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  • cannot modify header information [closed]

    - by mohanraj
    Possible Duplicate: cannot modify header information Warning: Cannot modify header information - headers already sent by (output started at C:\xampp\htdocs\register&login\logout.php:1) in C:\xampp\htdocs\register&login\logout.php on line 4 Warning: Cannot modify header information - headers already sent by (output started at C:\xampp\htdocs\register&login\logout.php:1) in C:\xampp\htdocs\register&login\logout.php on line 5 Warning: Cannot modify header information - headers already sent by (output started at C:\xampp\htdocs\register&login\logout.php:1) in C:\xampp\htdocs\register&login\logout.php on line 6

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  • How to execute everything in the Local Area Network

    - by matnagel
    We have a very small LAN here, but some peolpe here think we need Active Directory, though nobody knows how to maintain it. I am not in the position to change this. How can I get full access (on Linux it would be "execute" rights) also for files on network drives (the files are just on another machine next room) My account is in the group Administrators on a windows 2003 server Domain Controller. I cannot open simple MS Access 2000 Databases or CHM Files from network drives in the lan How to do that? Some policy setting? I want to change that once. It is useless. We have no distinction between local or network files here. I would have to copy everything to a local drive and then do what I want.

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  • How to execute files on LAN drives in a Windows Domain

    - by matnagel
    We have a very small LAN here, but some peolpe here think we need Active Directory, though nobody knows how to maintain it. I am not in the position to change this. How can I get full access (on Linux it would be "execute" rights) also for files on network drives (the files are just on another machine next room) My account is in the group Administrators on a windows 2003 server Domain Controller. I cannot open simple MS Access 2000 Databases or CHM Files from network drives in the lan How to do that? Some policy setting? I want to change that once. It is useless. We have no distinction between local or network files here. I would have to copy everything to a local drive and then do what I want.

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  • JMX Based Monitoring - Part Four - Business App Server Monitoring

    - by Anthony Shorten
    In the last blog entry I talked about the Oracle Utilities Application Framework V4 feature for monitoring and managing aspects of the Web Application Server using JMX. In this blog entry I am going to discuss a similar new feature that allows JMX to be used for management and monitoring the Oracle Utilities business application server component. This feature is primarily focussed on performance tracking of the product. In first release of Oracle Utilities Customer Care And Billing (V1.x I am talking about), we used to use Oracle Tuxedo as part of the architecture. In Oracle Utilities Application Framework V2.0 and above, we removed Tuxedo from the architecture. One of the features that some customers used within Tuxedo was the performance tracking ability. The idea was that you enabled performance logging on the individual Tuxedo servers and then used a utility named txrpt to produce a performance report. This report would list every service called, the number of times it was called and the average response time. When I worked a performance consultant, I used this report to identify badly performing services and also gauge the overall performance characteristics of a site. When Tuxedo was removed from the architecture this information was also lost. While you can get some information from access.log and some Mbeans supplied by the Web Application Server it was not at the same granularity as txrpt or as useful. I am happy to say we have not only reintroduced this facility in Oracle Utilities Application Framework but it is now accessible via JMX and also we have added more detail into the performance tracking. Most of this new design was working with customers around the world to make sure we introduced a new feature that not only satisfied their performance tracking needs but allowed for finer grained performance analysis. As with the Web Application Server, the Business Application Server JMX monitoring is enabled by specifying a JMX port number in RMI Port number for JMX Business and initial credentials in the JMX Enablement System User ID and JMX Enablement System Password configuration options. These options are available using the configureEnv[.sh] -a utility. These credentials are shared across the Web Application Server and Business Application Server for authorization purposes. Once this is information is supplied a number of configuration files are built (by the initialSetup[.sh] utility) to configure the facility: spl.properties - contains the JMX URL, the security configuration and the mbeans that are enabled. For example, on my demonstration machine: spl.runtime.management.rmi.port=6750 spl.runtime.management.connector.url.default=service:jmx:rmi:///jndi/rmi://localhost:6750/oracle/ouaf/ejbAppConnector jmx.remote.x.password.file=scripts/ouaf.jmx.password.file jmx.remote.x.access.file=scripts/ouaf.jmx.access.file ouaf.jmx.com.splwg.ejb.service.management.PerformanceStatistics=enabled ouaf.jmx.* files - contain the userid and password. The default configuration uses the JMX default configuration. You can use additional security features by altering the spl.properties file manually or using a custom template. For more security options see JMX Security for more details. Once it has been configured and the changes reflected in the product using the initialSetup[.sh] utility the JMX facility can be used. For illustrative purposes I will use jconsole but any JSR160 complaint browser or client can be used (with the appropriate configuration). Once you start jconsole (ensure that splenviron[.sh] is executed prior to execution to set the environment variables or for remote connection, ensure java is in your path and jconsole.jar in your classpath) you specify the URL in the spl.runtime.management.connnector.url.default entry. For example: You are then able to track performance of the product using the PerformanceStatistics Mbean. The attributes of the PerformanceStatistics Mbean are counts of each object type. This is where this facility differs from txrpt. The information that is collected includes the following: The Service Type is captured so you can filter the results in terms of the type of service. For maintenance type services you can even see the transaction type (ADD, CHANGE etc) so you can see the performance of updates against read transactions. The Minimum and Maximum are also collected to give you an idea of the spread of performance. The last call is recorded. The date, time and user of the last call are recorded to give you an idea of the timeliness of the data. The Mbean maintains a set of counters per Service Type to give you a summary of the types of transactions being executed. This gives you an overall picture of the types of transactions and volumes at your site. There are a number of interesting operations that can also be performed: reset - This resets the statistics back to zero. This is an important operation. For example, txrpt is restricted to collecting statistics per hour, which is ok for most people. But what if you wanted to be more granular? This operation allows to set the collection period to anything you wish. The statistics collected will represent values since the last restart or last reset. completeExecutionDump - This is the operation that produces a CSV in memory to allow extraction of the data. All the statistics are extracted (see the Server Administration Guide for a full list). This can be then loaded into a database, a tool or simply into your favourite spreadsheet for analysis. Here is an extract of an execution dump from my demonstration environment to give you an idea of the format: ServiceName, ServiceType, MinTime, MaxTime, Avg Time, # of Calls, Latest Time, Latest Date, Latest User ... CFLZLOUL, EXECUTE_LIST, 15.0, 64.0, 22.2, 10, 16.0, 2009-12-16::11-25-36-932, ASHORTEN CILBBLLP, READ, 106.0, 1184.0, 466.3333333333333, 6, 106.0, 2009-12-16::11-39-01-645, BOBAMA CILBBLLP, DELETE, 70.0, 146.0, 108.0, 2, 70.0, 2009-12-15::12-53-58-280, BPAYS CILBBLLP, ADD, 860.0, 4903.0, 2243.5, 8, 860.0, 2009-12-16::17-54-23-862, LELLISON CILBBLLP, CHANGE, 112.0, 3410.0, 815.1666666666666, 12, 112.0, 2009-12-16::11-40-01-103, ASHORTEN CILBCBAL, EXECUTE_LIST, 8.0, 84.0, 26.0, 22, 23.0, 2009-12-16::17-54-01-643, LJACKMAN InitializeUserInfoService, READ_SYSTEM, 49.0, 962.0, 70.83777777777777, 450, 63.0, 2010-02-25::11-21-21-667, ASHORTEN InitializeUserService, READ_SYSTEM, 130.0, 2835.0, 234.85777777777778, 450, 216.0, 2010-02-25::11-21-21-446, ASHORTEN MenuLoginService, READ_SYSTEM, 530.0, 1186.0, 703.3333333333334, 9, 530.0, 2009-12-16::16-39-31-172, ASHORTEN NavigationOptionDescriptionService, READ_SYSTEM, 2.0, 7.0, 4.0, 8, 2.0, 2009-12-21::09-46-46-892, ASHORTEN ... There are other operations and attributes available. Refer to the Server Administration Guide provided with your product to understand the full et of operations and attributes. This is one of the many features I am proud that we implemented as it allows flexible monitoring of the performance of the product.

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  • How to manage mounted partitions (fstab + mount points) from puppet

    - by Cristian Ciupitu
    I want to manage the mounted partitions from puppet which includes both modifying /etc/fstab and creating the directories used as mount points. The mount resource type updates fstab just fine, but using file for creating the mount points is bit tricky. For example, by default the owner of the directory is root and if the root (/) of the mounted partition has another owner, puppet will try to change it and I don't want this. I know that I can set the owner of that directory, but why should I care what's on the mounted partition? All I want to do is mount it. Is there a way to make puppet not to care about the permissions of the directory used as the mount point? This is what I'm using right now: define extra_mount_point( $device, $location = "/mnt", $fstype = "xfs", $owner = "root", $group = "root", $mode = 0755, $seltype = "public_content_t" $options = "ro,relatime,nosuid,nodev,noexec", ) { file { "${location}/${name}": ensure => directory, owner => "${owner}", group => "${group}", mode => $mode, seltype => "${seltype}", } mount { "${location}/${name}": atboot => true, ensure => mounted, device => "${device}", fstype => "${fstype}", options => "${options}", dump => 0, pass => 2, require => File["${location}/${name}"], } } extra_mount_point { "sda3": device => "/dev/sda3", fstype => "xfs", owner => "ciupicri", group => "ciupicri", $options = "relatime,nosuid,nodev,noexec", } In case it matters, I'm using puppet-0.25.4-1.fc13.noarch.rpm and puppet-server-0.25.4-1.fc13.noarch.rpm.

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  • vmware - ACE, Workstation - how to manage remoe clients??

    - by tom smith
    Hi. Exploring Vmware products/services and have a few questions. As I understand VM, you can use VMWare Workstation to create a VM of a target machine/box/OS. Let's call this VM, "foo". If I have 100 client PCs in my dept, and I want to install the VM (foo) on each client, and also manage the remote VM instances of (foo). How can I accompish this? Let's assume that the client machines are running Windows7, and have the vmplayer app installed on the box. I'm looking to do the following kinds of actions regarding the remote client machines: -Update the foo VM/image with new updated copies -Make sure that every VM "foo" has the same user, but a unique passwd -Monitor the traffic/status of each client VM "foo" oin each client -Start/Stop each client VN "foo" from the master console -Etc... Can this be accomplished? How would I do it, what services/products would I need? I've tried toalking to a few of the pre-sales guys in VMWare, and got nowhere, other than telling me to email my questions!! Looking at google shed more insight, but I still have questions. So, if you have detailed VMWare understanding, pointers to consultants, or resellers who can help, all pointers are greatly appreciated. Thanks -tom

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  • Tools to manage sql 2008 database mirroring?

    - by lemkepf
    We are going to be moving about 20 databases that live on a single instance of sql 2000 to a sql 2008 r2 environment with database mirroring. What I'm looking for is a tool or scripts that will help me manage the conversion and management of those 20db's onto this new mirrored environment easily. There are many steps in setting each DB up and I want to automate as much as possible. Edit: Here are the steps I've been doing manually: Create the same username/passwords from the old sql 2000 server onto new sql 2008 server. Then sync those users/passwords onto the other sql 2008 server with the same SSID's so when we do the db backup and restore they match up. Take a backup of each sql 2000 db's. Copy them to server A. Restore the backup to server A. Backup from server a, copy to server b, restore there. Run the mirror "configure security" wizard. Start mirroring. I've love to be able to script this out or have a tool that does it for me. Thanks! Paul

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  • How to manage multiple email addresses on multiple domains in Exchange

    - by CAD bloke
    Using Hosted Exchange Server, mostly because I use an iPhone, webmail & Outlook on 2 laptops. I want to keep everything consistent and unfragmented. Also, I want push notifications. I have 2 domains, a professional one & a personal one. Each domain has about 5 (give or take) email addresses I use for various purposes. Each domain also has a few parked domains (.net, .org, .info) aliased to the .com domain. I would like to keep emails from the 2 domains separated. Do I need an extra mail box, meaning extra expense or can I create another Exchange user on the same mailbox and create an extra account in Outlook? In either case I will have to wait for iOS4 on the iPhone to manage 2 Exchange accounts. Or am I better off just using a set of rules and folders? The aliased domains are another joy to behold entirely. It looks like I will have to add each email address variant individually. Alternatively, I reckon I may just leave the aliased domains at the pop3 host and let Outlook gather those as edge-cases. Surely I can't be the only one making my life this difficult. Anyone out there done this? From the left field - is this (much) easier in gMail? I'm not committed to Exchange (yet). Previously I used Outlook as a pop3 client with a set of filters to direct incoming traffic to folders. This worked with the aliased domains because my host directed all the aliased TLDs to the same mailbox.

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  • How to add security zone information to files?

    - by user33938
    I recently enabled "Do not preserve zone information in file attachments", to get rid that annoying "Do you want to run this program" security warning. Now, how can I add this information to a file that doesn't have it? I would like to get that warning back on certain files.

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  • how to diagnosis and resolve: /usr/lib64/libz.so.1: no version information available

    - by matchew
    I had a hell of a time installing lxml for python2.7 on centOs5.6. For some background, python2.7 is an alternative installation of python on centOS5.6 which comes with python2.4 installed. it was bulit from source per its instrucitons ./configure make make altinstall However, after about 20 hours of trying I managed to find a workable solution and was able to install lxml. Until, I notice the following error at the top of the interpreter: python2.7: /usr/lib64/libz.so.1: no version information available (required by python2.7) Python 2.7.2 (default, Jun 30 2011, 18:55:26) [GCC 4.1.2 20080704 (Red Hat 4.1.2-50)] on linux2 Type "help", "copyright", "credits" or "license" for more information. >>> print 'Sheeeeut!' this error is printed out everytime I run a script. For example: $ ./test.py /usr/local/bin/python2.7: /usr/lib64/libz.so.1: no version information available (required by /usr/local/bin/python2.7) the script runs flawlessly, but this error is bothersome. After some digging I have seem to believe I have a wrong version of libz installed, that it is either an older version or built for a different platform. I'm not quite sure how, I've only installed libz through yum, as far as I know. Although, I can't quite remember every little thing I tried in my twenty hours of trying. You may also be intereted in what my lib64 folder looks like, here is some information $ ls -ltrh libz* -rwxr-xr-x 1 root root 84K Jan 9 2007 libz.so.1.2.3 -rwxr-xr-x 1 root root 107K Jan 9 2007 libz.a -rwxr-xr-x 1 root root 154K Feb 22 23:30 libzdb.so.7.0.2 lrwxrwxrwx 1 root root 13 Apr 20 20:46 libz.so.1 -> libz.so.1.2.3 lrwxrwxrwx 1 root root 15 Jun 30 18:43 libzdb.so.7 -> libzdb.so.7.0.2 lrwxrwxrwx 1 root root 13 Jul 1 11:35 libz.so -> libz.so.1.2.3 lrwxrwxrwx 1 root root 15 Jul 1 11:35 libzdb.so -> libzdb.so.7.0.2 notice: the items that Say Jul 1st or Jun 30th are from me. I had initially moved these files into a backup folder as they seeemed to be 1. duplicates and 2. had a date after/during my problems I alluded to earlier that I had with lxml One inclination is to completely remove python2.7 and re-install. I think having it install to /usr/local/ was a poor default choice. However, without the make uninstall option being present it seems to be a time consuming task for a solution I am not quite sure would solve my problem.

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  • Remove identifying information from SSH.

    - by The Rook
    When I do an nmap -sV 127.0.0.1 -p 22 of my system I get the following information: SF-Port22-TCP:V=4.62%I=7%D=11/9%Time=4916402C%P=i686-pc-linux-gnu%r(NULL,2 SF:7,"SSH-2.0-OpenSSH_5.1p1\x20Debian-3ubuntu1\r\n"); How do I go about chaining these two pieces of information? i686-pc-linux-gnu and SSH-2\.0-OpenSSH_5\.1p1\x20Debian-3ubuntu1.

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  • How to test if DNS information has propagated?

    - by Andrew
    I set up a new DNS entry for one of my subdomains (I haven't set up any Apache virtual hosts or anything like that yet). How can I check that the DNS information has propagated? I assumed that I could simply ping my.subdomain.com and assume that if it could resolve, it would show the IP address I specified in the A record. However, I don't know if I am assuming correctly. What is the best way to check this information?

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  • grabbing/parsing iSCSI iface information

    - by chrisg
    I'm writing a puppet provider for iSCSI and want to grab information about the ifaces (in my case HBAs) we have, is there a better way than doing this: iscsiadm -m iface -I be2iscsi.00:00:00:00:00:00|grep iface.ipaddress|sed -e 's/iface.ipaddress = //' it looks pretty ugly, but the -n switch doesn't seem to work unless you're in --op=update is there a better way to grab this information, in particular in ruby?

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  • Manage Upload Permissions, SFTP & Linux

    - by John R
    I'm new to Linux. I am working with a Redhat 5.5 server and am using a Java-based SFTP script that will allow multiple users to upload text files to a server. I am undecided if each user will have a separate directory or if I will use a naming convention that includes their customer ID. The files include some personal information about their LAN settings, so I prefer to use SFTP as apposed to FTP. It is my understanding that SFTP is encrypted (Also, I have a Java class configured to upload via SFTP, so I prefer not to switch protocols unless their is a very-good reason). The prototype is for a system that will support large numbers of customers and the thought of continually adding and removing clients through the command line seems highly impractical. (Again, I am new_to/learning Linux and Redhat). What are normal conventions for giving multiple users permission to SFTP upload files with a unique username and password for each.

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  • Manage Kickstart library with Puppet

    - by Tim Brigham
    I maintain a library of different kickstart configurations, mostly for CentOS 5 and 6. It has recently gotten to the point I want to deduplicate as much of this information as possible. I am aware of a couple options out there which can dynamically generate kickstart files. Not interested at this point unless I really need to do that route. I would like to create my Kickstart files using a template along the following line: deploy1-centos5.erb .... install=http://.../$arch/... repo=http://.../$arch/... .... My output naming schema is "deploy1-centos5-x86_64". I'd like to be able to create several kickstart files from a given template, one for 32 bit, one 64, ppc, etc. This would work perfectly if I could readily set the value of arch per each time the template is called to create a file. What is the most ready way to address this?

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  • Group vs role (Any real difference?)

    - by Ondrej
    Can anyone tell me, what's the real difference between group and role? Ive been trying to figure this out for some time now and the more information I read, the more I get the sence, that this is brought up just to confuse people and there is no proper difference in this. Both can do the other one's job. Ive always used a group to manage users and their access rights. Recently, I've come accross an administration software, where is a bunch of users. Each user can have assigned a module (whole system is split into a few parts called modules ie. Administration module, Survey module, Orders module, Customer module). On top of it, each module have a list of functionalities, that can be allowed or denied for each user. So let's say, a user John Smith can access module Orders and can edit any order, but havent given a right to delete any of them. If there was more users with the same competency, I would use a group to manage that. I would aggregate such users into the same group and assign access rights to modules and their functions to the group. All users in the same group would have the same access rights. Why call it a group and not role? I don't know, I just feel it that way. It seems to me, that simply it just doesnt really matter :] But I still would like to know the real difference. What about you guys? Any suggestions why this should be rather called role than group or the other way round? Thanks to everyone.

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  • Django 1.4.1 error loading MySQLdb module when attempting 'python manage.py shell'

    - by Paul
    I am trying to set up MySQL, and can't seem to be able to enter the Django manage.py shell interpreter. Getting the output below: rrdhcp-10-32-44-126:django pavelfage$ python manage.py shell Traceback (most recent call last): File "manage.py", line 10, in <module> execute_from_command_line(sys.argv) File "/Library/Frameworks/Python.framework/Versions/2.7/lib/python2.7/site-packages/django/core/management/__init__.py", line 443, in execute_from_command_line utility.execute() File "/Library/Frameworks/Python.framework/Versions/2.7/lib/python2.7/site-packages/django/core/management/__init__.py", line 382, in execute self.fetch_command(subcommand).run_from_argv(self.argv) File "/Library/Frameworks/Python.framework/Versions/2.7/lib/python2.7/site-packages/django/core/management/base.py", line 196, in run_from_argv self.execute(*args, **options.__dict__) File "/Library/Frameworks/Python.framework/Versions/2.7/lib/python2.7/site-packages/django/core/management/base.py", line 232, in execute output = self.handle(*args, **options) File "/Library/Frameworks/Python.framework/Versions/2.7/lib/python2.7/site-packages/django/core/management/base.py", line 371, in handle return self.handle_noargs(**options) File "/Library/Frameworks/Python.framework/Versions/2.7/lib/python2.7/site-packages/django/core/management/commands/shell.py", line 45, in handle_noargs from django.db.models.loading import get_models File "/Library/Frameworks/Python.framework/Versions/2.7/lib/python2.7/site-packages/django/db/__init__.py", line 40, in <module> backend = load_backend(connection.settings_dict['ENGINE']) File "/Library/Frameworks/Python.framework/Versions/2.7/lib/python2.7/site-packages/django/db/__init__.py", line 34, in __getattr__ return getattr(connections[DEFAULT_DB_ALIAS], item) File "/Library/Frameworks/Python.framework/Versions/2.7/lib/python2.7/site-packages/django/db/utils.py", line 92, in __getitem__ backend = load_backend(db['ENGINE']) File "/Library/Frameworks/Python.framework/Versions/2.7/lib/python2.7/site-packages/django/db/utils.py", line 24, in load_backend return import_module('.base', backend_name) File "/Library/Frameworks/Python.framework/Versions/2.7/lib/python2.7/site-packages/django/utils/importlib.py", line 35, in import_module __import__(name) File "/Library/Frameworks/Python.framework/Versions/2.7/lib/python2.7/site-packages/django/db/backends/mysql/base.py", line 16, in <module> raise ImproperlyConfigured("Error loading MySQLdb module: %s" % e) django.core.exceptions.ImproperlyConfigured: Error loading MySQLdb module: No module named _mysql Any suggestions really appreciated.

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  • Can't manage iPod from linux anymore

    - by kemp
    I used to be able to see and manage my iPod with different softwares: Amarok, Rhythmbox, GTKPod. The device is a nano 1st generation 4gb. Currently it mounts regularly and can be accessed from the file system, but I get this in dmesg: [ 1547.617891] scsi 11:0:0:0: Direct-Access Apple iPod 1.62 PQ: 0 ANSI: 0 [ 1547.619103] sd 11:0:0:0: Attached scsi generic sg2 type 0 [ 1547.620478] sd 11:0:0:0: [sdb] Adjusting the sector count from its reported value: 7999488 [ 1547.620494] sd 11:0:0:0: [sdb] 7999487 512-byte hardware sectors: (4.09 GB/3.81 GiB) [ 1547.621718] sd 11:0:0:0: [sdb] Write Protect is off [ 1547.621726] sd 11:0:0:0: [sdb] Mode Sense: 68 00 00 08 [ 1547.621732] sd 11:0:0:0: [sdb] Assuming drive cache: write through [ 1547.623591] sd 11:0:0:0: [sdb] Adjusting the sector count from its reported value: 7999488 [ 1547.624993] sd 11:0:0:0: [sdb] Assuming drive cache: write through [ 1547.625003] sdb: sdb1 sdb2 [ 1547.629686] sd 11:0:0:0: [sdb] Attached SCSI removable disk [ 1548.084026] FAT: utf8 is not a recommended IO charset for FAT filesystems, filesystem will be case sensitive! [ 1548.369502] FAT: utf8 is not a recommended IO charset for FAT filesystems, filesystem will be case sensitive! [ 1548.504358] FAT: invalid media value (0x2f) [ 1548.504363] VFS: Can't find a valid FAT filesystem on dev sdb1. [ 1548.945173] FAT: utf8 is not a recommended IO charset for FAT filesystems, filesystem will be case sensitive! [ 1548.945179] FAT: invalid media value (0x2f) [ 1548.945182] VFS: Can't find a valid FAT filesystem on dev sdb1. [ 1610.092886] usb 2-6: USB disconnect, address 9 The only application that can access it (partially) is Rhythmbox. I say partially because I can transfer files to the iPod but can't remove or modify them. Also one transfer didn't finish and only 9 out of 16 songs were delivered to the device. All other softwares I tried (GTKPod, Amarok, Songbird) don't even detect it. What can I do to troubleshoot this? EDIT: # fdisk -l /dev/sdb Disk /dev/sdb: 4095 MB, 4095737344 bytes 241 heads, 62 sectors/track, 535 cylinders Units = cylinders of 14942 * 512 = 7650304 bytes Disk identifier: 0x20202020 Device Boot Start End Blocks Id System /dev/sdb1 1 11 80293+ 0 Empty Partition 1 has different physical/logical beginnings (non-Linux?): phys=(0, 1, 1) logical=(0, 1, 2) Partition 1 has different physical/logical endings: phys=(9, 254, 63) logical=(10, 181, 8) Partition 1 does not end on cylinder boundary. /dev/sdb2 11 536 3919415+ b W95 FAT32 Partition 2 has different physical/logical beginnings (non-Linux?): phys=(10, 0, 7) logical=(10, 181, 15) Partition 2 has different physical/logical endings: phys=(497, 240, 62) logical=(535, 88, 61) EDIT2: The "before" state is hard to tell, it was a lot of updates ago. Haven't been using my iPod for a while so I can't say when exactly it stopped working. I'm sure Amarok was still at version 1.X but can't remember when it was. My current system is debian testing fully updated. NOTE: just noticed that if I mount the device manually instead of letting nautilus automount it, I can see it again on GTKPod but still not on Banshee AND it's vanished from Rhythmbox...

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  • Is your team is a high-performing team?

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

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  • The Complementary Roles of PLM and PIM

    - by Ulf Köster
    Oracle Product Value Chain Solutions (aka Enterprise PLM Solutions) are a comprehensive set of product management solutions that work together to provide Oracle customers with a broad array of capabilities to manage all aspects of product life: innovation, design, launch, and supply chain / commercialization processes beyond the capabilities and boundaries of traditional engineering-focused Product Lifecycle Management applications. They support companies with an integrated managed view across the product value chain: From Lab to Launch, From Farm to Fork, From Concept to Product to Customer, From Product Innovation to Product Design and Product Commercialization. Product Lifecycle Management (PLM) represents a broad suite of software solutions to improve product-oriented business processes and data. PLM success stories prove that PLM helps companies improve time to market, increase product-related revenue, reduce product costs, reduce internal costs and improve product quality. As a maturing suite of enterprise solutions, PLM is still evolving to realize the promise it can provide across all facets of a business and all phases of the product lifecycle. The vision for PLM includes everything from gathering early requirements for a product through multiple stages of the product lifecycle from product design, through commercialization and eventual product retirement or replacement. In discrete or process industries, PLM is typically more focused on Product Definition as items with respect to the technical view of a material or part, including specifications, bills of material and manufacturing data. With Agile PLM, this is specifically related to capabilities addressing Product Collaboration, Governance and Compliance, Product Quality Management, Product Cost Management and Engineering Collaboration. PLM today is mainly addressing key requirements in the early product lifecycle, in engineering changes or in the “innovation cycle”, and primarily adds value related to product design, development, launch and engineering change process. In short, PLM is the master for Product Definition, wherever manufacturing takes place. Product Information Management (PIM) is a product suite that has evolved in parallel to PLM. Product Information Management (PIM) can extend the value of PLM implementations by providing complementary tools and capabilities. More relevant in the area of Product Commercialization, the vision for PIM is to manage product information throughout an enterprise and supply chain to improve product-related knowledge management, information sharing and synchronization from multiple data sources. PIM success stories have shown the ability to provide multiple benefits, with particular emphasis on reducing information complexity and information management costs. Product Information in PIM is typically treated as the commercial view of a material or part, including sales and marketing information and categorization. PIM collects information from multiple manufacturing sites and multiple suppliers into its repository, but also provides integration tools to push the information back out to the other systems, serving as an active central repository with the aim to provide a holistic view on any product sold by a company (hence the name “Product Hub”). In short, PIM is the master of commercial Product Information. So PIM is quickly becoming mandatory because of its value in optimizing multichannel selling processes and relationships with customers, as you can see from the following table: Viewpoint PLM Current State PIM Key Benefits PIM adds to PLM Product Lifecycle Primarily R&D Front end Innovation Cycle Change process Primarily commercial / transactional state of lifecycle Provides a seamless information flow from design and manufacturing through the ultimate selling and servicing of products Data Primarily focused on “item” vs. “product” data Product structures Specifications Technical information Repository for all product information. Reaches out to entire enterprise and its various silos of product information and descriptions Provides a “trusted source” of accurate product information to the internal organization and trading partners Data Lifecycle Repository for all design iterations Historical information Released, current information, with version management and time stamping Provides a single location to track and audit historical product information Communication PLM release finished product to ERP PLM is the master for Product Definition Captures information from disparate sources, including in-house data stores Recognizes the reality of today’s data “mess” across information silos Provides the ability to package product information to its audience in the desired, relevant format to meet their exacting business requirements Departmental R&D Manufacturing Quality Compliance Procurement Strategic Marketing Focus on Marketing and Sales Gathering information from other Departments, multiple sites, multiple suppliers A singular enterprise solution that leverages existing information silos and data stores Supply Chain Multi-site internal collaboration Supplier collaboration Customer collaboration Works with customers, exchanges / data pools, and trading partners to provide relevant product information packaged the way the customer desires Provides ability to provide trading partners and internal customers with information in a manner they desire, continuously Tools Data Management Collaboration Innovation Management Cleansing Synchronization Hub functions Consistent, clean and complete commercial product information The goals of both PLM and PIM, put simply, are to help companies make more profit from their products. PLM and PIM solutions can be easily added as they share some of the same goals, while coming from two different perspectives: the definition of the product and the commercialization of the product. Both can serve as a form of product “system of record”, but take different approaches to delivering value. Oracle Product Value Chain solutions offer rich new strategies for executives to collectively leverage Agile PLM, Product Data Hub, together with Enterprise Data Quality for Products, and other industry leading Oracle applications to achieve further incremental value, like Oracle Innovation Management. This is unique on the market today.

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  • How customers view and interact with a company

    The Harvard Business Review article written by Rayport and Jaworski is aptly titled “Best Face Forward” because it sheds light on how customers view and interact with a company. In the past most business interaction between customers was performed in a face to face meeting where one party would present an item for sale and then the other would decide whether to purchase the item. In addition, if there was a problem with a purchased item then they would bring the item back to the person who sold the item for resolution. One of my earliest examples of witnessing this was when I was around 6 or 7 years old and I was allowed to spend the summer in Tennessee with my Grandparents. My Grandfather had just written a book about the local history of his town and was selling them to his friends and local bookstores. I still remember he offered to pay me a small commission for every book I helped him sell because I was carrying the books around for him. Every sale he made was face to face with his customers which allowed him to share his excitement for the book with everyone. In today’s modern world there is less and less human interaction as the use of computers and other technologies allow us to communicate within seconds even though both parties may be across the globe or just next door. That being said, customers view a company through multiple access points called faces that represent the ability to interact without actually seeing a human face. As a software engineer this is a good and a bad thing because direct human interaction and technology based interaction have both good and bad attributes based on the customer. How organizations coordinate business and IT functions, to provide quality service varies based on each individual business and the goals and directives put in place by its management. According to Rayport and Jaworski, the type of interaction used through a particular access point may lend itself to be people-dominate, machine-dominate, or a combination of both. The method by which a company communicates information through an access point is a strategic choice that relates costs and customer outcomes. To simplify this, the choice is based on what can give the customer the best experience interacting with the company when the cost of the interaction is also a factor. I personally see examples of this every day at work. The company website is machine-dominate with people updating and maintaining information, our groups department is people dominate because most of the customer interaction is done at the customers location and is backed up by machine based data sources, and our sales/member service department is a hybrid because employees work in tandem with machines in order for them to assist customers with signing up or any other issue they may have. The positive and negative aspects of human and machine interfaces are a key aspect in deciding which interface to use when allowing customers to access a company or a combination of the two. Rayport and Jaworski also used MIT professor Erik Brynjolfsson preliminary catalog of human and machine strengths. He stated that humans outperform machines in judgment, pattern recognition, exception processing, insight, and creativity. I have found this to be true based on the example of how sales and member service reps at my company handle a multitude of questions and various situations with a lot of unknown variables. A machine interface could never effectively be able to handle these scenarios because there are too many variables to consider and would not have the built-in logic to process each customer’s claims and needs. In addition, he also stated that machines outperform humans in collecting, storing, transmitting and routine processing. An example of this would be my employer’s website. Customers can simply go online and purchase a product without even talking to a sales or member services representative. The information is then stored in a database so that the customer can always go back and review there order, and access their selected services. A human, no matter how smart they are would never be able to keep track of hundreds of thousands of customers let alone know what they purchased or how much they paid. In today’s technology driven economy every company must offer their customers multiple methods of accessibly in order to survive. The more of an opportunity a company has to create a positive experience for their customers, in my opinion, they more likely the customer will return to that company again. I have noticed this with my personal shopping habits and experiences. References Rayport, J., & Jaworski, B. (2004). Best Face Forward. Harvard Business Review, 82(12), 47-58. Retrieved from Business Source Complete database.

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  • Using Upstart to manage Unicorn w/ rbenv + bundler binstubs w/ ruby-local-exec shebang

    - by codykrieger
    Alright, this is melting my brain. It might have something to do with the fact that I don't understand Upstart as well as I should. Sorry in advance for the long question. I'm trying to use Upstart to manage a Rails app's Unicorn master process. Here is my current /etc/init/app.conf: description "app" start on runlevel [2] stop on runlevel [016] console owner # expect daemon script APP_ROOT=/home/deploy/app PATH=/home/deploy/.rbenv/shims:/home/deploy/.rbenv/bin:$PATH $APP_ROOT/bin/unicorn -c $APP_ROOT/config/unicorn.rb -E production # >> /tmp/upstart.log 2>&1 end script # respawn That works just fine - the Unicorns start up great. What's not great is that the PID detected is not of the Unicorn master, it's of an sh process. That in and of itself isn't so bad, either - if I wasn't using the automagical Unicorn zero-downtime deployment strategy. Because shortly after I send -USR2 to my Unicorn master, a new master spawns up, and the old one dies...and so does the sh process. So Upstart thinks my job has died, and I can no longer restart it with restart or stop it with stop if I want. I've played around with the config file, trying to add -D to the Unicorn line (like this: $APP_ROOT/bin/unicorn -c $APP_ROOT/config/unicorn.rb -E production -D) to daemonize Unicorn, and I added the expect daemon line, but that didn't work either. I've tried expect fork as well. Various combinations of all of those things can cause start and stop to hang, and then Upstart gets really confused about the state of the job. Then I have to restart the machine to fix it. I think Upstart is having problems detecting when/if Unicorn is forking because I'm using rbenv + the ruby-local-exec shebang in my $APP_ROOT/bin/unicorn script. Here it is: #!/usr/bin/env ruby-local-exec # # This file was generated by Bundler. # # The application 'unicorn' is installed as part of a gem, and # this file is here to facilitate running it. # require 'pathname' ENV['BUNDLE_GEMFILE'] ||= File.expand_path("../../Gemfile", Pathname.new(__FILE__).realpath) require 'rubygems' require 'bundler/setup' load Gem.bin_path('unicorn', 'unicorn') Additionally, the ruby-local-exec script looks like this: #!/usr/bin/env bash # # `ruby-local-exec` is a drop-in replacement for the standard Ruby # shebang line: # # #!/usr/bin/env ruby-local-exec # # Use it for scripts inside a project with an `.rbenv-version` # file. When you run the scripts, they'll use the project-specified # Ruby version, regardless of what directory they're run from. Useful # for e.g. running project tasks in cron scripts without needing to # `cd` into the project first. set -e export RBENV_DIR="${1%/*}" exec ruby "$@" So there's an exec in there that I'm worried about. It fires up a Ruby process, which fires up Unicorn, which may or may not daemonize itself, which all happens from an sh process in the first place...which makes me seriously doubt the ability of Upstart to track all of this nonsense. Is what I'm trying to do even possible? From what I understand, the expect stanza in Upstart can only be told (via daemon or fork) to expect a maximum of two forks.

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  • Cases of companies taking IP rights of your own personal projects developed outside company time

    - by GSS
    Hi, I have heard of cases where a developer working for a company is also making his own personal projects in his own time, using his own equipment yet the company he works for tries to claim ownership for the project. I really find this annoying, and bang out of order. It should also be illegal. I am in this position (work for a company and working on my own systems - from small class libraries used to practise what I learn in my exam revision to a large commercial-scale system). While I don't know if the company will try to take ownership, all I know is they say they do not want a conflict of interest. Fair enough, my system is developed in my own time using my own equipment. They also say that work time should be for work only, which it is. Funny thing that as work is so boring, easy and slow that I have plenty of free time, which I wish I could spend on something productive - said system. The problem is, my company does not take hiring technical talent seriously. This is my first job, I am a junior coder (but my status/position doesn't really reflect what I can do), but I am the only developer. Likewise with the guy who controls Windows Server. As the contract does not say anything about taking ownership, I would assume they would. They would try to milk my success (I've made a good impression so I am sure they would). How can this be allowed? Are there any examples of this happening to any fellow Stacker here? It really makes my blood boil. What I find funny is that my company hardly has the expertise and resources to even be able to successfully run a project of my size. What I do at work is an ASP.NET application consisting of five pages, and even then there are flaws in the project. If I told them that they would also have to take responsibility for flaws in the project, then they would think twice! It's exactly because of this I save the best code for myself and at work I write rubbish code full of code smells. The company don't really care about error handling, as long as the business functionality works (ie a scheduled email sends, but there is no error handling). They'd think twice when they see the embarassment and business cost of a YSOD...

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  • SVN client on windows without administrator rights

    - by Liu Chang
    I am trying to install an svn client on a friend's work windows laptop without much success. It seems that everyone is using TortoiseSVN nowadays, which unfortunately doesn't install without administrator access. Is there any way around it or another client I can try? I don't need anything fancy - just basic http/https, but a GUI is very much preferred over a command line client. Thanks!

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  • Does using ReadDirectoryChangesW require administrator rights?

    - by Alex Jenter
    The MSDN says that using ReadDirectoryChangesW implies the calling process having the Backup and Restore priviliges. Does this mean that only process launched under administrator account will work correctly? I've tried the following code, it fails to enable the required privileges when running as a restricted user. void enablePrivileges() { enablePrivilege(SE_BACKUP_NAME); enablePrivilege(SE_RESTORE_NAME); } void enablePrivilege(LPCTSTR name) { HANDLE hToken; DWORD status; if (::OpenProcessToken(::GetCurrentProcess(), TOKEN_ADJUST_PRIVILEGES, &hToken)) { TOKEN_PRIVILEGES tp = { 1 }; if( ::LookupPrivilegeValue(NULL, name, &tp.Privileges[0].Luid) ) { tp.Privileges[0].Attributes = SE_PRIVILEGE_ENABLED; BOOL result = ::AdjustTokenPrivileges(hToken, FALSE, &tp, 0, NULL, NULL); verify (result != FALSE); status = ::GetLastError(); } ::CloseHandle(hToken); } } Am I doing something wrong? Is there any workaround for using ReadDirectoryChangesW from a non-administrator user account? It seems that the .NET's FileSystemWatcher can do this. Thanks!

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