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  • Tigther code - javascript object array

    - by Scott Silvi
    Inside the callback of a $.getJSON call, I have the code outlined below. The first for block aggregates 'total' & assigns values to sov[i]. The map function calculates the percentage of total. I then instantiate a variable called sovData. With the jQuery Flot graph, any objects that are empty aren't added to the pie chart, so this works for up to 7 different slices/datasets. What I'd like to do is only initialize the ones I need (e.g. sovData would have up to 'howMany - 1' (kws.length -1 ) objects inside of it, likely via something similar to dashboards[i] & sov[i]. How would I do this? Code: var sov = [], howMany = kws.length, total = 0, i = 0; for ( i; i < howMany; i++) { total += sov[ i ] = +parseInt(data.sov['sov' + ( i+1 ) ],10) || 0; } var dashboards = data.dashboards; sov = $.map( sov, function(v) { var s = Math.round( ( (v / total) * 10e3 ) / 100); return s < 1 ? 1 : s; }); var sovData = [{ label : dashboards[0], data : sov[0] }, { label : dashboards[1], data : sov[1] }, { label : dashboards[2], data : sov[2] }, { label : dashboards[3], data : sov[3] }, { label : dashboards[4], data : sov[4] }, { label : dashboards[5], data : sov[5] }, { label : dashboards[6], data : sov[6] } ]

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  • CreationName for SSIS 2008 and adding components programmatically

    If you are building SSIS 2008 packages programmatically and adding data flow components, you will probably need to know the creation name of the component to add. I can never find a handy reference when I need one, hence this rather mundane post. See also CreationName for SSS 2005. We start with a very simple snippet for adding a component: // Add the Data Flow Task package.Executables.Add("STOCK:PipelineTask"); // Get the task host wrapper, and the Data Flow task TaskHost taskHost = package.Executables[0] as TaskHost; MainPipe dataFlowTask = (MainPipe)taskHost.InnerObject; // Add OLE-DB source component - ** This is where we need the creation name ** IDTSComponentMetaData90 componentSource = dataFlowTask.ComponentMetaDataCollection.New(); componentSource.Name = "OLEDBSource"; componentSource.ComponentClassID = "DTSAdapter.OLEDBSource.2"; So as you can see the creation name for a OLE-DB Source is DTSAdapter.OLEDBSource.2. CreationName Reference  ADO NET Destination Microsoft.SqlServer.Dts.Pipeline.ADONETDestination, Microsoft.SqlServer.ADONETDest, Version=10.0.0.0, Culture=neutral, PublicKeyToken=89845dcd8080cc91 ADO NET Source Microsoft.SqlServer.Dts.Pipeline.DataReaderSourceAdapter, Microsoft.SqlServer.ADONETSrc, Version=10.0.0.0, Culture=neutral, PublicKeyToken=89845dcd8080cc91 Aggregate DTSTransform.Aggregate.2 Audit DTSTransform.Lineage.2 Cache Transform DTSTransform.Cache.1 Character Map DTSTransform.CharacterMap.2 Checksum Konesans.Dts.Pipeline.ChecksumTransform.ChecksumTransform, Konesans.Dts.Pipeline.ChecksumTransform, Version=2.0.0.0, Culture=neutral, PublicKeyToken=b2ab4a111192992b Conditional Split DTSTransform.ConditionalSplit.2 Copy Column DTSTransform.CopyMap.2 Data Conversion DTSTransform.DataConvert.2 Data Mining Model Training MSMDPP.PXPipelineProcessDM.2 Data Mining Query MSMDPP.PXPipelineDMQuery.2 DataReader Destination Microsoft.SqlServer.Dts.Pipeline.DataReaderDestinationAdapter, Microsoft.SqlServer.DataReaderDest, Version=10.0.0.0, Culture=neutral, PublicKeyToken=89845dcd8080cc91 Derived Column DTSTransform.DerivedColumn.2 Dimension Processing MSMDPP.PXPipelineProcessDimension.2 Excel Destination DTSAdapter.ExcelDestination.2 Excel Source DTSAdapter.ExcelSource.2 Export Column TxFileExtractor.Extractor.2 Flat File Destination DTSAdapter.FlatFileDestination.2 Flat File Source DTSAdapter.FlatFileSource.2 Fuzzy Grouping DTSTransform.GroupDups.2 Fuzzy Lookup DTSTransform.BestMatch.2 Import Column TxFileInserter.Inserter.2 Lookup DTSTransform.Lookup.2 Merge DTSTransform.Merge.2 Merge Join DTSTransform.MergeJoin.2 Multicast DTSTransform.Multicast.2 OLE DB Command DTSTransform.OLEDBCommand.2 OLE DB Destination DTSAdapter.OLEDBDestination.2 OLE DB Source DTSAdapter.OLEDBSource.2 Partition Processing MSMDPP.PXPipelineProcessPartition.2 Percentage Sampling DTSTransform.PctSampling.2 Performance Counters Source DataCollectorTransform.TxPerfCounters.1 Pivot DTSTransform.Pivot.2 Raw File Destination DTSAdapter.RawDestination.2 Raw File Source DTSAdapter.RawSource.2 Recordset Destination DTSAdapter.RecordsetDestination.2 RegexClean Konesans.Dts.Pipeline.RegexClean.RegexClean, Konesans.Dts.Pipeline.RegexClean, Version=2.0.0.0, Culture=neutral, PublicKeyToken=d1abe77e8a21353e Row Count DTSTransform.RowCount.2 Row Count Plus Konesans.Dts.Pipeline.RowCountPlusTransform.RowCountPlusTransform, Konesans.Dts.Pipeline.RowCountPlusTransform, Version=2.0.0.0, Culture=neutral, PublicKeyToken=b2ab4a111192992b Row Number Konesans.Dts.Pipeline.RowNumberTransform.RowNumberTransform, Konesans.Dts.Pipeline.RowNumberTransform, Version=2.0.0.0, Culture=neutral, PublicKeyToken=b2ab4a111192992b Row Sampling DTSTransform.RowSampling.2 Script Component Microsoft.SqlServer.Dts.Pipeline.ScriptComponentHost, Microsoft.SqlServer.TxScript, Version=10.0.0.0, Culture=neutral, PublicKeyToken=89845dcd8080cc91 Slowly Changing Dimension DTSTransform.SCD.2 Sort DTSTransform.Sort.2 SQL Server Compact Destination Microsoft.SqlServer.Dts.Pipeline.SqlCEDestinationAdapter, Microsoft.SqlServer.SqlCEDest, Version=10.0.0.0, Culture=neutral, PublicKeyToken=89845dcd8080cc91 SQL Server Destination DTSAdapter.SQLServerDestination.2 Term Extraction DTSTransform.TermExtraction.2 Term Lookup DTSTransform.TermLookup.2 Trash Destination Konesans.Dts.Pipeline.TrashDestination.Trash, Konesans.Dts.Pipeline.TrashDestination, Version=2.0.0.0, Culture=neutral, PublicKeyToken=b8351fe7752642cc TxTopQueries DataCollectorTransform.TxTopQueries.1 Union All DTSTransform.UnionAll.2 Unpivot DTSTransform.UnPivot.2 XML Source Microsoft.SqlServer.Dts.Pipeline.XmlSourceAdapter, Microsoft.SqlServer.XmlSrc, Version=10.0.0.0, Culture=neutral, PublicKeyToken=89845dcd8080cc91 Here is a simple console program that can be used to enumerate the pipeline components installed on your machine, and dumps out a list of all components like that above. You will need to add a reference to the Microsoft.SQLServer.ManagedDTS assembly. using System; using System.Diagnostics; using Microsoft.SqlServer.Dts.Runtime; public class Program { static void Main(string[] args) { Application application = new Application(); PipelineComponentInfos componentInfos = application.PipelineComponentInfos; foreach (PipelineComponentInfo componentInfo in componentInfos) { Debug.WriteLine(componentInfo.Name + "\t" + componentInfo.CreationName); } Console.Read(); } }

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  • SQL SERVER – Update Statistics are Sampled By Default

    - by pinaldave
    After reading my earlier post SQL SERVER – Create Primary Key with Specific Name when Creating Table on Statistics, I have received another question by a blog reader. The question is as follows: Question: Are the statistics sampled by default? Answer: Yes. The sampling rate can be specified by the user and it can be anywhere between a very low value to 100%. Let us do a small experiment to verify if the auto update on statistics is left on. Also, let’s examine a very large table that is created and statistics by default- whether the statistics are sampled or not. USE [AdventureWorks] GO -- Create Table CREATE TABLE [dbo].[StatsTest]( [ID] [int] IDENTITY(1,1) NOT NULL, [FirstName] [varchar](100) NULL, [LastName] [varchar](100) NULL, [City] [varchar](100) NULL, CONSTRAINT [PK_StatsTest] PRIMARY KEY CLUSTERED ([ID] ASC) ) ON [PRIMARY] GO -- Insert 1 Million Rows INSERT INTO [dbo].[StatsTest] (FirstName,LastName,City) SELECT TOP 1000000 'Bob', CASE WHEN ROW_NUMBER() OVER (ORDER BY a.name)%2 = 1 THEN 'Smith' ELSE 'Brown' END, CASE WHEN ROW_NUMBER() OVER (ORDER BY a.name)%10 = 1 THEN 'New York' WHEN ROW_NUMBER() OVER (ORDER BY a.name)%10 = 5 THEN 'San Marino' WHEN ROW_NUMBER() OVER (ORDER BY a.name)%10 = 3 THEN 'Los Angeles' ELSE 'Houston' END FROM sys.all_objects a CROSS JOIN sys.all_objects b GO -- Update the statistics UPDATE STATISTICS [dbo].[StatsTest] GO -- Shows the statistics DBCC SHOW_STATISTICS ("StatsTest"PK_StatsTest) GO -- Clean up DROP TABLE [dbo].[StatsTest] GO Now let us observe the result of the DBCC SHOW_STATISTICS. The result shows that Resultset is for sure sampling for a large dataset. The percentage of sampling is based on data distribution as well as the kind of data in the table. Before dropping the table, let us check first the size of the table. The size of the table is 35 MB. Now, let us run the above code with lesser number of the rows. USE [AdventureWorks] GO -- Create Table CREATE TABLE [dbo].[StatsTest]( [ID] [int] IDENTITY(1,1) NOT NULL, [FirstName] [varchar](100) NULL, [LastName] [varchar](100) NULL, [City] [varchar](100) NULL, CONSTRAINT [PK_StatsTest] PRIMARY KEY CLUSTERED ([ID] ASC) ) ON [PRIMARY] GO -- Insert 1 Hundred Thousand Rows INSERT INTO [dbo].[StatsTest] (FirstName,LastName,City) SELECT TOP 100000 'Bob', CASE WHEN ROW_NUMBER() OVER (ORDER BY a.name)%2 = 1 THEN 'Smith' ELSE 'Brown' END, CASE WHEN ROW_NUMBER() OVER (ORDER BY a.name)%10 = 1 THEN 'New York' WHEN ROW_NUMBER() OVER (ORDER BY a.name)%10 = 5 THEN 'San Marino' WHEN ROW_NUMBER() OVER (ORDER BY a.name)%10 = 3 THEN 'Los Angeles' ELSE 'Houston' END FROM sys.all_objects a CROSS JOIN sys.all_objects b GO -- Update the statistics UPDATE STATISTICS [dbo].[StatsTest] GO -- Shows the statistics DBCC SHOW_STATISTICS ("StatsTest"PK_StatsTest) GO -- Clean up DROP TABLE [dbo].[StatsTest] GO You can see that Rows Sampled is just the same as Rows of the table. In this case, the sample rate is 100%. Before dropping the table, let us also check the size of the table. The size of the table is less than 4 MB. Let us compare the Result set just for a valid reference. Test 1: Total Rows: 1000000, Rows Sampled: 255420, Size of the Table: 35.516 MB Test 2: Total Rows: 100000, Rows Sampled: 100000, Size of the Table: 3.555 MB The reason behind the sample in the Test1 is that the data space is larger than 8 MB, and therefore it uses more than 1024 data pages. If the data space is smaller than 8 MB and uses less than 1024 data pages, then the sampling does not happen. Sampling aids in reducing excessive data scan; however, sometimes it reduces the accuracy of the data as well. Please note that this is just a sample test and there is no way it can be claimed as a benchmark test. The result can be dissimilar on different machines. There are lots of other information can be included when talking about this subject. I will write detail post covering all the subject very soon. Reference: Pinal Dave (http://blog.SQLAuthority.com) Filed under: Pinal Dave, SQL, SQL Authority, SQL Index, SQL Optimization, SQL Performance, SQL Query, SQL Scripts, SQL Server, SQL Tips and Tricks, T SQL, Technology Tagged: SQL Statistics

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  • SQL SERVER – Introduction to Wait Stats and Wait Types – Wait Type – Day 1 of 28

    - by pinaldave
    I have been working a lot on Wait Stats and Wait Types recently. Last Year, I requested blog readers to send me their respective server’s wait stats. I appreciate their kind response as I have received  Wait stats from my readers. I took each of the results and carefully analyzed them. I provided necessary feedback to the person who sent me his wait stats and wait types. Based on the feedbacks I got, many of the readers have tuned their server. After a while I got further feedbacks on my recommendations and again, I collected wait stats. I recorded the wait stats and my recommendations and did further research. At some point at time, there were more than 10 different round trips of the recommendations and suggestions. Finally, after six month of working my hands on performance tuning, I have collected some real world wisdom because of this. Now I plan to share my findings with all of you over here. Before anything else, please note that all of these are based on my personal observations and opinions. They may or may not match the theory available at other places. Some of the suggestions may not match your situation. Remember, every server is different and consequently, there is more than one solution to a particular problem. However, this series is written with kept wait stats in mind. While I was working on various performance tuning consultations, I did many more things than just tuning wait stats. Today we will discuss how to capture the wait stats. I use the script diagnostic script created by my friend and SQL Server Expert Glenn Berry to collect wait stats. Here is the script to collect the wait stats: -- Isolate top waits for server instance since last restart or statistics clear WITH Waits AS (SELECT wait_type, wait_time_ms / 1000. AS wait_time_s, 100. * wait_time_ms / SUM(wait_time_ms) OVER() AS pct, ROW_NUMBER() OVER(ORDER BY wait_time_ms DESC) AS rn FROM sys.dm_os_wait_stats WHERE wait_type NOT IN ('CLR_SEMAPHORE','LAZYWRITER_SLEEP','RESOURCE_QUEUE','SLEEP_TASK' ,'SLEEP_SYSTEMTASK','SQLTRACE_BUFFER_FLUSH','WAITFOR', 'LOGMGR_QUEUE','CHECKPOINT_QUEUE' ,'REQUEST_FOR_DEADLOCK_SEARCH','XE_TIMER_EVENT','BROKER_TO_FLUSH','BROKER_TASK_STOP','CLR_MANUAL_EVENT' ,'CLR_AUTO_EVENT','DISPATCHER_QUEUE_SEMAPHORE', 'FT_IFTS_SCHEDULER_IDLE_WAIT' ,'XE_DISPATCHER_WAIT', 'XE_DISPATCHER_JOIN', 'SQLTRACE_INCREMENTAL_FLUSH_SLEEP')) SELECT W1.wait_type, CAST(W1.wait_time_s AS DECIMAL(12, 2)) AS wait_time_s, CAST(W1.pct AS DECIMAL(12, 2)) AS pct, CAST(SUM(W2.pct) AS DECIMAL(12, 2)) AS running_pct FROM Waits AS W1 INNER JOIN Waits AS W2 ON W2.rn <= W1.rn GROUP BY W1.rn, W1.wait_type, W1.wait_time_s, W1.pct HAVING SUM(W2.pct) - W1.pct < 99 OPTION (RECOMPILE); -- percentage threshold GO This script uses Dynamic Management View sys.dm_os_wait_stats to collect the wait stats. It omits the system-related wait stats which are not useful to diagnose performance-related bottleneck. Additionally, not OPTION (RECOMPILE) at the end of the DMV will ensure that every time the query runs, it retrieves new data and not the cached data. This dynamic management view collects all the information since the time when the SQL Server services have been restarted. You can also manually clear the wait stats using the following command: DBCC SQLPERF('sys.dm_os_wait_stats', CLEAR); Once the wait stats are collected, we can start analysis them and try to see what is causing any particular wait stats to achieve higher percentages than the others. Many waits stats are related to one another. When the CPU pressure is high, all the CPU-related wait stats show up on top. But when that is fixed, all the wait stats related to the CPU start showing reasonable percentages. It is difficult to have a sure solution, but there are good indications and good suggestions on how to solve this. I will keep this blog post updated as I will post more details about wait stats and how I reduce them. The reference to Book On Line is over here. Of course, I have selected February to run this Wait Stats series. I am already cheating by having the smallest month to run this series. :) Reference: Pinal Dave (http://blog.SQLAuthority.com) Filed under: DMV, Pinal Dave, PostADay, SQL, SQL Authority, SQL Optimization, SQL Performance, SQL Query, SQL Scripts, SQL Server, SQL Tips and Tricks, SQL Wait Stats, SQL Wait Types, T SQL, Technology

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  • Social Media Talk: Facebook, Really?? How Has It Become This Popular??

    - by david.talamelli
    If you have read some of my previous posts over the past few years either here or on my personal blog David's Journal on Tap you will know I am a Social Media enthusiast. I use various social media sites everday in both my work and personal life. I was surprised to read today on Mashable.com that Facebook now Commands 41% of Social Media Trafic. When I think of the Social Media sites I use most, the sites that jump into my mind first are LinkedIn, Blogging and Twitter. I do use Facebook in both work and in my personal life but on the list of sites I use it probably ranks closer to the bottom of the list rather than the top. I know Facebook is engrained in everything these days - but really I am not a huge Facebook fan - and I am finding that over the past 3-6 months my interest in Facebook is going down rather than up. From a work perspective - SM sites let me connect with candidates and communities and they help me talk about the things that I am doing here at Oracle. From a personal perspective SM sites let me keep in touch with friends and family both here and overseas in a really simple and easy way. Sites like LinkedIn give me a great way to proactively talk to both active and passive candidates. Twitter is fantastic to keep in touch with industry trends and keep up to date on the latest trending topics as well as follow conversations about whatever keyword you want to follow. Blogging lets me share my thoughts and ideas with others and while FB does have some great benefits I don't think the benefits outweigh the negatives of using FB. I use TweetDeck to keep track of my twitter feeds, the latest LinkedIn updates and Facebook updates. Tweetdeck is a great tool as it consolidates these 3 SM sites for me and I can quickly scan to see the latest news on any of them. From what I have seen from Facebook it looks like 70%-80% of people are using FB to grow their farm on farmville, start a mafia war on mafiawars or read their horoscope, check their love percentage, etc...... In between all these "updates" every now and again you do see a real update from someone who actually has something to say but there is so much "white noise" on FB from all the games and apps that is hard to see the real messages from all the 'games' information. I don't like having to scroll through what seems likes pages of farmville updates only to get one real piece of information. For me this is where FB's value really drops off. While I use SM everyday I try to use SM effectively. Sifting through so much noise is not effective and really I am not all that interested in Farmville, MafiaWars or any similar game/app. But what about Groups and Facebook Ads?? Groups are ok, but I am not sure I would call them SM game changers - yes there is a group for everything out there, but a group whether it is on FB or not is only as good as the community that supports and participates in it. Many of the Groups on FB (and elsewhere) are set up and never used or promoted by the moderator. I have heard that FB ads do have an impact, and I have not really looked at them - the question of cost jumps and return on investment comes to my mind though. FB does have some benefits, it is a great way to keep in touch with people and a great way to talk to others. I think it would have been interesting to see a different statistic measuring how effective that 41% of Social Media Traffic via FB really is or is it just a case of more people jumping online to play games. To me FB does not equal SM effectiveness, at the moment it is a tool that I sometimes need to use as opposed to want to use. This article was originally posted on David Talamelli's Blog - David's Journal on Tap

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  • Text Expansion Awareness for UX Designers: Points to Consider

    - by ultan o'broin
    Awareness of translated text expansion dynamics is important for enterprise applications UX designers (I am assuming all source text for translation is in English, though apps development can takes place in other natural languages too). This consideration goes beyond the standard 'character multiplication' rule and must take into account the avoidance of other layout tricks that a designer might be tempted to try. Follow these guidelines. For general text expansion, remember the simple rule that the shorter the word is in the English, the longer it will need to be in English. See the examples provided by Richard Ishida of the W3C and you'll get the idea. So, forget the 30 percent or one inch minimum expansion rule of the old Forms days. Unfortunately remembering convoluted text expansion rules, based as a percentage of the US English character count can be tough going. Try these: Up to 10 characters: 100 to 200% 11 to 20 characters: 80 to 100% 21 to 30 characters: 60 to 80% 31 to 50 characters: 40 to 60% 51 to 70 characters: 31 to 40% Over 70 characters: 30% (Source: IBM) So it might be easier to remember a rule that if your English text is less than 20 characters then allow it to double in length (200 percent), and then after that assume an increase by half the length of the text (50%). (Bear in mind that ADF can apply truncation rules on some components in English too). (If your text is stored in a database, developers must make sure the table column widths can accommodate the expansion of your text when translated based on byte size for the translated character and not numbers of characters. Use Unicode. One character does not equal one byte in the multilingual enterprise apps world.) Rely on a graceful transformation of translated text. Let all pages to resize dynamically so the text wraps and flow naturally. ADF pages supports this already. Think websites. Don't hard-code alignments. Use Start and End properties on components and not Left or Right. Don't force alignments of components on the page by using texts of a certain length as spacers. Use proper label positioning and anchoring in ADF components or other technologies. Remember that an increase in text length means an increase in vertical space too when pages are resized. So don't hard-code vertical heights for any text areas. Don't be tempted to manually create text or printed reports this way either. They cannot be translated successfully, and are very difficult to maintain in English. Use XML, HTML, RTF and so on. Check out what Oracle BI Publisher offers. Don't force wrapping by using tricks such as /n or /t characters or HTML BR tags or forced page breaks. Once the text is translated the alignment will be destroyed. The position of the breaking character or tag would need to be moved anyway, or even removed. When creating tables, then use table components. Don't use manually created tables that reply on word length to maintain column and row alignment. For example, don't use codeblock elements in HTML; use the proper table elements instead. Once translated, the alignment of manually formatted tabular data is destroyed. Finally, if there is a space restriction, then don't use made-up acronyms, abbreviations or some form of daft text speak to save space. Besides being incomprehensible in English, they may need full translations of the shortened words, even if they can be figured out. Use approved or industry standard acronyms according to the UX style rules, not as a space-saving device. Restricted Real Estate on Mobile Devices On mobile devices real estate is limited. Using shortened text is fine once it is comprehensible. Users in the mobile space prefer brevity too, as they are on the go, performing three-minute tasks, with no time to read lengthy texts. Using fragments and lightning up on unnecessary articles and getting straight to the point with imperative forms of verbs makes sense both on real estate and user experience grounds.

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  • Observations From The Corner of a Starbucks

    - by Chris Williams
    I’ve spent the last 3 days sitting in a Starbucks for 4-8 hours at a time. As a result, I’ve observed a lot of interesting behavior and people (most of whom were uninteresting themselves.) One of the things I’ve noticed is that most people don’t sit down. They come in, get their drink and go. The ones that do sit down, stay much longer than it takes to consume their drink. The drink is just an incidental purchase. Certainly not the reason they are here. Most of the people who sit also have laptops. Probably around 75%. Only a few have kids (with them) but the ones that do, have very small kids. Toddlers or younger. Of all the “campers” only a small percentage are wearing headphone, presumably because A) external noise doesn’t bother them or B) they aren’t working on anything important. My buddy George falls into category A, but he grew up in a house full of people. Silence freaks him out far more than noise. My brother and I, on the other hand, were both only children and don’t handle noisy distractions well. He needs it quiet (like a tomb) and I need music. Go figure… I can listen to Britney Spears mixed with Apoptygma Berzerk and Anthrax and crank out 30 pages, but if your toddler is banging his spoon on the table, you’re getting a dirty look… unless I have music, then all is right with the world. Anyway, enough about me. Most of the people who come in as a group are smiling when they enter. Half as many are smiling when they leave. People who come in alone typically aren’t smiling at all. The average age, over the last three days seems to be early 30s… with a couple of senior citizens and teenagers at either end of the curve. The teenagers almost never stay. They have better stuff to do on a nice day. The senior citizens are split nearly evenly between campers and in&outs. Most of the non-solo campers have 1 person with a laptop, while the other reads the paper or a book. Some campers bring multiple laptops… but only really look at one of them. This Starbucks has a drive through. The line is almost never more than 2-3 cars long but apparently a lot of the in&out people would rather come in and stand in line behind (up to) 5 people. The music in here sucks. My musical tastes can best be described as eclectic to bad, but I can still get work done (see above.) I find the music in this particular Starbucks to be discordant and jarring. At this Starbucks, the coffee lingo is apparently something that is meant to occur between employees only. The nice lady at the counter can handle orders in plain English and translate them to Baristaspeak (Baristese?) quite efficiently. If you order in Baristaspeak however, she will look confused and repeat your order back to you in plain English to confirm you actually meant what you said. Then she will say it in Baristaspeak to the lady making your drink. Nobody in this Starbucks (other than the Baristas) makes eye-contact… at least not with me. Of course that may be indicative of a separate issue. ;)

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  • Make Text and Images Easier to Read with the Windows 7 Magnifier

    - by DigitalGeekery
    Do you have impaired vision or find it difficult to read small print on your computer screen? Today, we’ll take a closer look at how to magnify that hard to read content with the Magnifier in Windows 7. Magnifier was available in previous versions of Windows, but the Windows 7 version comes with some notable improvements. There are now three screen modes in Magnifier. Full Screen and Lens mode, however, require Windows Aero to be enabled. If your computer doesn’t support Aero, or if you’re not using am Aero theme, Magnifier will only work in Docked mode. Using Magnifier in Windows 7 You can find the Magnifier by going to Start > All Programs > Accessories > Ease of Access > Magnifier.   Alternately, you can type magnifier into the Search box in the Start Menu and hit Enter. On the Magnifier toolbar, choose your View mode by clicking Views and choosing from the available options. Clicking the plus (+) and minus (-) buttons will zoom in or zoom out. You can change the zoom in/out percentage by adjusting the slider bar. You can also enable color inversion and select tracking options. Click OK when finished to save your settings.   After a brief period, the Magnifier Toolbar will switch to a magnifying glass icon. Simply click the magnifying glass to display the Magnifier Toolbar again.   Docked Mode In Docked mode, a portion of the screen is magnified and docked at the top of the screen. The rest of your desktop will remain in it’s normal state. You can then control which area of the screen is magnified by moving your mouse.   Full Screen Mode This magnifies your entire screen and follows your mouse as you move it around. If you loose track of where you are on the screen, use the Ctrl + Alt + Spacebar shortcut to preview where your mouse pointer is on the screen.   Lens Mode The Lens screen mode is similar to holding a magnifying glass up to your screen. Full screen mode magnifies the area around the mouse. The magnified area moves around the screen with your mouse.    Shortcut Keys Windows key + (+) to zoom in Windows key + (-) to zoom out Windows key + ESC to exit Ctrl + Alt + F – Full screen mode Ctrl + Alt + L – Lens mode Ctrl + Alt + D – Dock mode Ctrl + Alt + R – Resize the lens Ctrl + Alt + Spacebar – Preview full screen Conclusion Windows Magnifier is a nice little tool if you have impaired vision or just need to make items on the screen easier to read. Similar Articles Productive Geek Tips New Features in WordPad and Paint in Windows 7How-To Geek on Lifehacker: How to Make Windows Vista Less AnnoyingUsing Comments in Word 2007 DocumentsMake Your PC Look Like Windows Phone 7Use Image Placeholders to Display Documents Faster in Word TouchFreeze Alternative in AutoHotkey The Icy Undertow Desktop Windows Home Server – Backup to LAN The Clear & Clean Desktop Use This Bookmarklet to Easily Get Albums Use AutoHotkey to Assign a Hotkey to a Specific Window Latest Software Reviews Tinyhacker Random Tips HippoRemote Pro 2.2 Xobni Plus for Outlook All My Movies 5.9 CloudBerry Online Backup 1.5 for Windows Home Server Windows Media Player Plus! – Cool WMP Enhancer Get Your Team’s World Cup Schedule In Google Calendar Backup Drivers With Driver Magician TubeSort: YouTube Playlist Organizer XPS file format & XPS Viewer Explained Microsoft Office Web Apps Guide

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  • Failure Sucks, But Does It Have To?

    - by steve.diamond
    Hey Folks--It's "elephant in the room" time. Imagine a representative from a CRM VENDOR discussing CRM FAILURES. Well. I recently saw this blog post from Michael Krigsman on "six ways CRM projects go wrong." Now, I know this may come off defensive, but my comments apply to ALL CRM vendors, not just Oracle. As I perused the list, I couldn't find any failures related to technology. They all seemed related to people or process. Now, this isn't about finger pointing, or impugning customers. I love customers! And when they fail, WE fail. Although I sit in the cheap seats, i.e., I haven't funded any multi-million dollar CRM initiatives lately, I kept wondering how to convert the perception of failure as something that ends and is never to be mentioned again (see Michael's reason #4), to something that one learns from and builds upon. So to continue my tradition of speaking in platitudes, let me propose the following three tenets: 1) Try and get ahead of your failures while they're very very small. 2) Immediately assess what you can learn from those failures. 3) With more than 15 years of CRM deployments, seek out those vendors that have a track record both in learning from "misses" and in supporting MANY THOUSANDS of CRM successes at companies of all types and sizes. Now let me digress briefly with an unpleasant (for me, anyway) analogy. I really don't like flying. Call it 'fear of dying' or 'fear of no control.' Whatever! I've spoken with quite a few commercial pilots over the years, and they reassure me that there are multiple failures on most every flight. We as passengers just don't know about them. Most of them are too miniscule to make a difference, and most of them are "caught" before they become LARGER failures. It's typically the mid-sized to colossal failures we hear about, and a significant percentage of those are due to human error. What's the point? I'd propose that organizations consider the topic of FAILURE in five grades. On one end, FAILURE Grade 1 is a minor/miniscule failure. On the other end, FAILURE Grade 5 is a colossal failure A Grade 1 CRM FAILURE could be that a particular interim milestone was missed. Why? What can we learn from that? How can we prevent that from happening as we proceed through the project? Individual organizations will need to define their own Grade 2 and Grade 3 failures. The opportunity is to keep those Grade 3 failures from escalating any further. Because honestly, a GRADE 5 failure may not be recoverable. It could result in a project being pulled, countless amounts of hours and dollars lost, and jobs lost. We don't want to go there. In closing, I want to thank Michael for opening my eyes up to the world of "color," versus thinking of failure as both "black and white" and a dead end road that organizations can't learn from and avoid discussing like the plague.

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  • How can we improve overall Programmer Education & Training?

    - by crosenblum
    Last week, I was just viewing this amazing interview by Kevin Rose of Phillip Rosedale, of Second Life. And they had an amazing discussion about how to find, hire and identify good programmer's, and how hard it is to find good ones. Which has lead me to really think about the way we programmer's learn, are taught. For a majority of us, myself included, we are self-taught. Which is great about being a programmer, anyone can learn and develop skills. But this also means, that there is no real standards of what a good programmer is/are, and what kind of environment's encourage the growth of programming skills. This isn't so much a question, but just a desire in me, to see how we can change the culture of programming, and the manager's of programming, so that education and self-improvement is encouraged. There are a lot of avenue's for continued education, youtube videos, books, conferences, but because of the experiental nature of what we do, it isn't always clear what's important to learn and to master. Let's look at the The Joel 12 Steps. The Joel Test Do you use source control? Can you make a build in one step? Do you make daily builds? Do you have a bug database? Do you fix bugs before writing new code? Do you have an up-to-date schedule? Do you have a spec? Do programmers have quiet working conditions? Do you use the best tools money can buy? Do you have testers? Do new candidates write code during their interview? Do you do hallway usability testing? I think all of these have important value, but because of something I call the Experiential Gap, if a programmer or manager has never experienced any of the negative consequences for not having done items on the list, they will never see the need to do any of them. The Experiental Gap, is my basic theory, that each of us has different jobs and different experiences. So for some of us, that have always worked with dozens of programmer's, source control is a must have. But for people who have always been the only programmer, they can not imagine the need for source control. And it's because of this major flaw in how we learn, that we evaluate people by what best practices they do or not do, and the reason for either can start a flame war. We always evaluate people in our field by what they do, and think "Oh if this guy/gal isn't doing xyz best practice, he/she can't be a good programmer, so let's not waste time or energy talking to them." This is exactly why we have so many programming flame wars, that it becomes, because of the Experiental Gap, we can't imagine people not having made the decisions that we have had to made. So this has lead me to think, that we totally need to rethink how we train, educate and manage programmer's. For example, what percentage of you have had encouragement by your manager's to go to conferences, and even have them pay for it? For me, and a lot of people, this is extremely rare, a lot of us would love to go to conferences, to learn more, but the money ain't there to do that. So the point of this question is really to spark a lot of how can we train, learn and manage better? How can we create a new culture of learning that doesn't insult people for not having the same job experiences. Yes we all have jobs and work to do, but our ability to do our jobs well, depends on our desire, interest and support in improving our mastery of our skills. Right now, I see our culture being rather disorganized, we support the elite, but those tons of us that want to get better, just don't have enough support to learn and improve ourselves. I mean, do we as an industry, want to be perceived as just replaceable cogs? Thank you...

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  • C#: A "Dumbed-Down" C++?

    - by James Michael Hare
    I was spending a lovely day this last weekend watching my sons play outside in one of the better weekends we've had here in Saint Louis for quite some time, and whilst watching them and making sure no limbs were broken or eyes poked out with sticks and other various potential injuries, I was perusing (in the correct sense of the word) this month's MSDN magazine to get a sense of the latest VS2010 features in both IDE and in languages. When I got to the back pages, I saw a wonderful article by David S. Platt entitled, "In Praise of Dumbing Down"  (msdn.microsoft.com/en-us/magazine/ee336129.aspx).  The title captivated me and I read it and found myself agreeing with it completely especially as it related to my first post on divorcing C++ as my favorite language. Unfortunately, as Mr. Platt mentions, the term dumbing-down has negative connotations, but is really and truly a good thing.  You are, in essence, taking something that is extremely complex and reducing it to something that is much easier to use and far less error prone.  Adding safeties to power tools and anti-kick mechanisms to chainsaws are in some sense "dumbing them down" to the common user -- but that also makes them safer and more accessible for the common user.  This was exactly my point with C++ and C#.  I did not mean to infer that C++ was not a useful or good language, but that in a very high percentage of cases, is too complex and error prone for the job at hand. Choosing the correct programming language for a job is a lot like choosing any other tool for a task.  For example: if I want to dig a French drain in my lawn, I can attempt to use a huge tractor-like backhoe and the job would be done far quicker than if I would dig it by hand.  I can't deny that the backhoe has the raw power and speed to perform.  But you also cannot deny that my chances of injury or chances of severing utility lines or other resources climb at an exponential rate inverse to the amount of training I may have on that machinery. Is C++ a powerful tool?  Oh yes, and it's great for those tasks where speed and performance are paramount.  But for most of us, it's the wrong tool.  And keep in mind, I say this even though I have 17 years of experience in using it and feel myself highly adept in utilizing its features both in the standard libraries, the STL, and in supplemental libraries such as BOOST.  Which, although greatly help with adding powerful features quickly, do very little to curb the relative dangers of the language. So, you may say, the fault is in the developer, that if the developer had some higher skills or if we only hired C++ experts this would not be an issue.  Now, I will concede there is some truth to this.  Obviously, the higher skilled C++ developers you hire the better the chance they will produce highly performant and error-free code.  However, what good is that to the average developer who cannot afford a full stable of C++ experts? That's my point with C#:  It's like a kinder, gentler C++.  It gives you nearly the same speed, and in many ways even more power than C++, and it gives you a much softer cushion for novices to fall against if they code less-than-optimally.  A bug is a bug, of course, in any language, but C# does a good job of hiding and taking on the task of handling almost all of the resource issues that make C++ so tricky.  For my money, C# is much more maintainable, more feature-rich, second only slightly in performance, faster to market, and -- last but not least -- safer and easier to use.  That's why, where I work, I much prefer to see the developers moving to C#.  The quantity of bugs is much lower, and we don't need to hire "experts" to achieve the same results since the language itself handles those resource pitfalls so prevalent in poorly written C++ code.  C++ will still have its place in the world, and I'm sure I'll still use it now and again where it is truly the correct tool for the job, but for nearly every other project C# is a wonderfully "dumbed-down" version of C++ -- in the very best sense -- and to me, that's the smart choice.

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  • App Stores&ndash;In All Things, Its Quality Over Quantity

    - by D'Arcy Lussier
    Everybody has an opinion about Windows 8. People love it, people hate it, people are meh about it, people are apparently buying it from Microsoft stores in NYC as if it was water before a natural disaster…if there’s one thing that Microsoft product launches do well, its the ability to bring out strong emotional responses. Over at eweek.com, Don Reisinger wrote about 5 good and bad things about Windows 8. Yes, another opinion piece on WIndows 8. I figured since this one had good and bad it might be worthwhile to read. I then came across #10 on his list, and figured “What the hell…might as well post a bit of a rant on Windows 8 myself!” Here’s #10: 10. Bad: Too few apps Unfortunately, Microsoft wasn’t able to get too many developers to start producing applications for its Windows 8 Store. Microsoft hasn’t yet released official numbers, but some have said that the marketplace has less than 8,000 programs. Considering Apple’s App Store has 100 times that, it’s about time Microsoft starts leaning on developers to get more programs into its store. Believe me, Microsoft *has* been leaning on developers to get apps into the store. I’ve been asked at least 5 or 6 times from 5 or 6 different friends at Microsoft about whether I was going to write a Windows 8 app. I think Microsoft felt they had to try and address the number of apps available in their marketplace, since some people (like Don) would draw comparisons to the number of apps in the Apple marketplace. I feel for Microsoft in this, since the number of apps in a marketplace are an empty stat. Quality of Quantity I have an iPad that my family (wife, 10yo daughter, 3yo daughter) use. We all have our own apps installed on it. In addition, my wife has an iPhone 4S that she also installs apps on. As someone who gets asked by his kids often whether they can buy/download an app, the vast majority of the vast catalogue of iOS marketplace apps are crap! Do you realize how many “free” games are out there, only to really be not-free because you have to purchase in-game content to make the game actually playable? And how about searching – with such a vast array of apps and such high numbers of craptastic ones, trying to find something is incredibly difficult and can be frustrating. I would rather see that Microsoft has 8000 high quality apps in their store at launch, instead of 800000 that were mostly junk. Too Few Apps?! And seriously, 8000 is not a small number. How many iOS apps have I actually bought between the iPad and iPhone? I’ll be generous and say 30…heck, let’s round it up to 40. It’s not like I have 10,000 apps installed on my iPad, nor will that ever happen! So if people have, at the *launch* of a new platform ecosystem, EIGHT THOUSAND apps to choose from, I don’t see that as a fail at all! It should be noted that most of the most common apps (Netflix, Skype, etc.) are available for Windows 8 at launch – I guess I’ll have to wait a few weeks for My Pony Ranch and all its clones to start showing up; pity. Let’s Check Back in a Year So look, let’s check back in a year’s time and see what the app store looks like. My hope is that Microsoft doesn’t continue to push quantity over quality. Even knowing the optics that # of apps in the store carries and the pressure to catch Apple and Android marketplaces, I hope Microsoft avoids the scenario where there’s a good percentage of apps in the Windows Store that are utter rubbish and finding the gems will be cumbersome. But if that happens, we can thank guys like Dan who raised the false issue of app count at the launch for it.

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  • Unlocking High Performance with Policy Administration Replacement

    - by helen.pitts(at)oracle.com
    Normal 0 false false false EN-US X-NONE X-NONE /* 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-ansi-language:EN-CA; mso-fareast-language:EN-CA;} Normal 0 false false false EN-US X-NONE X-NONE /* 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-ansi-language:EN-CA; mso-fareast-language:EN-CA;} It is clear the insurance industry is undergoing significant changes as it consolidates and prepares for growth. The increasing focus on customer centricity, enhanced and speedier product development capabilities, and compliance with regulatory changes has forced companies to rethink well-entrenched policy administration processes. In previous Oracle Insurance blogs I’ve highlighted industry research pointing to policy administration replacement as a top IT priority for carriers. It is predicted that by 2013, the global IT spend on policy administration alone is likely to be almost 22 percentage of the total insurance IT spend. To achieve growth, insurers are adopting new pricing models, enhancing distribution reach, and quickly launching new products and services—all of which depend on agile and effective policy administration processes and technologies. Next month speakers from Oracle Insurance and Capgemini Financial Services will discuss how insurers can competitively drive high performance through policy administration replacement during a free, one-hour webcast hosted by LOMA. Roger Soppe, Oracle senior director, Insurance Strategy, together with Capgemini’s Lars Ernsting, leader, Life & Pensions COE, and Scott Mampre, vice president, Insurance, will be the speakers. Specifically, they’ll be highlighting: How replacing a legacy policy administration system with a modern, flexible platform optimizes IT and operations costs, creates consistent processes and eliminates resource redundancies How selecting the right partner with the best blend of technology, operational, and consulting capabilities, is an important pre-requisite to unlock high performance from policy administration transformation to achieve product, operational, and cost leadership  The value of outsourcing closed block operations We look forward to your participation on Thursday, July 14, 11:00 a.m. ET. Please register now. Helen Pitts is senior product marketing manager for Oracle Insurance's life and annuities solutions.

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  • SQL SERVER – Puzzle #1 – Querying Pattern Ranges and Wild Cards

    - by Pinal Dave
    Note: Read at the end of the blog post how you can get five Joes 2 Pros Book #1 and a surprise gift. I have been blogging for almost 7 years and every other day I receive questions about Querying Pattern Ranges. The most common way to solve the problem is to use Wild Cards. However, not everyone knows how to use wild card properly. SQL Queries 2012 Joes 2 Pros Volume 1 – The SQL Queries 2012 Hands-On Tutorial for Beginners Book On Amazon | Book On Flipkart Learn SQL Server get all the five parts combo kit Kit on Amazon | Kit on Flipkart Many people know wildcards are great for finding patterns in character data. There are also some special sequences with wildcards that can give you even more power. This series from SQL Queries 2012 Joes 2 Pros® Volume 1 will show you some of these cool tricks. All supporting files are available with a free download from the www.Joes2Pros.com web site. This example is from the SQL 2012 series Volume 1 in the file SQLQueries2012Vol1Chapter2.2Setup.sql. If you need help setting up then look in the “Free Videos” section on Joes2Pros under “Getting Started” called “How to install your labs” Querying Pattern Ranges The % wildcard character represents any number of characters of any length. Let’s find all first names that end in the letter ‘A’. By using the percentage ‘%’ sign with the letter ‘A’, we achieve this goal using the code sample below: SELECT * FROM Employee WHERE FirstName LIKE '%A' To find all FirstName values beginning with the letters ‘A’ or ‘B’ we can use two predicates in our WHERE clause, by separating them with the OR statement. Finding names beginning with an ‘A’ or ‘B’ is easy and this works fine until we want a larger range of letters as in the example below for ‘A’ thru ‘K’: SELECT * FROM Employee WHERE FirstName LIKE 'A%' OR FirstName LIKE 'B%' OR FirstName LIKE 'C%' OR FirstName LIKE 'D%' OR FirstName LIKE 'E%' OR FirstName LIKE 'F%' OR FirstName LIKE 'G%' OR FirstName LIKE 'H%' OR FirstName LIKE 'I%' OR FirstName LIKE 'J%' OR FirstName LIKE 'K%' The previous query does find FirstName values beginning with the letters ‘A’ thru ‘K’. However, when a query requires a large range of letters, the LIKE operator has an even better option. Since the first letter of the FirstName field can be ‘A’, ‘B’, ‘C’, ‘D’, ‘E’, ‘F’, ‘G’, ‘H’, ‘I’, ‘J’ or ‘K’, simply list all these choices inside a set of square brackets followed by the ‘%’ wildcard, as in the example below: SELECT * FROM Employee WHERE FirstName LIKE '[ABCDEFGHIJK]%' A more elegant example of this technique recognizes that all these letters are in a continuous range, so we really only need to list the first and last letter of the range inside the square brackets, followed by the ‘%’ wildcard allowing for any number of characters after the first letter in the range. Note: A predicate that uses a range will not work with the ‘=’ operator (equals sign). It will neither raise an error, nor produce a result set. --Bad query (will not error or return any records) SELECT * FROM Employee WHERE FirstName = '[A-K]%' Question: You want to find all first names that start with the letters A-M in your Customer table and end with the letter Z. Which SQL code would you use? a. SELECT * FROM Customer WHERE FirstName LIKE 'm%z' b. SELECT * FROM Customer WHERE FirstName LIKE 'a-m%z' c. SELECT * FROM Customer WHERE FirstName LIKE 'a-m%z' d. SELECT * FROM Customer WHERE FirstName LIKE '[a-m]%z' e. SELECT * FROM Customer WHERE FirstName LIKE '[a-m]z%' f. SELECT * FROM Customer WHERE FirstName LIKE '[a-m]%z' g. SELECT * FROM Customer WHERE FirstName LIKE '[a-m]z%' Contest Leave a valid answer before June 18, 2013 in the comment section. 5 winners will be selected from all the valid answers and will receive Joes 2 Pros Book #1. 1 Lucky person will get a surprise gift from Joes 2 Pros. The contest is open for all the countries where Amazon ships the book (USA, UK, Canada, India and many others). Special Note: Read all the options before you provide valid answer as there is a small trick hidden in answers. Reference: Pinal Dave (http://blog.sqlauthority.com) Filed under: Joes 2 Pros, PostADay, SQL, SQL Authority, SQL Puzzle, SQL Query, SQL Server, SQL Tips and Tricks, T SQL, Technology

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  • How can I draw an arrow at the edge of the screen pointing to an object that is off screen?

    - by Adam Henderson
    I am wishing to do what is described in this topic: http://www.allegro.cc/forums/print-thread/283220 I have attempted a variety of the methods mentioned here. First I tried to use the method described by Carrus85: Just take the ratio of the two triangle hypontenuses (doesn't matter which triagle you use for the other, I suggest point 1 and point 2 as the distance you calculate). This will give you the aspect ratio percentage of the triangle in the corner from the larger triangle. Then you simply multiply deltax by that value to get the x-coordinate offset, and deltay by that value to get the y-coordinate offset. But I could not find a way to calculate how far the object is away from the edge of the screen. I then tried using ray casting (which I have never done before) suggested by 23yrold3yrold: Fire a ray from the center of the screen to the offscreen object. Calculate where on the rectangle the ray intersects. There's your coordinates. I first calculated the hypotenuse of the triangle formed by the difference in x and y positions of the two points. I used this to create a unit vector along that line. I looped through that vector until either the x coordinate or the y coordinate was off the screen. The two current x and y values then form the x and y of the arrow. Here is the code for my ray casting method (written in C++ and Allegro 5) void renderArrows(Object* i) { float x1 = i->getX() + (i->getWidth() / 2); float y1 = i->getY() + (i->getHeight() / 2); float x2 = screenCentreX; float y2 = ScreenCentreY; float dx = x2 - x1; float dy = y2 - y1; float hypotSquared = (dx * dx) + (dy * dy); float hypot = sqrt(hypotSquared); float unitX = dx / hypot; float unitY = dy / hypot; float rayX = x2 - view->getViewportX(); float rayY = y2 - view->getViewportY(); float arrowX = 0; float arrowY = 0; bool posFound = false; while(posFound == false) { rayX += unitX; rayY += unitY; if(rayX <= 0 || rayX >= screenWidth || rayY <= 0 || rayY >= screenHeight) { arrowX = rayX; arrowY = rayY; posFound = true; } } al_draw_bitmap(sprite, arrowX - spriteWidth, arrowY - spriteHeight, 0); } This was relatively successful. Arrows are displayed in the bottom right section of the screen when objects are located above and left of the screen as if the locations of the where the arrows are drawn have been rotated 180 degrees around the center of the screen. I assumed this was due to the fact that when I was calculating the hypotenuse of the triangle, it would always be positive regardless of whether or not the difference in x or difference in y is negative. Thinking about it, ray casting does not seem like a good way of solving the problem (due to the fact that it involves using sqrt() and a large for loop). Any help finding a suitable solution would be greatly appreciated, Thanks Adam

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  • Silverlight ProgressBar issues with Binding

    - by Chris Skardon
    The ProgressBar pretty much does what it says on the tin, displays progress, in a bar form (well, by default anyhow). It’s pretty simple to use: <ProgressBar Minimum="0" Maximum="100" Value="50"/> Gives you a progress bar with 50% of it filled: Easy! But of course, we’re wanting to use binding to change the value, again, pretty easy, have a ViewModel with a ‘Value’ in it, and bind: <ProgressBar Minimum="0" Maximum="100" Value="{Binding Value}"/> Spiffy, and whilst we’re at it, why not bind the Maximum value as well – after all, we can’t be sure of the size of the progress, and it’s a pain to have to work out the percentage (when the progress bar can do it for us): <ProgressBar Minimum="0" Maximum="MaximumValue" Value="{Binding Value}"/> Right, this will work absolutely fine. Or will it??? On the face of it, it looks good, and testing it shows no issues, until at one point we go from: Maximum = 100; Value = 90; to Maximum=60; Value=50; On the face of it not unreasonable. The problem is more obvious if we look at the states of the properties after each set (initially Maximum is set at 1, Value = 0): Code Maximum Value Value < Maximum Maximum = 100; 100 0 True Value = 90; 100 90 True Maximum = 60; 60 90 False Value = 50; 60 50 True Everything is good until the Value is less than the Maximum, at this point the Progress Bar breaks. That’s right, it no longer updates itself, it will always look 100% full. The simple solution – always ensuring you set Value before Maximum is fine unless you’re using a ProgressBar in a less controlled environment – where for example you’re setting a ‘container’ with both values at the same time. The example I have is in a DataTemplate, I have a DataTemplate for a BusyIndicator, (specifically the BusyContentTemplate). The binding works this way: <BusyIndicator BusyContent="{Binding BusyContent}" BusyContentTemplate="{Binding ProgressTemplate}"/> With the template as the ProgressBar defined above… I was setting my BusyContent like this: BusyContent = content; aaaaaand finally, ‘content’ is a class: public class ContentClass : INotifyPropertyChanged { //Obviously this is properly implemented… public double Maximum { get;set;} public double Value { get;set;} } Soooo… As I was replacing the BusyContent wholesale, the order of the binding being set was outside of my control, so – how to go about it? Basically? Fudge it. Modify the ContentClass to include a method: public void Update(double value, double max) { Value = value; Maximum = max; } and change where the setting is to be: BusyContent.Update(content.Value, content.Maximum); Thereby getting the order correct.. Obvious really. Meh :|

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  • The Power of Goals

    - by BuckWoody
    Every year we read blogs, articles, magazines, hear news stories and blurbs on making New Year’s Resolutions. Well, I for one don’t do that. I do something else. Each year, on January 1, my wife, daughter and I get up early - like before 6:00 A.M. - and find a breakfast place that’s open. When I used to live in Safety Harbor, Florida, that was the “Paradise Café”, which has some of the best waffles around…but I digress. We find that restaurant and have a great breakfast while everyone else is recuperating from the night before. And we bring along a worn leather book that we’ve been writing in since my daughter wasn’t even old enough to read. It’s our book of Goals. A resolution, as it is purely defined, is a decision to change, stop or start an action. It has a sense of continuance, and that’s the issue. Some people decide things like “I’m going to lose weight” or “I’m going to spend more time with my family or hobby”. But a goal is different. A goal tends to have a defined start and end point. It’s something that can be measured. So each year on January 1 we sit down with the little leather book and we make a few - and only a few - individual and family goals. Sometimes it’s to exercise three times a week at the gym, sometimes it’s to save a certain percentage of income, and sometimes it’s to give away some of our possessions or to help someone we know in a specific way. Each person is responsible for their own goals - coming up with them, and coming up with a plan to meet them. Then we write it down in the little leather book. But it doesn’t end there. Each month, we grab the little leather book and read out the goals from that year to each person with a question or two: How are you doing on your goal? And what are you doing about reaching it? Can I help? Am I helping? At the end of the year, we put a checkmark by the goals we reached, and an X by the ones we didn’t. There’s no judgment, there’s no statements, each person is just expected to handle the success or failure in their own way. We also have family goals, and those we work on together. This might seem a little “corny” to some people. “I don’t need to write goals down” they say, “I keep track in my head of the things I do all the time. That’s silly.” But let me give you a little challenge: find a book, get with your family, and write down the things you want to do by the next January 1. Each month, look at the book. You can make goals for your career, your education, your spiritual side, your family, whatever. But if you make your goals realistic, think them through, and think about how you will achieve them, you will be surprised by the power of written goals.

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  • If not now, then when?

    - by Chris Gardner
    Originally posted on: http://geekswithblogs.net/freestylecoding/archive/2013/10/25/if-not-now-then-when.aspx The time has been flying by this year. It seems like only yesterday that I mentioned the gorillagator, a simple construct of confusion to try to draw attention to my message. In reality, that message was sent over a month ago. During that time, the hours slipped to days and days to weeks. Many exciting things have happened to myself; I'm sure many exciting things have happened to you. I'm also sure that many terrifying things have happened to children and their families. 62 children enter treatment at a Children's Miracle Network Hospital every minute. That's nearly 60,000 children since I sent the last email. To put that number in perspective, that is more than the population of Greenland. If we expand that to the past year, they have been nearly 550,000 children treated. That is almost the population of Huntsville, Decatur, and all their suburbs combined. Over the past 4 years, I have raised a little more than $3,000 for Children's Hospital of Alabama. As a result, I received a call from the organizers of Extra Life thanking me for my dedicated work and informing me that I was the top supporters for Children's Hospital of Alabama ... with my measly three grand. We can do much better than that. It may sound like I'm trying to have fun by playing games for 24 hours. It is more than that. It is me using my time and body as a catalyst. It is me putting my passion to work for a cause. It is me turning my love into something tangible. I have been campaigning and fighting to give these children a chance for years. I have been asking you to help me support these children and families. I've been putting in countless hours of talking to people, impassioned emails, and carefully constructed tweets. I have been fighting with cutting edge, and sometimes expensive, technology to try to provide live streams of my marathons. I yearly put my body through 24 (and, this year, 25) hours of no sleep. I do this to represent the countless hours these families sit awake at their children's side. All I ask is a few minutes on a website and a few dollars. These few minutes and few dollars go a long way help people that are experiencing circumstances that only occur in our nightmares. I also ask that you take one extra step. Forward this plea to those that you know. I can only reach a small fraction of a percentage of the people that may be able to help. Together, we can reach the world. I raise money for Children's Hospital of Alabama. As this message branches out, people may wish to support a hospital closer to their area. I have included a link to the list of people that have dedicated their time and have received no donations. Find someone on the list supporting your local hospital and give them a donation. Let them know that their time and effort are appreciated. Together, we can do something great. Together, we can make a difference. Together, we all stand tall. Thank you. You can get more information at http://www.extra-life.org and http://childrensmiraclenetworkhospitals.org/" My donation page is http://www.extra-life.org/participant/cgardner The list of participants without donations is http://www.extra-life.org/index.cfm?fuseaction=donorDrive.eventParticipantList&page=629&eventID=512

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  • PASS: International Travels

    - by Bill Graziano
    Nihao!  One of the largest changes PASS is going through is the the expansion outside the US and Canada.  We’ve had international chapters and events in Europe since the early 2000’s.  But nothing on the scale we’re seeing now.  Since January 1st there have been 18 SQL Saturday events outside North America and 19 events in North America.  We hope to have three international SQLRally events outside the US in FY13 (budget willing).  I don’t know the exact percentage of chapters outside the US but it’s got be 50% or higher. We recently started an effort to remake the Board to better reflect the growing global face of PASS.  This involves assigning some Board seats to geographic regions.  You can ask questions about this in our feedback forum, participate in a Twitter chat or ask questions directly of Board members.  You can email me at if you’d like to ask a question directly.  We’re doing this very slowly and deliberately in hopes that a long communication cycle gives us a chance to address all the issues that our members will raise. After the Summit we passed a budget exception allocating an extra $20,000 for Board members to travel to local events.  I think it’s important for Board members to visit new areas and talk to more of our members.  I sent out an email asking where people had attended events outside their home city.  Here’s the list I got back: Albuquerque, Amsterdam, Boston, Brisbane, Chicago, Colorado Springs, Columbus, Dallas, Houston, Jacksonville, Las Vegas, London, Louisville, Minneapolis, New York City, Orange County, Orlando, Pensacola, Perth, Philadelphia, Phoenix, Redmond, Seattle, Silicon Valley, Sydney, Tampa Bay, Vancouver, Washington DC and Wellington.  (Disclaimer: Some of this travel was paid for by employers or Board members themselves.  Some of this travel may have been completed before the Summit.  That’s still one heck of a list!) The last SQL Saturday event this fiscal year is SQL Saturday Shanghai.  And that’s one I’m attending.  This is our first event in China and is being put on in cooperation with the local Microsoft office.  Hopefully this event will be the start of a growing community in China that includes chapters, SQL Saturdays and maybe a SQLRally or two in the future.  I’m excited to speak with people that are just starting down this path and watching this community grow. I encourage you to visit the PASS Global Growth site and read through the material there.  This is the biggest change we’ve made to our governance since I’ve been on the Board.  You need to understand how it affects you and how it affects the organization. And wish me luck on the 15 hour flight to Shanghai on Friday afternoon.  Rob Farley flies from Australia to the US for PASS events multiple times per year and I don’t know how he does it so often.  I think one of these is going to wipe me out.  (And Nihao (knee-how) is Chinese for Hello.)

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  • New spreadsheet accompanying SmartAssembly 6.0 provides statistics for prioritizing bug fixes

    - by Jason Crease
    One problem developers face is how to prioritize the many voices providing input into software bugs. If there is something wrong with a function that is the darling of a particular user, he or she tends to want action - now! The developer's dilemma is how to ascertain that the problem is major or minor, and when it should be addressed. Now there is a new spreadsheet accompanying SmartAssembly that provides exactly that information in an objective manner. This might upset those used to getting their way by being the loudest or pushiest, but ultimately it will ensure that the biggest problems get the priority they deserve. Here's how it works: Feature Usage Reporting (FUR) in SmartAssembly 6.0 provides a wealth of data about how your software is used by its end-users, but in the SmartAssembly UI the data isn't mined to its full extent. The new Excel spreadsheet for FUR extracts statistics from that data and presents them in easy-to-understand forms. I developed the spreadsheet feature in Microsoft Excel, using a fair amount of VBA. The spreadsheet connects directly to the database which stores the feature-usage data, and shows a wide variety of statistics and tables extracted from that data.  You want to know what percentage of users have used the 'Export as XML' button?  No problem.  How popular is v5.3 is compared to v5.1?  There's graphs for that. You need to know whether you have more users in Russia or Brazil? There's a big pie chart for that. I recently witnessed the spreadsheet in use here at Red Gate Software. My bug is exposed as minor While testing new features in .NET Reflector, I found a usability bug in the Refresh button and filed it in the Red Gate bug-tracking system. The bug was labelled "V.NEXT MINOR," which means it would be fixed in the next point release. Although I'm a professional tester, I'm not much different than most software users when they discover a bug that affects them personally: I wanted it fixed immediately. There was an ulterior motive at play here, of course. I would get to see my colleagues put the spreadsheet to work. The Reflector team loaded up the spreadsheet to view the feature-usage statistics that SmartAssembly collected for the refresh button. The resulting statistics showed that only 8% of users have ever pressed the Refresh button, and only 2.6% of sessions involve pressing the button. When Refresh is used, it's only pressed on average 1.6 times a session, with a maximum of 8 times during a session. This was in stark contrast to what I was doing as a conscientious tester: pressing it dozens of times per session. The spreadsheet provides evidence that my bug was a minor one. On to more serious things Based on the solid evidence uncovered by the spreadsheet, the Reflector team concluded that my experience does not represent that of the vast majority of Reflector's recorded users. The Reflector team had ample data to send me back to my desk and keep the bug classified as "V.NEXT MINOR." The team then went back to fixing more serious bugs. If I'm in the shoes of the user, I might not be thoroughly happy, but I cannot deny that the evidence clearly placed me in a very small minority. Next time I'm hoping the spreadsheet will prove that my bug is more important. Find out more about Feature-Usage Reporting here. The spreadsheet is available for free download here.

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  • PASS: The Legal Stuff

    - by Bill Graziano
    I wanted to give a little background on the legal status of PASS.  The Professional Association for SQL Server (PASS) is an American corporation chartered in the state of Illinois.  In America a corporation has to be chartered in a particular state.  It has to abide by the laws of that state and potentially pay taxes to that state.  Our bylaws and actions have to comply with Illinois state law and United States law.  We maintain a mailing address in Chicago, Illinois but our headquarters is currently in Vancouver, Canada. We have roughly a dozen people that work in our Vancouver headquarters and 4-5 more that work remotely on various projects.  These aren’t employees of PASS.  They are employed by a management company that we hire to run the day to day operations of the organization.  I’ll have more on this arrangement in a future post. PASS is a non-profit corporation.  The term non-profit and not-for-profit are used interchangeably.  In a for-profit corporation (or LLC) there are owners that are entitled to the profits of a company.  In a non-profit there are no owners.  As a non-profit, all the money earned by the organization must be retained or spent.  There is no money that flows out to shareholders, owners or the board of directors.  Any money not spent in furtherance of our mission is retained as financial reserves. Many non-profits apply for tax exempt status.  Being tax exempt means that an organization doesn’t pay taxes on its profits.  There are a variety of laws governing who can be tax exempt in the United States.  There are many professional associations that are tax exempt however PASS isn’t tax exempt.  Because our mission revolves around the software of a single company we aren’t eligible for tax exempt status. PASS was founded in the late 1990’s by Microsoft and Platinum Technologies.  Platinum was later purchased by Computer Associates. As the founding partners Microsoft and CA each have two seats on the Board of Directors.  The other six directors and three officers are elected as specified in our bylaws. As a non-profit, our bylaws layout our governing practices.  They must conform to Illinois and United States law.  These bylaws specify that PASS is governed by a Board of Directors elected by the membership with two members each from Microsoft and CA.  You can find our bylaws as well as a proposed update to them on the governance page of the PASS web site. The last point that I’d like to make is that PASS is completely self-funded.  All of our $4 million in revenue comes from conference registrations, sponsorships and advertising.  We don’t receive any money from anyone outside those channels.  While we work closely with Microsoft we are independent of them and only derive a very small percentage of our revenue from them.

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  • A Reusable Builder Class for .NET testing

    - by Liam McLennan
    When writing tests, other than end-to-end integration tests, we often need to construct test data objects. Of course this can be done using the class’s constructor and manually configuring the object, but to get many objects into a valid state soon becomes a large percentage of the testing effort. After many years of painstakingly creating builders for each of my domain objects I have finally become lazy enough to bother to write a generic, reusable builder class for .NET. To use it you instantiate a instance of the builder and configuring it with a builder method for each class you wish it to be able to build. The builder method should require no parameters and should return a new instance of the type in a default, valid state. In other words the builder method should be a Func<TypeToBeBuilt>. The best way to make this clear is with an example. In my application I have the following domain classes that I want to be able to use in my tests: public class Person { public string Name { get; set; } public int Age { get; set; } public bool IsAndroid { get; set; } } public class Building { public string Street { get; set; } public Person Manager { get; set; } } The builder for this domain is created like so: build = new Builder(); build.Configure(new Dictionary<Type, Func<object>> { {typeof(Building), () => new Building {Street = "Queen St", Manager = build.A<Person>()}}, {typeof(Person), () => new Person {Name = "Eugene", Age = 21}} }); Note how Building depends on Person, even though the person builder method is not defined yet. Now in a test I can retrieve a valid object from the builder: var person = build.A<Person>(); If I need a class in a customised state I can supply an Action<TypeToBeBuilt> to mutate the object post construction: var person = build.A<Person>(p => p.Age = 99); The power and efficiency of this approach becomes apparent when your tests require larger and more complex objects than Person and Building. When I get some time I intend to implement the same functionality in Javascript and Ruby. Here is the full source of the Builder class: public class Builder { private Dictionary<Type, Func<object>> defaults; public void Configure(Dictionary<Type, Func<object>> defaults) { this.defaults = defaults; } public T A<T>() { if (!defaults.ContainsKey(typeof(T))) throw new ArgumentException("No object of type " + typeof(T).Name + " has been configured with the builder."); T o = (T)defaults[typeof(T)](); return o; } public T A<T>(Action<T> customisation) { T o = A<T>(); customisation(o); return o; } }

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  • The Three-Legged Milk Stool - Why Oracle Fusion Incentive Compensation makes the difference!

    - by Richard Lefebvre
    During the London Olympics, we were exposed to dozens of athletes who worked with sports psychologists to maximize their performance. Executives often hire business psychologists to coach their teams to excellence. In the same vein, Fusion Incentive Compensation can be used to get people to change their sales behavior so we can make our numbers. But what about using incentive compensation solutions in a non-sales scenario to drive change? Recently, I was working an opportunity where a company was having a low user adoption rate for Salesforce.com, which was causing problems for them. I suggested they use Fusion Incentive Comp to change the reps' behavior. We tossed around the idea of tracking user adoption by creating a variable bonus for reps based on how well they forecasted revenues in the new system. Another thought was to reward the reps for how often they logged into the system or for the percentage of leads that became opportunities and turned into revenue. A new twist on a great product. Fusion CRM's Sweet Spot I'm excited about the sales performance management (SPM) tools in Fusion CRM. This trio of Incentive Compensation, Territory Management, and Quota Management sets us apart from the competition because Oracle is the only vendor that provides all three of these capabilities on a single tech stack, in a single application, and with a single look and feel. The niche vendors offer standalone territory or incentive compensation solutions, but then the customer has to custom build the other tools and can end up with a Frankenstein-type environment. On average, companies overpay sales commissions by three to eight percent. You calculate that number for a company the size of Oracle for one quarter and it makes a pretty air-tight financial case for using SPM tools to figure accurate commissions. Plus when sales reps get the right compensation, they can be out selling rather than spending precious time figuring out what they didn't get paid or looking for another job. And one more thing ... Oracle knows incentive comp. We have been a Gartner Market Scope leader in this space for the last five years. Our solution gets high marks because of its scalability and because of its interoperability with other technologies. And now that we're leading with Fusion, our incentive compensation offering includes the innovations that the Fusion team built, plus enhancements from the E-Business Suite Incentive Comp team. It's a case of making a good thing even better. (See product video.) The "Wedge" Apps In a number of accounts that I'm working on, there is a non-Oracle CRM system of record. That gives me the perfect opportunity to introduce the benefits of our SPM tools and to get the customer using Fusion. Then the door is wide open for the company to uptake more of Fusion CRM, especially since all the integrations they need are out of the box. I really believe that implementing this wedge of SPM tools is the ticket to taking market share away from other vendors. It allows us to insert ourselves in an environment where no other CRM solution in the market has the extending capabilities of Fusion. Not Just Your Usual Suspects Usually the stakeholders that I talk to for Territory Management are tightly aligned with the sales management team. When I sell the quota planning tool, I'm talking to finance people on the ERP side of the house who are measuring quotas and forecasting revenue. And then Incentive Comp is of most interest to the sales operations people, and generally these people roll up to either HR or the payroll department. I think of our Fusion SPM tools as a three-legged stool straddling an organization's Sales, Finance, and HR departments. So when you're prospecting for opportunities -- yes, people with a CRM perspective will be very interested -- but don't limit yourselves to that constituency. You might find stakeholders in accounting, revenue planning, or HR compensation teams. You just might discover, as I did at United Airlines, that the HR organization is spearheading the CRM project because incentive compensation is what they need ... and they're the ones with the budget. Jason Loh Global Solutions Manager, Fusion CRM Sales Planning Oracle Corporation

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  • How much is a subscriber worth?

    - by Tom Lewin
    This year at Red Gate, we’ve started providing a way to back up SQL Azure databases and Azure storage. We decided to sell this as a service, instead of a product, which means customers only pay for what they use. Unfortunately for us, it makes figuring out revenue much trickier. With a product like SQL Compare, a customer pays for it, and it’s theirs for good. Sure, we offer support and upgrades, but, fundamentally, the sale is a simple, upfront transaction: we’ve made this product, you need this product, we swap product for money and everyone is happy. With software as a service, it isn’t that easy. The money and product don’t change hands up front. Instead, we provide a service in exchange for a recurring fee. We know someone buying SQL Compare will pay us $X, but we don’t know how long service customers will stay with us, or how much they will spend. How do we find this out? We use lifetime value analysis. What is lifetime value? Lifetime value, or LTV, is how much a customer is worth to the business. For Entrepreneurs has a brilliant write up that we followed to conduct our analysis. Basically, it all boils down to this equation: LTV = ARPU x ALC To make it a bit less of an alphabet-soup and a bit more understandable, we can write it out in full: The lifetime value of a customer equals the average revenue per customer per month, times the average time a customer spends with the service Simple, right? A customer is worth the average spend times the average stay. If customers pay on average $50/month, and stay on average for ten months, then a new customer will, on average, bring in $500 over the time they are a customer! Average spend is easy to work out; it’s revenue divided by customers. The problem comes when we realise that we don’t know exactly how long a customer will stay with us. How can we figure out the average lifetime of a customer, if we only have six months’ worth of data? The answer lies in the fact that: Average Lifetime of a Customer = 1 / Churn Rate The churn rate is the percentage of customers that cancel in a month. If half of your customers cancel each month, then your average customer lifetime is two months. The problem we faced was that we didn’t have enough data to make an estimate of one month’s cancellations reliable (because barely anybody cancels)! To deal with this data problem, we can take data from the last three months instead. This means we have more data to play with. We can still use the equation above, we just need to multiply the final result by three (as we worked out how many three month periods customers stay for, and we want our answer to be in months). Now these estimates are likely to be fairly unreliable; when there’s not a lot of data it pays to be cautious with inference. That said, the numbers we have look fairly consistent, and it’s super easy to revise our estimates when new data comes in. At the very least, these numbers give us a vague idea of whether a subscription business is viable. As far as Cloud Services goes, the business looks very viable indeed, and the low cancellation rates are much more than just data points in LTV equations; they show that the product is working out great for our customers, which is exactly what we’re looking for!

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  • College Ratings via the Federal Government

    - by user9147039
    A few weeks back you might remember news about a higher education rating system proposal from the Obama administration. As I've discussed previously, political and stakeholder pressures to improve outcomes and increase transparency are stronger than ever before. The executive branch proposal is intended to make progress in this area. Quoting from the proposal itself, "The ratings will be based upon such measures as: Access, such as percentage of students receiving Pell grants; Affordability, such as average tuition, scholarships, and loan debt; and Outcomes, such as graduation and transfer rates, graduate earnings, and advanced degrees of college graduates.” This is going to be quite complex, to say the least. Most notably, higher ed is not monolithic. From community and other 2-year colleges, to small private 4-year, to professional schools, to large public research institutions…the many walks of higher ed life are, well, many. Designing a ratings system that doesn't wind up with lots of unintended consequences and collateral damage will be difficult. At best you would end up potentially tarnishing the reputation of certain institutions that were actually performing well against the metrics and outcome measures that make sense in their "context" of education. At worst you could spend a lot of time and resources designing a system that would lose credibility with its "customers". A lot of institutions I work with already have in place systems like the one described above. They are tracking completion rates, completion timeframes, transfers to other institutions, job placement, and salary information. As I talk to these institutions there are several constants worth noting: • Deciding on which metrics to measure is complicated. While employment and salary data are relatively easy to track, qualitative measures are more difficult. How do you quantify the benefit to someone who studies in one field that may not compensate him or her as well as another field but that provides huge personal fulfillment and reward is a difficult measure to quantify? • The data is available but the systems to transform the data into actual information that can be used in meaningful ways are not. Too often in higher ed information is siloed. As such, much of the data that need to be a part of a comprehensive system sit in multiple organizations, oftentimes outside the reach of core IT. • Politics and culture are big barriers. One of the areas that my team and I spend a lot of time talking about with higher ed institutions all over the world is the imperative to optimize for student success. This, like the tracking of the students’ achievement after graduation, requires a level or organizational capacity that does not currently exist. The primary barrier is the culture of "data islands" in higher ed, and the need for leadership to drive out the divisions between departments, schools, colleges, etc. and institute academy-wide analytics and data stewardship initiatives that will enable student success. • Data quality is a very big issue. So many disparate systems exist (some on premise, some "in the cloud") that keep data about "persons" using different means to identify them. Establishing a single source of truth about an individual and his or her data is difficult without some type of data quality policy and tools. Good tools actually exist but are seldom leveraged. Don't misunderstand - I think it's a great idea to drive additional transparency and accountability into the system of higher education. And not just at home, but globally. Students and parents need access to key data to make informed, responsible choices. The tools exist to not only enable this kind of information to be shared but to capture the very metrics stakeholders care most about and in a way that makes sense in the context of a given institution's "place" in the overall higher ed panoply.

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