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  • Sea Monkey Sales & Marketing, and what does that have to do with ERP?

    - by user709270
    Tier One Defined By Lyle Ekdahl, Oracle JD Edwards Group Vice President and General Manager  I recently became aware of the latest Sea Monkey Sales & Marketing tactic. Wait now, what is Sea Monkey Sales & Marketing and what does that have to do with ERP? Well if you grew up in USA during the 50’s, 60’s and maybe a bit in the early 70’s there was a unifying media of culture known as the comic book. I was a big Iron Man fan. I always liked the troubled hero aspect of Tony Start and hey he was a technologist. This is going somewhere, just hold on. Of course comic books like most media contained advertisements. Ninety pound weakling transformed by Charles Atlas in just 15 minutes per day. Baby Ruth, Juicy Fruit Gum and all assortments of Hostess goodies were on display. The best ad was for the “Amazing Live Sea-Monkeys – The real live fun-pets you grow yourself!” These ads set the standard for exaggeration and half-truth; “…they love attention…so eager to please, they can even be trained…” The cartoon picture on the ad is of a family of royal looking sea creatures – daddy, mommy, son and little sis – sea monkey? There was a disclaimer at the bottom in fine print, “Caricatures shown not intended to depict Artemia.” Ok what ten years old knows what the heck artemia is? Well you grow up fast once you’ve been separated from your buck twenty five plus postage just to discover that it is brine shrimp. Really dumb brine shrimp that don’t take commands or do tricks. Unfortunately the technology industry is full of sea monkey sales and marketing. Yes believe it or not in some cases there is subterfuge and obfuscation used to secure contracts. Hey I get it; the picture on the box might not be the actual size. Make up what you want about your product, but here is what I don’t like, could you leave out the obvious falsity when it comes to my product, especially the negative stuff. So here is the latest one – “Oracle’s JD Edwards is NOT tier one”. Really? Definition please! Well a whole host of googleable and reputable sources confirm that a tier one vendor is large, well known, and enjoys national and international recognition. Let me see large, so thousands of customers? Oh and part of the world’s largest business software and hardware corporation? Check and check JD Edwards has that and that. Well known, enjoying national and international recognition? Oracle’s JD Edwards EnterpriseOne is available in 21 languages and is directly localized in 33 countries that support some of the world’s largest multinationals and many midsized domestic market companies. Something on the order of half the JD Edwards customer base is outside North America. My passport is on its third insert after 2 years and not from vacations. So if you don’t mind I am going to mark national and international recognition in the got it column. So what else is there? Well let me offer a few criteria. Longevity – The JD Edwards products benefit from 35+ years of intellectual property development; through booms, busts, mergers and acquisitions, we are still here Vision & innovation – JD Edwards is the first full suite ERP to run on the iPad as just one example Proven track record of execution – Since becoming part of Oracle, JD Edwards has released to the market over 20 deliverables including major release, point releases, new apps modules, tool releases, integrations…. Solid, focused functionality with a flexible, interoperable, extensible underlying architecture – JD Edwards offers solid core ERP with specialty modules for verticals all delivered on a well defined independent tools layer that helps enable you to scale your business without an ERP reimplementation A continuation plan – Oracle’s JD Edwards offers our customers a 6 year roadmap as well as interoperability with Oracle’s next generation of applications Oh I almost forgot that the expert sources agree on one additional thing, tier one may be a preferred vendor that offers product and services to you with appealing value. You should check out the TCO studies of JD Edwards. I think you will see what the thousands of customers that rely on these products to run their businesses enjoy – that is the tier one solution with the lowest TCO. Oh and if you get an offer to buy an ERP for no license charge, remember the picture on the box might not be the actual size. 

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  • Surface and the Uphill Battle to Win Over iPad Users (Namely: Me)

    - by D'Arcy Lussier
    I went away this past weekend and decided to bring along the Windows 8 tablet from the Build conference last year – y’know, to give Windows 8 a try in a typical scenario. I also brought our iPad 2 along since I figured my wife would want to use that. I’d love to tell you how I found using my Windows 8 tablet but I can’t – I used the iPad exclusively the entire weekend. It was during this that I realized what Microsoft needs to do to win me over as an iPad user. As you’ll see, I’m left wondering what it is that Surface is meant to compete with: iPad and other tablets, or thin laptops like the MacBook Air or Ultrabooks. Device Size I really like the size of the iPad compared with the Build tablet. It’s not as long and the thinness/weight of the device makes it feel more like you’re holding a magazine than a computer. I’m pleased that Microsoft will be matching the thinness of the iPad with Surface, but I’m suspect as to what that actually means. The iPad’s edges slant inwards where the Surface has a thicker boxish look (similar to the iPhone 4S). So while they may have the same depth at the deepest part of both devices, I bet the iPad will come off feeling thinner. However, its not lost on me the number of external port options the Surface’s design provides over the iPad (Usb, etc.). With that said, I haven’t missed having a USB slot on my iPad. I’m not a fan of lengthening the Surface screen size to almost a full inch over the iPad, mainly because… Vertical Orientation Experience Did you notice at the announce event, in the images of the devices that have been released, and in any marketing for it, that the surface is always displayed in horizontal orientation. This is a huge beef I have with my Build tablet and why I prefer the iPad. Yes the iPad can do the wide-screenish mode, but the iPad is oriented to be vertical by nature. Don’t agree? Look at the button and camera placement – both on the shorter sides of the device. Compare that with the Surface, where the orientation for the button and camera is on the longer sides. To be fair, Blackberry and the horde of Android tablets out there haven’t gotten this either – since most monitors are widescreen nowadays tablets should be too right? Wrong. Widescreen is great for certain things, but tasks such as reading is not one of them – hence why monitor companies like Dell provide stands that allow you to flip your widescreen monitor to a vertical orientation. That Microsoft has chosen a horizontal orientation by default for Windows 8 is disappointing – hopefully hardware manufacturers will be given the option of a default vertical orientation. Fast Startup Time I like that I can turn off/turn on the iPad very quickly. Even from a true “off” mode and not just sleeping, the iPad boots up very quickly. Windows RT needs to have that same quick response. If I start finding that I’m waiting for the device to boot up for more than 30 seconds that could be a show stopper. No Heat I really hate that the Build tablet has fans that kick in to cool the procs, but its basically a slate computer and I get its part of that prototype build. For Surface, it needs to be the same type of experience as the iPad – no heat! I know Surface doesn’t have fans and uses some cool new vent system or something like that, but even then – I want to sit and read a book on my Surface without having to feel any heat coming from the device, which is the experience I have with the iPad now. What About Apps?! I am definitely not the target client when it comes to app stores. On my iPad I use: Safari Kindle Reader Twitter App Settlers of Catan TSN’s App And that’s it. So really, while its nice that some version of Office might be available, I’m not planning on utilizing a Surface for creating a PowerPoint or working on a Word document – that’s what my laptop is for. I want my tablet to be for information snacking or as an e-reader and occasionally an entertainment device. Surface vs iPad or Surface vs Air? The more that I read up on Surface, the more I wonder if it won’t be a touch-enabled MacBook Air competitor more than an iPad one. Also, I really question if Microsoft gets tablets – when one of your main selling features is a built-in physical keyboard it speaks more to a traditional laptop experience than a tablet one that’s entirely reliant on touch. Still, I really love the Windows Phone interface – way more than iOS – so I’m still very optimistic that the Metro experience on the tablet will be fantastic. I just worry that Microsoft has interpreted a tablet as a computer with a removable keyboard and a touch screen, and that’s not what tablet computing is about at all.

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  • A Semantic Model For Html: TagBuilder and HtmlTags

    - by Ryan Ohs
    In this post I look into the code smell that is HTML literals and show how we can refactor these pesky strings into a friendlier and more maintainable model.   The Problem When I started writing MVC applications, I quickly realized that I built a lot of my HTML inside HtmlHelpers. As I did this, I ended up moving quite a bit of HTML into string literals inside my helper classes. As I wanted to add more attributes (such as classes) to my tags, I needed to keep adding overloads to my helpers. A good example of this end result is the default html helpers that come with the MVC framework. Too many overloads make me crazy! The problem with all these overloads is that they quickly muck up the API and nobody can remember exactly what order the parameters go in. I've seen many presenters (including members of the ASP.NET MVC team!) stumble before realizing that their view wasn't compiling because they needed one more null parameter in the call to Html.ActionLink(). What if instead of writing Html.ActionLink("Edit", "Edit", null, new { @class = "navigation" }) we could do Html.LinkToAction("Edit").Text("Edit").AddClass("navigation") ? Wouldn't that be much easier to remember and understand?  We can do this if we introduce a semantic model for building our HTML.   What is a Semantic Model? According to Martin Folwer, "a semantic model is an in-memory representation, usually an object model, of the same subject that the domain specific language describes." In our case, the model would be a set of classes that know how to render HTML. By using a semantic model we can free ourselves from dealing with strings and instead output the HTML (typically via ToString()) once we've added all the elements and attributes we desire to the model. There are two primary semantic models available in ASP.NET MVC: MVC 2.0's TagBuilder and FubuMVC's HtmlTags.   TagBuilder TagBuilder is the html builder that is available in ASP.NET MVC 2.0. I'm not a huge fan but it gets the job done -- for simple jobs.  Here's an overview of how to use TagBuilder. See my Tips section below for a few comments on that example. The disadvantage of TagBuilder is that unless you wrap it up with our own classes, you still have to write the actual tag name over and over in your code. eg. new TagBuilder("div") instead of new DivTag(). I also think it's method names are a little too long. Why not have AddClass() instead of AddCssClass() or Text() instead of SetInnerText()? What those methods are doing should be pretty obvious even in the short form. I also don't like that it wants to generate an id attribute from your input instead of letting you set it yourself using external conventions. (See GenerateId() and IdAttributeDotReplacement)). Obviously these come from Microsoft's default approach to MVC but may not be optimal for all programmers.   HtmlTags HtmlTags is in my opinion the much better option for generating html in ASP.NET MVC. It was actually written as a part of FubuMVC but is available as a stand alone library. HtmlTags provides a much cleaner syntax for writing HTML. There are classes for most of the major tags and it's trivial to create additional ones by inheriting from HtmlTag. There are also methods on each tag for the common attributes. For instance, FormTag has an Action() method. The SelectTag class allows you to set the default option or first option independent from adding other options. With TagBuilder there isn't even an abstraction for building selects! The project is open source and always improving. I'll hopefully find time to submit some of my own enhancements soon.   Tips 1) It's best not to have insanely overloaded html helpers. Use fluent builders. 2) In html helpers, return the TagBuilder/tag itself (not a string!) so that you can continue to add attributes outside the helper; see my first sample above. 3) Create a static entry point into your builders. I created a static Tags class that gives me access all the HtmlTag classes I need. This way I don't clutter my code with "new" keywords. eg. Tags.Div returns a new DivTag instance. 4) If you find yourself doing something a lot, create an extension method for it. I created a Nest() extension method that reads much more fluently than the AddChildren() method. It also accepts a params array of tags so I can very easily nest many children.   I hope you have found this post helpful. Join me in my war against HTML literals! I’ll have some more samples of how I use HtmlTags in future posts.

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  • Project Management Helps AmeriCares Deliver International Aid

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

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  • VB Myth - Case Insensitivity is Awesome!

    - by Damon
    I was reading Andy Brown's article 10 Reasons Why Visual Basic is Better than C# and the first claim is that VB is superior because of case insensitivity.  I think the reasons he outlines are basically as follows: Your fingers get tired finding the shift key (e.g. typing PascalCase and camelCase members) You are much more likely to make mistakes while typing names When you accidentally leave caps lock on, it really matters These three arguments culminate in the conclusion: "It doesn't matter if you disagree with everything else in this article: case-sensitivity alone is sufficient reason to ditch C#!" Righto.  I've been using Visual Basic since version 5.0, I wrote a book about ASP.NET in Visual Basic, so I want everyone to know I'm definitely not a VB.NET hater.  I had to converted to C# because it was the language of preference at the places I've worked, so I'm used to both languages.  I love me some case sensitivity.  So first, let's debunk the claims. First, your fingers do not get tired of finding the shift key unless you are writing code in notepad and compiling everything on the command line.  Visual Studio pretty much takes away the need to use the shift key at all. For the most part, any programmer worth a damn doesn't have to type more than about 3-5 characters of any variable or method name before IntelliSense kicks in to help.  VB or C#, if you are not using the tab key for autocomplete then you are typing too much anyway, regardless of whether the shift key is involved or not.  Also, you've got to be a pretty hard-core candy ass if you're complaining at the end of the day that your little fingers are hurting from hitting the shift key. Second, I cannot logically refute the fact that if there are more stringent rules about case sensitivity it will lead to more mistakes.  As such, know that you will be more prone to mistakes in C#.  However, lets talk about the magnitude of the problem.  If you are using IntelliSense then you have auto-correction built in so you probably won't have much of a problem in the first place.  If you manage to bypass IntelliSense and type something wrong you normally are immediately presented with a red-squiggly to let you know something is amiss.  Normally, a person would look at the problem, figure out what the heck went wrong, and then avoid that problem again in the future.  Granted, I have met people who seem to lack this capability, but their problem is deeper than a decision between VB.NET and C#.  So let's make sure that we're all on the same page about this problem.  If you have two teams of developers, one that uses VB.NET and one that uses C#, do not expect to see the VB.NET team drinking beer at the end of the project in festive revelry while the C# team is crying over what the hell to do because their code is riddled with case-sensitivity problems that nobody can resolve. Lastly, if you leave your caps lock key on, turn it off.  Really, what kind of ass-hat would write an entire VB.NET application ENTIRELY IN CAPS?  I happen to be a fan of case sensitivity because it encourages precision and uniformity.  The last thing I need is a code base that looks like it was ransacked by LeEt HacKors wHo Can uSe wHateVer cASe tHey wanT.  I mean really, if you saw someone write this: PuBLIc Sub MyMethod . End Sub And upon asking them why BL was upper case, they responded "Oh, I accidentally hit the shift key there.  Fortunately for me VB.NET is a case insensitive language so I saved a couple of keystrokes by leaving it in there."  Or if you saw: PUBLIC SUB ANOTHERMETHOD . END SUB And the response to why it was uppercased was "Yeah, I accidentally had caps locks on, fortunately for me VB.NET doesn't care.  Really dodged a bullet there, glad I wasn't using C#."  Would you not think that a bit ridiculous?  If you want to convince C# developers that C# sucks, go for it.  But the case insensitivity argument is crap.

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  • SQLAuthority News – A Conversation with an Old Friend – Sri Sridharan

    - by pinaldave
    Sri Sridharan is my old friend and we often talk on GTalk. The subject varies from Life in India/USA, movies, musics, and of course SQL. We have our differences when we talk about food or movie but we always agree when we talk about SQL. Yesterday while chatting with him we talked about SQLPASS and the conversation lasted for a long time. Here is the conversation between us on GTalk. I have removed a few of the personal talks and formatted into paragraphs as GTalk often shows stuff out of formatting. Pinal: Sri, Congrats on running for the PASS BoD again. You were so close last year. What made you decide to run again this year? Sri: Thank you Pinal for your leadership in the PASS India Community and all the things you do out there. After coming so close last year, there was no doubt in my mind that I will run again. I was truly humbled by the support I got from the community. Growing up in India for over 25 years, you are brought up in a very competitive part of the world. Right from the pressure of staying in the top of the class from kindergarten to your graduation, the relentless push from your parents about studying and getting good grades (and nothing else matters), you land up essentially living in a pressure cooker. To survive that relentless pressure, you need to have a thick skin, ability to stand up for who you really are , what you want to accomplish and in the process stay true those values. I am striving for a greater cause, to make PASS an organization that can help people with their SQL Server careers, to make PASS relevant to its chapter members, to make PASS an organization that every SQL professional in the world wants to be connected with. Just because I did not get elected or appointed last year does not mean that these causes are not worth fighting. Giving up upon failing the first time is simply not in me. If I did that, what message would I send to those who voted for me? What message would I send to my kids? Pinal: As someone who has such strong roots in India, what can the Indian PASS Community expect from you? Sri: First of all, I think fostering a regional leadership is something PASS must encourage as part of its global growth plan. For PASS global being able to understand all the issues in a region of the world and make sound decisions will be a tough thing to do on a continuous basis. I expect people like you, chapter leaders, regional mentors, MVPs of the region start playing a bigger role in shaping the next generation of PASS. That is something I said in my campaign and I still stand by it. I would like to see growth in the number of chapters in India. The current count does not truly represent the full potential of that region. I was pretty thrilled to see the Bangalore SQLSaturday happen early this year. I would like to see more of SQLSaturday events, at least in the major metro cities. I know the issues in India are very different from the rest of the world. So the formula needs to be tweaked a little for it to work better in India. Once the SQLSaturday model is vetted out, maybe there could be enough justification to have SQLRally India. PASS needs to have a premier SQL event in that region. Going to USA or Europe for that matter is incredibly hard due to VISA issues etc. So this could be a case of where PASS comes closer to where the community is. Pinal: What portfolio would take on if you are elected to the PASS Board? Sri: There are some very strong folks on the PASS Board today. The President discusses the portfolios with the group and makes the final call on the portfolios. I am also a fan of having a team associated with the portfolios. In that case, one person is the primary for a portfolio but secondary on a couple of other portfolios. This way people on the board have a direct vested interest in a few portfolios. Personally, I know I would these portfolios good justice – Chapters, Global Growth and Events (SQLSat, SQLRally). I would try to see if we can get a director to focus on Volunteers.  To me that is very critical for growth in the international regions. Pinal: This is an interesting conversation with you Sri. I know you so long time but this is indeed inspiring to many. India is a big country and we appreciate your thoughts. Sri: Thank you very much for taking time to chat with me today. Cheers. There are pretty strong candidates for SQLPASS Board of Elections this year. I know all of them in person and honestly it is going to be extremely difficult to not to vote for anybody. I am indeed in a crunch right now how to pick one over another. Though the choice is difficult, I encourage you to vote for them. I am extremely confident that the new board of directors will all have the same goal – Better SQL Server Community. Reference: Pinal Dave (http://blog.sqlauthority.com) Filed under: Database, DBA, PostADay, SQL, SQL Authority, SQL PASS, SQL Query, SQL Server, SQL Tips and Tricks, SQLAuthority News, T SQL, Technology

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  • Summit reflections

    - by Rob Farley
    So far, my three PASS Summit experiences have been notably different to each other. My first, I wasn’t on the board and I gave two regular sessions and a Lightning Talk in which I told jokes. My second, I was a board advisor, and I delivered a precon, a spotlight and a Lightning Talk in which I sang. My third (last week), I was a full board director, and I didn’t present at all. Let’s not talk about next year. I’m not sure there are many options left. This year, I noticed that a lot more people recognised me and said hello. I guess that’s potentially because of the singing last year, but could also be because board elections can bring a fair bit of attention, and because of the effort I’ve put in through things like 24HOP... Yeah, ok. It’d be the singing. My approach was very different though. I was watching things through different eyes. I looked for the things that seemed to be working and the things that didn’t. I had staff there again, and was curious to know how their things were working out. I knew a lot more about what was going on behind the scenes to make various things happen, and although very little about the Summit was actually my responsibility (based on not having that portfolio), my perspective had moved considerably. Before the Summit started, Board Members had been given notebooks – an idea Tom (who heads up PASS’ marketing) had come up with after being inspired by seeing Bill walk around with a notebook. The plan was to take notes about feedback we got from people. It was a good thing, and the notebook forms a nice pair with the SQLBits one I got a couple of years ago when I last spoke there. I think one of the biggest impacts of this was that during the first keynote, Bill told everyone present about the notebooks. This set a tone of “we’re listening”, and a number of people were definitely keen to tell us things that would cause us to pull out our notebooks. PASSTV was a new thing this year. Justin, the host, featured on the couch and talked a lot of people about a lot of things, including me (he talked to me about a lot of things, I don’t think he talked to a lot people about me). Reaching people through online methods is something which interests me a lot – it has huge potential, and I love the idea of being able to broadcast to people who are unable to attend in person. I’m keen to see how this medium can be developed over time. People who know me will know that I’m a keen advocate of certification – I've been SQL certified since version 6.5, and have even been involved in creating exams. However, I don’t believe in studying for exams. I think training is worthwhile for learning new skills, but the goal should be on learning those skills, not on passing an exam. Exams should be for proving that the skills are there, not a goal in themselves. The PASS Summit is an excellent place to take exams though, and with an attitude of professional development throughout the event, why not? So I did. I wasn’t expecting to take one, but I was persuaded and took the MCM Knowledge Exam. I hadn’t even looked at the syllabus, but tried it anyway. I was very tired, and even fell asleep at one point during it. I’ll find out my result at some point in the future – the Prometric site just says “Tested” at the moment. As I said, it wasn’t something I was expecting to do, but it was good to have something unexpected during the week. Of course it was good to catch up with old friends and make new ones. I feel like every time I’m in the US I see things develop a bit more, with more and more people knowing who I am, who my staff are, and recognising the LobsterPot brand. I missed being a presenter, but I definitely enjoyed seeing many friends on the list of presenters. I won’t try to list them, because there are so many these days that people might feel sad if I don’t mention them. For those that I managed to see, I was pleased to see that the majority of them have lifted their presentation skills since I last saw them, and I happily told them as much. One person who I will mention was Paul White, who travelled from New Zealand to his first PASS Summit. He gave two sessions (a regular session and a half-day), packed large rooms of people, and had everyone buzzing with enthusiasm. I spoke to him after the event, and he told me that his expectations were blown away. Paul isn’t normally a fan of crowds, and the thought of 4000 people would have been scary. But he told me he had no idea that people would welcome him so well, be so friendly and so down to earth. He’s seen the significance of the SQL Server community, and says he’ll be back. It’ll be good to see him there. Will you be there too?

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  • Reflections from the Young Prisms

    - by Oracle OpenWorld Blog Team
     By Karen Shamban The Young Prisms began their musical journey in San Francisco, and it's here they return to bring their unique sound to the Oracle OpenWorld Music Festival.  We asked them to tell us their thoughts on music, performing, and what they like in an audience.  Here's what they had to say: Q. What do you like best about performing in front of a live audience?A. There are a lot of things to love about playing in front of people. The best part is definitely the nights when the energy the audience brings shows through. Although it always differs from city to city and person to person, when you play to a full house and people are really getting into it, it's like no other feeling.Q. How do you use technology in creating and delivering your music?A. Well, we actually use a lot more electronic components than people realize. Pretty much every string instrument played either live or on recording has been filtered through numerous electronic effects. Matt uses somewhere around 12 or 14 every time we play live. Giovanni has six. Most of our writing and demoing is done with drum sequencers and samplers too, so it's safe to say we use technology to our advantage in the writing process. Live is a bit different, since we keep it to the basics with guitars and acoustic drums. We also tend to use projections when we play live, so technology helps us do that fairly easily as well.Q. Do you prefer smaller, intimate venues or larger, louder ones?  Why?A. Couldn’t say we have a real preference in venue size. I mean, its always great to get to play through a massive killer sound system, but small venues when packed full are equally as special if not more so, because of the intimacy of it. Some of my favorite shows I've seen as an audience member/ fan have been at the smaller venues in San Francisco.Q. What about your fans surprises you?A. Sometimes the older guys are a surprise. We've played shows where there are more older guys in their 40s and 50s, who come and stare and take notes at our effects pedals. Then there are kids our age or in their 20s. Sometimes it's surprising to think that the older guys relate to what we're doing more than our peers and friends in our age group.Q. What about your live act surprises your fans?A. I think people are often surprised by how shy we can be. It feels like people expect us to be really rowdy and throw things and make really loud noises and get really aggressive on stage because some of the sounds we use can have an abrasive element to them. People expect Matt to have some kind of Kurt Cobain attitude, which he doesn’t at all. So it seems it surprises people to see musicians playing loud and noisy songs in their early and mid 20s being fairly tame and calm on stage.Q. There are going to be a lot of technical people (you could call them geeks) in the Oracle crowd -- what are they going to love about your performance?A. Hopefully most of them are pedal nerds like we are and like the previously mentioned “older dude crowd.” Besides that I hope they’d be into the projections and group of songs we're going to play for them.Q. What's new and different in the music you're making today, versus a year or two ago?A. I'd say there is more focus on the songwriting now and less of the noise today than last year. I think it's pretty evident on the new record compared to the last two. On the first two records we made as YP, we had another guitar player and songwriter who no longer plays with us. So the process in which we develop songs is different as well.Q. Have you been on tour recently? If so, what do you like about touring, and what do you dislike?A. Touring is amazing. Some people might tell you different if they've been doing it for what they'd call too long, but for us it's really a great chance to play for people who care about the music we're making and also to see and explore the world. Getting to visit so many different cities and explore so many different cultures is amazing. Of course we love getting into cultural foods too. Stefanie is a fashion geek so getting to go to New York as often as we do as well as getting to play in London and Paris is always especially fun for her.Q. Ever think about playing another kind of music? If so, what, and why?A. Never really thought about wanting to do anything drastically different. I think the style of music we play has a lot to do with the stuff we have been listening to both growing up and now. It wasn’t really a conscious decision to make sure it was a certain sound, so I'm not sure we've ever thought about doing a way different genre or whatever like electronic music or country. Although there have been times we've had conversations where we discuss possibly doing quiet sets or using the string synth sounds.Q. What are the top three things people should know about your music?A1. We like noise.A2. We use ambience and atmosphere as much as as we can.A3. Yes, the vocals are supposed to be mixed in with the guitars. Get more info: Oracle OpenWorld Music Festival Young Prisms

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  • Oracle RightNow CX for Good Customer Experiences

    - by Andreea Vaduva
    Oracle RightNow CX is all about the customer experience, it’s about understanding what drives a good interaction and it’s about delivering a solution which works for our customers and by extension, their customers. One of the early guiding principles of Oracle RightNow was an 8-point strategy to providing good customer experiences. Establish a knowledge foundation Empowering the customer Empower employees Offer multi-channel choice Listen to the customer Design seamless experiences Engage proactively Measure and improve continuously The application suite provides all of the tools necessary to deliver a rewarding, repeatable and measurable relationship between business and customer. The Knowledge Authoring tool provides gap analysis, WYSIWIG editing (and includes HTML rich content for non-developers), multi-level categorisation, permission based publishing and Web self-service publishing. Oracle RightNow Customer Portal, is a complete web application framework that enables businesses to control their own end-user page branding experience, which in turn will allow customers to self-serve. The Contact Centre Experience Designer builds a combination of workspaces, agent scripting and guided assistances into a Desktop Workflow. These present an agent with the tools they need, at the time they need them, providing even the newest and least experienced advisors with consistently accurate and efficient information, whilst guiding them through the complexities of internal business processes. Oracle RightNow provides access points for customers to feedback about specific knowledge articles or about the support site in general. The system will generate ‘incidents’ based on the scoring of the comments submitted. This makes it easy to view and respond to customer feedback. It is vital, more now than ever, not to under-estimate the power of the social web – Facebook, Twitter, YouTube – they have the ability to cause untold amounts of damage to businesses with a single post – witness musician Dave Carroll and his protest song on YouTube, posted in response to poor customer services from an American airline. The first day saw 150,000 views and is currently at 12,011,375. The Times reported that within 4 days of the post, the airline’s stock price fell by 10 percent, which represented a cost to shareholders of $180 million dollars. It is a universally acknowledged fact, that when customers are unhappy, they will not come back, and, generally speaking, it only takes one bad experience to lose a customer. The idea that customer loyalty can be regained by using social media channels was the subject of a 2011 Survey commissioned by RightNow and conducted by Harris Interactive. The survey discovered that 68% of customers who posted a negative review about a holiday on a social networking site received a response from the business. It further found that 33% subsequently posted a positive review and 34% removed the original negative review. Cloud Monitor provides the perfect mechanism for seeing what is being said about a business on public Facebook pages, Twitter or YouTube posts; it allows agents to respond proactively – either by creating an Oracle RightNow incident or by using the same channel as the original post. This leaves step 8 – Measuring and Improving: How does a business know whether it’s doing the right thing? How does it know if its customers are happy? How does it know if its staff are being productive? How does it know if its staff are being effective? Cue Oracle RightNow Analytics – fully integrated across the entire platform – Service, Marketing and Sales – there are in excess of 800 standard reports. If this were not enough, a large proportion of the database has been made available via the administration console, allowing users without any prior database experience to write their own reports, format them and schedule them for e-mail delivery to a distribution list. It handles the complexities of table joins, and allows for the manipulation of data with ease. Oracle RightNow believes strongly in the customer owning their solution, and to provide the best foundation for success, Oracle University can give you the RightNow knowledge and skills you need. This is a selection of the courses offered: RightNow Customer Service Administration Rel 12.02 (3 days) Available as In Class and Live Virtual Class (Release 11.11 is available as In Class, Live Virtual Class and Training On Demand) This course familiarises users with the tasks and concepts needed to configure and maintain their system. RightNow Customer Portal Designer and Contact Center Experience Designer Administration Rel 12.02 (2 days) Available as In Class and Live Virtual Class (Release 11.11 is available as In Class, Live Virtual Class and Training On Demand) This course introduces basic CP structure and how to make changes to the look, feel and behaviour of their self-service pages RightNow Analytics Rel 12.02 (2 days) Available as In Class, Live Virtual Class and Training On Demand (Release 11.11 is available as In Class and Live Virtual Class) This course equips users with the skills necessary to understand data supplied by standard reports and to create custom reports RightNow Integration and Customization For Developers Rel 12.02 (5-days) Available as In Class and Live Virtual Class (Release 11.11 is available as In Class, Live Virtual Class and Training On Demand) This course is for experienced web developers and offers an introduction to Add-In development using the Desktop Add-In Framework and introduces the core knowledge that developers need to begin integrating Oracle RightNow CX with other systems A full list of courses offered can be found on the Oracle University website. For more information and course dates please get in contact with your local Oracle University team. On top of the Service components, the suite also provides marketing tools, complex survey creation and tracking and sales functionality. I’m a fan of the application, and I think I’ve made that clear: It’s completely geared up to providing customers with support at point of need. It can be configured to meet even the most stringent of business requirements. Oracle RightNow is passionate about, and committed to, providing the best customer experience possible. Oracle RightNow CX is the application that makes it possible. About the Author: Sarah Anderson worked for RightNow for 4 years in both in both a consulting and training delivery capacity. She is now a Senior Instructor with Oracle University, delivering the following Oracle RightNow courses: RightNow Customer Service Administration RightNow Analytics RightNow Customer Portal Designer and Contact Center Experience Designer Administration RightNow Marketing and Feedback

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  • Phones, Nokia, Microsoft and More

    - by Bill Evjen
    The phone revolution that is under way at the moment is insanely interesting and continuously full of buzz about directions, failures, and promises. The movement started with Apple completely reinventing what a smart phone was all about and now we have the followers. Though – don’t dismiss the followers, they are usually the ones that come out with the leap frog products when most of the world is thinking about jumping on. Remember the often used analogy – the USA invented the TV – but it was Japan that took it to the next level and now all TVs are from somewhere else other than the USA. Really there are two camps for the phones – the Cool Kids and other kids that no one wants to hang out with anymore. When it comes to cool – for some reason, the phone is an important part of that factor. Everyone wants to show their phone and its configuration (apps installed, etc) to their friends as a sign of (1) “I have money” and (2) I have smarts/tastes/style/etc when it comes to my applications that are on my phone. For those that don’t know – the Cool Kids include: Apple – this is quite obvious as everything Apple produces is in the cool camp. Just having an Apple product on your person means you can dance. Google – this is one of the more interesting releases as they have created something called Android (which in it’s own right is a major brand in itself). Microsoft – you might be saying “Really, Microsoft is cool?”. I would argue that they are indeed cool as it is now associated with XBOX 360, Kinect, and Windows 7. Gone are the days of Bob and that silly paperclip. Well – that’s it. There is nobody else I would stick in that camp. The other kids that weren’t picked for that dodgeball team include: Nokia Motorola Palm Blackberry and many many more The sad part of all this is that no matter what this second camp does now, it won’t be able to get out of this bucket easily. They will always be associated as yesterday’s technology and that association will drive the sales of the phone purchasers of the world. For those in that group, the only possible way out is to get invited to the cool club by one of the cool club members in the hope that their coolness somehow rubs off. To me, this is the move that Nokia is making. They are at this point where they have realized that they don’t have the full scope of the required end to end solution to make this all work. They have the plants to build the phones and the reach of the retailers that sell what they have. What they are missing is the proper operating system for the new world of multi-touch form factor phones. Even the companies that come up with some sort of new operating system for this type of new device, they are still associated with the yesterday and lack the developer community behind them to be the real wave of adoption that this market needs. Think about that – this is a major different between Nokia/Blackberry when you compare it to the likes of Apple, Google, and Microsoft. These three powerhouses having a very large and strong development community that will eagerly take on new initiatives using the skillsets that they have already cultivated over the years of already working with the company. This then results in a plethora of applications that are then placed on an app store of some kind. The developer gets a cut and then Apple/Google/Microsoft then get their cut. It is definitely a win-win. None of the other phone companies and wannabies can provide the same results. What Microsoft was missing was the major phone manufactures coming on board to create and push forward with the phones that are required to start the wave. This is where Nokia can come in and help Microsoft. They have the ability to promote the Windows Phone operating system on a new wave of phones. This does mean that Nokia will sell phones, but they lose out on the application store that they might have been thinking about making some money on as well as controlling the end to end solution. What is interesting is in questioning to oneself if Microsoft will purchase Nokia. It really depends upon how they want to compete and with whom Microsoft views as the major competitor. For instance, they can purchase Nokia and have their own hardware company and distribution network for phones – thereby taking on a model that is quite similar to Apple. On the other hand, they could just leave it up to the phone hardware companies such as Nokia and others to build and promote phones in a model that is similar to Google. Both ways have pluses and minuses. If they own the phone manufacturer, they really can put some thought into the design and technical specifications of the phone that is really designed to exactly how they want it. Microsoft has shown that they have this ability – especially with the XBOX initiative they have done over the years. Think about how good and powerful they have moved forward with XBOX – and I am not talking about just copying what others are doing, but coming up with leapfrog products that are steps ahead of everyone else. Though, if they didn’t do it themselves, they could then leave it up to the phone manufacturers to drive each other to build better and better phones that run the Microsoft OS – competition drives better products. We have seen this with the Android line of phones that are out there on the market. I have read a lot about Nokia investors really upset about the new Microsoft relationship – but really, this is a great thing. I for one am a fan of this relationship (I am also a Nokia stock holder btw). This will mean better days for Nokia.

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  • Session Report - Java on the Raspberry Pi

    - by Janice J. Heiss
    On mid-day Wednesday, the always colorful Oracle Evangelist Simon Ritter demonstrated Java on the Raspberry Pi at his session, “Do You Like Coffee with Your Dessert?”. The Raspberry Pi consists of a credit card-sized single-board computer developed in the UK with the intention of stimulating the teaching of basic computer science in schools. “I don't think there is a single feature that makes the Raspberry Pi significant,” observed Ritter, “but a combination of things really makes it stand out. First, it's $35 for what is effectively a completely usable computer. You do have to add a power supply, SD card for storage and maybe a screen, keyboard and mouse, but this is still way cheaper than a typical PC. The choice of an ARM (Advanced RISC Machine and Acorn RISC Machine) processor is noteworthy, because it avoids problems like cooling (no heat sink or fan) and can use a USB power brick. When you add in the enormous community support, it offers a great platform for teaching everyone about computing.”Some 200 enthusiastic attendees were present at the session which had the feel of Simon Ritter sharing a fun toy with friends. The main point of the session was to show what Oracle was doing to support Java on the Raspberry Pi in a way that is entertaining and fun. Ritter pointed out that, in addition to being great for teaching, it’s an excellent introduction to the ARM architecture, and runs well with Java and will get better once it has official hard float support. The possibilities are vast.Ritter explained that the Raspberry Pi Project started in 2006 with the goal of devising a computer to inspire children; it drew inspiration from the BBC Micro literacy project of 1981 that produced a series of microcomputers created by the Acorn Computer company. It was officially launched on February 29, 2012, with a first production of 10,000 boards. There were 100,000 pre-orders in one day; currently about 4,000 boards are produced a day. Ritter described the specification as follows:* CPU: ARM 11 core running at 700MHz Broadcom SoC package Can now be overclocked to 1GHz (without breaking the warranty!) * Memory: 256Mb* I/O: HDMI and composite video 2 x USB ports (Model B only) Ethernet (Model B only) Header pins for GPIO, UART, SPI and I2C He took attendees through a brief history of ARM Architecture:* Acorn BBC Micro (6502 based) Not powerful enough for Acorn’s plans for a business computer * Berkeley RISC Project UNIX kernel only used 30% of instruction set of Motorola 68000 More registers, less instructions (Register windows) One chip architecture to come from this was… SPARC * Acorn RISC Machine (ARM) 32-bit data, 26-bit address space, 27 registers First machine was Acorn Archimedes * Spin off from Acorn, Advanced RISC MachinesNext he presented its features:* 32-bit RISC Architecture–  ARM accounts for 75% of embedded 32-bit CPUs today– 6.1 Billion chips sold last year (zero manufactured by ARM)* Abstract architecture and microprocessor core designs– Raspberry Pi is ARM11 using ARMv6 instruction set* Low power consumption– Good for mobile devices– Raspberry Pi can be powered from 700mA 5V only PSU– Raspberry Pi does not require heatsink or fanHe described the current ARM Technology:* ARMv6– ARM 11, ARM Cortex-M* ARMv7– ARM Cortex-A, ARM Cortex-M, ARM Cortex-R* ARMv8 (Announced)– Will support 64-bit data and addressingHe next gave the Java Specifics for ARM: Floating point operations* Despite being an ARMv6 processor it does include an FPU– FPU only became standard as of ARMv7* FPU (Hard Float, or HF) is much faster than a software library* Linux distros and Oracle JVM for ARM assume no HF on ARMv6– Need special build of both– Raspbian distro build now available– Oracle JVM is in the works, release date TBDNot So RISCPerformance Improvements* DSP Enhancements* Jazelle* Thumb / Thumb2 / ThumbEE* Floating Point (VFP)* NEON* Security Enhancements (TrustZone)He spent a few minutes going over the challenges of using Java on the Raspberry Pi and covered:* Sound* Vision * Serial (TTL UART)* USB* GPIOTo implement sound with Java he pointed out:* Sound drivers are now included in new distros* Java Sound API– Remember to add audio to user’s groups– Some bits work, others not so much* Playing (the right format) WAV file works* Using MIDI hangs trying to open a synthesizer* FreeTTS text-to-speech– Should work once sound works properlyHe turned to JavaFX on the Raspberry Pi:* Currently internal builds only– Will be released as technology preview soon* Work involves optimal implementation of Prism graphics engine– X11?* Once the JavaFX implementation is completed there will be little of concern to developers-- It’s just Java (WORA). He explained the basis of the Serial Port:* UART provides TTL level signals (3.3V)* RS-232 uses 12V signals* Use MAX3232 chip to convert* Use this for access to serial consoleHe summarized his key points. The Raspberry Pi is a very cool (and cheap) computer that is great for teaching, a great introduction to ARM that works very well with Java and will work better in the future. The opportunities are limitless. For further info, check out, Raspberry Pi User Guide by Eben Upton and Gareth Halfacree. From there, Ritter tried out several fun demos, some of which worked better than others, but all of which were greeted with considerable enthusiasm and support and good humor (even when he ran into some glitches).  All in all, this was a fun and lively session.

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  • The Unintended Consequences of Sound Security Policy

    - by Tanu Sood
    v\:* {behavior:url(#default#VML);} o\:* {behavior:url(#default#VML);} w\:* {behavior:url(#default#VML);} .shape {behavior:url(#default#VML);} 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:"Calibri","sans-serif"; mso-bidi-font-family:"Times New Roman";} Author: Kevin Moulton, CISSP, CISM Meet the Author: Kevin Moulton, Senior Sales Consulting Manager, Oracle Kevin Moulton, CISSP, CISM, has been in the security space for more than 25 years, and with Oracle for 7 years. He manages the East Enterprise Security Sales Consulting Team. He is also a Distinguished Toastmaster. Follow Kevin on Twitter at twitter.com/kevin_moulton, where he sometimes tweets about security, but might also tweet about running, beer, food, baseball, football, good books, or whatever else grabs his attention. Kevin will be a regular contributor to this blog so stay tuned for more posts from him. When I speak to a room of IT administrators, I like to begin by asking them if they have implemented a complex password policy. Generally, they all nod their heads enthusiastically. I ask them if that password policy requires long passwords. More nodding. I ask if that policy requires upper and lower case letters – faster nodding – numbers – even faster – special characters – enthusiastic nodding all around! I then ask them if their policy also includes a requirement for users to regularly change their passwords. Now we have smiles with the nodding! I ask them if the users have different IDs and passwords on the many systems that they have access to. Of course! I then ask them if, when they walk around the building, they see something like this: Thanks to Jake Ludington for the nice example. Can these administrators be faulted for their policies? Probably not but, in the end, end-users will find a way to get their job done efficiently. Post-It Notes to the rescue! I was visiting a business in New York City one day which was a perfect example of this problem. First I walked up to the security desk and told them where I was headed. They asked me if they should call upstairs to have someone escort me. Is that my call? Is that policy? I said that I knew where I was going, so they let me go. Having the conference room number handy, I wandered around the place in a search of my destination. As I walked around, unescorted, I noticed the post-it note problem in abundance. Had I been so inclined, I could have logged in on almost any machine and into any number of systems. When I reached my intended conference room, I mentioned my post-it note observation to the two gentlemen with whom I was meeting. One of them said, “You mean like this,” and he produced a post it note full of login IDs and passwords from his breast pocket! I gave him kudos for not hanging the list on his monitor. We then talked for the rest of the meeting about the difficulties faced by the employees due to the security policies. These policies, although well-intended, made life very difficult for the end-users. Most users had access to 8 to 12 systems, and the passwords for each expired at a different times. The post-it note solution was understandable. Who could remember even half of them? What could this customer have done differently? I am a fan of using a provisioning system, such as Oracle Identity Manager, to manage all of the target systems. With OIM, and email could be automatically sent to all users when it was time to change their password. The end-users would follow a link to change their password on a web page, and then OIM would propagate that password out to all of the systems that the user had access to, even if the login IDs were different. Another option would be an Enterprise Single-Sign On Solution. With Oracle eSSO, all of a user’s credentials would be stored in a central, encrypted credential store. The end-user would only have to login to their machine each morning and then, as they moved to each new system, Oracle eSSO would supply the credentials. Good-bye post-it notes! 3M may be disappointed, but your end users will thank you. I hear people say that this post-it note problem is not a big deal, because the only people who would see the passwords are fellow employees. Do you really know who is walking around your building? What are the password policies in your business? How do the end-users respond?

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  • OpenGL 3 and the Radeon HD 4850x2

    - by rotard
    A while ago, I picked up a copy of the OpenGL SuperBible fifth edition and slowly and painfully started teaching myself OpenGL the 3.3 way, after having been used to the 1.0 way from school way back when. Making things more challenging, I am primarily a .NET developer, so I was working in Mono with the OpenTK OpenGL wrapper. On my laptop, I put together a program that let the user walk around a simple landscape using a couple shaders that implemented per-vertex coloring and lighting and texture mapping. Everything was working brilliantly until I ran the same program on my desktop. Disaster! Nothing would render! I have chopped my program down to the point where the camera sits near the origin, pointing at the origin, and renders a square (technically, a triangle fan). The quad renders perfectly on my laptop, coloring, lighting, texturing and all, but the desktop renders a small distorted non-square quadrilateral that is colored incorrectly, not affected by the lights, and not textured. I suspect the graphics card is at fault, because I get the same result whether I am booted into Ubuntu 10.10 or Win XP. I did find that if I pare the vertex shader down to ONLY outputting the positional data and the fragment shader to ONLY outputting a solid color (white) the quad renders correctly. But as SOON as I start passing in color data (whether or not I use it in the fragment shader) the output from the vertex shader is distorted again. The shaders follow. I left the pre-existing code in, but commented out so you can get an idea what I was trying to do. I'm a noob at glsl so the code could probably be a lot better. My laptop is an old lenovo T61p with a Centrino (Core 2) Duo and an nVidia Quadro graphics card running Ubuntu 10.10 My desktop has an i7 with a Radeon HD 4850 x2 (single card, dual GPU) from Saphire dual booting into Ubuntu 10.10 and Windows XP. The problem occurs in both XP and Ubuntu. Can anyone see something wrong that I am missing? What is "special" about my HD 4850x2? string vertexShaderSource = @" #version 330 precision highp float; uniform mat4 projection_matrix; uniform mat4 modelview_matrix; //uniform mat4 normal_matrix; //uniform mat4 cmv_matrix; //Camera modelview. Light sources are transformed by this matrix. //uniform vec3 ambient_color; //uniform vec3 diffuse_color; //uniform vec3 diffuse_direction; in vec4 in_position; in vec4 in_color; //in vec3 in_normal; //in vec3 in_tex_coords; out vec4 varyingColor; //out vec3 varyingTexCoords; void main(void) { //Get surface normal in eye coordinates //vec4 vEyeNormal = normal_matrix * vec4(in_normal, 0); //Get vertex position in eye coordinates //vec4 vPosition4 = modelview_matrix * vec4(in_position, 0); //vec3 vPosition3 = vPosition4.xyz / vPosition4.w; //Get vector to light source in eye coordinates //vec3 lightVecNormalized = normalize(diffuse_direction); //vec3 vLightDir = normalize((cmv_matrix * vec4(lightVecNormalized, 0)).xyz); //Dot product gives us diffuse intensity //float diff = max(0.0, dot(vEyeNormal.xyz, vLightDir.xyz)); //Multiply intensity by diffuse color, force alpha to 1.0 //varyingColor.xyz = in_color * diff * diffuse_color.xyz; varyingColor = in_color; //varyingTexCoords = in_tex_coords; gl_Position = projection_matrix * modelview_matrix * in_position; }"; string fragmentShaderSource = @" #version 330 //#extension GL_EXT_gpu_shader4 : enable precision highp float; //uniform sampler2DArray colorMap; //in vec4 varyingColor; //in vec3 varyingTexCoords; out vec4 out_frag_color; void main(void) { out_frag_color = vec4(1,1,1,1); //out_frag_color = varyingColor; //out_frag_color = vec4(varyingColor, 1) * texture(colorMap, varyingTexCoords.st); //out_frag_color = vec4(varyingColor, 1) * texture(colorMap, vec3(varyingTexCoords.st, 0)); //out_frag_color = vec4(varyingColor, 1) * texture2DArray(colorMap, varyingTexCoords); }"; Note that in this code the color data is accepted but not actually used. The geometry is outputted the same (wrong) whether the fragment shader uses varyingColor or not. Only if I comment out the line varyingColor = in_color; does the geometry output correctly. Originally the shaders took in vec3 inputs, I only modified them to take vec4s while troubleshooting.

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  • JPRT: A Build & Test System

    - by kto
    DRAFT A while back I did a little blogging on a system called JPRT, the hardware used and a summary on my java.net weblog. This is an update on the JPRT system. JPRT ("JDK Putback Reliablity Testing", but ignore what the letters stand for, I change what they mean every day, just to annoy people :\^) is a build and test system for the JDK, or any source base that has been configured for JPRT. As I mentioned in the above blog, JPRT is a major modification to a system called PRT that the HotSpot VM development team has been using for many years, very successfully I might add. Keeping the source base always buildable and reliable is the first step in the 12 steps of dealing with your product quality... or was the 12 steps from Alcoholics Anonymous... oh well, anyway, it's the first of many steps. ;\^) Internally when we make changes to any part of the JDK, there are certain procedures we are required to perform prior to any putback or commit of the changes. The procedures often vary from team to team, depending on many factors, such as whether native code is changed, or if the change could impact other areas of the JDK. But a common requirement is a verification that the source base with the changes (and merged with the very latest source base) will build on many of not all 8 platforms, and a full 'from scratch' build, not an incremental build, which can hide full build problems. The testing needed varies, depending on what has been changed. Anyone that was worked on a project where multiple engineers or groups are submitting changes to a shared source base knows how disruptive a 'bad commit' can be on everyone. How many times have you heard: "So And So made a bunch of changes and now I can't build!". But multiply the number of platforms by 8, and make all the platforms old and antiquated OS versions with bizarre system setup requirements and you have a pretty complicated situation (see http://download.java.net/jdk6/docs/build/README-builds.html). We don't tolerate bad commits, but our enforcement is somewhat lacking, usually it's an 'after the fact' correction. Luckily the Source Code Management system we use (another antique called TeamWare) allows for a tree of repositories and 'bad commits' are usually isolated to a small team. Punishment to date has been pretty drastic, the Queen of Hearts in 'Alice in Wonderland' said 'Off With Their Heads', well trust me, you don't want to be the engineer doing a 'bad commit' to the JDK. With JPRT, hopefully this will become a thing of the past, not that we have had many 'bad commits' to the master source base, in general the teams doing the integrations know how important their jobs are and they rarely make 'bad commits'. So for these JDK integrators, maybe what JPRT does is keep them from chewing their finger nails at night. ;\^) Over the years each of the teams have accumulated sets of machines they use for building, or they use some of the shared machines available to all of us. But the hunt for build machines is just part of the job, or has been. And although the issues with consistency of the build machines hasn't been a horrible problem, often you never know if the Solaris build machine you are using has all the right patches, or if the Linux machine has the right service pack, or if the Windows machine has it's latest updates. Hopefully the JPRT system can solve this problem. When we ship the binary JDK bits, it is SO very important that the build machines are correct, and we know how difficult it is to get them setup. Sure, if you need to debug a JDK problem that only shows up on Windows XP or Solaris 9, you'll still need to hunt down a machine, but not as a regular everyday occurance. I'm a big fan of a regular nightly build and test system, constantly verifying that a source base builds and tests out. There are many examples of automated build/tests, some that trigger on any change to the source base, some that just run every night. Some provide a protection gateway to the 'golden' source base which only gets changes that the nightly process has verified are good. The JPRT (and PRT) system is meant to guard the source base before anything is sent to it, guarding all source bases from the evil developer, well maybe 'evil' isn't the right word, I haven't met many 'evil' developers, more like 'error prone' developers. ;\^) Humm, come to think about it, I may be one from time to time. :\^{ But the point is that by spreading the build up over a set of machines, and getting the turnaround down to under an hour, it becomes realistic to completely build on all platforms and test it, on every putback. We have the technology, we can build and rebuild and rebuild, and it will be better than it was before, ha ha... Anybody remember the Six Million Dollar Man? Man, I gotta get out more often.. Anyway, now the nightly build and test can become a 'fetch the latest JPRT build bits' and start extensive testing (the testing not done by JPRT, or the platforms not tested by JPRT). Is it Open Source? No, not yet. Would you like to be? Let me know. Or is it more important that you have the ability to use such a system for JDK changes? So enough blabbering on about this JPRT system, tell me what you think. And let me know if you want to hear more about it or not. Stay tuned for the next episode, same Bloody Bat time, same Bloody Bat channel. ;\^) -kto

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  • Summit reflections

    - by Rob Farley
    So far, my three PASS Summit experiences have been notably different to each other. My first, I wasn’t on the board and I gave two regular sessions and a Lightning Talk in which I told jokes. My second, I was a board advisor, and I delivered a precon, a spotlight and a Lightning Talk in which I sang. My third (last week), I was a full board director, and I didn’t present at all. Let’s not talk about next year. I’m not sure there are many options left. This year, I noticed that a lot more people recognised me and said hello. I guess that’s potentially because of the singing last year, but could also be because board elections can bring a fair bit of attention, and because of the effort I’ve put in through things like 24HOP... Yeah, ok. It’d be the singing. My approach was very different though. I was watching things through different eyes. I looked for the things that seemed to be working and the things that didn’t. I had staff there again, and was curious to know how their things were working out. I knew a lot more about what was going on behind the scenes to make various things happen, and although very little about the Summit was actually my responsibility (based on not having that portfolio), my perspective had moved considerably. Before the Summit started, Board Members had been given notebooks – an idea Tom (who heads up PASS’ marketing) had come up with after being inspired by seeing Bill walk around with a notebook. The plan was to take notes about feedback we got from people. It was a good thing, and the notebook forms a nice pair with the SQLBits one I got a couple of years ago when I last spoke there. I think one of the biggest impacts of this was that during the first keynote, Bill told everyone present about the notebooks. This set a tone of “we’re listening”, and a number of people were definitely keen to tell us things that would cause us to pull out our notebooks. PASSTV was a new thing this year. Justin, the host, featured on the couch and talked a lot of people about a lot of things, including me (he talked to me about a lot of things, I don’t think he talked to a lot people about me). Reaching people through online methods is something which interests me a lot – it has huge potential, and I love the idea of being able to broadcast to people who are unable to attend in person. I’m keen to see how this medium can be developed over time. People who know me will know that I’m a keen advocate of certification – I've been SQL certified since version 6.5, and have even been involved in creating exams. However, I don’t believe in studying for exams. I think training is worthwhile for learning new skills, but the goal should be on learning those skills, not on passing an exam. Exams should be for proving that the skills are there, not a goal in themselves. The PASS Summit is an excellent place to take exams though, and with an attitude of professional development throughout the event, why not? So I did. I wasn’t expecting to take one, but I was persuaded and took the MCM Knowledge Exam. I hadn’t even looked at the syllabus, but tried it anyway. I was very tired, and even fell asleep at one point during it. I’ll find out my result at some point in the future – the Prometric site just says “Tested” at the moment. As I said, it wasn’t something I was expecting to do, but it was good to have something unexpected during the week. Of course it was good to catch up with old friends and make new ones. I feel like every time I’m in the US I see things develop a bit more, with more and more people knowing who I am, who my staff are, and recognising the LobsterPot brand. I missed being a presenter, but I definitely enjoyed seeing many friends on the list of presenters. I won’t try to list them, because there are so many these days that people might feel sad if I don’t mention them. For those that I managed to see, I was pleased to see that the majority of them have lifted their presentation skills since I last saw them, and I happily told them as much. One person who I will mention was Paul White, who travelled from New Zealand to his first PASS Summit. He gave two sessions (a regular session and a half-day), packed large rooms of people, and had everyone buzzing with enthusiasm. I spoke to him after the event, and he told me that his expectations were blown away. Paul isn’t normally a fan of crowds, and the thought of 4000 people would have been scary. But he told me he had no idea that people would welcome him so well, be so friendly and so down to earth. He’s seen the significance of the SQL Server community, and says he’ll be back. It’ll be good to see him there. Will you be there too?

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  • SOA, Governance, and Drugs

    Why is IT governance important in service oriented architecture (SOA)? IT Governance provides a framework for making appropriate decisions based on company guidelines and accepted standards. This framework also outlines each stakeholder’s responsibilities and authority when making important architectural or design decisions. Furthermore, this framework of governance defines parameters and constraints that are used to give context and perspective when making decisions. The use of governance as it applies to SOA ensures that specific design principles and patterns are used when developing and maintaining services. When governance is consistently applied systems the following benefits are achieved according to Anne Thomas Manes in 2010. Governance makes sure that services conform to standard interface patterns, common data modeling practices, and promotes the incorporation of existing system functionality by building on top of other available services across a system. Governance defines development standards based on proven design principles and patterns that promote reuse and composition. Governance provides developers a set of proven design principles, standards and practices that promote the reduction in system based component dependencies.  By following these guidelines, individual components will be easier to maintain. For me personally, I am a fan of IT governance, and feel that it valuable part of any corporate IT department. However, depending on how it is implemented can really affect the value of using IT governance.  Companies need to find a way to ensure that governance does not become extreme in its policies and procedures. I know for me personally, I would really dislike working under a completely totalitarian or laissez-faire version of governance. Developers need to be able to be creative in their designs and too much governance can really impede the design process and prevent the most optimal design from being developed. On the other hand, with no governance enforced, no standards will be followed and accepted design patterns will be ignored. I have personally had to spend a lot of time working on this particular scenario and I have found that the concept of code reuse and composition is almost nonexistent.  Based on this, too much time and money is wasted on redeveloping existing aspects of an application that already exist within the system as a whole. I think moving forward we will see a staggered form of IT governance, regardless if it is for SOA or IT in general.  Depending on the size of a company and the size of its IT department,  I can see IT governance as a layered approach in that the top layer will be defined by enterprise architects that focus on abstract concepts pertaining to high level design, general  guidelines, acceptable best practices, and recommended design patterns.  The next layer will be defined by solution architects or department managers that further expand on abstracted guidelines defined by the enterprise architects. This layer will contain further definitions as to when various design patterns, coding standards, and best practices are to be applied based on the context of the solutions that are being developed by the department. The final layer will be defined by the system designer or a solutions architect assed to a project in that they will define what design patterns will be used in a solution, naming conventions, as well as outline how a system will function based on the best practices defined by the previous layers. This layered approach allows for IT departments to be flexible in that system designers have creative leeway in designing solutions to meet the needs of the business, but they must operate within the confines of the abstracted IT governance guidelines.  A real world example of this can be seen in the United States as it pertains to governance of the people in that the US government defines rules and regulations in the abstract and then the state governments take these guidelines and applies them based on the will of the people in each individual state. Furthermore, the county or city governments are the ones that actually enforce these rules based on how they are interpreted by local community.  To further define my example, the United States government defines that marijuana is illegal. Each individual state has the option to determine this regulation as it wishes in that the state of Florida determines that all uses of the drug are illegal, but the state of California legally allows the use of marijuana for medicinal purposes only. Based on these accepted practices each local government enforces these rules in that a police officer will arrest anyone in the state of Florida for having this drug on them if they walk down the street, but in California if a person has a medical prescription for the drug they will not get arrested.  REFERENCESThomas Manes, Anne. (2010). Understanding SOA Governance: http://www.soamag.com/I40/0610-2.php

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  • Building Enterprise Smartphone App &ndash; Part 2: Platforms and Features

    - by Tim Murphy
    This is part 2 in a series of posts based on a talk I gave recently at the Chicago Information Technology Architects Group.  Feel free to leave feedback. In the previous post I discussed what reasons a company might have for creating a smartphone application.  In this installment I will cover some of history and state of the different platforms as well as features that can be leveraged for building enterprise smartphone applications. Platforms Before you start choosing a platform to develop your solutions on it is good to understand how we got here and what features you can leverage. History To my memory we owe all of this to a product called the Apple Newton that came out in 1987. It was the first PDA and back then I was much more of an Apple fan.  I was very impressed with this device even though it never really went anywhere.  The Palm Pilot by US Robotics was the next major advancement in PDA. It had a simple short hand window that allowed for quick stylus entry.. Later, Windows CE came out and started the broadening of the PDA market. After that it was the Palm and CE operating systems that started showing up on cell phones and for some time these were the two dominant operating systems that were distributed with devices from multiple hardware vendors. Current The iPhone was the first smartphone to take away the stylus and give us a multi-touch interface.  It was a revolution in usability and really changed the attractiveness of smartphones for the general public.  This brought us to the beginning of the current state of the market with the concept of an online store that makes it easy for customers to get new features and functionality on demand. With Android, Google made this more than a one horse race.  Not only did they come to compete, their low cost actually made them the leading OS.  Of course what made Android so attractive also is its major fault.  It is so open that it has been a target for malware which leaves consumers exposed.  Fortunately for Google though, most consumers aren’t aware of the threat that they are under. Although Microsoft had put out one of the first smart phone operating systems with CE it had to play catch up and finally came out with the Windows Phone.  They have gone for a market approach between those of iOS and Android.  They support multiple hardware vendors like Google, but they kept a certification process for applications that is similar to Apple.  They also created a user interface that was different enough to give it a clear separation from the other two platforms. The result of all this is hundreds of millions of smartphones being sold monthly across all three platforms giving us a wide range of choices and challenges when it comes to developing solutions. Features So what are the features that make these devices flexible enough be considered for use in the enterprise? The biggest advantage of today's devices is network connectivity.  The ability to access information from multiple sources at a moment’s notice is critical for businesses.  Add to that the ability to communicate over a variety of text, voice and video modes and we have a powerful starting point. Every smartphone has a cameras and they are not just useful for posting to Instagram. We are seeing more applications such as Bing vision that allow us to scan just about any printed code or text to find information.  These capabilities have been made available to developers in the form of standard libraries for reading barcodes of just about an flavor and optical character recognition (OCR) interpretation. Bluetooth give us the ability to communicate with multiple devices. Whether these are headsets, keyboard or printers the wireless communication capabilities are just starting to evolve.  The more these wireless communication protocols grow, the more opportunities we will see to transfer data between users and a variety of devices. Local storage of information that can be called up even when the device cannot reach the network is the other big capability.  This give users the ability to work offline as well and transmit information when connections are restored. These are the tools that we have to work with to build applications that can be leveraged to gain a competitive advantage for companies that implement them. Coming Up In the third installment I will cover key concerns that you face when building enterprise smartphone apps. del.icio.us Tags: smartphones,enterprise smartphone Apps,architecture,iOS,Android,Windows Phone

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  • IE9, LightSwitch Beta 2 and Zune HD: A Study in Risk Management?

    - by andrewbrust
    Photo by parl, 'Risk.’ Under Creative Commons Attribution-NonCommercial-NoDerivs License This has been a busy week for Microsoft, and for me as well.  On Monday, Microsoft launched Internet Explorer 9 at South by Southwest (SXSW) in Austin, TX.  That evening I flew from New York to Seattle.  On Tuesday morning, Microsoft launched Visual Studio LightSwitch, Beta 2 with a Go-Live license, in Redmond, and I had the privilege of speaking at the keynote presentation where the announcement was made.  Readers of this blog know I‘m a fan of LightSwitch, so I was happy to tell the app dev tools partners in the audience that I thought the LightSwitch extensions ecosystem represented a big opportunity – comparable to the opportunity when Visual Basic 1.0 was entering its final beta roughly 20 years ago.  On Tuesday evening, I flew back to New York (and wrote most of this post in-flight). Two busy, productive days.  But there was a caveat that impacts the accomplishments, because Monday was also the day reports surfaced from credible news agencies that Microsoft was discontinuing its dedicated Zune hardware efforts.  While the Zune brand, technology and service will continue to be a component of Windows Phone and a piece of the Xbox puzzle as well, speculation is that Microsoft will no longer be going toe-to-toe with iPod touch in the portable music player market. If we take all three of these developments together (even if one of them is based on speculation), two interesting conclusions can reasonably be drawn, one good and one less so. Microsoft is doubling down on technologies it finds strategic and de-emphasizing those that it does not.  HTML 5 and the Web are strategic, so here comes IE9, and it’s a very good browser.  Try it and see.  Silverlight is strategic too, as is SQL Server, Windows Azure and SQL Azure, so here comes Visual Studio LightSwitch Beta 2 and a license to deploy its apps to production.  Downloads of that product have exceeded Microsoft’s projections by more than 50%, and the company is even citing analyst firms’ figures covering the number of power-user developers that might use it. (I happen to think the product will be used by full-fledged developers as well, but that’s a separate discussion.) Windows Phone is strategic too…I wasn’t 100% positive of that before, but the Nokia agreement has made me confident.  Xbox as an entertainment appliance is also strategic.  Standalone music players are not strategic – and even if they were, selling them has been a losing battle for Microsoft.  So if Microsoft has consolidated the Zune content story and the ZunePass subscription into Xbox and Windows Phone, it would make sense, and would be a smart allocation of resources.  Essentially, it would be for the greater good. But it’s not all good.  In this scenario, Zune player customers would lose out.  Unless they wanted to switch to Windows Phone, and then use their phone’s battery for the portable media needs, they’re going to need a new platform.  They’re going to feel abandoned.  Even if Zune lives, there have been other such cul de sacs for customers.  Remember SPOT watches?  Live Spaces?  The original Live Mesh?  Microsoft discontinued each of these products.  The company is to be commended for cutting its losses, as admitting a loss isn’t easy.  But Redmond won’t be well-regarded by the victims of those decisions.  Instead, it gets black marks. What’s the answer?  I think it’s a bit like the 1980’s New York City “don’t block the box” gridlock rules: don’t enter an intersection unless you see a clear path through it.  If the light turns red and you’re blocking the perpendicular traffic, that’s your fault in judgment.  You get fined and get points on your license and you don’t get to shrug it off as beyond your control.  Accountability is key.  The same goes for Microsoft.  If it decides to enter a market, it should see a reasonable path through success in that market. Switching analogies, Microsoft shouldn’t make investments haphazardly, and it certainly shouldn’t ask investors to buy into a high-risk fund that is sold as safe and which offers only moderate returns.  People won’t continue to invest with a fund manager with a track record of over-zealous, imprudent, sub-prime investments.  The same is true on the product side for Microsoft, and not just with music players and geeky wrist watches.  It’s true of Web browsers, and line-of-business app dev tools, and smartphones, and cloud platforms and operating systems too.  When Microsoft is casual about its own risk, it raises risk for its customers, and weakens its reputation, market share and credibility.  That doesn’t mean all risk is bad, but it does mean no product team’s risk should be taken lightly. For mutual fund companies, it’s the CEO’s job to give his fund managers autonomy, but to make sure they’re conforming to a standard of rational risk management.  Because all those funds carry the same brand, and many of them serve the same investors. The same goes for Microsoft, its product portfolio, its executive ranks and its product managers.

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  • Sharepoint AD imported users are becomming sporadically corrupted, causing us to have to create a new account

    - by TrevJen
    Sharepoint 2007 MOSS with AD imported users. All servers are 2008. ***UPDATE More details in testing. This Sharepoint is in an AD Child domain (clients.mycompany.local), which is sub to the root of the AD tree (mycompany.local). The user is in the parent tree (as are half of the other functional users. I have elevated the user rights to Domain. In looking at the logs, it seems that the Sharepoint server is trying to authenticate them by querying the DC for the clients domain (which is the way it normally works and still works for all existing identically configured users). I think if I could force it to authenticate up to the top domain DC then it would be ok?? I have around 50 users, over the past 2 months, I have had a handful of the users suddenly unable to login to Sharepoint. When they login, they either get a blank screen or they are repropmted. These users are using accounts that have been used for many months, sometimes the problem originates with a password change. In all cases, the users account works on every other Active Directory authenticated resource (domain, exchange, LDAP). In the most recent case, last night I was forced deleted a user ("John smith") because of corruption. The orifinal account name was jsmith. I deleted him from active directory, then deleted him from the profile list in Sharepoint Shared Services. I could not find a way to delete him from the Sharepoint user list, but I reran the import after recreating his account (renamed it too just to be sure to "smithj"). At first, this did not wor, the user could still access all other resources but Sharepoint. then, some 30 minutes later it inexplicably started working. This morning, the user changed passwords, which immediatly broke the login on Sharepoint again. Logs by request from matt b Office SharePoint Server Date: 4/13/2010 2:00:00 PM Event ID: 7888 Task Category: Office Server General Level: Error Keywords: Classic User: N/A Computer: nb-portal-01.clients.netboundary.local Description: A runtime exception was detected. Details follow. Message: Access is denied. (Exception from HRESULT: 0x80070005 (E_ACCESSDENIED)) – TrevJen 19 hours ago Techinal Details: System.UnauthorizedAccessException: Access is denied. (Exception from HRESULT: 0x80070005 (E_ACCESSDENIED)) at Microsoft.SharePoint.SPGlobal.HandleUnauthorizedAccessException(UnauthorizedAccessException ex) at Microsoft.SharePoint.Library.SPRequest.UpdateField(String bstrUrl, String bstrListName, String bstrXML) at Microsoft.SharePoint.SPField.UpdateCore(Boolean bToggleSealed) – TrevJen 19 hours ago at Microsoft.SharePoint.SPField.Update() at Microsoft.Office.Server.UserProfiles.SiteSynchronizer.UserSynchronizer.PushSchemaToList(Boolean& bAddedColumn) at Microsoft.Office.Server.UserProfiles.SiteSynchronizer.UserSynchronizer.SynchFull() at Microsoft.Office.Server.UserProfiles.SiteSynchronizer.Synch() at Microsoft.Office.Server.Diagnostics.FirstChanceHandler.ExceptionFilter(Boolean fRethrowException, TryBlock tryBlock, FilterBlock filter, CatchBlock catchBlock, FinallyBlock finallyBlock) – TrevJen 19 hours ago Log Name: Application Source: Office SharePoint Server Date: 4/13/2010 2:00:00 PM Event ID: 5553 Task Category: User Profiles Level: Error Keywords: Classic User: N/A Computer: nb-portal-01.clients.netboundary.local Description: failure trying to synch site 6fea15e2-0899-4c19-9016-44d77834c018 for ContentDB b2002b0b-3d4c-411a-8c4f-3d047ca9322c WebApp 3aff7051-455d-4a70-a377-5b1c36df618e. Exception message was Access is denied. (Exception from HRESULT: 0x80070005 (E_ACCESSDENIED)). – TrevJen 18 hours ago

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  • SharePoint Upgrade Global Nav Quirks?

    - by elorg
    We're working on a parallel install/upgrade of SharePoint. The client has WSS 2003 on some old hardware. We've installed MOSS 2007 in a medium farm environment. They want to use this as an opportunity to not just upgrade and use the new features, but to also better organize their content and categorize between different site collections. To accommodate, we've created a few site collections per their specifications in the new environment, and when we ran an upgrade test run we ran into a few .. quirks. We made a backup of the old content database, copied it over to the new environment and restored it as a new database. Created a new web app and attached the migrated data to do an in-place upgrade in this new "test" area. This seems pretty standard - no issues. We have to do a little bit of cleanup (e.g. reset pages to site definition, reset themes, and inherit the global nav / top link bar, etc.). Once that's done, we're using stsadm export/import to copy the individual sites over to their ultimate destinations in the various different site collections. So far so good. But then we ran into one particular site that has a link to an .aspx page in the top link bar in WSS 2003 that's not behaving properly after the upgrade. It's just a link to a "dashboard" .aspx page in a doc library - nothing special. It doesn't seem to matter what we do, or what order we do it (in the "test" web app, in the destination web app, or both). In the end, this ONE site will not allow us to create a link/tab in the global nav. It can inherit the global nav just fine. We can break the inheritance just fine. But if we want to manually add a link in the top link bar - we go through the steps that I've done 1,000x before and click OK - and the tab never appears. It doesn't matter if it's to a page within the site itself, or to Google. We can migrate over other sites into the same site collection and add a tab without issue. If we migrate this quirky site over to another site collection we run into the same issue. Yet, in the "test" web app that we're using to upgrade the data we can add a tab? If we add the tab before we export/import to the final destination, the tab is lost during the process? Has anyone run into anything like this? Any ideas? I've tried every combination of everything that I can think of and nothing works. Unless we can figure out how to get this to work, we're going to just add this tab to the global nav for the entire site collection and inherit it for this site (but that adds the link to all of the site that will inherit, which is both a pro & con for them).

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  • Integrate SharePoint 2010 with Team Foundation Server 2010

    - by Martin Hinshelwood
    Our client is using a brand new shiny installation of SharePoint 2010, so we need to integrate our upgraded Team Foundation Server 2010 instance into it. In order to do that you need to run the Team Foundation Server 2010 install on the SharePoint 2010 server and choose to install only the “Extensions for SharePoint Products and Technologies”. We want out upgraded Team Project Collection to create any new portal in this SharePoint 2010 server farm. There a number of goodies above and beyond a solution file that requires the install, with the main one being the TFS2010 client API. These goodies allow proper integration with the creation and viewing of Work Items from SharePoint a new feature with TFS 2010. This works in both SharePoint 2007 and SharePoint 2010 with the level of integration dependant on the version of SharePoint that you are running. There are three levels of integration with “SharePoint Services 3.0” or “SharePoint Foundation 2010” being the lowest. This level only offers reporting services framed integration for reporting along with Work Item Integration and document management. The highest is Microsoft Office SharePoint Services (MOSS) Enterprise with Excel Services integration providing some lovely dashboards. Figure: Dashboards take the guessing out of Project Planning and estimation. Plus writing these reports would be boring!   The Extensions that you need are on the same installation media as the main TFS install and the only difference is the options you pick during the install. Figure: Installing the TFS 2010 Extensions for SharePoint Products and Technologies onto SharePoint 2010   Annoyingly you may need to reboot a couple of times, but on this server the process was MUCH smother than on our internal server. I think this was mostly to do with this being a clean install. Once it is installed you need to run the configuration. This will add all of the Solution and Templates that are needed for SharePoint to work properly with TFS. Figure: This is where all the TFS 2010 goodies are added to your SharePoint 2010 server and the TFS 2010 object model is installed.   Figure: All done, you have everything installed, but you still need to configure it Now that we have the TFS 2010 SharePoint Extensions installed on our SharePoint 2010 server we need to configure them both so that they will talk happily to each other. Configuring the SharePoint 2010 Managed path for Team Foundation Server 2010 In order for TFS to automatically create your project portals you need a wildcard managed path setup. This is where TFS will create the portal during the creation of a new Team project. To find the managed paths page for any application you need to first select the “Managed web applications”  link from the SharePoint 2010 Central Administration screen. Figure: Find the “Manage web applications” link under the “Application Management” section. On you are there you will see that the “Managed Paths” are there, they are just greyed out and selecting one of the applications will enable it to be clicked. Figure: You need to select an application for the SharePoint 2010 ribbon to activate.   Figure: You need to select an application before you can get to the Managed Paths for that application. Now we need to add a managed path for TFS 2010 to create its portals under. I have gone for the obvious option of just calling the managed path “TFS02” as the TFS 2010 server is the second TFS server that the client has installed, TFS 2008 being the first. This links the location to the server name, and as you can’t have two projects of the same name in two separate project collections there is unlikely to be any conflicts. Figure: Add a “tfs02” wildcard inclusion path to your SharePoint site. Configure the Team Foundation Server 2010 connection to SharePoint 2010 In order to have you new TFS 2010 Server talk to and create sites in SharePoint 2010 you need to tell the TFS server where to put them. As this TFS 2010 server was installed in out-of-the-box mode it has a SharePoint Services 3.0 (the free one) server running on the same box. But we want to change that so we can use the external SharePoint 2010 instance. Just open the “Team Foundation Server Administration Console” and navigate to the “SharePoint Web Applications” section. Here you click “Add” and enter the details for the Managed path we just created. Figure: If you have special permissions on your SharePoint you may need to add accounts to the “Service Accounts” section.    Before we can se this new SharePoint 2010 instance to be the default for our upgraded Team Project Collection we need to configure SharePoint to take instructions from our TFS server. Configure SharePoint 2010 to connect to Team Foundation Server 2010 On your SharePoint 2010 server open the Team Foundation Server Administration Console and select the “Extensions for SharePoint Products and Technologies” node. Here we need to “grant access” for our TFS 2010 server to create sites. Click the “Grant access” link and  fill out the full URL to the  TFS server, for example http://servername.domain.com:8080/tfs, and if need be restrict the path that TFS sites can be created on. Remember that when the users create a new team project they can change the default and point it anywhere they like as long as it is an authorised SharePoint location. Figure: Grant access for your TFS 2010 server to create sites in SharePoint 2010 Now that we have an authorised location for our team project portals to be created we need to tell our Team Project Collection that this is where it should stick sites by default for any new Team Projects created. Configure the Team Foundation Server 2010 Team Project Collection to create new sites in SharePoint 2010 Back on out TFS 2010 server we need to setup the defaults for our upgraded Team Project Collection to the new SharePoint 2010 integration we have just set up. On the TFS 2010 server open up the “Team Foundation Server Administration Console” again and navigate to the “Team Project Collections” node. Once you are there you will see a list of all of your TPC’s and in our case we have a DefaultCollection as well as out named and Upgraded collection for TFS 2008. If you select the “SharePoint Site” tab we can see that it is not currently configured. Figure: Our new Upgrade TFS2008 Team Project Collection does not have SharePoint configured Select to “Edit Default Site Location” and select the new integration point that we just set up for SharePoint 2010. Once you have selected the “SharePoint Web Application” (the thing we just configured) then it will give you an example based on that configuration point and the name of the Team Project Collection that we are configuring. Figure: Set the default location for new Team Project Portals to be created for this Team Project Collection This is where the reason for configuring the Extensions on the SharePoint 2010 server before doing this last bit becomes apparent. TFS 2010 is going to create a site at our http://sharepointserver/tfs02/ location called http://sharepointserver/tfs02/[TeamProjectCollection], or whatever we had specified, and it would have had difficulty doing this if we had not given it permission first. Figure: If there is no Team Project Collection site at this location the TFS 2010 server is going to create one This will create a nice Team Project Collection parent site to contain the Portals for any new Team Projects that are created. It is with noting that it will not create portals for existing Team Projects as this process is run during the Team Project Creation wizard. Figure: Just a basic parent site to host all of your new Team Project Portals as sub sites   You will need to add all of the users that will be creating Team Projects to be Administrators of this site so that they will not get an error during the Project Creation Wizard. You may also want to customise this as a proper portal to your projects if you are going to be having lots of them, but it is really just a default placeholder so you have a top level site that you can backup and point at. You have now integrated SharePoint 2010 and team Foundation Server 2010! You can now go forth and multiple your Team Projects for this Team Project Collection or you can continue to add portals to your other Collections.   Technorati Tags: TFS 2010,Sharepoint 2010,VS ALM

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  • SQL SERVER – Securing TRUNCATE Permissions in SQL Server

    - by pinaldave
    Download the Script of this article from here. On December 11, 2010, Vinod Kumar, a Databases & BI technology evangelist from Microsoft Corporation, graced Ahmedabad by spending some time with the Community during the Community Tech Days (CTD) event. As he was running through a few demos, Vinod asked the audience one of the most fundamental and common interview questions – “What is the difference between a DELETE and TRUNCATE?“ Ahmedabad SQL Server User Group Expert Nakul Vachhrajani has come up with excellent solutions of the same. I must congratulate Nakul for this excellent solution and as a encouragement to User Group member, I am publishing the same article over here. Nakul Vachhrajani is a Software Specialist and systems development professional with Patni Computer Systems Limited. He has functional experience spanning legacy code deprecation, system design, documentation, development, implementation, testing, maintenance and support of complex systems, providing business intelligence solutions, database administration, performance tuning, optimization, product management, release engineering, process definition and implementation. He has comprehensive grasp on Database Administration, Development and Implementation with MS SQL Server and C, C++, Visual C++/C#. He has about 6 years of total experience in information technology. Nakul is an member of the Ahmedabad and Gandhinagar SQL Server User Groups, and actively contributes to the community by actively participating in multiple forums and websites like SQLAuthority.com, BeyondRelational.com, SQLServerCentral.com and many others. Please note: The opinions expressed herein are Nakul own personal opinions and do not represent his employer’s view in anyway. All data from everywhere here on Earth go through a series of  four distinct operations, identified by the words: CREATE, READ, UPDATE and DELETE, or simply, CRUD. Putting in Microsoft SQL Server terms, is the process goes like this: INSERT, SELECT, UPDATE and DELETE/TRUNCATE. Quite a few interesting responses were received and evaluated live during the session. To summarize them, the most important similarity that came out was that both DELETE and TRUNCATE participate in transactions. The major differences (not all) that came out of the exercise were: DELETE: DELETE supports a WHERE clause DELETE removes rows from a table, row-by-row Because DELETE moves row-by-row, it acquires a row-level lock Depending upon the recovery model of the database, DELETE is a fully-logged operation. Because DELETE moves row-by-row, it can fire off triggers TRUNCATE: TRUNCATE does not support a WHERE clause TRUNCATE works by directly removing the individual data pages of a table TRUNCATE directly occupies a table-level lock. (Because a lock is acquired, and because TRUNCATE can also participate in a transaction, it has to be a logged operation) TRUNCATE is, therefore, a minimally-logged operation; again, this depends upon the recovery model of the database Triggers are not fired when TRUNCATE is used (because individual row deletions are not logged) Finally, Vinod popped the big homework question that must be critically analyzed: “We know that we can restrict a DELETE operation to a particular user, but how can we restrict the TRUNCATE operation to a particular user?” After returning home and having a nice cup of coffee, I noticed that my gray cells immediately started to work. Below was the result of my research. As what is always said, the devil is in the details. Upon looking at the Permissions section for the TRUNCATE statement in Books On Line, the following jumps right out: “The minimum permission required is ALTER on table_name. TRUNCATE TABLE permissions default to the table owner, members of the sysadmin fixed server role, and the db_owner and db_ddladmin fixed database roles, and are not transferable. However, you can incorporate the TRUNCATE TABLE statement within a module, such as a stored procedure, and grant appropriate permissions to the module using the EXECUTE AS clause.“ Now, what does this mean? Unlike DELETE, one cannot directly assign permissions to a user/set of users allowing or revoking TRUNCATE rights. However, there is a way to circumvent this. It is important to recall that in Microsoft SQL Server, database engine security surrounds the concept of a “securable”, which is any object like a table, stored procedure, trigger, etc. Rights are assigned to a principal on a securable. Refer to the image below (taken from the SQL Server Books On Line). urable”, which is any object like a table, stored procedure, trigger, etc. Rights are assigned to a principal on a securable. Refer to the image below (taken from the SQL Server Books On Line). SETTING UP THE ENVIRONMENT – (01A_Truncate Table Permissions.sql) Script Provided at the end of the article. By the end of this demo, one will be able to do all the CRUD operations, except the TRUNCATE, and the other will only be able to execute the TRUNCATE. All you will need for this test is any edition of SQL Server 2008. (With minor changes, these scripts can be made to work with SQL 2005.) We begin by creating the following: 1.       A test database 2.        Two database roles: associated logins and users 3.       Switch over to the test database and create a test table. Then, add some data into it. I am using row constructors, which is new to SQL 2008. Creating the modules that will be used to enforce permissions 1.       We have already created one of the modules that we will be assigning permissions to. That module is the table: TruncatePermissionsTest 2.       We will now create two stored procedures; one is for the DELETE operation and the other for the TRUNCATE operation. Please note that for all practical purposes, the end result is the same – all data from the table TruncatePermissionsTest is removed Assigning the permissions Now comes the most important part of the demonstration – assigning permissions. A permissions matrix can be worked out as under: To apply the security rights, we use the GRANT and DENY clauses, as under: That’s it! We are now ready for our big test! THE TEST (01B_Truncate Table Test Queries.sql) Script Provided at the end of the article. I will now need two separate SSMS connections, one with the login AllowedTruncate and the other with the login RestrictedTruncate. Running the test is simple; all that’s required is to run through the script – 01B_Truncate Table Test Queries.sql. What I will demonstrate here via screen-shots is the behavior of SQL Server when logged in as the AllowedTruncate user. There are a few other combinations than what are highlighted here. I will leave the reader the right to explore the behavior of the RestrictedTruncate user and these additional scenarios, as a form of self-study. 1.       Testing SELECT permissions 2.       Testing TRUNCATE permissions (Remember, “deny by default”?) 3.       Trying to circumvent security by trying to TRUNCATE the table using the stored procedure Hence, we have now proved that a user can indeed be assigned permissions to specifically assign TRUNCATE permissions. I also hope that the above has sparked curiosity towards putting some security around the probably “destructive” operations of DELETE and TRUNCATE. I would like to wish each and every one of the readers a very happy and secure time with Microsoft SQL Server. (Please find the scripts – 01A_Truncate Table Permissions.sql and 01B_Truncate Table Test Queries.sql that have been used in this demonstration. Please note that these scripts contain purely test-level code only. These scripts must not, at any cost, be used in the reader’s production environments). 01A_Truncate Table Permissions.sql /* ***************************************************************************************************************** Developed By          : Nakul Vachhrajani Functionality         : This demo is focused on how to allow only TRUNCATE permissions to a particular user How to Use            : 1. Run through, step-by-step through the sequence till Step 08 to create a test database 2. Switch over to the "Truncate Table Test Queries.sql" and execute it step-by-step in two different SSMS windows, one where you have logged in as 'RestrictedTruncate', and the other as 'AllowedTruncate' 3. Come back to "Truncate Table Permissions.sql" 4. Execute Step 10 to cleanup! Modifications         : December 13, 2010 - NAV - Updated to add a security matrix and improve code readability when applying security December 12, 2010 - NAV - Created ***************************************************************************************************************** */ -- Step 01: Create a new test database CREATE DATABASE TruncateTestDB GO USE TruncateTestDB GO -- Step 02: Add roles and users to demonstrate the security of the Truncate operation -- 2a. Create the new roles CREATE ROLE AllowedTruncateRole; GO CREATE ROLE RestrictedTruncateRole; GO -- 2b. Create new logins CREATE LOGIN AllowedTruncate WITH PASSWORD = 'truncate@2010', CHECK_POLICY = ON GO CREATE LOGIN RestrictedTruncate WITH PASSWORD = 'truncate@2010', CHECK_POLICY = ON GO -- 2c. Create new Users using the roles and logins created aboave CREATE USER TruncateUser FOR LOGIN AllowedTruncate WITH DEFAULT_SCHEMA = dbo GO CREATE USER NoTruncateUser FOR LOGIN RestrictedTruncate WITH DEFAULT_SCHEMA = dbo GO -- 2d. Add the newly created login to the newly created role sp_addrolemember 'AllowedTruncateRole','TruncateUser' GO sp_addrolemember 'RestrictedTruncateRole','NoTruncateUser' GO -- Step 03: Change over to the test database USE TruncateTestDB GO -- Step 04: Create a test table within the test databse CREATE TABLE TruncatePermissionsTest (Id INT IDENTITY(1,1), Name NVARCHAR(50)) GO -- Step 05: Populate the required data INSERT INTO TruncatePermissionsTest VALUES (N'Delhi'), (N'Mumbai'), (N'Ahmedabad') GO -- Step 06: Encapsulate the DELETE within another module CREATE PROCEDURE proc_DeleteMyTable WITH EXECUTE AS SELF AS DELETE FROM TruncateTestDB..TruncatePermissionsTest GO -- Step 07: Encapsulate the TRUNCATE within another module CREATE PROCEDURE proc_TruncateMyTable WITH EXECUTE AS SELF AS TRUNCATE TABLE TruncateTestDB..TruncatePermissionsTest GO -- Step 08: Apply Security /* *****************************SECURITY MATRIX*************************************** =================================================================================== Object                   | Permissions |                 Login |             | AllowedTruncate   |   RestrictedTruncate |             |User:NoTruncateUser|   User:TruncateUser =================================================================================== TruncatePermissionsTest  | SELECT,     |      GRANT        |      (Default) | INSERT,     |                   | | UPDATE,     |                   | | DELETE      |                   | -------------------------+-------------+-------------------+----------------------- TruncatePermissionsTest  | ALTER       |      DENY         |      (Default) -------------------------+-------------+----*/----------------+----------------------- proc_DeleteMyTable | EXECUTE | GRANT | DENY -------------------------+-------------+-------------------+----------------------- proc_TruncateMyTable | EXECUTE | DENY | GRANT -------------------------+-------------+-------------------+----------------------- *****************************SECURITY MATRIX*************************************** */ /* Table: TruncatePermissionsTest*/ GRANT SELECT, INSERT, UPDATE, DELETE ON TruncateTestDB..TruncatePermissionsTest TO NoTruncateUser GO DENY ALTER ON TruncateTestDB..TruncatePermissionsTest TO NoTruncateUser GO /* Procedure: proc_DeleteMyTable*/ GRANT EXECUTE ON TruncateTestDB..proc_DeleteMyTable TO NoTruncateUser GO DENY EXECUTE ON TruncateTestDB..proc_DeleteMyTable TO TruncateUser GO /* Procedure: proc_TruncateMyTable*/ DENY EXECUTE ON TruncateTestDB..proc_TruncateMyTable TO NoTruncateUser GO GRANT EXECUTE ON TruncateTestDB..proc_TruncateMyTable TO TruncateUser GO -- Step 09: Test --Switch over to the "Truncate Table Test Queries.sql" and execute it step-by-step in two different SSMS windows: --    1. one where you have logged in as 'RestrictedTruncate', and --    2. the other as 'AllowedTruncate' -- Step 10: Cleanup sp_droprolemember 'AllowedTruncateRole','TruncateUser' GO sp_droprolemember 'RestrictedTruncateRole','NoTruncateUser' GO DROP USER TruncateUser GO DROP USER NoTruncateUser GO DROP LOGIN AllowedTruncate GO DROP LOGIN RestrictedTruncate GO DROP ROLE AllowedTruncateRole GO DROP ROLE RestrictedTruncateRole GO USE MASTER GO DROP DATABASE TruncateTestDB GO 01B_Truncate Table Test Queries.sql /* ***************************************************************************************************************** Developed By          : Nakul Vachhrajani Functionality         : This demo is focused on how to allow only TRUNCATE permissions to a particular user How to Use            : 1. Switch over to this from "Truncate Table Permissions.sql", Step #09 2. Execute this step-by-step in two different SSMS windows a. One where you have logged in as 'RestrictedTruncate', and b. The other as 'AllowedTruncate' 3. Return back to "Truncate Table Permissions.sql" 4. Execute Step 10 to cleanup! Modifications         : December 12, 2010 - NAV - Created ***************************************************************************************************************** */ -- Step 09A: Switch to the test database USE TruncateTestDB GO -- Step 09B: Ensure that we have valid data SELECT * FROM TruncatePermissionsTest GO -- (Expected: Following error will occur if logged in as "AllowedTruncate") -- Msg 229, Level 14, State 5, Line 1 -- The SELECT permission was denied on the object 'TruncatePermissionsTest', database 'TruncateTestDB', schema 'dbo'. --Step 09C: Attempt to Truncate Data from the table without using the stored procedure TRUNCATE TABLE TruncatePermissionsTest GO -- (Expected: Following error will occur) --  Msg 1088, Level 16, State 7, Line 2 --  Cannot find the object "TruncatePermissionsTest" because it does not exist or you do not have permissions. -- Step 09D:Regenerate Test Data INSERT INTO TruncatePermissionsTest VALUES (N'London'), (N'Paris'), (N'Berlin') GO -- (Expected: Following error will occur if logged in as "AllowedTruncate") -- Msg 229, Level 14, State 5, Line 1 -- The INSERT permission was denied on the object 'TruncatePermissionsTest', database 'TruncateTestDB', schema 'dbo'. --Step 09E: Attempt to Truncate Data from the table using the stored procedure EXEC proc_TruncateMyTable GO -- (Expected: Will execute successfully with 'AllowedTruncate' user, will error out as under with 'RestrictedTruncate') -- Msg 229, Level 14, State 5, Procedure proc_TruncateMyTable, Line 1 -- The EXECUTE permission was denied on the object 'proc_TruncateMyTable', database 'TruncateTestDB', schema 'dbo'. -- Step 09F:Regenerate Test Data INSERT INTO TruncatePermissionsTest VALUES (N'Madrid'), (N'Rome'), (N'Athens') GO --Step 09G: Attempt to Delete Data from the table without using the stored procedure DELETE FROM TruncatePermissionsTest GO -- (Expected: Following error will occur if logged in as "AllowedTruncate") -- Msg 229, Level 14, State 5, Line 2 -- The DELETE permission was denied on the object 'TruncatePermissionsTest', database 'TruncateTestDB', schema 'dbo'. -- Step 09H:Regenerate Test Data INSERT INTO TruncatePermissionsTest VALUES (N'Spain'), (N'Italy'), (N'Greece') GO --Step 09I: Attempt to Delete Data from the table using the stored procedure EXEC proc_DeleteMyTable GO -- (Expected: Following error will occur if logged in as "AllowedTruncate") -- Msg 229, Level 14, State 5, Procedure proc_DeleteMyTable, Line 1 -- The EXECUTE permission was denied on the object 'proc_DeleteMyTable', database 'TruncateTestDB', schema 'dbo'. --Step 09J: Close this SSMS window and return back to "Truncate Table Permissions.sql" Thank you Nakul to take up the challenge and prove that Ahmedabad and Gandhinagar SQL Server User Group has talent to solve difficult problems. Reference: Pinal Dave (http://blog.SQLAuthority.com) Filed under: Best Practices, Pinal Dave, Readers Contribution, Readers Question, SQL, SQL Authority, SQL Query, SQL Scripts, SQL Security, SQL Server, SQL Tips and Tricks, T SQL, Technology

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  • Solaris 11.1: Changes to included FOSS packages

    - by alanc
    Besides the documentation changes I mentioned last time, another place you can see Solaris 11.1 changes before upgrading is in the online package repository, now that the 11.1 packages have been published to http://pkg.oracle.com/solaris/release/, as the “0.175.1.0.0.24.2” branch. (Oracle Solaris Package Versioning explains what each field in that version string means.) When you’re ready to upgrade to the packages from either this repo, or the support repository, you’ll want to first read How to Update to Oracle Solaris 11.1 Using the Image Packaging System by Pete Dennis, as there are a couple issues you will need to be aware of to do that upgrade, several of which are due to changes in the Free and Open Source Software (FOSS) packages included with Solaris, as I’ll explain in a bit. Solaris 11 can update more readily than Solaris 10 In the Solaris 10 and older update models, the way the updates were built constrained what changes we could make in those releases. To change an existing SVR4 package in those releases, we created a Solaris Patch, which applied to a given version of the SVR4 package and replaced, added or deleted files in it. These patches were released via the support websites (originally SunSolve, now My Oracle Support) for applying to existing Solaris 10 installations, and were also merged into the install images for the next Solaris 10 update release. (This Solaris Patches blog post from Gerry Haskins dives deeper into that subject.) Some of the restrictions of this model were that package refactoring, changes to package dependencies, and even just changing the package version number, were difficult to do in this hybrid patch/OS update model. For instance, when Solaris 10 first shipped, it had the Xorg server from X11R6.8. Over the first couple years of update releases we were able to keep it up to date by replacing, adding, & removing files as necessary, taking it all the way up to Xorg server release 1.3 (new version numbering begun after the X11R7 split of the X11 tree into separate modules gave each module its own version). But if you run pkginfo on the SUNWxorg-server package, you’ll see it still displayed a version number of 6.8, confusing users as to which version was actually included. We stopped upgrading the Xorg server releases in Solaris 10 after 1.3, as later versions added new dependencies, such as HAL, D-Bus, and libpciaccess, which were very difficult to manage in this patching model. (We later got libpciaccess to work, but HAL & D-Bus would have been much harder due to the greater dependency tree underneath those.) Similarly, every time the GNOME team looked into upgrading Solaris 10 past GNOME 2.6, they found these constraints made it so difficult it wasn’t worthwhile, and eventually GNOME’s dependencies had changed enough it was completely infeasible. Fortunately, this worked out for both the X11 & GNOME teams, with our management making the business decision to concentrate on the “Nevada” branch for desktop users - first as Solaris Express Desktop Edition, and later as OpenSolaris, so we didn’t have to fight to try to make the package updates fit into these tight constraints. Meanwhile, the team designing the new packaging system for Solaris 11 was seeing us struggle with these problems, and making this much easier to manage for both the development teams and our users was one of their big goals for the IPS design they were working on. Now that we’ve reached the first update release to Solaris 11, we can start to see the fruits of their labors, with more FOSS updates in 11.1 than we had in many Solaris 10 update releases, keeping software more up to date with the upstream communities. Of course, just because we can more easily update now, doesn’t always mean we should or will do so, it just removes the package system limitations from forcing the decision for us. So while we’ve upgraded the X Window System in the 11.1 release from X11R7.6 to 7.7, the Solaris GNOME team decided it was not the right time to try to make the jump from GNOME 2 to GNOME 3, though they did update some individual components of the desktop, especially those with security fixes like Firefox. In other parts of the system, decisions as to what to update were prioritized based on how they affected other projects, or what customer requests we’d gotten for them. So with all that background in place, what packages did we actually update or add between Solaris 11.0 and 11.1? Core OS Functionality One of the FOSS changes with the biggest impact in this release is the upgrade from Grub Legacy (0.97) to Grub 2 (1.99) for the x64 platform boot loader. This is the cause of one of the upgrade quirks, since to go from Solaris 11.0 to 11.1 on x64 systems, you first need to update the Boot Environment tools (such as beadm) to a new version that can handle boot environments that use the Grub2 boot loader. System administrators can find the details they need to know about the new Grub in the Administering the GRand Unified Bootloader chapter of the Booting and Shutting Down Oracle Solaris 11.1 Systems guide. This change was necessary to be able to support new hardware coming into the x64 marketplace, including systems using UEFI firmware or booting off disk drives larger than 2 terabytes. For both platforms, Solaris 11.1 adds rsyslog as an optional alternative to the traditional syslogd, and OpenSCAP for checking security configuration settings are compliant with site policies. Note that the support repo actually has newer versions of BIND & fetchmail than the 11.1 release, as some late breaking critical fixes came through from the community upstream releases after the Solaris 11.1 release was frozen, and made their way to the support repository. These are responsible for the other big upgrade quirk in this release, in which to upgrade a system which already installed those versions from the support repo, you need to either wait for those packages to make their way to the 11.1 branch of the support repo, or follow the steps in the aforementioned upgrade walkthrough to let the package system know it's okay to temporarily downgrade those. Developer Stack While Solaris 11.0 included Python 2.7, many of the bundled python modules weren’t packaged for it yet, limiting its usability. For 11.1, many more of the python modules include 2.7 versions (enough that I filtered them out of the below table, but you can always search on the package repository server for them. For other language runtimes and development tools, 11.1 expands the use of IPS mediated links to choose which version of a package is the default when the packages are designed to allow multiple versions to install side by side. For instance, in Solaris 11.0, GNU automake 1.9 and 1.10 were provided, and developers had to run them as either automake-1.9 or automake-1.10. In Solaris 11.1, when automake 1.11 was added, also added was a /usr/bin/automake mediated link, which points to the automake-1.11 program by default, but can be changed to another version by running the pkg set-mediator command. Mediated links were also used for the Java runtime & development kits in 11.1, changing the default versions to the Java 7 releases (the 1.7.0.x package versions), while allowing admins to switch links such as /usr/bin/javac back to Java 6 if they need to for their site, to deal with Java 7 compatibility or other issues, without having to update each usage to use the full versioned /usr/jdk/jdk1.6.0_35/bin/javac paths for every invocation. Desktop Stack As I mentioned before, we upgraded from X11R7.6 to X11R7.7, since a pleasant coincidence made the X.Org release dates line up nicely with our feature & code freeze dates for this release. (Or perhaps it wasn’t so coincidental, after all, one of the benefits of being the person making the release is being able to decide what schedule is most convenient for you, and this one worked well for me.) For the table below, I’ve skipped listing the packages in which we use the X11 “katamari” version for the Solaris package version (mainly packages combining elements of multiple upstream modules with independent version numbers), since they just all changed from 7.6 to 7.7. In the graphics drivers, we worked with Intel to update the Intel Integrated Graphics Processor support to support 3D graphics and kernel mode setting on the Ivy Bridge chipsets, and updated Nvidia’s non-FOSS graphics driver from 280.13 to 295.20. Higher up in the desktop stack, PulseAudio was added for audio support, and liblouis for Braille support, and the GNOME applications were built to use them. The Mozilla applications, Firefox & Thunderbird moved to the current Extended Support Release (ESR) versions, 10.x for each, to bring up-to-date security fixes without having to be on Mozilla’s agressive 6 week feature cycle release train. Detailed list of changes This table shows most of the changes to the FOSS packages between Solaris 11.0 and 11.1. As noted above, some were excluded for clarity, or to reduce noise and duplication. All the FOSS packages which didn't change the version number in their packaging info are not included, even if they had updates to fix bugs, security holes, or add support for new hardware or new features of Solaris. Package11.011.1 archiver/unrar 3.8.5 4.1.4 audio/sox 14.3.0 14.3.2 backup/rdiff-backup 1.2.1 1.3.3 communication/im/pidgin 2.10.0 2.10.5 compress/gzip 1.3.5 1.4 compress/xz not included 5.0.1 database/sqlite-3 3.7.6.3 3.7.11 desktop/remote-desktop/tigervnc 1.0.90 1.1.0 desktop/window-manager/xcompmgr 1.1.5 1.1.6 desktop/xscreensaver 5.12 5.15 developer/build/autoconf 2.63 2.68 developer/build/autoconf/xorg-macros 1.15.0 1.17 developer/build/automake-111 not included 1.11.2 developer/build/cmake 2.6.2 2.8.6 developer/build/gnu-make 3.81 3.82 developer/build/imake 1.0.4 1.0.5 developer/build/libtool 1.5.22 2.4.2 developer/build/makedepend 1.0.3 1.0.4 developer/documentation-tool/doxygen 1.5.7.1 1.7.6.1 developer/gnu-binutils 2.19 2.21.1 developer/java/jdepend not included 2.9 developer/java/jdk-6 1.6.0.26 1.6.0.35 developer/java/jdk-7 1.7.0.0 1.7.0.7 developer/java/jpackage-utils not included 1.7.5 developer/java/junit 4.5 4.10 developer/lexer/jflex not included 1.4.1 developer/parser/byaccj not included 1.14 developer/parser/java_cup not included 0.10 developer/quilt 0.47 0.60 developer/versioning/git 1.7.3.2 1.7.9.2 developer/versioning/mercurial 1.8.4 2.2.1 developer/versioning/subversion 1.6.16 1.7.5 diagnostic/constype 1.0.3 1.0.4 diagnostic/nmap 5.21 5.51 diagnostic/scanpci 0.12.1 0.13.1 diagnostic/wireshark 1.4.8 1.8.2 diagnostic/xload 1.1.0 1.1.1 editor/gnu-emacs 23.1 23.4 editor/vim 7.3.254 7.3.600 file/lndir 1.0.2 1.0.3 image/editor/bitmap 1.0.5 1.0.6 image/gnuplot 4.4.0 4.6.0 image/library/libexif 0.6.19 0.6.21 image/library/libpng 1.4.8 1.4.11 image/library/librsvg 2.26.3 2.34.1 image/xcursorgen 1.0.4 1.0.5 library/audio/pulseaudio not included 1.1 library/cacao 2.3.0.0 2.3.1.0 library/expat 2.0.1 2.1.0 library/gc 7.1 7.2 library/graphics/pixman 0.22.0 0.24.4 library/guile 1.8.4 1.8.6 library/java/javadb 10.5.3.0 10.6.2.1 library/java/subversion 1.6.16 1.7.5 library/json-c not included 0.9 library/libedit not included 3.0 library/libee not included 0.3.2 library/libestr not included 0.1.2 library/libevent 1.3.5 1.4.14.2 library/liblouis not included 2.1.1 library/liblouisxml not included 2.1.0 library/libtecla 1.6.0 1.6.1 library/libtool/libltdl 1.5.22 2.4.2 library/nspr 4.8.8 4.8.9 library/openldap 2.4.25 2.4.30 library/pcre 7.8 8.21 library/perl-5/subversion 1.6.16 1.7.5 library/python-2/jsonrpclib not included 0.1.3 library/python-2/lxml 2.1.2 2.3.3 library/python-2/nose not included 1.1.2 library/python-2/pyopenssl not included 0.11 library/python-2/subversion 1.6.16 1.7.5 library/python-2/tkinter-26 2.6.4 2.6.8 library/python-2/tkinter-27 2.7.1 2.7.3 library/security/nss 4.12.10 4.13.1 library/security/openssl 1.0.0.5 (1.0.0e) 1.0.0.10 (1.0.0j) mail/thunderbird 6.0 10.0.6 network/dns/bind 9.6.3.4.3 9.6.3.7.2 package/pkgbuild not included 1.3.104 print/filter/enscript not included 1.6.4 print/filter/gutenprint 5.2.4 5.2.7 print/lp/filter/foomatic-rip 3.0.2 4.0.15 runtime/java/jre-6 1.6.0.26 1.6.0.35 runtime/java/jre-7 1.7.0.0 1.7.0.7 runtime/perl-512 5.12.3 5.12.4 runtime/python-26 2.6.4 2.6.8 runtime/python-27 2.7.1 2.7.3 runtime/ruby-18 1.8.7.334 1.8.7.357 runtime/tcl-8/tcl-sqlite-3 3.7.6.3 3.7.11 security/compliance/openscap not included 0.8.1 security/nss-utilities 4.12.10 4.13.1 security/sudo 1.8.1.2 1.8.4.5 service/network/dhcp/isc-dhcp 4.1 4.1.0.6 service/network/dns/bind 9.6.3.4.3 9.6.3.7.2 service/network/ftp (ProFTPD) 1.3.3.0.5 1.3.3.0.7 service/network/samba 3.5.10 3.6.6 shell/conflict 0.2004.9.1 0.2010.6.27 shell/pipe-viewer 1.1.4 1.2.0 shell/zsh 4.3.12 4.3.17 system/boot/grub 0.97 1.99 system/font/truetype/liberation 1.4 1.7.2 system/library/freetype-2 2.4.6 2.4.9 system/library/libnet 1.1.2.1 1.1.5 system/management/cim/pegasus 2.9.1 2.11.0 system/management/ipmitool 1.8.10 1.8.11 system/management/wbem/wbemcli 1.3.7 1.3.9.1 system/network/routing/quagga 0.99.8 0.99.19 system/rsyslog not included 6.2.0 terminal/luit 1.1.0 1.1.1 text/convmv 1.14 1.15 text/gawk 3.1.5 3.1.8 text/gnu-grep 2.5.4 2.10 web/browser/firefox 6.0.2 10.0.6 web/browser/links 1.0 1.0.3 web/java-servlet/tomcat 6.0.33 6.0.35 web/php-53 not included 5.3.14 web/php-53/extension/php-apc not included 3.1.9 web/php-53/extension/php-idn not included 0.2.0 web/php-53/extension/php-memcache not included 3.0.6 web/php-53/extension/php-mysql not included 5.3.14 web/php-53/extension/php-pear not included 5.3.14 web/php-53/extension/php-suhosin not included 0.9.33 web/php-53/extension/php-tcpwrap not included 1.1.3 web/php-53/extension/php-xdebug not included 2.2.0 web/php-common not included 11.1 web/proxy/squid 3.1.8 3.1.18 web/server/apache-22 2.2.20 2.2.22 web/server/apache-22/module/apache-sed 2.2.20 2.2.22 web/server/apache-22/module/apache-wsgi not included 3.3 x11/diagnostic/xev 1.1.0 1.2.0 x11/diagnostic/xscope 1.3 1.3.1 x11/documentation/xorg-docs 1.6 1.7 x11/keyboard/xkbcomp 1.2.3 1.2.4 x11/library/libdmx 1.1.1 1.1.2 x11/library/libdrm 2.4.25 2.4.32 x11/library/libfontenc 1.1.0 1.1.1 x11/library/libfs 1.0.3 1.0.4 x11/library/libice 1.0.7 1.0.8 x11/library/libsm 1.2.0 1.2.1 x11/library/libx11 1.4.4 1.5.0 x11/library/libxau 1.0.6 1.0.7 x11/library/libxcb 1.7 1.8.1 x11/library/libxcursor 1.1.12 1.1.13 x11/library/libxdmcp 1.1.0 1.1.1 x11/library/libxext 1.3.0 1.3.1 x11/library/libxfixes 4.0.5 5.0 x11/library/libxfont 1.4.4 1.4.5 x11/library/libxft 2.2.0 2.3.1 x11/library/libxi 1.4.3 1.6.1 x11/library/libxinerama 1.1.1 1.1.2 x11/library/libxkbfile 1.0.7 1.0.8 x11/library/libxmu 1.1.0 1.1.1 x11/library/libxmuu 1.1.0 1.1.1 x11/library/libxpm 3.5.9 3.5.10 x11/library/libxrender 0.9.6 0.9.7 x11/library/libxres 1.0.5 1.0.6 x11/library/libxscrnsaver 1.2.1 1.2.2 x11/library/libxtst 1.2.0 1.2.1 x11/library/libxv 1.0.6 1.0.7 x11/library/libxvmc 1.0.6 1.0.7 x11/library/libxxf86vm 1.1.1 1.1.2 x11/library/mesa 7.10.2 7.11.2 x11/library/toolkit/libxaw7 1.0.9 1.0.11 x11/library/toolkit/libxt 1.0.9 1.1.3 x11/library/xtrans 1.2.6 1.2.7 x11/oclock 1.0.2 1.0.3 x11/server/xdmx 1.10.3 1.12.2 x11/server/xephyr 1.10.3 1.12.2 x11/server/xorg 1.10.3 1.12.2 x11/server/xorg/driver/xorg-input-keyboard 1.6.0 1.6.1 x11/server/xorg/driver/xorg-input-mouse 1.7.1 1.7.2 x11/server/xorg/driver/xorg-input-synaptics 1.4.1 1.6.2 x11/server/xorg/driver/xorg-input-vmmouse 12.7.0 12.8.0 x11/server/xorg/driver/xorg-video-ast 0.91.10 0.93.10 x11/server/xorg/driver/xorg-video-ati 6.14.1 6.14.4 x11/server/xorg/driver/xorg-video-cirrus 1.3.2 1.4.0 x11/server/xorg/driver/xorg-video-dummy 0.3.4 0.3.5 x11/server/xorg/driver/xorg-video-intel 2.10.0 2.18.0 x11/server/xorg/driver/xorg-video-mach64 6.9.0 6.9.1 x11/server/xorg/driver/xorg-video-mga 1.4.13 1.5.0 x11/server/xorg/driver/xorg-video-openchrome 0.2.904 0.2.905 x11/server/xorg/driver/xorg-video-r128 6.8.1 6.8.2 x11/server/xorg/driver/xorg-video-trident 1.3.4 1.3.5 x11/server/xorg/driver/xorg-video-vesa 2.3.0 2.3.1 x11/server/xorg/driver/xorg-video-vmware 11.0.3 12.0.2 x11/server/xserver-common 1.10.3 1.12.2 x11/server/xvfb 1.10.3 1.12.2 x11/server/xvnc 1.0.90 1.1.0 x11/session/sessreg 1.0.6 1.0.7 x11/session/xauth 1.0.6 1.0.7 x11/session/xinit 1.3.1 1.3.2 x11/transset 0.9.1 1.0.0 x11/trusted/trusted-xorg 1.10.3 1.12.2 x11/x11-window-dump 1.0.4 1.0.5 x11/xclipboard 1.1.1 1.1.2 x11/xclock 1.0.5 1.0.6 x11/xfd 1.1.0 1.1.1 x11/xfontsel 1.0.3 1.0.4 x11/xfs 1.1.1 1.1.2 P.S. To get the version numbers for this table, I ran a quick perl script over the output from: % pkg contents -H -r -t depend -a type=incorporate -o fmri \ `pkg contents -H -r -t depend -a type=incorporate -o fmri [email protected],5.11-0.175.1.0.0.24` \ | sort /tmp/11.1 % pkg contents -H -r -t depend -a type=incorporate -o fmri \ `pkg contents -H -r -t depend -a type=incorporate -o fmri [email protected],5.11-0.175.0.0.0.2` \ | sort /tmp/11.0

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  • Building The Right SharePoint Team For Your Organization

    - by Mark Rackley
    I see the question posted fairly often asking what kind SharePoint team an organization should have. How many people do I need? What roles do I need to fill? What is best for my organization? Well, just like every other answer in SharePoint, the correct answer is “it depends”. Do you ever get sick of hearing that??? I know I do… So, let me give you my thoughts and opinions based upon my experience and what I’ve seen and let you come to your own conclusions. What are the possible SharePoint roles? I guess the first thing you need to understand are the different roles that exist in SharePoint (and their are LOTS). Remember, SharePoint is a massive beast and you will NOT find one person who can do it all. If you are hoping to find that person you will be sorely disappointed. For the most part this is true in SharePoint 2007 and 2010. However, generally things are improved in 2010 and easier for junior individuals to grasp. SharePoint Administrator The absolutely positively only role that you should not be without no matter the size of your organization or SharePoint deployment is a SharePoint administrator. These guys are essential to keeping things running and figuring out what’s wrong when things aren’t running well. These unsung heroes do more before 10 am than I do all day. The bad thing is, when these guys are awesome, you don’t even know they exist because everything is running so smoothly. You should definitely invest some time and money here to make sure you have some competent if not rockstar help. You need an admin who truly loves SharePoint and will go that extra mile when necessary. Let me give you a real world example of what I’m talking about: We have a rockstar admin… and I’m sure she’s sick of my throwing her name around so she’ll just have to live with remaining anonymous in this post… sorry Lori… Anyway! A couple of weeks ago our Server teams came to us and said Hi Lori, I’m finalizing the MOSS servers and doing updates that require a restart; can I restart them? Seems like a harmless request from your server team does it not? Sure, go ahead and apply the patches and reboot during our scheduled maintenance window. No problem? right? Sounded fair to me… but no…. not to our fearless SharePoint admin… I need a complete list of patches that will be applied. There is an update that is out there that will break SharePoint… KB973917 is the patch that has been shown to cause issues. What? You mean Microsoft released a patch that would actually adversely affect SharePoint? If we did NOT have a rockstar admin, our server team would have applied these patches and then when some problem occurred in SharePoint we’d have to go through the fun task of tracking down exactly what caused the issue and resolve it. How much time would that have taken? If you have a junior SharePoint admin or an admin who’s not out there staying on top of what’s going on you could have spent days tracking down something so simple as applying a patch you should not have applied. I will even go as far to say the only SharePoint rockstar you NEED in your organization is a SharePoint admin. You can always outsource really complicated development projects or bring in a rockstar contractor every now and then to make sure you aren’t way off track in other areas. For your day-to-day sanity and to keep SharePoint running smoothly, you need an awesome Admin. Some rockstars in this category are: Ben Curry, Mike Watson, Joel Oleson, Todd Klindt, Shane Young, John Ferringer, Sean McDonough, and of course Lori Gowin. SharePoint Developer Another essential role for your SharePoint deployment is a SharePoint developer. Things do start to get a little hazy here and there are many flavors of “developers”. Are you writing custom code? using SharePoint Designer? What about SharePoint Branding?  Are all of these considered developers? I would say yes. Are they interchangeable? I’d say no. Development in SharePoint is such a large beast in itself. I would say that it’s not so large that you can’t know it all well, but it is so large that there are many people who specialize in one particular category. If you are lucky enough to have someone on staff who knows it all well, you better make sure they are well taken care of because those guys are ready-made to move over to a consulting role and charge you 3 times what you are probably paying them. :) Some of the all-around rockstars are Eric Shupps, Andrew Connell (go Razorbacks), Rob Foster, Paul Schaeflein, and Todd Bleeker SharePoint Power User/No-Code Solutions Developer These SharePoint Swiss Army Knives are essential for quick wins in your organization. These people can twist the out-of-the-box functionality to make it do things you would not even imagine. Give these guys SharePoint Designer, jQuery, InfoPath, and a little time and they will create views, dashboards, and KPI’s that will blow your mind away and give your execs the “wow” they are looking for. Not only can they deliver that wow factor, but they can mashup, merge, and really help make your SharePoint application usable and deliver an overall better user experience. Before you hand off a project to your SharePoint Custom Code developer, let one of these rockstars look at it and show you what they can do (in probably less time). I would say the second most important role you can fill in your organization is one of these guys. Rockstars in this category are Christina Wheeler, Laura Rogers, Jennifer Mason, and Mark Miller SharePoint Developer – Custom Code If you want to really integrate SharePoint into your legacy systems, or really twist it and make it bend to your will, you are going to have to open up Visual Studio and write some custom code.  Remember, SharePoint is essentially just a big, huge, ginormous .NET application, so you CAN write code to make it do ANYTHING, but do you really want to spend the time and effort to do so? At some point with every other form of SharePoint development you are going to run into SOME limitation (SPD Workflows is the big one that comes to mind). If you truly want to knock down all the walls then custom development is the way to go. PLEASE keep in mind when you are looking for a custom code developer that a .NET developer does NOT equal a SharePoint developer. Just SOME of the things these guys write are: Custom Workflows Custom Web Parts Web Service functionality Import data from legacy systems Export data to legacy systems Custom Actions Event Receivers Service Applications (2010) These guys are also the ones generally responsible for packaging everything up into solution packages (you are doing that, right?). Rockstars in this category are Phil Wicklund, Christina Wheeler, Geoff Varosky, and Brian Jackett. SharePoint Branding “But it LOOKS like SharePoint!” Somebody call the WAAAAAAAAAAAAHMbulance…   Themes, Master Pages, Page Layouts, Zones, and over 2000 styles in CSS.. these guys not only have to be comfortable with all of SharePoint’s quirks and pain points when branding, but they have to know it TWICE for publishing and non-publishing sites.  Not only that, but these guys really need to have an eye for graphic design and be able to translate the ramblings of business into something visually stunning. They also have to be comfortable with XSLT, XML, and be able to hand off what they do to your custom developers for them to package as solutions (which you are doing, right?). These rockstars include Heater Waterman, Cathy Dew, and Marcy Kellar SharePoint Architect SharePoint Architects are generally SharePoint Admins or Developers who have moved into more of a BA role? Is that fair to say? These guys really have a grasp and understanding for what SharePoint IS and what it can do. These guys help you structure your farms to meet your needs and help you design your applications the correct way. It’s always a good idea to bring in a rockstar SharePoint Architect to do a sanity check and make sure you aren’t doing anything stupid.  Most organizations probably do not have a rockstar architect on staff. These guys are generally brought in at the deployment of a farm, upgrade of a farm, or for large development projects. I personally also find architects very useful for sitting down with the business to translate their needs into what SharePoint can do. A good architect will be able to pick out what can be done out-of-the-box and what has to be custom built and hand those requirements to the development Staff. Architects can generally fill in as an admin or a developer when needed. Some rockstar architects are Rick Taylor, Dan Usher, Bill English, Spence Harbar, Neil Hodgkins, Eric Harlan, and Bjørn Furuknap. Other Roles / Specialties On top of all these other roles you also get these people who specialize in things like Reporting, BDC (BCS in 2010), Search, Performance, Security, Project Management, etc... etc... etc... Again, most organizations will not have one of these gurus on staff, they’ll just pay out the nose for them when they need them. :) SharePoint End User Everyone else in your organization that touches SharePoint falls into this category. What they actually DO in SharePoint is determined by your governance and what permissions you give these guys. Hopefully you have these guys on a fairly short leash and are NOT giving them access to tools like SharePoint Designer. Sadly end users are the ones who truly make your deployment a success by using it, but are also your biggest enemy in breaking it.  :)  We love you guys… really!!! Okay, all that’s fine and dandy, but what should MY SharePoint team look like? It depends! Okay… Are you just doing out of the box team sites with no custom development? Then you are probably fine with a great Admin team and a great No-Code Solution Development team. How many people do you need? Depends on how busy you can keep them. Sorry, can’t answer the question about numbers without knowing your specific needs. I can just tell you who you MIGHT need and what they will do for you. I’ll leave you with what my ideal SharePoint Team would look like for a particular scenario: Farm / Organization Structure Dev, QA, and 2 Production Farms. 5000 – 10000 Users Custom Development and Integration with legacy systems Team Sites, My Sites, Intranet, Document libraries and overall company collaboration Team Rockstar SharePoint Administrator 2-3 junior SharePoint Administrators SharePoint Architect / Lead Developer 2 Power User / No-Code Solution Developers 2-3 Custom Code developers Branding expert With a team of that size and skill set, they should be able to keep a substantial SharePoint deployment running smoothly and meet your business needs. This does NOT mean that you would not need to bring in contract help from time to time when you need an uber specialist in one area. Also, this team assumes there will be ongoing development for the life of your SharePoint farm. If you are just going to be doing sporadic custom development, it might make sense to partner with an awesome firm that specializes in that sort of work (I can give you the name of a couple if you are interested).  Again though, the size of your team depends on the number of requests you are receiving and how much active deployment you are doing. So, don’t bring in a team that looks like this and then yell at me because they are sitting around with nothing to do or are so overwhelmed that nothing is getting done. I do URGE you to take the proper time to asses your needs and determine what team is BEST for your organization. Also, PLEASE PLEASE PLEASE do not skimp on the talent. When it comes to SharePoint you really do get what you pay for when it comes to employees, contractors, and software.  SharePoint can become absolutely critical to your business and because you skimped on hiring a developer he created a web part that brings down the farm because he doesn’t know what he’s doing, or you hire an admin who thinks it’s fine to stick everything in the same Content Database and then can’t figure out why people are complaining. SharePoint can be an enormous blessing to an organization or it’s biggest curse. Spend the time and money to do it right, or be prepared to spending even more time and money later to fix it.

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  • The Art of Productivity

    - by dwahlin
    Getting things done has always been a challenge regardless of gender, age, race, skill, or job position. No matter how hard some people try, they end up procrastinating tasks until the last minute. Some people simply focus better when they know they’re out of time and can’t procrastinate any longer. How many times have you put off working on a term paper in school until the very last minute? With only a few hours left your mental energy and focus seem to kick in to high gear especially as you realize that you either get the paper done now or risk failing. It’s amazing how a little pressure can turn into a motivator and allow our minds to focus on a given task. Some people seem to specialize in procrastinating just about everything they do while others tend to be the “doers” who get a lot done and ultimately rise up the ladder at work. What’s the difference between these types of people? Is it pure laziness or are other factors at play? I think that some people are certainly more motivated than others, but I also think a lot of it is based on the process that “doers” tend to follow - whether knowingly or unknowingly. While I’ve certainly fought battles with procrastination, I’ve always had a knack for being able to get a lot done in a relatively short amount of time. I think a lot of my “get it done” attitude goes back to the the strong work ethic my parents instilled in me at a young age. I remember my dad saying, “You need to learn to work hard!” when I was around 5 years old. I remember that moment specifically because I was on a tractor with him the first time I heard it while he was trying to move some large rocks into a pile. The tractor was big but so were the rocks and my dad had to balance the tractor perfectly so that it didn’t tip forward too far. It was challenging work and somewhat tedious but my dad finished the task and taught me a few important lessons along the way including persistence, the importance of having a skill, and getting the job done right without skimping along the way. In this post I’m going to list a few of the techniques and processes I follow that I hope may be beneficial to others. I blogged about the general concept back in 2009 but thought I’d share some updated information and lessons learned since then. Most of the ideas that follow came from learning and refining my daily work process over the years. However, since most of the ideas are common sense (at least in my opinion), I suspect they can be found in other productivity processes that are out there. Let’s start off with one of the most important yet simple tips: Start Each Day with a List. Start Each Day with a List What are you planning to get done today? Do you keep track of everything in your head or rely on your calendar? While most of us think that we’re pretty good at managing “to do” lists strictly in our head you might be surprised at how affective writing out lists can be. By writing out tasks you’re forced to focus on the most important tasks to accomplish that day, commit yourself to those tasks, and have an easy way to track what was supposed to get done and what actually got done. Start every morning by making a list of specific tasks that you want to accomplish throughout the day. I’ll even go so far as to fill in times when I’d like to work on tasks if I have a lot of meetings or other events tying up my calendar on a given day. I’m not a big fan of using paper since I type a lot faster than I write (plus I write like a 3rd grader according to my wife), so I use the Sticky Notes feature available in Windows. Here’s an example of yesterday’s sticky note: What do you add to your list? That’s the subject of the next tip. Focus on Small Tasks It’s no secret that focusing on small, manageable tasks is more effective than trying to focus on large and more vague tasks. When you make your list each morning only add tasks that you can accomplish within a given time period. For example, if I only have 30 minutes blocked out to work on an article I don’t list “Write Article”. If I do that I’ll end up wasting 30 minutes stressing about how I’m going to get the article done in 30 minutes and ultimately get nothing done. Instead, I’ll list something like “Write Introductory Paragraphs for Article”. The next day I may add, “Write first section of article” or something that’s small and manageable – something I’m confident that I can get done. You’ll find that once you’ve knocked out several smaller tasks it’s easy to continue completing others since you want to keep the momentum going. In addition to keeping my tasks focused and small, I also make a conscious effort to limit my list to 4 or 5 tasks initially. I’ve found that if I list more than 5 tasks I feel a bit overwhelmed which hurts my productivity. It’s easy to add additional tasks as you complete others and you get the added benefit of that confidence boost of knowing that you’re being productive and getting things done as you remove tasks and add others. Getting Started is the Hardest (Yet Easiest) Part I’ve always found that getting started is the hardest part and one of the biggest contributors to procrastination. Getting started working on tasks is a lot like getting a large rock pushed to the bottom of a hill. It’s difficult to get the rock rolling at first, but once you manage to get it rocking some it’s really easy to get it rolling on its way to the bottom. As an example, I’ve written 100s of articles for technical magazines over the years and have really struggled with the initial introductory paragraphs. Keep in mind that these are the paragraphs that don’t really add that much value (in my opinion anyway). They introduce the reader to the subject matter and nothing more. What a waste of time for me to sit there stressing about how to start the article. On more than one occasion I’ve spent more than an hour trying to come up with 2-3 paragraphs of text.  Talk about a productivity killer! Whether you’re struggling with a writing task, some code for a project, an email, or other tasks, jumping in without thinking too much is the best way to get started I’ve found. I’m not saying that you shouldn’t have an overall plan when jumping into a task, but on some occasions you’ll find that if you simply jump into the task and stop worrying about doing everything perfectly that things will flow more smoothly. For my introductory paragraph problem I give myself 5 minutes to write out some general concepts about what I know the article will cover and then spend another 10-15 minutes going back and refining that information. That way I actually have some ideas to work with rather than a blank sheet of paper. If I still find myself struggling I’ll write the rest of the article first and then circle back to the introductory paragraphs once I’m done. To sum this tip up: Jump into a task without thinking too hard about it. It’s better to to get the rock at the top of the hill rocking some than doing nothing at all. You can always go back and refine your work.   Learn a Productivity Technique and Stick to It There are a lot of different productivity programs and seminars out there being sold by companies. I’ve always laughed at how much money people spend on some of these motivational programs/seminars because I think that being productive isn’t that hard if you create a re-useable set of steps and processes to follow. That’s not to say that some of these programs/seminars aren’t worth the money of course because I know they’ve definitely benefited some people that have a hard time getting things done and staying focused. One of the best productivity techniques I’ve ever learned is called the “Pomodoro Technique” and it’s completely free. This technique is an extremely simple way to manage your time without having to remember a bunch of steps, color coding mechanisms, or other processes. The technique was originally developed by Francesco Cirillo in the 80s and can be implemented with a simple timer. In a nutshell here’s how the technique works: Pick a task to work on Set the timer to 25 minutes and work on the task Once the timer rings record your time Take a 5 minute break Repeat the process Here’s why the technique works well for me: It forces me to focus on a single task for 25 minutes. In the past I had no time goal in mind and just worked aimlessly on a task until I got interrupted or bored. 25 minutes is a small enough chunk of time for me to stay focused. Any distractions that may come up have to wait until after the timer goes off. If the distraction is really important then I stop the timer and record my time up to that point. When the timer is running I act as if I only have 25 minutes total for the task (like you’re down to the last 25 minutes before turning in your term paper….frantically working to get it done) which helps me stay focused and turns into a “beat the clock” type of game. It’s actually kind of fun if you treat it that way and really helps me focus on a the task at hand. I automatically know how much time I’m spending on a given task (more on this later) by using this technique. I know that I have 5 minutes after each pomodoro (the 25 minute sprint) to waste on anything I’d like including visiting a website, stepping away from the computer, etc. which also helps me stay focused when the 25 minute timer is counting down. I use this technique so much that I decided to build a program for Windows 8 called Pomodoro Focus (I plan to blog about how it was built in a later post). It’s a Windows Store application that allows people to track tasks, productive time spent on tasks, interruption time experienced while working on a given task, and the number of pomodoros completed. If a time estimate is given when the task is initially created, Pomodoro Focus will also show the task completion percentage. I like it because it allows me to track my tasks, time spent on tasks (very useful in the consulting world), and even how much time I wasted on tasks (pressing the pause button while working on a task starts the interruption timer). I recently added a new feature that charts productive and interruption time for tasks since I wanted to see how productive I was from week to week and month to month. A few screenshots from the Pomodoro Focus app are shown next, I had a lot of fun building it and use it myself to as I work on tasks.   There are certainly many other productivity techniques and processes out there (and a slew of books describing them), but the Pomodoro Technique has been the simplest and most effective technique I’ve ever come across for staying focused and getting things done.   Persistence is Key Getting things done is great but one of the biggest lessons I’ve learned in life is that persistence is key especially when you’re trying to get something done that at times seems insurmountable. Small tasks ultimately lead to larger tasks getting accomplished, however, it’s not all roses along the way as some of the smaller tasks may come with their own share of bumps and bruises that lead to discouragement about the end goal and whether or not it is worth achieving at all. I’ve been on several long-term projects over my career as a software developer (I have one personal project going right now that fits well here) and found that repeating, “Persistence is the key!” over and over to myself really helps. Not every project turns out to be successful, but if you don’t show persistence through the hard times you’ll never know if you succeeded or not. Likewise, if you don’t persistently stick to the process of creating a daily list, follow a productivity process, etc. then the odds of consistently staying productive aren’t good.   Track Your Time How much time do you actually spend working on various tasks? If you don’t currently track time spent answering emails, on phone calls, and working on various tasks then you might be surprised to find out that a task that you thought was going to take you 30 minutes ultimately ended up taking 2 hours. If you don’t track the time you spend working on tasks how can you expect to learn from your mistakes, optimize your time better, and become more productive? That’s another reason why I like the Pomodoro Technique – it makes it easy to stay focused on tasks while also tracking how much time I’m working on a given task.   Eliminate Distractions I blogged about this final tip several years ago but wanted to bring it up again. If you want to be productive (and ultimately successful at whatever you’re doing) then you can’t waste a lot of time playing games or on Twitter, Facebook, or other time sucking websites. If you see an article you’re interested in that has no relation at all to the tasks you’re trying to accomplish then bookmark it and read it when you have some spare time (such as during a pomodoro break). Fighting the temptation to check your friends’ status updates on Facebook? Resist the urge and realize how much those types of activities are hurting your productivity and taking away from your focus. I’ll admit that eliminating distractions is still tough for me personally and something I have to constantly battle. But, I’ve made a conscious decision to cut back on my visits and updates to Facebook, Twitter, Google+ and other sites. Sure, my Klout score has suffered as a result lately, but does anyone actually care about those types of scores aside from your online “friends” (few of whom you’ve actually met in person)? :-) Ultimately it comes down to self-discipline and how badly you want to be productive and successful in your career, life goals, hobbies, or whatever you’re working on. Rather than having your homepage take you to a time wasting news site, game site, social site, picture site, or others, how about adding something like the following as your homepage? Every time your browser opens you’ll see a personal message which helps keep you on the right track. You can download my ubber-sophisticated homepage here if interested. Summary Is there a single set of steps that if followed can ultimately lead to productivity? I don’t think so since one size has never fit all. Every person is different, works in their own unique way, and has their own set of motivators, distractions, and more. While I certainly don’t consider myself to be an expert on the subject of productivity, I do think that if you learn what steps work best for you and gradually refine them over time that you can come up with a personal productivity process that can serve you well. Productivity is definitely an “art” that anyone can learn with a little practice and persistence. You’ve seen some of the steps that I personally like to follow and I hope you find some of them useful in boosting your productivity. If you have others you use please leave a comment. I’m always looking for ways to improve.

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