technology for its environment.   Indeed, things are looking up!

    Read the article

  • Downloading a file over HTTP the SSIS way

    This post shows you how to download files from a web site whilst really making the most of the SSIS objects that are available. There is no task to do this, so we have to use the Script Task and some simple VB.NET or C# (if you have SQL Server 2008) code. Very often I see suggestions about how to use the .NET class System.Net.WebClient and of course this works, you can code pretty much anything you like in .NET. Here I’d just like to raise the profile of an alternative. This approach uses the HTTP Connection Manager, one of the stock connection managers, so you can use configurations and property expressions in the same way you would for all other connections. Settings like the security details that you would want to make configurable already are, but if you take the .NET route you have to write quite a lot of code to manage those values via package variables. Using the connection manager we get all of that flexibility for free. The screenshot below illustrate some of the options we have. Using the HttpClientConnection class makes for much simpler code as well. I have demonstrated two methods, DownloadFile which just downloads a file to disk, and DownloadData which downloads the file and retains it in memory. In each case we show a message box to note the completion of the download. You can download a sample package below, but first the code: Imports System Imports System.IO Imports System.Text Imports System.Windows.Forms Imports Microsoft.SqlServer.Dts.Runtime Public Class ScriptMain Public Sub Main() ' Get the unmanaged connection object, from the connection manager called "HTTP Connection Manager" Dim nativeObject As Object = Dts.Connections("HTTP Connection Manager").AcquireConnection(Nothing) ' Create a new HTTP client connection Dim connection As New HttpClientConnection(nativeObject) ' Download the file #1 ' Save the file from the connection manager to the local path specified Dim filename As String = "C:\Temp\Sample.txt" connection.DownloadFile(filename, True) ' Confirm file is there If File.Exists(filename) Then MessageBox.Show(String.Format("File {0} has been downloaded.", filename)) End If ' Download the file #2 ' Read the text file straight into memory Dim buffer As Byte() = connection.DownloadData() Dim data As String = Encoding.ASCII.GetString(buffer) ' Display the file contents MessageBox.Show(data) Dts.TaskResult = Dts.Results.Success End Sub End Class Sample Package HTTPDownload.dtsx (74KB)

    Read the article

  • Heaps of Trouble?

    - by Paul White NZ
    If you’re not already a regular reader of Brad Schulz’s blog, you’re missing out on some great material.  In his latest entry, he is tasked with optimizing a query run against tables that have no indexes at all.  The problem is, predictably, that performance is not very good.  The catch is that we are not allowed to create any indexes (or even new statistics) as part of our optimization efforts. In this post, I’m going to look at the problem from a slightly different angle, and present an alternative solution to the one Brad found.  Inevitably, there’s going to be some overlap between our entries, and while you don’t necessarily need to read Brad’s post before this one, I do strongly recommend that you read it at some stage; he covers some important points that I won’t cover again here. The Example We’ll use data from the AdventureWorks database, copied to temporary unindexed tables.  A script to create these structures is shown below: CREATE TABLE #Custs ( CustomerID INTEGER NOT NULL, TerritoryID INTEGER NULL, CustomerType NCHAR(1) COLLATE SQL_Latin1_General_CP1_CI_AI NOT NULL, ); GO CREATE TABLE #Prods ( ProductMainID INTEGER NOT NULL, ProductSubID INTEGER NOT NULL, ProductSubSubID INTEGER NOT NULL, Name NVARCHAR(50) COLLATE SQL_Latin1_General_CP1_CI_AI NOT NULL, ); GO CREATE TABLE #OrdHeader ( SalesOrderID INTEGER NOT NULL, OrderDate DATETIME NOT NULL, SalesOrderNumber NVARCHAR(25) COLLATE SQL_Latin1_General_CP1_CI_AI NOT NULL, CustomerID INTEGER NOT NULL, ); GO CREATE TABLE #OrdDetail ( SalesOrderID INTEGER NOT NULL, OrderQty SMALLINT NOT NULL, LineTotal NUMERIC(38,6) NOT NULL, ProductMainID INTEGER NOT NULL, ProductSubID INTEGER NOT NULL, ProductSubSubID INTEGER NOT NULL, ); GO INSERT #Custs ( CustomerID, TerritoryID, CustomerType ) SELECT C.CustomerID, C.TerritoryID, C.CustomerType FROM AdventureWorks.Sales.Customer C WITH (TABLOCK); GO INSERT #Prods ( ProductMainID, ProductSubID, ProductSubSubID, Name ) SELECT P.ProductID, P.ProductID, P.ProductID, P.Name FROM AdventureWorks.Production.Product P WITH (TABLOCK); GO INSERT #OrdHeader ( SalesOrderID, OrderDate, SalesOrderNumber, CustomerID ) SELECT H.SalesOrderID, H.OrderDate, H.SalesOrderNumber, H.CustomerID FROM AdventureWorks.Sales.SalesOrderHeader H WITH (TABLOCK); GO INSERT #OrdDetail ( SalesOrderID, OrderQty, LineTotal, ProductMainID, ProductSubID, ProductSubSubID ) SELECT D.SalesOrderID, D.OrderQty, D.LineTotal, D.ProductID, D.ProductID, D.ProductID FROM AdventureWorks.Sales.SalesOrderDetail D WITH (TABLOCK); The query itself is a simple join of the four tables: SELECT P.ProductMainID AS PID, P.Name, D.OrderQty, H.SalesOrderNumber, H.OrderDate, C.TerritoryID FROM #Prods P JOIN #OrdDetail D ON P.ProductMainID = D.ProductMainID AND P.ProductSubID = D.ProductSubID AND P.ProductSubSubID = D.ProductSubSubID JOIN #OrdHeader H ON D.SalesOrderID = H.SalesOrderID JOIN #Custs C ON H.CustomerID = C.CustomerID ORDER BY P.ProductMainID ASC OPTION (RECOMPILE, MAXDOP 1); Remember that these tables have no indexes at all, and only the single-column sampled statistics SQL Server automatically creates (assuming default settings).  The estimated query plan produced for the test query looks like this (click to enlarge): The Problem The problem here is one of cardinality estimation – the number of rows SQL Server expects to find at each step of the plan.  The lack of indexes and useful statistical information means that SQL Server does not have the information it needs to make a good estimate.  Every join in the plan shown above estimates that it will produce just a single row as output.  Brad covers the factors that lead to the low estimates in his post. In reality, the join between the #Prods and #OrdDetail tables will produce 121,317 rows.  It should not surprise you that this has rather dire consequences for the remainder of the query plan.  In particular, it makes a nonsense of the optimizer’s decision to use Nested Loops to join to the two remaining tables.  Instead of scanning the #OrdHeader and #Custs tables once (as it expected), it has to perform 121,317 full scans of each.  The query takes somewhere in the region of twenty minutes to run to completion on my development machine. A Solution At this point, you may be thinking the same thing I was: if we really are stuck with no indexes, the best we can do is to use hash joins everywhere. We can force the exclusive use of hash joins in several ways, the two most common being join and query hints.  A join hint means writing the query using the INNER HASH JOIN syntax; using a query hint involves adding OPTION (HASH JOIN) at the bottom of the query.  The difference is that using join hints also forces the order of the join, whereas the query hint gives the optimizer freedom to reorder the joins at its discretion. Adding the OPTION (HASH JOIN) hint results in this estimated plan: That produces the correct output in around seven seconds, which is quite an improvement!  As a purely practical matter, and given the rigid rules of the environment we find ourselves in, we might leave things there.  (We can improve the hashing solution a bit – I’ll come back to that later on). Faster Nested Loops It might surprise you to hear that we can beat the performance of the hash join solution shown above using nested loops joins exclusively, and without breaking the rules we have been set. The key to this part is to realize that a condition like (A = B) can be expressed as (A <= B) AND (A >= B).  Armed with this tremendous new insight, we can rewrite the join predicates like so: SELECT P.ProductMainID AS PID, P.Name, D.OrderQty, H.SalesOrderNumber, H.OrderDate, C.TerritoryID FROM #OrdDetail D JOIN #OrdHeader H ON D.SalesOrderID >= H.SalesOrderID AND D.SalesOrderID <= H.SalesOrderID JOIN #Custs C ON H.CustomerID >= C.CustomerID AND H.CustomerID <= C.CustomerID JOIN #Prods P ON P.ProductMainID >= D.ProductMainID AND P.ProductMainID <= D.ProductMainID AND P.ProductSubID = D.ProductSubID AND P.ProductSubSubID = D.ProductSubSubID ORDER BY D.ProductMainID OPTION (RECOMPILE, LOOP JOIN, MAXDOP 1, FORCE ORDER); I’ve also added LOOP JOIN and FORCE ORDER query hints to ensure that only nested loops joins are used, and that the tables are joined in the order they appear.  The new estimated execution plan is: This new query runs in under 2 seconds. Why Is It Faster? The main reason for the improvement is the appearance of the eager Index Spools, which are also known as index-on-the-fly spools.  If you read my Inside The Optimiser series you might be interested to know that the rule responsible is called JoinToIndexOnTheFly. An eager index spool consumes all rows from the table it sits above, and builds a index suitable for the join to seek on.  Taking the index spool above the #Custs table as an example, it reads all the CustomerID and TerritoryID values with a single scan of the table, and builds an index keyed on CustomerID.  The term ‘eager’ means that the spool consumes all of its input rows when it starts up.  The index is built in a work table in tempdb, has no associated statistics, and only exists until the query finishes executing. The result is that each unindexed table is only scanned once, and just for the columns necessary to build the temporary index.  From that point on, every execution of the inner side of the join is answered by a seek on the temporary index – not the base table. A second optimization is that the sort on ProductMainID (required by the ORDER BY clause) is performed early, on just the rows coming from the #OrdDetail table.  The optimizer has a good estimate for the number of rows it needs to sort at that stage – it is just the cardinality of the table itself.  The accuracy of the estimate there is important because it helps determine the memory grant given to the sort operation.  Nested loops join preserves the order of rows on its outer input, so sorting early is safe.  (Hash joins do not preserve order in this way, of course). The extra lazy spool on the #Prods branch is a further optimization that avoids executing the seek on the temporary index if the value being joined (the ‘outer reference’) hasn’t changed from the last row received on the outer input.  It takes advantage of the fact that rows are still sorted on ProductMainID, so if duplicates exist, they will arrive at the join operator one after the other. The optimizer is quite conservative about introducing index spools into a plan, because creating and dropping a temporary index is a relatively expensive operation.  It’s presence in a plan is often an indication that a useful index is missing. I want to stress that I rewrote the query in this way primarily as an educational exercise – I can’t imagine having to do something so horrible to a production system. Improving the Hash Join I promised I would return to the solution that uses hash joins.  You might be puzzled that SQL Server can create three new indexes (and perform all those nested loops iterations) faster than it can perform three hash joins.  The answer, again, is down to the poor information available to the optimizer.  Let’s look at the hash join plan again: Two of the hash joins have single-row estimates on their build inputs.  SQL Server fixes the amount of memory available for the hash table based on this cardinality estimate, so at run time the hash join very quickly runs out of memory. This results in the join spilling hash buckets to disk, and any rows from the probe input that hash to the spilled buckets also get written to disk.  The join process then continues, and may again run out of memory.  This is a recursive process, which may eventually result in SQL Server resorting to a bailout join algorithm, which is guaranteed to complete eventually, but may be very slow.  The data sizes in the example tables are not large enough to force a hash bailout, but it does result in multiple levels of hash recursion.  You can see this for yourself by tracing the Hash Warning event using the Profiler tool. The final sort in the plan also suffers from a similar problem: it receives very little memory and has to perform multiple sort passes, saving intermediate runs to disk (the Sort Warnings Profiler event can be used to confirm this).  Notice also that because hash joins don’t preserve sort order, the sort cannot be pushed down the plan toward the #OrdDetail table, as in the nested loops plan. Ok, so now we understand the problems, what can we do to fix it?  We can address the hash spilling by forcing a different order for the joins: SELECT P.ProductMainID AS PID, P.Name, D.OrderQty, H.SalesOrderNumber, H.OrderDate, C.TerritoryID FROM #Prods P JOIN #Custs C JOIN #OrdHeader H ON H.CustomerID = C.CustomerID JOIN #OrdDetail D ON D.SalesOrderID = H.SalesOrderID ON P.ProductMainID = D.ProductMainID AND P.ProductSubID = D.ProductSubID AND P.ProductSubSubID = D.ProductSubSubID ORDER BY D.ProductMainID OPTION (MAXDOP 1, HASH JOIN, FORCE ORDER); With this plan, each of the inputs to the hash joins has a good estimate, and no hash recursion occurs.  The final sort still suffers from the one-row estimate problem, and we get a single-pass sort warning as it writes rows to disk.  Even so, the query runs to completion in three or four seconds.  That’s around half the time of the previous hashing solution, but still not as fast as the nested loops trickery. Final Thoughts SQL Server’s optimizer makes cost-based decisions, so it is vital to provide it with accurate information.  We can’t really blame the performance problems highlighted here on anything other than the decision to use completely unindexed tables, and not to allow the creation of additional statistics. I should probably stress that the nested loops solution shown above is not one I would normally contemplate in the real world.  It’s there primarily for its educational and entertainment value.  I might perhaps use it to demonstrate to the sceptical that SQL Server itself is crying out for an index. Be sure to read Brad’s original post for more details.  My grateful thanks to him for granting permission to reuse some of his material. Paul White Email: [email protected] Twitter: @PaulWhiteNZ

    Read the article

  • Downloading a file over HTTP the SSIS way

    This post shows you how to download files from a web site whilst really making the most of the SSIS objects that are available. There is no task to do this, so we have to use the Script Task and some simple VB.NET or C# (if you have SQL Server 2008) code. Very often I see suggestions about how to use the .NET class System.Net.WebClient and of course this works, you can code pretty much anything you like in .NET. Here I’d just like to raise the profile of an alternative. This approach uses the HTTP Connection Manager, one of the stock connection managers, so you can use configurations and property expressions in the same way you would for all other connections. Settings like the security details that you would want to make configurable already are, but if you take the .NET route you have to write quite a lot of code to manage those values via package variables. Using the connection manager we get all of that flexibility for free. The screenshot below illustrate some of the options we have. Using the HttpClientConnection class makes for much simpler code as well. I have demonstrated two methods, DownloadFile which just downloads a file to disk, and DownloadData which downloads the file and retains it in memory. In each case we show a message box to note the completion of the download. You can download a sample package below, but first the code: Imports System Imports System.IO Imports System.Text Imports System.Windows.Forms Imports Microsoft.SqlServer.Dts.Runtime Public Class ScriptMain Public Sub Main() ' Get the unmanaged connection object, from the connection manager called "HTTP Connection Manager" Dim nativeObject As Object = Dts.Connections("HTTP Connection Manager").AcquireConnection(Nothing) ' Create a new HTTP client connection Dim connection As New HttpClientConnection(nativeObject) ' Download the file #1 ' Save the file from the connection manager to the local path specified Dim filename As String = "C:\Temp\Sample.txt" connection.DownloadFile(filename, True) ' Confirm file is there If File.Exists(filename) Then MessageBox.Show(String.Format("File {0} has been downloaded.", filename)) End If ' Download the file #2 ' Read the text file straight into memory Dim buffer As Byte() = connection.DownloadData() Dim data As String = Encoding.ASCII.GetString(buffer) ' Display the file contents MessageBox.Show(data) Dts.TaskResult = Dts.Results.Success End Sub End Class Sample Package HTTPDownload.dtsx (74KB)

    Read the article

  • Troubleshooting SQL Azure Connectivity

    - by kaleidoscope
    Technorati Tags: Rituraj,Connectivity Issues with SQL Azure Troubleshooting SQL Azure Connectivity How to resolve some of the common connectivity error messages that you would see while connecting to SQL Azure A transport-level error has occurred when receiving results from the server. (Provider: TCP Provider, error: 0 - An existing connection was forcibly closed by the remote host.) System.Data.SqlClient.SqlException: Timeout expired.  The timeout period elapsed prior to completion of the operation or the server is not responding. The statement has been terminated. An error has occurred while establishing a connection to the server. When connecting to SQL Server 2005, this failure may be caused by the fact that under the default settings SQL Server does not allow remote connections Error: Microsoft SQL Native Client: Unable to complete login process due to delay in opening server connection. A connection attempt failed because the connected party did not properly respond after a period of time, or established connection failed because connected host has failed to respond. Some troubleshooting tips a) Verify Azure Firewall Settings and Service Availability     Reference: SQL Azure Firewall - http://msdn.microsoft.com/en-us/library/ee621782.aspx b) Verify that you can reach our Virtual IP     Reference: Telnet Troubleshooting Guide - http://technet.microsoft.com/en-us/library/cc753360(WS.10).aspx    Reference: How to Use TRACERT to Troubleshoot TCP/IP Problems in Windows - http://support.microsoft.com/kb/314868 c) Windows Firewall on the local machine     Frequently Asked Questions - http://msdn.microsoft.com/en-us/library/bb736261(VS.85).aspx     Reference: Windows Firewall with Advanced Security Getting Started Guide - http://technet.microsoft.com/en-us/library/cc748991(WS.10).aspx d) Other Firewall products     Reference: http://www.whatismyip.com/ e) Generate a Network Trace using Microsoft Network Monitor tool    Reference: How to capture network traffic with Network Monitor - http://support.microsoft.com/kb/148942 f) SQL Azure Denial of Service (DOS) Guard SQL Azure utilizes techniques to prevent denial of service attacks. If your connection is getting reset by our service due to a potential DOS attack you would  be able to see a three way handshake established and then a RESET in your network trace.

    Read the article

  • Navigating the Unpredictable Swinging of the Financial Regulation Pendulum

    - by Sylvie MacKenzie, PMP
    Written by Guest Blogger: Maureen Clifford, Sr Product Marketing Manager, Oracle The pendulum of the regulatory clock is constantly in motion, albeit often not in any particular rhythm.  Nevertheless, given what many insurers have been through economically, any movement can send shock waves through critical innovation and operational plans.  As pointed out in Deloitte’s 2012 Global Insurance Outlook, the impact of regulatory reform can cause major uncertainty in the area of costs.  As the reality of increasing government regulations settles in, the change that comes along with it creates more challenges in compliance and ultimately on delivering the optimum return on investment.  The result of this changing environment is a proliferation of compliance projects that must be executed with an already constrained set of resources, budget and time. Insurers are confronted by the need to gain visibility into all of their compliance efforts and proactively manage them. Currently that is very difficult to do as these projects often are being managed by groups across the enterprise and they lack a way to coordinate their efforts and drive greater synergies.  With limited visibility and equally limited resources it is no surprise that reporting on project status and determining realistic completion of these projects is only a dream. As a result, compliance deadlines are missed, penalties are incurred, credibility with key stakeholders and the public is jeopardized and returns and competitive advantage go unrealized. Insurers need to ask themselves some key questions: Do I have “one stop” visibility into all of my compliance efforts?  If not, what can I do to change that? What is top priority and how does that impact my already taxed resources? How can I figure out how to best balance my resources to get these compliance projects done as well as keep key innovation and operational efforts on track? How can ensure that I have all the requisite documentation for each compliance project I undertake? Dealing with complying with regulatory efforts is a necessary evil. Don't let the regulatory pendulum sideline your efforts to generate the greatest return on investment for your key stakeholders.

    Read the article

  • Using Fiddler with BizTalk's HTTP Adapter

    - by Christopher House
    I'm working on an orchestration that's retrieving some data from a Java servlet.  The servlet takes a parameter string via HTTP post and returns POX (plain old XML, no SOAP here).  I was having trouble getting a valid response from the servlet when I was sending some test messages and wanted to see what my messages were looking like as they went across the wire.  Normally I was using WCF, I'd setup message logging, but since that's obviously not an option with the HTTP adapter, my thoughts turned to Fiddler.  A quick Google search turned up some promising results.  The posts I read all referred to using Fiddler with the SOAP adapter, but I thoght I could apply the same ideas to the HTTP adapter.  This led me to try setting the following context properties: HttpRequestMessage(HTTP.UseProxy) = true; HttpRequestMessage(HTTP.ProxyName) = "127.0.0.1"; HttpRequestMessage(HTTP.ProxyPort) = 8888; I rebuilt my orch, gac'd it, bounced my host and tried submitting a test message.  Fiddler was running but I didn't see any traffic show up.  I tried fully undeploying/redeploying my application and still, no traffic in Fiddler.  I was starting to think that BizTalk was ignoring the proxy settings.  To confirm this, I closed Fiddler and submitted a test message.  Sure enough, the orch ran to completion, proving that BizTalk was ignoring the proxy settings. I went back to my orch to see if there could be any other context proprties I needed to set.  I saw one that looked promising:  HTTP.UseHandlerProxySettings.  I set this to false, rebuilt my orch and this time when I submitted, I got an error message, which made sense, I didn't have Fiddler running.  I started up Fiddler, submitted another message and there it was, my HTTP traffic, just as I hoped.  And, I was quickly able to figure out what the problem was...I had forgotten to set HTTP.ContentType to application/x-www-form-urlencoded.

    Read the article

  • VSTO is Free But Aspose is Speed

    - by Ken Cox [MVP]
    I’ve taken over the completion, deployment, and maintenance of an ASP.NET Web site that generates Office documents using VSTO. VSTO’s a decent concept and works fine for small-scale scenarios like a desktop app or small intranet. However, with multiple simultaneous requests via ASP.NET, we found the Web server performance suffered badly. To spread out the server’s workload, I implemented MSMQ task queuing via a WCF Windows service.  That helped a lot. IIS didn’t drag with only one VSTO/Office instance running. But I  still found it taking too long to produce a single report. A nicely formatted VSTO Excel document was taking 45 minutes.  (The client  didn’t know any better and therefore considered 45 minutes tolerable.) On my own time, I pulled out an old copy of Aspose.Total for .NET. Within an hour, I had converted the VSTO Excel C# code to Aspose Cells code. The improvement was astonishing: Instead of the 45-minutes, the report took under a minute! I’ve pasted the client’s exact chat response after he tried the speedy Aspose version: “WWWWWOOOOOOOOWWWWWWWW!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!” Microsoft’s VSTO is a free product while the Aspose components cost $$$.  Certainly, it can be a tough call when budgets are tight. If you’re trying to convince the client to shell out for something more suitable for the application, get an eval version of Aspose.Total and offer a direct comparison demo. Ken Full Disclosure: Aspose (like several other component vendors) gives free copies of their suite to MVPs and other .NET influencers.

    Read the article

  • Oracle Enterprise Pack for Eclipse (OEPE) 11.1.1.7 adds Oracle ADF Tooling Support

    - by greg.stachnick
    Oracle Enterprise Pack for Eclipse (OEPE) 11.1.1.7 is now available and includes first-time support for Oracle ADF development in Eclipse. Installers for OEPE 11.1.1.7 as well as Eclipse Update instructions can be found on the OEPE downloads page. Here is an overview of the new features of OEPE 11.1.1.7: Support for Oracle ADF Faces Oracle Enterprise Pack for Eclipse (OEPE) 11.1.1.7 now provides support for development with Oracle ADF 11.1.1.4. These features focus on enablement and configuration of the ADF Runtime with Eclipse and WebLogic Server 10.3.4 as well as design time tools for ADF Faces. A new OEPE 11.1.1.7 installer bundles WebLogic Server 10.3.4, Coherence 3.6, and Oracle ADF 11.1.1.4. New Server Extensions allow you to download and install the ADF Runtime libraries into an existing WebLogic Server from within Eclipse. New Project Templates and Facets are available for ADF Faces development (ADF Web). New ADF validators with QuickFix options will check common descriptors for the appropriate ADF configurations. ADF-enabled JSP templates supporting multiple layouts are available under the New menu. New Remote and Local run/deploy support for ADF applications to WebLogic Server 10.3.4 The Palette now supports drag and drop of ADF Faces and Data Visualization Tools (DVT) tags and includes editors for eash tag configuration. The Eclipse Property Sheet has been enhanced to provide advanced ADF tag configuration. AppXRay dependency engine provides improved validation, code completion, and hyperlink navigation for ADF Faces and DVT Tags The Eclipse Web Page Editor enables a more productive source editing experience for ADF Faces. UI Consolidation for WebLogic Server Tools Oracle Enterprise Pack for Eclipse 11.1.1.7 includes a more streamlined UI for WebLogic Server development. You can now view deployments within the Servers view to understand which modules have been deployed to the domain. The MBean Browser View has been merged with the Servers view enabling easier access to MBean values while still allowing Drag and Drop to WLST scripts. WebLogic Server configuration options have been moved to the Properties window, right-click a server configuration and select Properties.

    Read the article

  • Arguments to homologate Firefox in a Company

    - by Vegetus
    I developed a web project for my company and this project was designed to use Mozilla Firefox (including the javascript (jQuery)). However, now the company wants the project to be transferred to Internet Explorer. I know that in Google, there are several explanations about Mozilla Firefox, which I can demonstrate to the company. But is there any link showing that Internet Explorer runs the W3C standards and has several justifications for why using Mozilla Firefox? I searched on youtube and slideshare, but both have a very weak argument for me to select them and show to the company. The company where I work is still very naive to keep Internet Explorer. 1) The project is intranet. Only 400 internal employees can access the web. 2) The company argues that Mozilla Firefox is not approved by the company. Any suggestions? Any link which shows that the developers of the world hate Internet Explorer? A link explaining why developers do not like Internet Explorer? After the answers, I'm thinking of making a great slide with all the necessary arguments to the company homologue firefox. And yet, published in slideshare. EDIT: Someone here must be wondering why I have not designed, also for Internet Explorer. Welllll... As the deadline for project completion is always short, I developed the project focused only on Mozilla Firefox, because the browser Mozilla Firefox most respects W3C standards (and javascript too) than Internet Explorer.

    Read the article

  • July, the 31 Days of SQL Server DMO’s – Day 1 (sys.dm_exec_requests)

    - by Tamarick Hill
    The first DMO that I would like to introduce you to is one of the most common and basic DMV’s out there. I use the term DMV because this DMO is actually a view as opposed to a function. This DMV is server-scoped and it returns information about all requests that are currently executing on your SQL Server instance. To illustrate what this DMV returns, lets take a look at the results. As you can see, this DMV returns a wealth of information about requests occurring on your server. You are able to see the SPID, the start time of a request, current status, and the command the SPID is executing. In addition to this you see columns for sql_handle and plan_handle. These columns (when combined with other DMO’s we will discuss later) can return the actual sql text that is being executed on your server as well as the actual execution plan that is cached and being used. This DMV also returns information about various wait types that may be occurring for your spid. The percent_complete column displays a percentage to completion for certain database actions such as DBCC CheckDB, Database Restores, Rollback’s, etc. In addition to these, you are also able to see the amount of reads, writes, and cpu that the SPID has consumed. You will find this DMV to be one of the primary DMV’s that you use when looking for information about what is occurring on your server.

    Read the article

  • Weblogic domain scale up using EM Grid Control 11gR1

    - by dmitry.nefedkin(at)oracle.com
    As you know a weblogic domain consists of set of servers running independently or in a cluster mode, sharing the distributed resources. And in most environments weblogic  cluster consists of multiple managed servers running simultaneously and working together to provide increased scalability and reliability.  These servers can run on the same machine, or be located on different machines.  It's a common task to increase a cluster's capacity by adding new machines to the cluster to host the new server instances.  You can do it by manually installing weblogic binaries to the new host and use pack/unpack commands to add a managed server to this new host.  But with Enterprise Manager Grid Control 11gR1 (EMGC) there is  another way - Fusion Middleware Domain Scale Up  procedure. I'm going to show you how it works.Here is a picture of  my medrec_oradb weblogic domain, what is registered in EMGC. It contains an admin server and a cluster MedRecCluster with  the single managed server MS1. Both admin and managed servers are on the same host oel46-vmware, it's a virtual machine with OEL 4.6 that runs inside our Oracle VM infrastructure.  And here are the application deployments, note that couple of applications are deployed to the cluster.First of all I have to prepare a new machine that will host new managed sever of my cluster. I created new VM with OEL 5.4 using the corresponding Oracle VM template available in Oracle E-Delivery site for Oracle Linux and Oracle VM and named it wls1032. Next step is to install Oracle EM Grid Control 11gR1 Agent to this new host.  You can download it from the OTN page and install it manually,  or you can use Agent Installation Deployment procedure available in EMGC  (Deployments->Agent Installation->Install Agent). Anyway, when you agent is up and running on the new machine, you will see it in EMGC Console in the Targets->Hosts subtab.Now we are ready to scale up our weblogic domain. Click the Deployments tab in Oracle Enterprise Manager Grid Control, and then click Deployment Procedure. Select a Fusion Middleware Domain Scale Up procedure from the list, and click Schedule Deployment. The first page of the FMW Domain Scale Up Wizard is displayed and you can proceed with the deployment process.Select the domain from list, enter the working directory on the admin server host, and also fill the weblogic credentials for the administration server console and the OS credentials for the  admin server host.  Click Next button.  The next step allows you to configure you domain, to add a new manager server to the cluster you should select the cluster in the tree and click Add Server button. Select the newly added server in a tree, choose the target host and  enter the configuration details of your managed server. You can also add new machine and node manager details.  Please note that you cannot change the values in  Domain Location and Fusion Middleware Home fields, so these locations on the target host will be the same as for the admin server host.   Working directory on the target host should have enough free space to store FMW home binaries and domain configuration files.  In my experience the working directories should have at least 3 Gb of free space.  The last thing you should fill is the OS credentials for the target host. The next steps allows you to schedule the execution of the procedure, it is started immediately in my example. The last step is just a review the configuration for the domain scale up. Click Submit to launch the process. You can track the status of the procedure execution by selecting Deployments->Deployment Procedures->Procedure Completion Status in the EMGC Console.As you can see in the picture below, the procedure consists of the many steps, and I'm going to share my experience about the issues that I had at some of the steps. Please keep in mind that you can always continue the execution from the last successfully completed step by clicking Retry button.Check OUI Prerequisites  step may fail if the target host does  not pass prerequisites checks for Weblogic Server installation such as amount of RAM, linux packages installed, etc. Create FMW Clone Archive step may fail if you do not have enough free space in the working directory on the administration server host.Transfer cloning archive to targets  step  may fail if the EMGC agents on the admin server host or on target host are not secured.   You should secure the agent by issuing ./emctl secure agent  command from $AGENT_HOME/bin directory and entering the agent registration password.Both Transfer cloning archive to targets and Apply Clone at target hosts steps may fail if you do not have enough free space in the working directory on the target host. The most complicated issue I had on the Run Inventory Collection  step. The step failed and I noticed that the agent on the target server is also failed with the following error in the $AGENT_HOME/sysman/log/emagent.trc  log file:2010-12-28 11:50:34,310 Thread-2838952848 ERROR upload: Failed to upload file A0000008.xml: Fatal Error.Response received: 500|ORA-20603: The timezone of the multiagent target (/Farm_Localhost_MedRec_medrec_oradb/medrec_oradb,weblogic_domain)is not consistent with the timezone (America/Los_Angeles) reported by other agents.2010-12-28 11:50:34,310 Thread-2838952848 ERROR upload: 1 Failure(s) in a row or XML error for A0000008.xml, retcode = -6, we give up2010-12-28 11:50:35,552 Thread-2838952848 WARN  upload: FxferSend: received fatal error in header from repository: https://oel46-vmware:1159/em/uploadFATAL_ERROR::500|ORA-20603: The timezone of the multiagent target (/Farm_Localhost_MedRec_medrec_oradb/medrec_oradb,weblogic_domain)is not consistent with the timezone (America/Los_Angeles) reported by other agents.2010-12-28 11:50:35,552 Thread-2838952848 ERROR upload: number of fatal error exceeds the limit 32010-12-28 11:50:35,552 Thread-2838952848 ERROR upload: agent will shutdown now2010-12-28 11:50:35,552 Thread-2838952848 ERROR : Signalled to Exit with status 55. Too many fatal upload failures2010-12-28 11:50:35,552 Thread-2838952848 ERROR upload: 1 Failure(s) in a row or XML error for A0000008.xml, retcode = -6, we give up2010-12-28 11:50:35,552 Thread-3044607680 ERROR main: EMAgent abnormal terminatingI checked the timezone of my domain target inside EMGC repositoryselect timezone_regionfrom mgmt_targets where target_type = 'weblogic_domain'  and display_name = 'medrec_oradb'"TIMEZONE_REGION""America/Los_Angeles"Then checked the timezone of my agents and indeed, they differedselect target_name, timezone_region from mgmt_targets where type_display_name = 'Agent'"TARGET_NAME"    "TIMEZONE_REGION""oel46-vmware:3872"    "America/Los_Angeles""wls1032.imc.fors.ru:3872"    "America/New_York"So I had to change the timezone on the wls1032 host and propagate this changes to the agent and to the EMGC repository. Here was the steps:issued system-config-date command on wls1032.imc.fors.ru  and set timezone to "America/Los_Angeles"propagated the changes to the agent bu executing ./emctl resetTZ agent  command from $AGENT_HOME/bin directoryconnected to EMGC repository as sysman and executed the following PL/SQL block:   begin      mgmt_target.set_agent_tzrgn('wls1032.imc.fors.ru:3872','America/Los_Angeles');      commit;   end;After that I had to clear the pending uploads on wls1032.imc.fors.ru:  rm -r $AGENT_HOME/sysman/emd/state/*  rm -r $AGENT_HOME/sysman/emd/collection/*  rm -r $AGENT_HOME/sysman/emd/upload/*  rm $AGENT_HOME/sysman/emd/lastupld.xml  rm $AGENT_HOME/sysman/emd/agntstmp.txt  $AGENT_HOME/bin/emctl start agent  $AGENT_HOME/bin/emctl clearstate agentThe last part of this solution was to resync the agent in EMGC console by clicking Agent Resynchronization button (please leave "Unblock agent on successful completion of agent resynchronization" checkbox checked in the next screen).After that I issued ./emctl upload command from $AGENT_HOME/bin on the wls1032 host,  and my previous error disappeared,  but I catched another one: EMD upload error: Failed to upload file A0000004.xml: HTTP error.Response received: ERROR-400|Data will be rejected for upload from agent 'https://wls1032.imc.fors.ru:3872/emd/main/', max size limit for direct load exceeded [7544731/5242880]So the uploading XML file size was 7 Mb, and the limit on OMS was 5 Mb.  To increase the max file size limit to 20 Mb I had to connect to the OMS host and execute the following commands from $OMS_HOME/bin directory: ./emctl set property -name em.loader.maxDirectLoadFileSz -value 20971520 -module emoms ./emctl stop oms ./emctl start omsAfter that I issued ./emctl upload command from $AGENT_HOME/bin on the wls1032 one more time and it completed successfully.   The agent uploaded the configuration information to the EMGC  repository and I was able to see the results of my weblogic domain scale-up in EMGC Console.DeploymentsSo, now the weblogic cluster contains 2 managed servers located on the different hosts. This powerful feature of the Enterprise Manager Grid Control  is a part of  the WebLogic Server Management Pack Enterprise Edition.

    Read the article

  • ODEE Green Field (Windows) Part 5 - Deployment and Validation

    - by AndyL-Oracle
    And here we are, almost finished with our installation of Oracle Documaker Enterprise Edition ("ODEE") in a Windows green field environment. Let's recap what we've done so far: In part 1, I went over the basic process that I intended to show with installing an ODEE on a green field server. I walked you through the basic installation of Oracle 11g database In part 2, I covered the installation of WebLogic application server. In part 3, I showed you how to install SOA Suite for WebLogic. In part 4, we did the first part of the installation of ODEE itself. What remains after all of that, is the deployment of the ODEE components onto the database and application server - so let's get to it! DATABASE First, we'll deploy the schemas to the database. The schemas are created during the ODEE installation according to the responses provided during the install process. To deploy the schemas, you'll need to login to the database server in your green field environment. Open a command line and CD into ODEE_HOME\documaker\database\oracle11g.Run SQLPLUS as SYSDBA and execute dmkr_admin.sql:  sqlplus / as sysdba @dmkr_admin.sql Execute dmkr_asline.sql, dmkr_admin_correspondence_example.sql.  If you require additional languages, run the appropriate SQL scripts (e.g. dmkr_asline_es.sql for Spanish). APPLICATION SERVER Next, we'll deploy the WebLogic domain and it's components - Documaker web services, Documaker Interactive, Documaker dashboard, and more. To deploy the components, you'll need to login to the application server in your green field environment. 1. Open Windows Explorer and navigate to ODEE_HOME\documaker\j2ee\weblogic\oracle11g\scripts.2. Using a text editor such as Notepad++, modify weblogic_installation_properties and set location of MIDDLEWARE_HOME and ODEE HOME. If you have used the defaults you’ll probably need to change the E: to C: and that’s it. Save the changes.3. Continuing in the same directory, use your text editor to modify set_middleware_env.cmd and set the drive and path to MIDDLEWARE_HOME. If you have used the defaults you’ll probably need to just change E: to C: and that’s it. Save the changes.4. In the same directory, execute wls_create_domain.cmd by double-clicking it. This should run to completion. If it does not, review any errors and correct them, and rerun the script.5. In the same directory, execute wls_add_correspondence.cmd by double-clicking it - again this should run to completion. 6. Next, we'll start the AdminServer - this is the main WebLogic domain server. To start it, use Windows Explorer and navigate to MIDDLEWARE_HOME\user_projects\domains\idocumaker_domain. Double-click startWebLogic.cmd and the server startup will begin. Once you see output that indicates that the server status changed to RUNNING you may proceed.  a. Note: if you saw database connection errors, you probably didn’t make sure your database name and connection type match. You can change this manually in the WebLogic Console. Open a browser and navigate to http://localhost:7001/console (replace localhost with the name of your application server host if you aren't opening the browser on the server), and login with the the weblogic credential you provided in the ODEE installation process. b. Once you're logged in, open Services?Data Sources. Select dmkr_admin and click Connection Pool.  c. The end of the URL should match the connection type you chose. If you chose ServiceName, the URL should be: jdbc:oracle:thin:@//<hostname>:1521/<serviceName> and if you chose SID, the URL should be: jdbc:oracle:thin:@//<hostname>:1521/<SIDname> d. An example serviceName is a fully qualified DNS-style name, e.g. "idmaker.us.oracle.com". (It does not need to actually resolve in DNS). An example SID is just a name, e.g. IDMAKER. e. Save the change and repeat for the data source dmkr_asline.  f. You will also need to make the same changes in the ODEE_HOME/documaker/docfactory/config/context/.bindings file - open the file in a text editor, locate the URL lines and make the appropriate change, then save the file.  7. Back in the ODEE_HOME\documaker\j2ee\weblogic\oracle11g\scripts directory, execute create_users_groups.cmd. 8. In the same directory, execute create_users_groups_correspondence_example.cmd. 9. Open a browser and navigate to http://localhost:7001/jpsquery. Replace localhost with the name of your application server host if you aren't running the browser on the application server. If you changed the default port for the AdminServer from 7001, use the port you changed it to. You should see output like this: 10. Start the WebLogic managed servers by opening a command prompt and navigating to MIDDLEWARE_HOME/user_projects/domains/idocumaker_domain/bin/. When you start the servers listed below, you will be prompted to enter the WebLogic credentials to start the server. You can prevent this by providing the credential in the startManagedwebLogic.cmd file for the WLS_USER and WLS_PASS values. Note that the credential will be stored in cleartext. To start the server, type in the command shown. a. Start the JMS Server: ./startManagedWebLogic.cmd jms_server b. Start Dashboard/Documaker Administrator: ./startManagedWebLogic.cmd dmkr_server c. Start Documaker Interactive for Correspondence: ./startManagedWebLogic.cmd idm_server SOA Composites  If you're planning on testing out the approval process components of BPEL that can be used with Documaker Interactive, then use the following steps to deploy the SOA composites. If you're not going to use BPEL, you can skip to the next section.1. Stop the servers listed in the previous section (Step 10) in the reverse order that they were started.2. Run the Domain configuration command: navigate to and execute MIDDLEWARE_HOME/wlserver_10.3/common/bin/config.cmd.3. Select Extend and click next. 4. Select the iDocumaker Domain and click Next. 5. Select the Oracle SOA Suite – 11.1.1.0 (this may automatically select other components which is OK). Click Next. 6. View the Configure JDBC resources screen. You should not make any changes. Click Next. 7. Check both connections and click Test Connections. After successful test, click Next. If the tests fail, something is broken. Go back to configure JDBC resources and check your service name/SID. 8. Check all schemas. Set a password (will be the same for all schemas). Enter the database information (service name, host name, port). Click Next. 9. Connections should test successfully. If not, go back and fix any errors. Click Next. 10. Click Next to pass through Optional Configuration. 11. Click Extend. 12. Click Done. 13. Open a terminal window and navigate to/execute: ODEE_HOME/documaker/j2ee/weblogic/oracle11g/bpel/antbuild.cmd14. Start the WebLogic Servers – AdminServer, jms_server, dmkr_server, idm_server. If you forgot how to do this, see the previous section Step 10. Note: if you previously changed the startManagedWebLogic.cmd script for WLS_USER and WLS_PASS you will need to make those changes again. 15. Start the WebLogic server soa_server1: MIDDLEWARE_HOME/user_projects/domains/idocumaker_domain/bin/startManagedWebLogic.cmd soa_server116. Open a browser to http://localhost:7001/console and login. 17. Navigate to Services?Data Sources and select DMKR_ASLINE. 18. Click the Targets tab. Check soa_server1, then click Save. Repeat for the DMKR_ADMIN data source. 19. Open a command prompt and navigate to ODEE_HOME/j2ee/weblogic/oracle11g/scripts, then execute deploy_soa.cmd. That's it! (As if that wasn't enough?) DOCUMAKER Deploy the sample MRL resources by navigating to/executing ODEE_HOME/documaker/mstrres/dmres/deploysamplemrl.bat. You should see approximately 500 resources deployed into the database. Start the Factory Services. Start?Run?services.msc. Locate the service named "ODDF xxxx" and right-click, select Start. Note that each Assembly Line has a separate Factory setup, including its own Factory service and Docupresentment service. The services are named for the assembly line and the machine on which they are installed (because you could have multiple machines servicing a single assembly line, so this allows for easy scripting to control all the services if you choose to do so. Repeat for the Docupresentment service. Note that each Assembly Line has a separate Docupresentment. Using Windows Explorer, navigate to ODEE_HOME/documaker/mstrres/dmres/input and select one of the XML files, and copy it into ODEE_HOME/documaker/hotdirectory. Note: if you chose a different hot directory during installation, copy the file there instead. Momentarily you should see the XML file disappear! Open browser and navigate to http://localhost:10001/DocumakerDashboard (previous versions 12.0-12.2 use http://localhost:10001/dashboard) and verify that job processed successfully. Note that some transactions may fail if you do not have a properly configured email server, and this is ok. You can set up a simple SMTP server (just search the internet for "SMTP developer" and you'll get several to choose from.  So... that's it? Where are we at this point? You now have a completely functional ODEE installation, from soup to nuts as they say. You can further expand your installation by doing some of the following activities: clustering WebLogic services configuring WebLogic for redundancy configuring Oracle 11g for RAC adding additional Factory servers for redundancy/processing capacity setting up a real MRL (instead of the sample resources) testing Documaker Web Services for job submission and more!  I certainly hope you've enjoyed this and find it useful. If you find yourself running into trouble, visit the Oracle Community for Documaker - there is plenty of activity there and you can ask questions. For more concentrated assistance, you can engage an Oracle consultant who is a subject matter expert to assist you. Feel free to email me [andy (dot) little (at) oracle (dot) com] and I can connect you with the appropriate resource to get started. Best of luck! -Andy 

    Read the article

  • Where Is SilverLight Toolkit Installed On My PC?

    - by Gopinath
    This is first question that ran though my mind once I finished installation of SilverLight Toolkit today. When we install the toolkit, the installation wizard does not ask us for any installation folder options and after completion of installation there will not be any entries in to the All Programs section of start menu. After going through the documents, I found that installer silently places all the binaries, themes, samples documents under program files folder depending on the version of the toolkit. If you installed version 4.0 of the toolkit then it will be placed in the folder C:\Program Files\Microsoft SDKs\Silverlight\v4.0 Here is the list of other useful folder of SilverLight toolkit that we refer to often Bin  C:\Program Files\Microsoft SDKs\Silverlight\v4.0\Toolkit\Apr10\Bin   Samples  C:\Program Files\Microsoft SDKs\Silverlight\v4.0\Toolkit\Apr10\Samples   Themes  C:\Program Files\Microsoft SDKs\Silverlight\v4.0\Toolkit\Apr10\Themes   Source  C:\Program Files\Microsoft SDKs\Silverlight\v4.0\Toolkit\Apr10\Source Please note this above listed folder names will not be exactly same on your computer as they vary from one version to another. First open the base folder  C:\Program Files\Microsoft SDKs\Silverlight and then navigate through the available folders for locating the required ones. Hope this helps you. Join us on Facebook to read all our stories right inside your Facebook news feed.

    Read the article

  • MySQL - Installation

    - by Stuart Brierley
    In order to create a development environment for a project I am working on, I recently needed to install MySQL Server.  The first step was to download the msi. Running this presents you with the installer splash screen, detailing the version of MySQL that you are about to install - in this case MySQL Server 5.1. Next you can choose whether to install a Typical, Complete or Custom installation.  Although this is the first time I have installed MySQL and the Custom option states "Recommended for advanced users" I opted to carry out a Custom installation, specifically so that I could be sure of what features and components were installed. On the Custom Setup screen you can choose which components to install.  By default the Developer Components are not included, but I opted to include some of these elements. Next up is the ready to install screen and then the intsallation progress.   Following the completion of the installation you are shown a few screens with details of the MySQL Enterprise subscription option. Finally the installation is complete and you are offered the chance to configure and register MySQL. Next I will be looking at the configuration of MySQL Server 5.1.

    Read the article

< Previous Page | 20 21 22 23 24 25 26 27 28 29 30 31  | Next Page >