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  • Deliberate Practice

    - by Jeff Foster
    It’s easy to assume, as software engineers, that there is little need to “practice” writing code. After all, we write code all day long! Just by writing a little each day, we’re constantly learning and getting better, right? Unfortunately, that’s just not true. Of course, developers do improve with experience. Each time we encounter a problem we’re more likely to avoid it next time. If we’re in a team that deploys software early and often, we hone and improve the deployment process each time we practice it. However, not all practice makes perfect. To develop true expertise requires a particular type of practice, deliberate practice, the only goal of which is to make us better programmers. Everyday software development has other constraints and goals, not least the pressure to deliver. We rarely get the chance in the course of a “sprint” to experiment with potential solutions that are outside our current comfort zone. However, if we believe that software is a craft then it’s our duty to strive continuously to raise the standard of software development. This requires specific and sustained efforts to get better at something we currently can’t do well (from Harvard Business Review July/August 2007). One interesting way to introduce deliberate practice, in a sustainable way, is the code kata. The term kata derives from martial arts and refers to a set of movements practiced either solo or in pairs. One of the better-known examples is the Bowling Game kata by Bob Martin, the goal of which is simply to write some code to do the scoring for 10-pin bowling. It sounds too easy, right? What could we possibly learn from such a simple example? Trust me, though, that it’s not as simple as five minutes of typing and a solution. Of course, we can reach a solution in a short time, but the important thing about code katas is that we explore each technique fully and in a controlled way. We tackle the same problem multiple times, using different techniques and making different decisions, understanding the ramifications of each one, and exploring edge cases. The short feedback loop optimizes opportunities to learn. Another good example is Conway’s Game of Life. It’s a simple problem to solve, but try solving it in a functional style. If you’re used to mutability, solving the problem without mutating state will push you outside of your comfort zone. Similarly, if you try to solve it with the focus of “tell-don’t-ask“, how will the responsibilities of each object change? As software engineers, we don’t get enough opportunities to explore new ideas. In the middle of a development cycle, we can’t suddenly start experimenting on the team’s code base. Code katas offer an opportunity to explore new techniques in a safe environment. If you’re still skeptical, my challenge to you is simply to try it out. Convince a willing colleague to pair with you and work through a kata or two. It only takes an hour and I’m willing to bet you learn a few new things each time. The next step is to make it a sustainable team practice. Start with an hour every Friday afternoon (after all who wants to commit code to production just before they leave for the weekend?) for month and see how that works out. Finally, consider signing up for the Global Day of Code Retreat. It’s like a daylong code kata, it’s on December 8th and there’s probably an event in your area!

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  • Know your Data Lineage

    - by Simon Elliston Ball
    An academic paper without the footnotes isn’t an academic paper. Journalists wouldn’t base a news article on facts that they can’t verify. So why would anyone publish reports without being able to say where the data has come from and be confident of its quality, in other words, without knowing its lineage. (sometimes referred to as ‘provenance’ or ‘pedigree’) The number and variety of data sources, both traditional and new, increases inexorably. Data comes clean or dirty, processed or raw, unimpeachable or entirely fabricated. On its journey to our report, from its source, the data can travel through a network of interconnected pipes, passing through numerous distinct systems, each managed by different people. At each point along the pipeline, it can be changed, filtered, aggregated and combined. When the data finally emerges, how can we be sure that it is right? How can we be certain that no part of the data collection was based on incorrect assumptions, that key data points haven’t been left out, or that the sources are good? Even when we’re using data science to give us an approximate or probable answer, we cannot have any confidence in the results without confidence in the data from which it came. You need to know what has been done to your data, where it came from, and who is responsible for each stage of the analysis. This information represents your data lineage; it is your stack-trace. If you’re an analyst, suspicious of a number, it tells you why the number is there and how it got there. If you’re a developer, working on a pipeline, it provides the context you need to track down the bug. If you’re a manager, or an auditor, it lets you know the right things are being done. Lineage tracking is part of good data governance. Most audit and lineage systems require you to buy into their whole structure. If you are using Hadoop for your data storage and processing, then tools like Falcon allow you to track lineage, as long as you are using Falcon to write and run the pipeline. It can mean learning a new way of running your jobs (or using some sort of proxy), and even a distinct way of writing your queries. Other Hadoop tools provide a lot of operational and audit information, spread throughout the many logs produced by Hive, Sqoop, MapReduce and all the various moving parts that make up the eco-system. To get a full picture of what’s going on in your Hadoop system you need to capture both Falcon lineage and the data-exhaust of other tools that Falcon can’t orchestrate. However, the problem is bigger even that that. Often, Hadoop is just one piece in a larger processing workflow. The next step of the challenge is how you bind together the lineage metadata describing what happened before and after Hadoop, where ‘after’ could be  a data analysis environment like R, an application, or even directly into an end-user tool such as Tableau or Excel. One possibility is to push as much as you can of your key analytics into Hadoop, but would you give up the power, and familiarity of your existing tools in return for a reliable way of tracking lineage? Lineage and auditing should work consistently, automatically and quietly, allowing users to access their data with any tool they require to use. The real solution, therefore, is to create a consistent method by which to bring lineage data from these data various disparate sources into the data analysis platform that you use, rather than being forced to use the tool that manages the pipeline for the lineage and a different tool for the data analysis. The key is to keep your logs, keep your audit data, from every source, bring them together and use the data analysis tools to trace the paths from raw data to the answer that data analysis provides.

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  • Working Towards Specialization? Your VAD Can Help You Score!

    - by Kristin Rose
    Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:10.0pt; font-family:"Times New Roman","serif";} TOUCH DOWN! That’s right folks, football is in full swing and what better way to kickoff football season than with a great Oracle play? Partners can now score big by side passing the ball to their VADs, enabling them to help in the process of becoming a Specialized partner. With the new functionality now available on the OPN Competency Center, Partner PRM Administrators can grant access to their VADs and have them assist in achieving their Specialization requirements. Here are the rules of the game: Partner Administrator must provide authorization Details do not include individual users data Access can be removed anytime Follow the steps below to grant your VAD access to your company Specialization progress reports. It’s as simple as 1,2,3…Go team go! Login to the OPN Competency Center and go to “My Preferences” on the top right corner of the screen. Under “My VAD”, select your Region, Country and Value Added Distributor name, then simple click in “ADD VAD”. Your VAD can now access your Specialization Tracker report! For those MVP’s who want to learn more, be sure to watch this 3 minute play by play video on the new OPN Competency Center VAD/VAR Specialization Tracker below, and click here before game day! Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:10.0pt; font-family:"Times New Roman","serif";} Are You Ready For Some Oracle Football? The OPN Communications Team Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:10.0pt; font-family:"Times New Roman","serif";}

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  • Snap App Windows to Pre-Defined Screen Sections with Acer GridVista

    - by Asian Angel
    The window snapping feature in Windows 7 and the ability to organize monitor(s) into specific gridded sections have both become popular lately. If you love the idea of having both combined in a single software then join us as we look at Acer GridVista. Note: Acer GridVista works with Windows XP, Vista, & 7. It will also work with dual monitors. Setup Acer GridVista comes in a zip file format and at first you might assume that it is portable in nature but it is not. Once you unzip the enclosed folder you will need to double click on “Setup.exe” to install the program. Acer GridVista in Action Once you have installed the program and started it up all that you will notice at first is the new “System Tray Icon”. Here you can see the “Context Menu”… The only menu command that you will likely use most of the time is the “Grid Configuration Command”. Notice that for our single monitor setup that it lists “Display 1”. The “Single Setting” is enabled by default and you can easily choose the layout that best suits your needs. The enabled layout style will always be highlighted in yellow for easy reference. For our example we chose the “Triple (primary at right)” layout style. Each section will be specifically numbered as shown here. Do not worry…the grid and numbers only appear for a moment and then become invisible again until you move an app window into that section/area of your screen. On every regular app window that you open you will notice three new buttons in the upper right corner. Here is what each of these new buttons do: Acer GridVista Extensions (Transparent, Send To Window Grid, About Acer GridVista): Viewable in a drop-down menu Lock To Grid (Enable/Disable): Enabled by default –> Note: Set to disable on a particular window to keep it free of the “grid locking function” Always On Top (Enable/Disable): Disabled by default A good look at the “Extensions Drop-Down Menu” where you can set an app window to be transparent or send it to a specific screen section on your monitor(s). If you open an app it will not automatically lock into a specific section. To lock the window into a specific section drag-and-drop the app window into the desired section. Notice the red outline and highlighted number on “Section 2” below. The red outline and highlighted number serves as an indicator that if you release the app window at that moment it will lock into the outlined/highlighted section. Now that Notepad is locked into “Section 2” you can see that it is maximized within that section. Continue to drag-and-drop your app windows into the appropriate sections as desired…apps can still be reduced to the “Taskbar” the same as before. Options These are the options available for Acer GridVista… Conclusion If you have been wanting the ability to “snap” windows and organize them into specific screen areas then Acer GridVista is definitely a program that you should try out. Links Download Acer GridVista at Softpedia View detailed information at the Acer GridVista Homepage Similar Articles Productive Geek Tips Multitask Like a Pro with AquaSnapHelp Troubleshoot the Blue Screen of Death by Preventing Automatic RebootAdd Windows 7’s AeroSnap Feature to Vista and XPResize Windows to Specific Dimensions Easily With SizerKeyboard Ninja: Assign a Hotkey to any Window TouchFreeze Alternative in AutoHotkey The Icy Undertow Desktop Windows Home Server – Backup to LAN The Clear & Clean Desktop Use This Bookmarklet to Easily Get Albums Use AutoHotkey to Assign a Hotkey to a Specific Window Latest Software Reviews Tinyhacker Random Tips DVDFab 6 Revo Uninstaller Pro Registry Mechanic 9 for Windows PC Tools Internet Security Suite 2010 Playing Games In Chrome Made Easier Stop In The Name Of Love (Firefox addon) Chitika iPad Labs Gives Live iPad Sale Stats Heaven & Hell Finder Icon Using TrueCrypt to Secure Your Data Quickly Schedule Meetings With NeedtoMeet

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  • Using two joysticks in Cocos2D

    - by Blade
    Here is what I am trying to do: With the left joystick the player can steer the figure and with the right joystick it can attack. Problem is that the left joystick seems to get all the input, the right one does not even register anything. I enabled multipletouch after the eagleView and gone thoroughly over the code. But I seem to miss something. I initiliaze both sticks and it shows me both of them in game, but like I said, only the left one works. I initialize them both. From the h. file: SneakyJoystick *joystick; SneakyJoystick *joystickRight; And in m.file I synthesize, deallocate and initialize them. In order to use one for controlling and the other for attacking I put this: -(void)updateStateWithDeltaTime:(ccTime)deltaTime andListOfGameObjects:(CCArray*)listOfGameObjects { if ((self.characterState == kStateIdle) || (self.characterState == kStateWalkingBack) || (self.characterState == kStateWalkingLeft) || (self.characterState == kStateWalkingRight)|| (self.characterState == kStateWalkingFront) || (self.characterState == kStateAttackingFront) || (self.characterState == kStateAttackingBack)|| (self.characterState == kStateAttackingRight)|| (self.characterState == kStateAttackingLeft)) { if (joystick.degrees > 60 && joystick.degrees < 120) { if (self.characterState != kStateWalkingBack) [self changeState:kStateWalkingBack]; }else if (joystick.degrees > 1 && joystick.degrees < 59) { if (self.characterState != kStateWalkingRight) [self changeState:kStateWalkingRight]; } else if (joystick.degrees > 211 && joystick.degrees < 300) { if (self.characterState != kStateWalkingFront) [self changeState:kStateWalkingFront]; } else if (joystick.degrees > 301 && joystick.degrees < 360){ if (self.characterState != kStateWalkingRight) [self changeState:kStateWalkingRight]; } else if (joystick.degrees > 121 && joystick.degrees < 210) { if (self.characterState != kStateWalkingLeft) [self changeState:kStateWalkingLeft]; } if (joystickRight.degrees > 60 && joystickRight.degrees < 120) { if (self.characterState != kStateAttackingBack) [self changeState:kStateAttackingBack]; }else if (joystickRight.degrees > 1 && joystickRight.degrees < 59) { if (self.characterState != kStateAttackingRight) [self changeState:kStateAttackingRight]; } else if (joystickRight.degrees > 211 && joystickRight.degrees < 300) { if (self.characterState != kStateAttackingFront) [self changeState:kStateAttackingFront]; } else if (joystickRight.degrees > 301 && joystickRight.degrees < 360){ if (self.characterState != kStateAttackingRight) [self changeState:kStateAttackingRight]; } else if (joystickRight.degrees > 121 && joystickRight.degrees < 210) { if (self.characterState != kStateAttackingLeft) [self changeState:kStateAttackingLeft]; } [self applyJoystick:joystick forTimeDelta:deltaTime]; [self applyJoystick:joystickRight forTimeDelta:deltaTime]; } Maybe it has something to do with putting them both to time delta? I tried working around it, but it did not work. So I am thankful for any input you guys can give me :)

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  • Consumer Oriented Search In Oracle Endeca Information Discovery - Part 2

    - by Bob Zurek
    As discussed in my last blog posting on this topic, Information Discovery, a core capability of the Oracle Endeca Information Discovery solution enables businesses to search, discover and navigate through a wide variety of big data including structured, unstructured and semi-structured data. With search as a core advanced capabilities of our product it is important to understand some of the key differences and capabilities in the underlying data store of Oracle Endeca Information Discovery and that is our Endeca Server. In the last post on this subject, we talked about Exploratory Search capabilities along with support for cascading relevance. Additional search capabilities in the Endeca Server, which differentiate from simple keyword based "search boxes" in other Information Discovery products also include: The Endeca Server Supports Set Search.  The Endeca Server is organized around set retrieval, which means that it looks at groups of results (all the documents that match a search), as well as the relationship of each individual result to the set. Other approaches only compute the relevance of a document by comparing the document to the search query – not by comparing the document to all the others. For example, a search for “U.S.” in another approach might match to the title of a document and get a high ranking. But what if it were a collection of government documents in which “U.S.” appeared in many titles, making that clue less meaningful? A set analysis would reveal this and be used to adjust relevance accordingly. The Endeca Server Supports Second-Order Relvance. Unlike simple search interfaces in traditional BI tools, which provide limited relevance ranking, such as a list of results based on key word matching, Endeca enables users to determine the most salient terms to divide up the result. Determining this second-order relevance is the key to providing effective guidance. Support for Queries and Filters. Search is the most common query type, but hardly complete, and users need to express a wide range of queries. Oracle Endeca Information Discovery also includes navigation, interactive visualizations, analytics, range filters, geospatial filters, and other query types that are more commonly associated with BI tools. Unlike other approaches, these queries operate across structured, semi-structured and unstructured content stored in the Endeca Server. Furthermore, this set is easily extensible because the core engine allows for pluggable features to be added. Like a search engine, queries are answered with a results list, ranked to put the most likely matches first. Unlike “black box” relevance solutions, which generalize one strategy for everyone, we believe that optimal relevance strategies vary across domains. Therefore, it provides line-of-business owners with a set of relevance modules that let them tune the best results based on their content. The Endeca Server query result sets are summarized, which gives users guidance on how to refine and explore further. Summaries include Guided Navigation® (a form of faceted search), maps, charts, graphs, tag clouds, concept clusters, and clarification dialogs. Users don’t explicitly ask for these summaries; Oracle Endeca Information Discovery analytic applications provide the right ones, based on configurable controls and rules. For example, the analytic application might guide a procurement agent filtering for in-stock parts by visualizing the results on a map and calculating their average fulfillment time. Furthermore, the user can interact with summaries and filters without resorting to writing complex SQL queries. The user can simply just click to add filters. Within Oracle Endeca Information Discovery, all parts of the summaries are clickable and searchable. We are living in a search driven society where business users really seem to enjoy entering information into a search box. We do this everyday as consumers and therefore, we have gotten used to looking for that box. However, the key to getting the right results is to guide that user in a way that provides additional Discovery, beyond what they may have anticipated. This is why these important and advanced features of search inside the Endeca Server have been so important. They have helped to guide our great customers to success. 

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  • Why Are We Here?

    - by Jonathan Mills
    Back in the early 2000s, Toyota had a vision of building the number one best selling minivan in North America. Their current minivan, the Sienna, was small, underpowered, and badly needed help.  Yuji Yokoya was given the job of re-engineering the Sienna. There was just one problem, Yuji, lived in Japan. He did not know the people or places that he would be engineering for. Believe it or not, Japan is nothing like North America. So, what does a chief engineer do in a situation like that? He packed up his team and flew halfway around the world. He made a commitment to drive through every state in the US, every province in Canada, and Mexico. He met the people and drove the roads that the Sienna would be driving. And guess what, what he learned on that trip revolutionized the Sienna. The innovations he made, sent the Sienna to number one. Why? Because he knew who he was building his product for. He knew, why he was there.Let me ask you this, do you know why you are building what you are building? As a member of a product team, can you tell me how your product will be used in the real world? As you are writing code, building test plans, writing stories, or any of the other project tasks, can you picture the face of a person who will be using what you are building? All to often, the answer to those questions is, no. Why is it important? Because, every day, project team members make assumptions. Over a given project, it is safe to say project team members will make thousands of assumptions about what they are doing. And all to often, those assumptions are not quite right. Its not that they are not good at their job, its just that they don’t really know why they are there.So, what to do? First and foremost, stop doing what you are doing. Yes, really. Schedule some time to go visit the people who will be using your product. Don’t invite them to you, go to them. Watch them work. Interact with them. Ask them questions. Maybe even try it out yourself. This serves two purposes. One, It shows them that you care about them. They will be far more engaged in your project if they feel like you care. And nothing says you care more that spending some time. Second, if gives you the proper frame of reference for you work. It gives you something tangible to go back to as you are building your product. As you make the thousands of assumptions that you will make over the life of your project, it gives you something to see in your mind that makes it real to you.Ultimately, setting a proper frame of reference is critical to the overall success of a project. The funny thing is, it really does not even take that long. In most cases, a 2-3 hour session will give you most of what you need to get the right insight. For the project, it will be the best 2 hours you could spend.

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  • Problem with boundary collision

    - by James Century
    The problem: When the player hits the left boundary he stops (this is exactly what I want), when he hits the right boundary. He continues until his rectangle's left boundary meets with the right boundary. Outcome: https://www.youtube.com/watch?v=yuJfIWZ_LL0&feature=youtu.be My Code public class Player extends GameObject{ BufferedImageLoader loader; Texture tex = Game.getInstance(); BufferedImage image; Animation playerWalkLeft; private HealthBarManager healthBar; private String username; private int width; private ManaBarManager manaBar; public Player(float x, float y, ObjectID ID) { super(x, y, ID, null); loader = new BufferedImageLoader(); playerWalkLeft = new Animation(5,tex.player[10],tex.player[11],tex.player[12],tex.player[13],tex.player[14],tex.player[15],tex.player[17],tex.player[18]); } public void tick(LinkedList<GameObject> object) { setX(getX()+velX); setY(getY()+velY); playerWalkLeft.runAnimation(); } public void render(Graphics g) { g.setColor(Color.BLACK); FontMetrics fm = g.getFontMetrics(g.getFont()); if(username != null) width = fm.stringWidth(username); if(username != null){ g.drawString(username,(int) x-width/2+15,(int) y); } if(velX != 0){ playerWalkLeft.drawAnimation(g, (int)x, (int)y); }else{ g.drawImage(tex.player[16], (int)x, (int)y, null); } g.setColor(Color.PINK); g.drawRect((int)x,(int)y,33,48); g.drawRect(0,0,(int)Game.getWalkableBounds().getWidth(), (int)Game.getWalkableBounds().getHeight()); } @SuppressWarnings("unused") private Image getCurrentImage() { return image; } public float getX() { return x; } public float getY() { return y; } public void setX(float x) { Rectangle gameBoundry = Game.getWalkableBounds(); if(x >= gameBoundry.getMinX() && x <= gameBoundry.getMaxX()){ this.x = x; } } public void setY(float y) { //IGNORE THE SetY please. this.y = y; } public float getVelX() { return velX; } public void setHealthBar(HealthBarManager healthBar){ this.healthBar = healthBar; } public HealthBarManager getHealthBar(){ return healthBar; } public float getVelY() { return velY; } public void setVelX(float velX) { this.velX = velX; } public void setVelY(float velY) { this.velY = velY; } public ObjectID getID() { return ID; } public void setUsername(String playerName) { this.username = playerName; } public String getUsername(){ return this.username; } public void setManaBar(ManaBarManager manaBar) { this.manaBar = manaBar; } public ManaBarManager getManaBar(){ return manaBar; } public int getLevel(){ return 1; } public boolean isPlayerInsideBoundry(float x, float y){ Rectangle boundry = Game.getWalkableBounds(); if(boundry.contains(x,y)){ return true; } return false; } } What I've tried: - Using a method that checks if the game boundary contains player boundary rectangle. This gave me the same result as what the check statement in my setX did.

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  • At what point does "constructive" criticism of your code become unhelpful?

    - by user15859
    I recently started as a junior developer. As well as being one of the least experienced people on the team, I'm also a woman, which comes with all sorts of its own challenges working in a male-dominated environment. I've been having problems lately because I feel like I am getting too much unwarranted pedantic criticism on my work. Let me give you an example of what happened recently. Team lead was too busy to push in some branches I made, so he didn't get to them until the weekend. I checked my mail, not really meaning to do any work, and found that my two branches had been rejected on the basis of variable names, making error messages more descriptive, and moving some values to the config file. I don't feel that rejecting my branch on this basis is useful. Lots of people were working over the weekend, and I had never said that I would be working. Effectively, some people were probably blocked because I didn't have time to make the changes and resubmit. We are working on a project that is very time-sensitive, and it seems to me that it's not helpful to outright reject code based on things that are transparent to the client. I may be wrong, but it seems like these kinds of things should be handled in patch type commits when I have time. Now, I can see that in some environments, this would be the norm. However, the criticism doesn't seem equally distributed, which is what leads to my next problem. The basis of most of these problems was due to the fact that I was in a codebase that someone else had written and was trying to be minimally invasive. I was mimicking the variable names used elsewhere in the file. When I stated this, I was bluntly told, "Don't mimic others, just do what's right." This is perhaps the least useful thing I could have been told. If the code that is already checked in is unacceptable, how am I supposed to tell what is right and what is wrong? If the basis of the confusion was coming from the underlying code, I don't think it's my responsibility to spend hours refactoring a whole file that someone else wrote (and works perfectly well), potentially introducing new bugs etc. I'm feeling really singled out and frustrated in this situation. I've gotten a lot better about following the standards that are expected, and I feel frustrated that, for example, when I refactor a piece of code to ADD error checking that was previously missing, I'm only told that I didn't make the errors verbose enough (and the branch was rejected on this basis). What if I had never added it to begin with? How did it get into the code to begin with if it was so wrong? This is why I feel so singled out: I constantly run into this existing problematic code, that I either mimic or refactor. When I mimic it, it's "wrong", and if I refactor it, I'm chided for not doing enough (and if I go all the way, introducing bugs, etc). Again, if this is such a problem, I don't understand how any code gets into the codebase, and why it becomes my responsibility when it was written by someone else, who apparently didn't have their code reviewed. Anyway, how do I deal with this? Please remember that I said at the top that I'm a woman, and I'm sure these guys don't usually have to worry about decorum when they're reviewing other guys' code, but honestly that doesn't work for me, and it's causing me to be less productive. I'm worried that if I talk to my manager about it, he'll think I can't handled the environment, etc.

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  • Smarty Tag help [closed]

    - by ntechi
    I am using an engine, where for forums Vbulletin is used and for Other thiiings social engine 3 is used, This was done by some professionals In one of the page I am having popular tags(In Social Engine) Its too long I want shortened it, How can I do it? here is my code {* SHOW POPULAR TAGS START *} <tr> <td align="left" valign="top"><img src="images/spacer.gif" alt="" width="1" height="10" /></td> </tr> <tr> <td align="left" valign="top"><table width="220" border="0" align="left" cellpadding="0" cellspacing="0"> <tr> <td width="12" align="left" valign="top"><img src="images/blog_belowtl.jpg" alt="" width="12" height="10" /></td> <td width="196" align="left" valign="top" background="images/blog_belowtbg.jpg"><img src="images/spacer.gif" width="1" height="10" /></td> <td width="12" align="right" valign="top"><img src="images/blog_belowtr.jpg" alt="" width="12" height="10" /></td> </tr> <tr> <td align="left" valign="top" background="images/blog_belowlbg.jpg" style="background-repeat: repeat-y;">&nbsp;</td> <td align="left" valign="top"><table width="196" border="0" align="left" cellpadding="0" cellspacing="0"> <tr> <td align="left" valign="top" > {*<div class="articletags" > {foreach from=$popular_tags item=poptag} <a class="tag{$poptag.class}" href="articles.php?tag={$poptag.name}">{$poptag.name}</a> {/foreach} </div>*} {foreach from=$popular_tags item=poptag} {if $poptag.count == '1' } {assign var=cssClass value='tahoma15_cloud'} {elseif $poptag.count == '2' } {assign var=cssClass value='tahoma12bold_cloud'} {elseif $poptag.count == '3'} {assign var=cssClass value='tahoma13bold_cloud'} {elseif $poptag.count == '4'} {assign var=cssClass value='tahoma14bold_cloud'} {elseif $poptag.count == '5'} {assign var=cssClass value='tahoma15_cloud'} {else} {assign var=cssClass value='tahoma18bold_cloud'} {/if} <span class="{$cssClass}"><a href="articles.php?tag={$poptag.name}" class="{$cssClass}">{$poptag.name}</a></span> {/foreach} </td> </tr> </table></td> <td align="left" valign="top" background="images/blog_belowrbg.jpg" style="background-repeat: repeat-y;">&nbsp;</td> </tr> <tr> <td align="left" valign="top"><img src="images/blog_belowbl.jpg" alt="" width="12" height="10" /></td> <td align="left" valign="top" background="images/blog_belowbbg.jpg"><img src="images/spacer.gif" alt="" width="1" height="10" /></td> <td align="right" valign="top"><img src="images/blog_belowbr.jpg" alt="" width="12" height="10" /></td> </tr> </table></td> </tr> {* SHOW POPULAR TAGS END *} You can check the lenght of this tag, on this link http://www.managementparadise.com/articles.php Currently it is displaying very long on the widget area I am new on this, so any help will be appreciated :)

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  • AABB vs OBB Collision Resolution jitter on corners

    - by patt4179
    I've implemented a collision library for a character who is an AABB and am resolving collisions between AABB vs AABB and AABB vs OBB. I wanted slopes for certain sections, so I've toyed around with using several OBBs to make one, and it's working great except for one glaring issue; The collision resolution on the corner of an OBB makes the player's AABB jitter up and down constantly. I've tried a few things I've thought of, but I just can't wrap my head around what's going on exactly. Here's a video of what's happening as well as my code: Here's the function to get the collision resolution (I'm likely not doing this the right way, so this may be where the issue lies): public Vector2 GetCollisionResolveAmount(RectangleCollisionObject resolvedObject, OrientedRectangleCollisionObject b) { Vector2 overlap = Vector2.Zero; LineSegment edge = GetOrientedRectangleEdge(b, 0); if (!SeparatingAxisForRectangle(edge, resolvedObject)) { LineSegment rEdgeA = new LineSegment(), rEdgeB = new LineSegment(); Range axisRange = new Range(), rEdgeARange = new Range(), rEdgeBRange = new Range(), rProjection = new Range(); Vector2 n = edge.PointA - edge.PointB; rEdgeA.PointA = RectangleCorner(resolvedObject, 0); rEdgeA.PointB = RectangleCorner(resolvedObject, 1); rEdgeB.PointA = RectangleCorner(resolvedObject, 2); rEdgeB.PointB = RectangleCorner(resolvedObject, 3); rEdgeARange = ProjectLineSegment(rEdgeA, n); rEdgeBRange = ProjectLineSegment(rEdgeB, n); rProjection = GetRangeHull(rEdgeARange, rEdgeBRange); axisRange = ProjectLineSegment(edge, n); float axisMid = (axisRange.Maximum + axisRange.Minimum) / 2; float projectionMid = (rProjection.Maximum + rProjection.Minimum) / 2; if (projectionMid > axisMid) { overlap.X = axisRange.Maximum - rProjection.Minimum; } else { overlap.X = rProjection.Maximum - axisRange.Minimum; overlap.X = -overlap.X; } } edge = GetOrientedRectangleEdge(b, 1); if (!SeparatingAxisForRectangle(edge, resolvedObject)) { LineSegment rEdgeA = new LineSegment(), rEdgeB = new LineSegment(); Range axisRange = new Range(), rEdgeARange = new Range(), rEdgeBRange = new Range(), rProjection = new Range(); Vector2 n = edge.PointA - edge.PointB; rEdgeA.PointA = RectangleCorner(resolvedObject, 0); rEdgeA.PointB = RectangleCorner(resolvedObject, 1); rEdgeB.PointA = RectangleCorner(resolvedObject, 2); rEdgeB.PointB = RectangleCorner(resolvedObject, 3); rEdgeARange = ProjectLineSegment(rEdgeA, n); rEdgeBRange = ProjectLineSegment(rEdgeB, n); rProjection = GetRangeHull(rEdgeARange, rEdgeBRange); axisRange = ProjectLineSegment(edge, n); float axisMid = (axisRange.Maximum + axisRange.Minimum) / 2; float projectionMid = (rProjection.Maximum + rProjection.Minimum) / 2; if (projectionMid > axisMid) { overlap.Y = axisRange.Maximum - rProjection.Minimum; overlap.Y = -overlap.Y; } else { overlap.Y = rProjection.Maximum - axisRange.Minimum; } } return overlap; } And here is what I'm doing to resolve it right now: if (collisionDetection.OrientedRectangleAndRectangleCollide(obb, player.PlayerCollision)) { var resolveAmount = collisionDetection.GetCollisionResolveAmount(player.PlayerCollision, obb); if (Math.Abs(resolveAmount.Y) < Math.Abs(resolveAmount.X)) { var roundedAmount = (float)Math.Floor(resolveAmount.Y); player.PlayerCollision._position.Y -= roundedAmount; } else if (Math.Abs(resolveAmount.Y) <= 30.0f) //Catch cases where the player should be able to step over the top of something { var roundedAmount = (float)Math.Floor(resolveAmount.Y); player.PlayerCollision._position.Y -= roundedAmount; } else { var roundedAmount = (float)Math.Floor(resolveAmount.X); player.PlayerCollision._position.X -= roundedAmount; } } Can anyone see what might be the issue here, or has anyone experienced this before that knows a possible solution? I've tried for a few days to figure this out on my own, but I'm just stumped.

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  • Getting Audio from a Zone

    - by bleonard
    Now that I have Firefox and Java Web Start running from a zone, the last piece of the puzzle was audio (essential because most Flash content is accompanied by sound).  In the global zone there's a nice little utility called audiotest for testing your sound: bleonard@solaris:~$ audiotest Sound subsystem and version: SunOS Audio 4.0 (0x00040003) Platform: SunOS 5.11 snv_151a i86pc *** Scanning sound adapter #1 *** /dev/sound/audio810:0dsp (audio engine 0): audio810#0 - Performing audio playback test... <left> ................OK <right> ...............OK <stereo> ..............OK <measured sample rate 47727.00 Hz (-0.57%)> *** All tests completed OK *** Of course, before you can try audiotest in a zone, it must be installed: root@myzone:~# pkg install audio-utilities Packages to install: 1 Create boot environment: No DOWNLOAD PKGS FILES XFER (MB) Completed 1/1 6/6 0.4/0.4 PHASE ACTIONS Install Phase 20/20 PHASE ITEMS Package State Update Phase 1/1 Image State Update Phase 2/2 However, we'll need to do more than just install audiotest: root@myzone:~# audiotest /dev/mixer: No such file or directory The device file is missing from /dev. The audio devices also need to be added to the zone. For this we modify the zone configuration as follows: bleonard@solaris:~$ sudo zonecfg -z myzone Password: zonecfg:myzone> add device zonecfg:myzone:device> set match=/dev/audio* zonecfg:myzone:device> end zonecfg:myzone> add device zonecfg:myzone:device> set match=/dev/sound/* zonecfg:myzone:device> end zonecfg:myzone> add device zonecfg:myzone:device> set match=/dev/mixer* zonecfg:myzone:device> end zonecfg:myzone> add device zonecfg:myzone:device> set match=/dev/sndstat zonecfg:myzone:device> end zonecfg:myzone> verify zonecfg:myzone> exit Then reboot the zone: bleonard@solaris:~$ sudo zoneadm -z myzone reboot After which, audiotest should work: root@myzone:~# audiotest Sound subsystem and version: SunOS Audio 4.0 (0x00040003) Platform: SunOS 5.11 snv_151a i86pc *** Scanning sound adapter #1 *** /dev/sound/audio810:0dsp (audio engine 0): audio810#0 - Performing audio playback test... <left> ................OK <right> ...............OK <stereo> ..............OK <measured sample rate 48208.00 Hz (0.43%)> *** All tests completed OK *** You can also examine /dev/sndstat for additional information: root@myzone:~# cat /dev/sndstat SunOS Audio Framework Audio Devices: 0: audio810#0 Intel AC'97, ICH (DUPLEX) Mixers: 0: audio810#0 Intel AC'97, ICH AC'97 codec: SigmaTel STAC9700 However, when testing the sound from Firefox (from a user account other than root), such as this recent Flash presentation on Solaris availability, you may still be disappointed. This is simply a permissions problem, as the devices only have read and write permissions for root: root@myzone:~# ls -l /dev/audio* crw------- 1 root root 99, 3 Jul 1 10:21 /dev/audio crw------- 1 root root 99, 4 Jul 1 10:21 /dev/audioctl To address this: root@myzone:~# chmod 777 /dev/audio* root@myzone:~# chmod 777 /dev/sound/* And you should be all set.

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  • Incentivizing Work with Development Teams

    - by MarkPearl
    Recently I saw someone on twitter asking about incentives and if anyone had past experience with incentivizing work. I promised to respond with some of the experiences I have had in the past so here goes... **Disclaimer** - these are my experiences with incentives, generally in software development - in some other industries this may not be applicable – this is also my thinking at this point in time, with more experience my opinion may change. Incentivize at the level that you want people to group at If you are wanting to promote a team mentality, incentivize teams. If you want to promote an individual mentality, incentivize individuals. There is nothing worse than mixing this up. Some organizations put a lot of effort in establishing teams and team mentalities but reward individuals. This has a counter effect on the resources they have put towards establishing a team mentality. In the software projects that I work with we want promote cross functional teams that collaborate. Personally, if I was on a team and knew that there was an opportunity to work on a critical component of the system, and that by doing so I would get a bigger bonus, then I would be hesitant to include other people in solving that problem. Thus, I would hinder the teams efforts in being cross functional and reduce collaboration levels. Does that mean everyone in the team should get an even share of an incentive? In most situations I would say yes - even though this may feel counter-intuitive. I have heard arguments put forward that if “person x contributed more than person Y then they should be rewarded more” – This may sound controversial but I would rather treat people how would you like them to perform, not where they currently are at. To add to this approach, if someone is free loading, you bet your bottom dollar that the team is going to make this a lot more transparent if they feel that individual is going to be rewarded at the same level that everyone else is. Bad incentives promote destructive work If you are going to incentivize people, pick you incentives very carefully. I had an experience once with a sales person who was told they would get a bonus provided that they met an ordering target with a particular supplier. What did this person do? They sold everything at cost for the next month or so. They reached the goal, but the company didn't gain anything from it. It was a bad incentive. Expect the same with development teams, if you incentivize zero bug levels, you will get zero code committed to the solution. If you incentivize lines of code, you will get many many lines of bad code. Is there such a thing as a good incentives? Monetary wise, I am not sure there is. I would much rather encourage organizations to pay their people what they are worth upfront. I would also advise against paying money to teams as an incentive or even a bonus or reward for reaching a milestone. Rather have a breakaway for the team that promotes team building as a reward if they reach a milestone than pay them more money. I would also advise against making the incentive the reason for them to reach the milestone. If this becomes the norm it promotes people to begin to only do their job if there is an incentive at the end of the line. This is not a behaviour one wants to encourage. If the team or individual is in the right mind-set, they should not work any harder than they are right now with normal pay.

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  • In the Firing Line: The impact of project and portfolio performance on the CEO

    - by Melissa Centurio Lopes
    Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} What are the primary measurements for rating CEO performance? For corporate boards, business analysts, investors, and the trade press the metrics they deploy are relatively binary in nature; what is being done to generate earnings, and what is being done to build and sustain high performance? As for the market, interest is primarily aroused when operational and financial performance falls outside planned commitments for the year. When organizations announce better than predicted results, they usually experience an immediate increase in share price. Likewise, poor results have an obviously negative impact on the share price and impact the role and tenure of the incumbent CEO. The danger for the CEO is that the risk of failure is ever present, ranging from manufacturing delays and supply chain issues to labor shortages and scope creep. This risk is enhanced by the involvement of secondary suppliers providing services critical to overall work schedules, and magnified further across a portfolio of programs and projects underway at any one time – and all set within a global context. All can impact planned return on investment and have an inevitable impact on the share price – the primary empirical measure of day-to-day performance. Read this complete complementary report, In the Firing Line and explore what is the direct link between the health of the portfolio and CEO performance. This report will provide an overview of the responsibility the CEO has for implementing and maintaining a culture of accountability, offer examples of some of the higher profile project failings in recent years, and detail the capabilities available to the CEO to mitigate the risks residing in their own portfolios. Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;}

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  • Violation of the DRY Principle

    - by Onorio Catenacci
    I am sure there's a name for this anti-pattern somewhere; however I am not familiar enough with the anti-pattern literature to know it. Consider the following scenario: or0 is a member function in a class. For better or worse, it's heavily dependent on class member variables. Programmer A comes along and needs functionality like or0 but rather than calling or0, Programmer A copies and renames the entire class. I'm guessing that she doesn't call or0 because, as I say, it's heavily dependent on member variables for its functionality. Or maybe she's a junior programmer and doesn't know how to call it from other code. So now we've got or0 and c0 (c for copy). I can't completely fault Programmer A for this approach--we all get under tight deadlines and we hack code to get work done. Several programmers maintain or0 so it's now version orN. c0 is now version cN. Unfortunately most of the programmers that maintained the class containing or0 seemed to be completely unaware of c0--which is one of the strongest arguments I can think of for the wisdom of the DRY principle. And there may also have been independent maintainance of the code in c. Either way it appears that or0 and c0 were maintained independent of each other. And, joy and happiness, an error is occurring in cN that does not occur in orN. So I have a few questions: 1.) Is there a name for this anti-pattern? I've seen this happen so often I'd find it hard to believe this is not a named anti-pattern. 2.) I can see a few alternatives: a.) Fix orN to take a parameter that specifies the values of all the member variables it needs. Then modify cN to call orN with all of the needed parameters passed in. b.) Try to manually port fixes from orN to cN. (Mind you I don't want to do this but it is a realistic possibility.) c.) Recopy orN to cN--again, yuck but I list it for sake of completeness. d.) Try to figure out where cN is broken and then repair it independently of orN. Alternative a seems like the best fix in the long term but I doubt the customer will let me implement it. Never time or money to fix things right but always time and money to repair the same problem 40 or 50 times, right? Can anyone suggest other approaches I may not have considered? If you were in my place, which approach would you take? If there are other questions and answers here along these lines, please post links to them. I don't mind removing this question if it's a dupe but my searching hasn't turned up anything that addresses this question yet. EDIT: Thanks everyone for all the thoughtful responses. I asked about a name for the anti-pattern so I could research it further on my own. I'm surprised this particular bad coding practice doesn't seem to have a "canonical" name for it.

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  • Searching for context in Silverlight applications

    - by PeterTweed
    A common behavior in business applications that have developed through the ages is for a user to be able to get information or execute commands in relation to some information/function displayed by right clicking the object in question and popping up a context menu that offers relevant options to choose. The Silverlight Toolkit April 2010 release introduced the context menu object.  This can be added to other UI objects and display options for the user to choose.  The menu items can be enabled or disabled as per your application logic and icons can be added to the menu items to add visual effect.  This post will walk you through how to use the context menu object from the Silverlight Toolkit. Steps: 1. Create a new Silverlight 4 application 2. Copy the following namespace definition to the user control object of the MainPage.xaml file: xmlns:my="clr-namespace:System.Windows.Controls;assembly=System.Windows.Controls.Input.Toolkit"   3. Copy the following XAML into the LayoutRoot grid in MainPage.xaml:          <Border CornerRadius="15" Background="Blue" Width="400" Height="100">             <TextBlock Foreground="White" FontSize="20" Text="Context Menu In This Border...." HorizontalAlignment="Center" VerticalAlignment="Center" >             </TextBlock>             <my:ContextMenuService.ContextMenu>                 <my:ContextMenu >                     <my:MenuItem                 Header="Copy"                 Click="CopyMenuItem_Click" Name="copyMenuItem">                         <my:MenuItem.Icon>                             <Image Source="copy-icon-small.png"/>                         </my:MenuItem.Icon>                     </my:MenuItem>                     <my:Separator/>                     <my:MenuItem Name="pasteMenuItem"                 Header="Paste"                 Click="PasteMenuItem_Click">                         <my:MenuItem.Icon>                             <Image Source="paste-icon-small.png"/>                         </my:MenuItem.Icon>                     </my:MenuItem>                 </my:ContextMenu>             </my:ContextMenuService.ContextMenu>         </Border>   The above code associates a context menu with two menu items and a separator between them to the border object.  The menu items has icons associated with them to add visual appeal.  The menu items have click event handlers that will be added in the MainPage.xaml.cs code behind in a later step. 4. Add two icon sized images to the ClientBin directory of the web project hosting the Silverlight application, named copy-icon-small.png and paste-icon-small.jpg respectively.  I used copy and paste icons as the names suggest. 5. Add the following code to the class in MainPage.xaml.cs file:         private void CopyMenuItem_Click(object sender, RoutedEventArgs e)         {             MessageBox.Show("Copy selected");         }           private void PasteMenuItem_Click(object sender, RoutedEventArgs e)         {             MessageBox.Show("Paste selected");         }   This code adds the event handlers for the menu items defined in step 3. 6. Run the application, right click on the border and select a menu option and see the appropriate message box displayed. Congratulations it’s that easy!   Take the Slalom Challenge at www.slalomchallenge.com!

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  • Test Drive for Partners on Oracle Endeca Information Discovery

    - by Mike.Hallett(at)Oracle-BI&EPM
    Normal 0 false false false EN-GB X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0cm 5.4pt 0cm 5.4pt; mso-para-margin-top:0cm; mso-para-margin-right:0cm; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0cm; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi; mso-fareast-language:EN-US;} Specifically for Oracle Partners, this half-day hands-on workshop allows you to experience Information Discovery from Oracle in order to: Understand Information Discovery and how it compliments classic BI solutions Use Search and Guided Navigation to see how structured and unstructured information can be rapidly brought together to unlock hidden value Explore all of your data in any format and from any source including social media, market surveys and reports Lay the foundation for helping business users who need fast answers to new questions Experience the amazing performance of Endeca on Oracle's in memory Exalytics machine Agenda After an introduction to Oracle Endeca Information Discovery, follow a self-paced, supervised, hands-on tutorial where you will see how easy it is to: Use Guided Navigation and Search to explore structured and unstructured data Rapidly integrate new and changing data sources such as Social Media Build new Discovery user interfaces Rapidly respond to changing business needs and data environments And ask questions of Oracle's Business Analytics experts throughout When 14th March 2013, Registration 9:00 a.m. - finish by 1:00 p.m.      Normal 0 false false false EN-GB X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0cm 5.4pt 0cm 5.4pt; mso-para-margin-top:0cm; mso-para-margin-right:0cm; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0cm; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi; mso-fareast-language:EN-US;} Register Now What: Oracle Endeca Information Discovery Test Drive Where: Oracle City Office, 1 South Place, London, EC2M 2RB

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  • Welcome to BlogEngine.NET 2.9 using Microsoft SQL Server

    If you see this post it means that BlogEngine.NET 2.9 is running and the hard part of creating your own blog is done. There is only a few things left to do. Write Permissions To be able to log in to the blog and writing posts, you need to enable write permissions on the App_Data folder. If you’re blog is hosted at a hosting provider, you can either log into your account’s admin page or call the support. You need write permissions on the App_Data folder because all posts, comments, and blog attachments are saved as XML files and placed in the App_Data folder.  If you wish to use a database to to store your blog data, we still encourage you to enable this write access for an images you may wish to store for your blog posts.  If you are interested in using Microsoft SQL Server, MySQL, SQL CE, or other databases, please see the BlogEngine wiki to get started. Security When you've got write permissions to the App_Data folder, you need to change the username and password. Find the sign-in link located either at the bottom or top of the page depending on your current theme and click it. Now enter "admin" in both the username and password fields and click the button. You will now see an admin menu appear. It has a link to the "Users" admin page. From there you can change the username and password.  Passwords are hashed by default so if you lose your password, please see the BlogEngine wiki for information on recovery. Configuration and Profile Now that you have your blog secured, take a look through the settings and give your new blog a title.  BlogEngine.NET 2.9 is set up to take full advantage of of many semantic formats and technologies such as FOAF, SIOC and APML. It means that the content stored in your BlogEngine.NET installation will be fully portable and auto-discoverable.  Be sure to fill in your author profile to take better advantage of this. Themes, Widgets & Extensions One last thing to consider is customizing the look of your blog.  We have a few themes available right out of the box including two fully setup to use our new widget framework.  The widget framework allows drop and drag placement on your side bar as well as editing and configuration right in the widget while you are logged in.  Extensions allow you to extend and customize the behaivor of your blog.  Be sure to check the BlogEngine.NET Gallery at dnbegallery.org as the go-to location for downloading widgets, themes and extensions. On the web You can find BlogEngine.NET on the official website. Here you'll find tutorials, documentation, tips and tricks and much more. The ongoing development of BlogEngine.NET can be followed at CodePlex where the daily builds will be published for anyone to download.  Again, new themes, widgets and extensions can be downloaded at the BlogEngine.NET gallery. Good luck and happy writing. The BlogEngine.NET team

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  • The Social Content Conundrum

    - by Mike Stiles
    Here’s the social content conundrum: people who are not entertainers are being asked to entertain. Despite a world of skilled MBAs, marketing savants, technological innovators, analysts, social strategists and consultants, every development in social for brands keeps boomeranging right back to the same unavoidable truth. Success hinges on having content creators who know how to entertain the target audience. You can’t make this all about business-processes. You can’t make this all about technology, though data is critical and helps inform content. This is about having human beings who know the audience, know what they’d love to see, and can create the magic that will draw and hold them. Since showing up in the News Feed is critical for exposition and engagement, and since social ads primarily serve to amplify content that’s performing well, I’m comfortable saying content creators are becoming exponentially recruited and valued. They will no longer be commodities. They’ll be your stars. Social has fundamentally changed the relationship between brand and consumer. No longer can the customer be told to sit down, shut up, and listen to our ads. It’s now all about what consumers are willing to watch or read. Their patience for subjecting themselves to material they aren’t interested in is waning. Therefore, brands must now be producers of entertainment and information content, not merely placers of ads within someone else’s content. Social has given you a huge stage, with an audience sitting out there waiting to see what you’re going to do. What are you putting on that stage? For most corporate environments, entertaining is alien. It’s risky and subjective. Most operate around two foundational principles: control and fear. To entertain and inform with branded content, some control has to go. You control the product. Past that, control is being transferred into the hands of the consumer. The “fear first” culture also has to yield. If you strive to never make waves, you will move absolutely nothing. Because most corporations don’t house entertainers, they must be found then trusted. They’re usually a little weird. The ideas they’ll bring may seem “out there.” But like any business professional, they’ve gone through the training and experiences that make them uniquely good at what they do, even if you don’t quite understand them. It’s okay. It’s what the audience thinks that matters. Get it right, and you’ll be generating one ambassador after another who’s proud to be identified with the brand and will regularly consume and share your content. Entertainment entities are able to shape our culture and succeed beyond their wildest dreams by being beholden to one thing…what the public likes and wants. When brands put the same emphasis on crowd-pleasing content, they too will enjoy brand fame the likes of which they’ve never seen. The stage is yours. Now get out there and go for that applause.

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  • Customer Loyalty vs. Customer Engagement: Who Cares?

    - by Jeb Dasteel-Oracle
    Have you read the recent Forbes OracleVoice blog titled Customer Loyalty is Dead. Long Live Engagement!? If you haven’t, take a look. This article prompted lots of conversation in the social realm. Many who read the article voiced their reactions to the headline and now I’m jumping in to add my view. Normal 0 false false false EN-US X-NONE X-NONE Customer loyalty is still key. It’s the effect and engagement is the cause. We at least know that to be true for our customers. We are in an age where customers are demanding to be heard. We need them to be actively involved – or engaged – as well. Greater levels of customer engagement, properly targeted, positively correlate with satisfaction. Our data has shown us this over and over. Satisfied customers are more loyal and more willing to vocalize their satisfaction through referencing, and are more likely to purchase again, all of which in turn drives incremental revenue – from the customer doing the referencing AND the customer on the receiving end of that reference. Turning this around completely, if we begin to see the level of a customer’s engagement start to wane, this is an indicator that their satisfaction, loyalty, and future revenue are likely at risk. At Oracle, we’ve put in place many programs to target, encourage, and then track engagement, allowing us to measure engagement as a determinant of loyalty. Some of these programs include our Key Accounts, solution design and architectural, Executive Sponsorship, as well as executive advisory boards. Specific programs allow us to engage specific contacts within specific customer organizations (based on role) and then systematically track their engagement activities over time, along side of tracking customer satisfaction, loyalty, referenceability, and incremental revenue contribution. Continuous measurement of engagement allows us to better understand customer views of what it means to partner with a provider and adjust program participation to better meet the needs of the partnership. We can also track across customer segments, and design new programs that are even more effective than the ones we have in place today. In case you missed any of my previous Forbes articles, I’ve included links below for easy access. Award-Winning Companies Put Customers First The Power of Peer Networks: 5 Reasons to Get (and Stay) Involved Technology At Work: Traveling In Style Customer Central: 8 Strategies for Putting Customers at the Core of Your Business Technology at Work: Five Companies Doing IT Right /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;}

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  • Syntax of passing lambda causing hair loss (pulling out)

    - by Astara
    Right now, I'm working on refactoring a program that calls its parts by polling to a more event-driven structure. I've created sched and task classes with the sced to become a base class of the current main loop. The tasks will be created for each meter so they can be called off of that instead of polling. Each of the events main calls are a type of meter that gather info and display it. When the program is coming up, all enabled meters get 'constructed' by a main-sub. In that sub, I want to store off the "this" pointer associated with the meter, as well as the common name for the "action routine. void MeterMaker::Meter_n_Task (Meter * newmeter,) { push(newmeter); // handle non-timed draw events Task t = new Task(now() + 0.5L); t.period={0,1U}; t.work_meter = newmeter; t.work = [&newmeter](){newmeter.checkevent();};<<--attempt at lambda t.flags = T_Repeat; t.enable_task(); _xos->sched_insert(t); } A sample call to it: Meter_n_Task(new CPUMeter(_xos, "CPU ")); 've made the scheduler a base class of the main routine (that handles the loop), and I've tried serveral variations to get the task class to be a base of the meter class, but keep running into roadblocks. It's alot like "whack-a-mole" -- pound in something to fix something one place, and then a new probl pops out elsewhere. Part of the problem, is that the sched.h file that is trying to hold the Task Q, includes the Task header file. The task file Wants to refer to the most "base", Meter class. The meter class pulls in the main class of the parent as it passes a copy of the parent to the children so they can access the draw routines in the parent. Two references in the task file are for the 'this' pointer of the meter and the meter's update sub (to be called via this). void *this_data= NULL; void (*this_func)() = NULL; Note -- I didn't really want to store these in the class, as I wanted to use a lamdba in that meter&task routine above to store a routine+context to be used to call the meter's action routine. Couldn't figure out the syntax. But am running into other syntax problems trying to store the pointers...such as g++: COMPILE lsched.cc In file included from meter.h:13:0, from ltask.h:17, from lsched.h:13, from lsched.cc:13: xosview.h:30:47: error: expected class-name before ‘{’ token class XOSView : public XWin, public Scheduler { Like above where it asks for a class, where the classname "Scheduler" is. !?!? Huh? That IS a class name. I keep going in circles with things that don't make sense... Ideally I'd get the lamba to work right in the Meter_n_Task routine at the top. I wanted to only store 1 pointer in the 'Task' class that was a pointer to my lambda that would have already captured the "this" value ... but couldn't get that syntax to work at all when I tried to start it into a var in the 'Task' class. This project, FWIW, is my teething project on the new C++... (of course it's simple!.. ;-))... I've made quite a bit of progress in other areas in the code, but this lambda syntax has me stumped...its at times like thse that I appreciate the ease of this type of operation in perl. Sigh. Not sure the best way to ask for help here, as this isn't a simple question. But thought I'd try!... ;-) Too bad I can't attach files to this Q.

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  • When will EBS 12.2 be released?

    - by Steven Chan (Oracle Development)
    The most frequently asked question at OpenWorld this year was, "When will EBS 12.2 be released?" Sadly, Oracle's communication policies prohibit us from speculating about release dates for unreleased software. We are not permitted to give estimates, rough timelines, guesses, or anything else that remotely resembles specific guidance on release dates. You can monitor My Oracle Support and this blog for updates on EBS 12.2.  I'll post them here as soon as they're available.  I'm embedding an old favourite from 2007 in its entirety here, since it applies equally to new releases as well as certifications. "Loose Lips Sink Ships" (March 20, 2007)If I were to sort emails in my inbox into groups, the biggest -- by far -- would be the one for emails that start with, "When will _____ be certified with the E-Business Suite?"  I answer these dutifully but know that my replies can sometimes be maddening, for two reasons:  technical uncertainty, and Oracle's rules for such communications. On the Spiral Model of CertificationsTechnology stack certifications tend to be highly iterative in nature.  As a result, statements about certification dates tend to be accurate only when made in hindsight.  Laypeople are horrified to hear this, but it's the ugly truth.  Uncertainty is simply inherent to the process.  I've become inured to it over the years, but it might come as a surprise to you that it can take many cycles to get fully-released software to work together.  Take this scenario: We test a particular combination of Component A and B. If we encounter a problem, say, with Component A, we log a bug. We receive a new version of Component A. The process iterates again. The reality is this: until a certification is completed and released, there's no accurate way of telling how many iterations are yet to come.  This is true regardless of the number of iterations that have already been completed.  Our Lips Are SealedGenerally, people understand that things are subject to change, so the second reason I can't say anything specific is actually much more important than the first.  "Loose lips might sink ships" was coined in World War II in an effort to remind people that careless talk can have serious consequences.  Curiously, this applies to Oracle's communications about upcoming features, configurations, and releases, too.  As a publicly traded company, we have very strict policies that prohibit us from linking specific releases to specific dates.  If you've ever listened to an earnings call with analysts, you'll often hear them asking, "Can you add a little more color to that statement?"  For certifications, color is usually the only thing that I have.  Sometimes I can provide a bit more information about the technical nature of the certification in question, such as expected footprints or version levels.  I can occasionally share technical issues that we've found, too, to convey the degree of risk or complexity involved in the certification.  Aside from that, there's little additional information about specific dates, date ranges, or even speculation about dates that I can provide... that is, without having one of those uncomfortable conversations with Oracle Legal.  So, as much as it pains me to do so, when it comes to dates, I'm always forced to conclude with a generic reply that blandly states one of the following: We're working on that certification right now That certification is in the pipeline but hasn't been started yet We don't have plans for that certification Don't Shoot the MessengerThankfully, I've developed a thick skin over the years -- which is a good thing, considering the colorful and energetic responses I've received over the years after answering these questions.  However, on behalf of my Oracle colleagues who are faced with these questions every day in the field, I urge you to remember that they're required to follow these same corporate rules about date disclosures.  It never hurts to ask, but don't be too disappointed if we can't provide you with a detailed answer.  The Go-Go's had it right, after all.  Related Articles Webcast Replay Available: Technical Preview of EBS 12.2 Online Patching

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  • Cloud – the forecast is improving

    - by Rob Farley
    There is a lot of discussion about “the cloud”, and how that affects people’s data stories. Today the discussion enters the realm of T-SQL Tuesday, hosted this month by Jorge Segarra. Over the years, companies have invested a lot in making sure that their data is good, and I mean every aspect of it – the quality of it, the security of it, the performance of it, and more. Experts such as those of us at LobsterPot Solutions have helped these companies with this, and continue to work with clients to make sure that data is a strong part of their business, not an oversight. Whether business intelligence systems are being utilised or not, every business needs to be able to rely on its data, and have the confidence in it. Data should be a foundation upon which a business is built. In the past, data had been stored in paper-based systems. Filing cabinets stored vital information. Today, people have server rooms with storage of various kinds, recognising that filing cabinets don’t necessarily scale particularly well. It’s easy to ‘lose’ data in a filing cabinet, when you have people who need to make sure that the sheets of paper are in the right spot, and that you know how things are stored. Databases help solve that problem, but still the idea of a large filing cabinet continues, it just doesn’t involve paper. If something happens to the physical ‘filing cabinet’, then the problems are larger still. Then the data itself is under threat. Many clients have generators in case the power goes out, redundant cables in case the connectivity dies, and spare servers in other buildings just in case they’re required. But still they’re maintaining filing cabinets. You see, people like filing cabinets. There’s something to be said for having your data ‘close’. Even if the data is not in readable form, living as bits on a disk somewhere, the idea that its home is ‘in the building’ is comforting to many people. They simply don’t want to move their data anywhere else. The cloud offers an alternative to this, and the human element is an obstacle. By leveraging the cloud, companies can have someone else look after their filing cabinet. A lot of people really don’t like the idea of this, partly because the administrators of the data, those people who could potentially log in with escalated rights and see more than they should be allowed to, who need to be trusted to respond if there’s a problem, are now a faceless entity in the cloud. But this doesn’t mean that the cloud is bad – this is simply a concern that some people may have. In new functionality that’s on its way, we see other hybrid mechanisms that mean that people can leverage parts of the cloud with less fear. Companies can use cloud storage to hold their backup data, for example, backups that have been encrypted and are therefore not able to be read by anyone (including administrators) who don’t have the right password. Companies can have a database instance that runs locally, but which has its data files in the cloud, complete with Transparent Data Encryption if needed. There can be a higher level of control, making the change easier to accept. Hybrid options allow people who have had fears (potentially very justifiable) to take a new look at the cloud, and to start embracing some of the benefits of the cloud (such as letting someone else take care of storage, high availability, and more) without losing the feeling of the data being close. @rob_farley

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  • Is Your Company Social on the Inside?

    - by Mike Stiles
    As we talk about the extension of social from an outbound-facing marketing tool to a platform that will reach across the entire enterprise, servicing multiple functions of that enterprise, it might be time to take a look at how social can be effectively employed for internal communications. Remember the printed company newsletter? Yeah, nobody reads it. Remember the emailed company newsletter? Yeah, nobody reads it. Why not? Shouldn’t your employees care about the company more than anything else in life and be voraciously hungry for any information related to it? The more realistic prospect is that a company’s employees don’t behave much differently at work where information is concerned than they do in their personal lives. They “tune in” to information that’s immediately relevant to them, that peaks their interest, and/or that’s presented in a visually engaging way. That currently makes an internal social platform the most ideal way to communicate within the organization. It not only facilitates more immediate, more targeted (and thus more relevant) messaging from the company out to employees, it sets a stage for employees to communicate with each other and efficiently get answers to questions from peers. It’s a collaboration tool on steroids. If you build such an internal social portal and you do it right, will employees use it? Considering social media has officially been declared more addictive than cigarettes, booze and sex…probably. But what does it mean to do an internal social platform “right”? The bar has been set pretty high. Your employees are used to Twitter and Facebook, and would roll their eyes at anything less simple or harder to navigate than those. All the Facebook best practices would apply to your internal social as well, including the importance of managing posting frequency, using photos and video, moderation & response, etc. And don’t worry, you won’t be the first to jump in. WPP's global digital agency Possible has its own social network called Colab. Nestle has “The Nest.” Red Robin’s got one. I myself got an in-depth look at McGraw-Hill’s internal social platform at Blogwell NYC. Some of these companies are building their own platforms, others are buying them off the shelf or customizing readymade solutions. But you won’t be the last either. Prescient Digital Media and the IABC learned 39% of companies don’t offer employees any social tools. Not a social network, not discussion forums, not even IM. And a great many continue to ban the use of Facebook and Twitter on the premises. That’s pretty astonishing since social has become as essential a modern day communications tool as the telephone. But such holdouts will pay a big price for being mired in fear while competitors exploit social connections unchallenged. Fish where the fish are. If social has become the way people communicate and take in information, let that be the way communication is trafficked in the organization.

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  • OBI10g will be Non-Qualifying for OPN Specialisation in September 2013

    - by Mike.Hallett(at)Oracle-BI&EPM
    aboteste 12.00 Just to alert you, that OPN Specialisation is software version-specific: so as we bring out new product versions, so the specialisation crtiteria and exam needs to keep updated to the new version. Specifically for our analytics partners, be aware that your “OBI10g Specialisation” credentials will be Non-Qualifying for OPN Specialisation in September 2013. Therefore to keep your profile up to date please start now to take the latest OBI11g exams and apply to OPN to upgrade to “OBI11g Specialisation”. Find out more about the new version OBI11g Exams to update your OPN Specialisation @ OPN Exam for OBI Suite 11g is Now LIVE, and more generally the Update on BI & EPM Specializations and Knowledge Zones. aboteste 12.00 Normal 0 false false false EN-GB X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0cm 5.4pt 0cm 5.4pt; mso-para-margin-top:0cm; mso-para-margin-right:0cm; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0cm; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi; mso-fareast-language:EN-US;} And to help you pass, see the Oracle Business Intelligence Foundation Suite 11 Essentials Exam Study Guide. Also check the documents on OPN for Frequently Asked Questions for Product Version Specialization and the latest Specializations Catalog. Normal 0 false false false EN-GB X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0cm 5.4pt 0cm 5.4pt; mso-para-margin-top:0cm; mso-para-margin-right:0cm; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0cm; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi; mso-fareast-language:EN-US;}

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