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• In grails how to insert additional parameters (from session) in all url's

  - by HeDinges

  I would like to add an additional parameter in my url, the use case is the following: When user do their login they also specify a 'company' name and from that moment on, all urls should map to: /$company/$controller/$action/$id The main idea is to have the current company name available in all url's, have it bookmarkable, and not to have to pass the company name everywhere as a request parameter. Also, once users are logged in it is acceptable to have the chosen company name in session scope. What is the right way of inserting this parameter in all our urls? I tried to modify my UrlMappings mapping, but I didn't found a way to insert the company name. Thanks,

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• In which controller do you put the CRUD for the child part of a relationship?

  - by uriDium

  I am using ASP.Net MVC but this probably applies to all MVC patterns in general. My problem, for example I have companies and in each company I have a list of contacts. When I have selected a company I can see its details and a list of the contacts for that company. When I want to add a new contact for that company, should the implementation of that action go into the company controller as an "AddContact" action or should it go into the contact controller into a "New" action and we pass the Company ID in the URL? What is the usual way of dealing with this sort of thing in ASP.Net MVC? Is there a better stategy?

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• mysql_real_escape_string and search data in mySql DB

  - by ryrysz

  I have problem with php function : mysql_real_escape_string My test string: @,&!#$%^*()_+' "\/ I add this data to mySql database, like that (in short): $str = mysql_real_escape_string($str); $sql = "INSERT INTO table(company) VALUES('".$str. "')"; In DB is stored as: @,&!#$%^*()_+\' \"\\/ But problem is with find this data by SELECT statement. I want find, company where name is like ' " My SELECT's: SELECT company FROM table WHERE company LIKE '%\' "%'; SELECT company FROM table WHERE company LIKE '%\\' \\"%'; ; not working. This works: SELECT `company` FROM `table` WHERE `company` LIKE '%\\\' \\\\"%'; and SELECT `company` FROM `table` WHERE `company` LIKE '%\\\\\\\' \\\\\\\"%' But I dont know why this work :(. My questions are: why must add so many slashes ? how I can make correct query in PHP: $query = '\' "'; '%'.mysql_real_escape_string($query).'%' result is : '%\' \"%' '%'.mysql_real_escape_string(mysql_real_escape_string($query)).'%' result is : '%\\\' \\\"%' '%'.mysql_real_escape_string(mysql_real_escape_string(mysql_real_escape_string($query))).'%' result is : '%\\\\\\\' \\\\\\\"%' Only last one works good.

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• SAS/R calculate distance between two groups

  - by user976856

  I would like to calculate distance between two groups. I am very confused. I have a two data sets. One is about a company and one is about employees. I would like to find out how their age( a company in which an employee is hired and an employee) are similar or not. I think I need to standarize also.. calcuate euclidean distance between each person and a company. (4-5 people in a company) calculate euclidean distance between each person and a company in industry level. My dataset is like this: person person_age company company_age insustry 1 50 1 5 1 2 40 1 5 1 3 30 2 1 1 4 20 2 1 1 5 25 3 8 2 Please help me. I don't mind using SAS or R. I am very confused.

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• Python finding index in a array

  - by NIH

  I am trying to see if a company from a list of companies is in a line in a file. If it is I utilize the index of that company to increment a variable in another array. The following is my python code. I keep getting the following error: AttributeError: 'set' object has no attribute 'index'. I cannot figure out what is going wrong and think the error is the line that is surrounded by **. companies={'white house black market', 'macy','nordstrom','filene','walmart'} positives=[0 for x in xrange(len(companies))] negatives=[0 for x in xrange(len(companies))] for line in f: for company in companies: if company in line.lower(): words=tokenize.word_tokenize(line) bag=bag_of_words(words) classif=classifier.classify(bag) if classif=='pos': **indice =companies.index(company)** positives[indice]+=1 elif classif=='neg': **indice =companies.index(company)** negatives[indice]+=1

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• Apache reverse proxy POST 403

  - by qkslvrwolf

  I am trying to get Jira and Stash to talk to each other via a Trusted Application link. The setup, currently, looks like this: Jira - http - Jira Proxy -https- stash proxy -http- stash. Jira and the Jira proxy are on the same machine. The Jira Proxy is showing 403 Forbidden for POST requests from the stash server. It works (or seems to ) for everything else. I contend that since we're seeing 403 forbiddens in the access log for apache, Jira is never seeing the request. Why is apache forbidding posts,and how do I fix it? Note that the IPs for both Stash and the Stash Proxy are in the "trusted host" section. My config: LogLevel info CustomLog "|/usr/sbin/rotatelogs /var/log/apache2/access.log 86400" common ServerSignature off ServerTokens prod Listen 8443 <VirtualHost *:443> ServerName jira.company.com SSLEngine on SSLOptions +StrictRequire SSLCertificateFile /etc/ssl/certs/server.cer SSLCertificateKeyFile /etc/ssl/private/server.key SSLProtocol +SSLv3 +TLSv1 SSLCipherSuite DHE-RSA-AES256-SHA:DHE-DSS-AES256-SHA:AES256-SHA:DHE-RSA-AES128-SHA:DHE-DSS-AES128-SHA:AES128-SHA:EDH-RSA-DES-CBC3-SHA:EDH-DSS-DES-CBC3-SHA:DES-CBC3-SHA # If context path is not "/wiki", then send to /jira. RedirectMatch 301 ^/$ https://jira.company.com/jira RedirectMatch 301 ^/gsd(.*)$ https://jira.company.com/jira$1 ProxyRequests On ProxyPreserveHost On ProxyVia On ProxyPass /jira http://localhost:8080/jira ProxyPassReverse /jira http://localhost:8080/jira <Proxy *> Order deny,allow Allow from all </Proxy> RewriteEngine on RewriteLog "/var/log/apache2/rewrite.log" RewriteLogLevel 2 # Disable TRACE/TRACK requests, per security. RewriteCond %{REQUEST_METHOD} ^(TRACE|TRACK) RewriteRule .* - [F] DocumentRoot /var/www DirectoryIndex index.html <Directory /var/www> Options FollowSymLinks AllowOverride None Order deny,allow Allow from all </Directory> <LocationMatch "/"> Order deny,allow Deny from all allow from x.x.71.8 allow from x.x.8.123 allow from x.x.120.179 allow from x.x.120.73 allow from x.x.120.45 satisfy any SetEnvif Remote_Addr "x.x.71.8" TRUSTED_HOST SetEnvif Remote_Addr "x.x.8.123" TRUSTED_HOST SetEnvif Remote_Addr "x.x.120.179" TRUSTED_HOST SetEnvif Remote_Addr "x.x.120.73" TRUSTED_HOST SetEnvif Remote_Addr "x.x.120.45" TRUSTED_HOST </LocationMatch> <LocationMatch ^> SSLRequireSSL AuthType CompanyNet PubcookieInactiveExpire -1 PubcookieAppID jira.company.com require valid-user RequestHeader set userid %{REMOTE_USER}s </LocationMatch> </VirtualHost> # Port open for SSL, non-pubcookie access. Used to access APIs with Basic Auth. <VirtualHost *:8443> SSLEngine on SSLOptions +StrictRequire SSLCertificateFile /etc/ssl/certs/server.cer SSLCertificateKeyFile /etc/ssl/private/server.key SSLProtocol +SSLv3 +TLSv1 SSLCipherSuite DHE-RSA-AES256-SHA:DHE-DSS-AES256-SHA:AES256-SHA:DHE-RSA-AES128-SHA:DHE-DSS-AES128-SHA:AES128-SHA:EDH-RSA-DES-CBC3-SHA:EDH-DSS-DES-CBC3-SHA:DES-CBC3-SHA ProxyRequests On ProxyPreserveHost On ProxyVia On ProxyPass /jira http://localhost:8080/jira ProxyPassReverse /jira http://localhost:8080/jira <Proxy *> Order deny,allow Allow from all </Proxy> RewriteEngine on RewriteLog "/var/log/apache2/rewrite.log" RewriteLogLevel 2 # Disable TRACE/TRACK requests, per security. RewriteCond %{REQUEST_METHOD} ^(TRACE|TRACK) RewriteRule .* - [F] DocumentRoot /var/www DirectoryIndex index.html <Directory /var/www> Options FollowSymLinks AllowOverride None Order deny,allow Allow from all </Directory> </VirtualHost> <VirtualHost jira.company.com:80> ServerName jira.company.com RedirectMatch 301 /(.*)$ https://jira.company.com/$1 RewriteEngine on RewriteCond %{REQUEST_METHOD} ^(TRACE|TRACK) RewriteRule .* - [F] </VirtualHost> <VirtualHost *:80> ServerName go.company.com RedirectMatch 301 /(.*)$ https://jira.company.com/$1 RewriteEngine on RewriteCond %{REQUEST_METHOD} ^(TRACE|TRACK) RewriteRule .* - [F] </VirtualHost>

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• Is Social Media The Vital Skill You Aren’t Tracking?

  - by HCM-Oracle

  By Mark Bennett - Originally featured in Talent Management Excellence The ever-increasing presence of the workforce on social media presents opportunities as well as risks for organizations. While on the one hand, we read about social media embarrassments happening to organizations, on the other we see that social media activities by workers and candidates can enhance a company’s brand and provide insight into what individuals are, or can become, influencers in the social media sphere. HR can play a key role in helping organizations make the most value out of the activities and presence of workers and candidates, while at the same time also helping to manage the risks that come with the permanence and viral nature of social media. What is Missing from Understanding Our Workforce? “If only HP knew what HP knows, we would be three-times more productive.”  Lew Platt, Former Chairman, President, CEO, Hewlett-Packard  What Lew Platt recognized was that organizations only have a partial understanding of what their workforce is capable of. This lack of understanding impacts the company in several negative ways: 1. A particular skill that the company needs to access in one part of the organization might exist somewhere else, but there is no record that the skill exists, so the need is unfulfilled. 2. As market conditions change rapidly, the company needs to know strategic options, but some options are missed entirely because the company doesn’t know that sufficient capability already exists to enable those options. 3. Employees may miss out on opportunities to demonstrate how their hidden skills could create new value to the company. Why don’t companies have that more complete picture of their workforce capabilities – that is, not know what they know? One very good explanation is that companies put most of their efforts into rating their workforce according to the jobs and roles they are filling today. This is the essence of two important talent management processes: recruiting and performance appraisals.  In recruiting, a set of requirements is put together for a job, either explicitly or indirectly through a job description. During the recruiting process, much of the attention is paid towards whether the candidate has the qualifications, the skills, the experience and the cultural fit to be successful in the role. This makes a lot of sense.  In the performance appraisal process, an employee is measured on how well they performed the functions of their role and in an effort to help the employee do even better next time, they are also measured on proficiency in the competencies that are deemed to be key in doing that job. Again, the logic is impeccable.  But in both these cases, two adages come to mind: 1. What gets measured is what gets managed. 2. You only see what you are looking for. In other words, the fact that the current roles the workforce are performing are the basis for measuring which capabilities the workforce has, makes them the only capabilities to be measured. What was initially meant to be a positive, i.e. identify what is needed to perform well and measure it, in order that it can be managed, comes with the unintended negative consequence of overshadowing the other capabilities the workforce has. This also comes with an employee engagement price, for the measurements and management of workforce capabilities is to typically focus on where the workforce comes up short. Again, it makes sense to do this, since improving a capability that appears to result in improved performance benefits, both the individual through improved performance ratings and the company through improved productivity. But this is based on the assumption that the capabilities identified and their required proficiencies are the only attributes of the individual that matter. Anything else the individual brings that results in high performance, while resulting in a desired performance outcome, often goes unrecognized or underappreciated at best. As social media begins to occupy a more important part in current and future roles in organizations, businesses must incorporate social media savvy and innovation into job descriptions and expectations. These new measures could provide insight into how well someone can use social media tools to influence communities and decision makers; keep abreast of trends in fast-moving industries; present a positive brand image for the organization around thought leadership, customer focus, social responsibility; and coordinate and collaborate with partners. These measures should demonstrate the “social capital” the individual has invested in and developed over time. Without this dimension, “short cut” methods may generate a narrow set of positive metrics that do not have real, long-lasting benefits to the organization. How Workforce Reputation Management Helps HR Harness Social Media With hundreds of petabytes of social media data flowing across Facebook, LinkedIn and Twitter, businesses are tapping technology solutions to effectively leverage social for HR. Workforce reputation management technology helps organizations discover, mobilize and retain talent by providing insight into the social reputation and influence of the workforce while also helping organizations monitor employee social media policy compliance and mitigate social media risk.  There are three major ways that workforce reputation management technology can play a strategic role to support HR: 1. Improve Awareness and Decisions on Talent Many organizations measure the skills and competencies that they know they need today, but are unaware of what other skills and competencies their workforce has that could be essential tomorrow. How about whether your workforce has the reputation and influence to make their skills and competencies more effective? Many organizations don’t have insight into the social media “reach” their workforce has, which is becoming more critical to business performance. These features help organizations, managers, and employees improve many talent processes and decision making, including the following: Hiring and Assignments. People and teams with higher reputations are considered more valuable and effective workers. Someone with high reputation who refers a candidate also can have high credibility as a source for hires.   Training and Development. Reputation trend analysis can impact program decisions regarding training offerings by showing how reputation and influence across the workforce changes in concert with training. Worker reputation impacts development plans and goal choices by helping the individual see which development efforts result in improved reputation and influence.   Finding Hidden Talent. Managers can discover hidden talent and skills amongst employees based on a combination of social profile information and social media reputation. Employees can improve their personal brand and accelerate their career development.  2. Talent Search and Discovery The right technology helps organizations find information on people that might otherwise be hidden. By leveraging access to candidate and worker social profiles as well as their social relationships, workforce reputation management provides companies with a more complete picture of what their knowledge, skills, and attributes are and what they can in turn access. This more complete information helps to find the right talent both outside the organization as well as the right, perhaps previously hidden talent, within the organization to fill roles and staff projects, particularly those roles and projects that are required in reaction to fast-changing opportunities and circumstances. 3. Reputation Brings Credibility Workforce reputation management technology provides a clearer picture of how candidates and workers are viewed by their peers and communities across a wide range of social reputation and influence metrics. This information is less subject to individual bias and can impact critical decision-making. Knowing the individual’s reputation and influence enables the organization to predict how well their capabilities and behaviors will have a positive effect on desired business outcomes. Many roles that have the highest impact on overall business performance are dependent on the individual’s influence and reputation. In addition, reputation and influence measures offer a very tangible source of feedback for workers, providing them with insight that helps them develop themselves and their careers and see the effectiveness of those efforts by tracking changes over time in their reputation and influence. The following are some examples of the different reputation and influence measures of the workforce that Workforce Reputation Management could gather and analyze: Generosity – How often the user reposts other’s posts. Influence – How often the user’s material is reposted by others.  Engagement – The ratio of recent posts with references (e.g. links to other posts) to the total number of posts.  Activity – How frequently the user posts. (e.g. number per day)  Impact – The size of the users’ social networks, which indicates their ability to reach unique followers, friends, or users.   Clout – The number of references and citations of the user’s material in others’ posts.  The Vital Ingredient of Workforce Reputation Management: Employee Participation “Nothing about me, without me.” Valerie Billingham, “Through the Patient’s Eyes”, Salzburg Seminar Session 356, 1998 Since data resides primarily in social media, a question arises: what manner is used to collect that data? While much of social media activity is publicly accessible (as many who wished otherwise have learned to their chagrin), the social norms of social media have developed to put some restrictions on what is acceptable behavior and by whom. Disregarding these norms risks a repercussion firestorm. One of the more recognized norms is that while individuals can follow and engage with other individual’s public social activity (e.g. Twitter updates) fairly freely, the more an organization does this unprompted and without getting permission from the individual beforehand, the more likely the organization risks a totally opposite outcome from the one desired. Instead, the organization must look for permission from the individual, which can be met with resistance. That resistance comes from not knowing how the information will be used, how it will be shared with others, and not receiving enough benefit in return for granting permission. As the quote above about patient concerns and rights succinctly states, no one likes not feeling in control of the information about themselves, or the uncertainty about where it will be used. This is well understood in consumer social media (i.e. permission-based marketing) and is applicable to workforce reputation management. However, asking permission leaves open the very real possibility that no one, or so few, will grant permission, resulting in a small set of data with little usefulness for the company. Connecting Individual Motivation to Organization Needs So what is it that makes an individual decide to grant an organization access to the data it wants? It is when the individual’s own motivations are in alignment with the organization’s objectives. In the case of workforce reputation management, when the individual is motivated by a desire for increased visibility and career growth opportunities to advertise their skills and level of influence and reputation, they are aligned with the organizations’ objectives; to fill resource needs or strategically build better awareness of what skills are present in the workforce, as well as levels of influence and reputation. Individuals can see the benefit of granting access permission to the company through multiple means. One is through simple social awareness; they begin to discover that peers who are getting more career opportunities are those who are signed up for workforce reputation management. Another is where companies take the message directly to the individual; we think you would benefit from signing up with our workforce reputation management solution. Another, more strategic approach is to make reputation management part of a larger Career Development effort by the company; providing a wide set of tools to help the workforce find ways to plan and take action to achieve their career aspirations in the organization. An effective mechanism, that facilitates connecting the visibility and career growth motivations of the workforce with the larger context of the organization’s business objectives, is to use game mechanics to help individuals transform their career goals into concrete, actionable steps, such as signing up for reputation management. This works in favor of companies looking to use workforce reputation because the workforce is more apt to see how it fits into achieving their overall career goals, as well as seeing how other participation brings additional benefits.  Once an individual has signed up with reputation management, not only have they made themselves more visible within the organization and increased their career growth opportunities, they have also enabled a tool that they can use to better understand how their actions and behaviors impact their influence and reputation. Since they will be able to see their reputation and influence measurements change over time, they will gain better insight into how reputation and influence impacts their effectiveness in a role, as well as how their behaviors and skill levels in turn affect their influence and reputation. This insight can trigger much more directed, and effective, efforts by the individual to improve their ability to perform at a higher level and become more productive. The increased sense of autonomy the individual experiences, in linking the insight they gain to the actions and behavior changes they make, greatly enhances their engagement with their role as well as their career prospects within the company. Workforce reputation management takes the wide range of disparate data about the workforce being produced across various social media platforms and transforms it into accessible, relevant, and actionable information that helps the organization achieve its desired business objectives. Social media holds untapped insights about your talent, brand and business, and workforce reputation management can help unlock them. Imagine - if you could find the hidden secrets of your businesses, how much more productive and efficient would your organization be? Mark Bennett is a Director of Product Strategy at Oracle. Mark focuses on setting the strategic vision and direction for tools that help organizations understand, shape, and leverage the capabilities of their workforce to achieve business objectives, as well as help individuals work effectively to achieve their goals and navigate their own growth. His combination of a deep technical background in software design and development, coupled with a broad knowledge of business challenges and thinking in today’s globalized, rapidly changing, technology accelerated economy, has enabled him to identify and incorporate key innovations that are central to Oracle Fusion’s unique value proposition. Mark has over the course of his career been in charge of the design, development, and strategy of Talent Management products and the design and development of cutting edge software that is better equipped to handle the increasingly complex demands of users while also remaining easy to use. Follow him @mpbennett

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• Off The Beaten Path—Three Things Growing Midsize Companies are Thankful For

  - by Christine Randle

  By: Jim Lein, Senior Director, Oracle Accelerate Last Sunday I went on a walkabout.  That’s when I just step out the door of my Colorado home and hike through the mountains for hours with no predetermined destination. I favor “social trails”, the unmapped routes pioneered by both animal and human explorers.  These tracks  are usually more challenging than established, marked routes and you can’t be 100% sure of where you’re going to end up. But I’ve found the rewards to be much greater. For awhile, I pondered on how—depending upon your perspective—the current economic situation worldwide could be viewed as either a classic “the glass is half empty” or a “the glass is half full” scenario. Midsize companies buy Oracle to grow and so I’m continually amazed and fascinated by the success stories our customers relate to me.  Oracle’s successful midsize companies are growing via innovation, agility, and opportunity. For them, the glass isn’t half full—it’s overflowing. Growing Midsize Companies are Thankful for: Innovation The sun angling through the pine trees reminded me of a conversation with a European customer a year ago May.  You might not recognize the name but, chances are, your local evening weather report relies on this company’s weather observation, monitoring and measurement products.  For decades, the company was recognized in its industry for product innovation, but its recent rapid growth comes from tailoring end to end product and service solutions based on the needs of distinctly different customer groups across industrial, public sector, and defense sectors.  Hours after that phone call I was walking my dog in a local park and came upon a small white plastic box sprouting short antennas and dangling by a nylon cord from a tree branch.  I cut it down. The name of that customer’s company was stamped on the housing. “It’s a radiosonde from a high altitude weather balloon,” he told me the next day. “Keep it as a souvenir.”  It sits on my fireplace mantle and elicits many questions from guests. Growing Midsize Companies are Thankful for: Agility In July, I had another interesting discussion with the CFO of an Asia-Pacific company which owns and operates a large portfolio of leisure assets. They are best known for their epic outdoor theme parks. However, their primary growth today is coming from a chain of indoor amusement centers in the USA where billiards, bowling, and laser tag take the place of roller coasters, kiddy rides, and wave pools. With mountains and rivers right out my front door, I’m not much for theme parks, but I’ll take a spirited game of laser tag any day.  This company has grown dramatically since first implementing Oracle ERP more than a decade ago. Their profitable expansion into a completely foreign market is derived from the ability to replicate proven and efficient best business practices across diverse operating environments.  They recently went live on Oracle’s Fusion HCM and Taleo. Their CFO explained to me how, with thousands of employees in three countries, Fusion HCM and Taleo would enable them to remain incredibly agile by acting on trends linking individual employee performance to their management, establishing and maintaining those best practices. Growing Midsize Companies are Thankful for: Opportunity I have three GPS apps on my iPhone. I use them mainly to keep track of my stats—distance, time, and vertical gain. However, every once in awhile I need to find the most efficient route back home before dark from my current location (notice I didn’t use the word “lost”). In August I listened in on an interview with the CFO of another European company that designs and delivers telematics solutions—the integrated use of telecommunications and informatics—for managing the mobile workforce. These solutions enable customers to achieve evolutionary step-changes in their performance and service delivery. Forgive the overused metaphor, but this is route optimization on steroids.  The company’s executive team saw an opportunity in this emerging market and went “all in”. Consequently, they are being rewarded with tremendous growth results and market domination by providing the ability for their clients to collect and analyze performance information related to fuel consumption, service workforce safety, and asset productivity. This Thanksgiving, I’m thankful for health, family, friends, and a career with an innovative company that helps companies leverage top tier software to drive and manage growth. And I’m thankful to have learned the lesson that good things happen when you get off the beaten path—both when hiking and when forging new routes through a complex world economy. Halfway through my walkabout on Sunday, after scrambling up a long stretch of scree-covered hill, I crested a ridge with an obstructed view of 14,265 ft Mt Evans just a few miles to the west.  There, nowhere near a house or a trail, someone had placed a wooden lounge chair. Its wood was worn and faded but it was sturdy. I had lunch and a cold drink in my pack. Opportunity knocked and I seized it. Happy Thanksgiving.  

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• MS Server 2008 R2: DNS Redirection on second server for website

  - by Alain

  We have a website on a secondary server that we want this website to be accessible from Internet, with www.mywebsite.com. In the domain name provider of www.mywebsite.com, we set our 2 dns names, dns1.company.ch, dns2.company.ch and our static ip address. System is set as following: MS Server 2008 R2 N°1: Main server, in AD With IP 192.168.1.100 With DNS zone dns1.company.ch With DNS secondary zone from server N°2: dns2.company.ch With DNS secondary zone from server N°2: mywebsite.com (zone transfer is on) MS Server 2008 R2 N°2: Secondary server, not in AD With IP 192.168.1.101 With DNS zone dns2.company.ch With DNS zone mywebsite.com with host: 192.168.1.101 With the website under ISS with bindings www.mywebsite.com:80, mywebsite.com:80 All traffics for ports 80 (http) and 53 (dns) from Internet goes to server N°1. How can we redirect all traffics for www.mywebsite.com from Internet to our secondary server so the corresponding website can be displayed in Internet ? Note: Under DNS of server N°1, we tried to use also a conditional redirector mywebsite.com (192.168.0.101), but it was working only for intranet. Thank you, Alain

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• no-www redirect not working / DNS A record

  - by HonzaB

  I'm far from an expert on this, but I'll try to be as clear as possible. I have an eshop solution leased from a company and it's hosted on their server. I can access it thru company.com/myshop and it also allows me to set up to 3 domains that they should recognize and redirect to my specific shop from. I registered a domain with a different company and am trying to "redirect" it to the eshop. By means of one of the following DNS entries (as they look in the admin GUI) * A 111.111.111.111 *.myshop.com A 111.111.111.111 myshop.com A 111.111.111.111 I've managed to make www.myshop.com redirect to the IP of company.com (111.111.111.111), which then goes on to do exactly what I expect it to do (ie. recognizes it comes from my domain, does some further redirects itself). However, I can't seem to make myshop.com (ie. without the www) redirect to that IP, too. The company that I registered the domain with provides a "URL redirect" service, but google would only register the redirect request and wouldn't follow it. That's why I hope for a DNS solution to this - my assumption being I've managed to miss adding a record to the DNS; if, however, the reason lies elsewhere, I'd be happy to hear about that too. If it's a search engine friendly solution (ie the www/no-www dilemma - avoidance of double content penalties), then that's even better; have no prefference either way (www/no-www), just need it to work. Any help is greatly appreciated, thanks

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• Displaying topics/categories related ads

  - by Frank

  Is there any advertising company that allow webmasters to decide on general ad topics (such as "Entertainment", "Autos and vehicles", "Arts", etc.) to be displayed for a user visiting on a website? I know you can choose specific ad campaigns to show to users, or let the advertising company decide for you which ads to show. But I am looking for an option to ask for the advertsing company to show me ads based on categories/topics. Thanks. Frank

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• Outrageous Work Conditions for a Developer analyst

  - by akjoshi

  Recently came across a job opening sent to me by a HR person on LinkedIn; The service based company is a very big name in IT but the work conditions mentioned in the job description were extremely unusual - I mean who the hell would like to apply for a job where a company wants you to be ready for lifting and transporting of computers, that too on top of extended work hours and weekends. I used to think that JD’s are supposed to encourage candidates to join the company but this one here looks totally...(read more)

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• Convince developer to use IDE

  - by artjom

  There is a developer, lets call him John (currently on probationary period) in company(pretty small company approx. 10 persons, 3 developers, one of them works long in this company know business process around and can be consider as Team leader) who didn't want to use any IDE at all(he is using some text editor). Application this team working on is medium size Java application with Spring Hibernate technology stack and refactoring/adding new features to launch new version of that application in near future. John performance working without IDE on this application is lower then desirable, team leader's (lets call him Bill) assumption is this happens because John is not using IDE. Bill try to persuade John to use IDE, but this idea meets a lot of resistance and main reason is "I want to be in total control of what I am doing, so I need to write all code by myself". How can Bill convince John to try to use IDE? (considering the fact what Bill already protected John from company owner several complaints about John performance)

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• CSR

  Working currently in private company

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• Getting developers and support to work together

  - by Matt Watson

  Agile development has ushered in the norm of rapid iterations and change within products. One of the biggest challenges for agile development is educating the rest of the company. At my last company our biggest challenge was trying to continually train 100 employees in our customer support and training departments. It's easy to write release notes and email them to everyone. But for complex software products, release notes are not usually enough detail. You really have to educate your employees on the WHO, WHAT, WHERE, WHY, WHEN of every item. If you don't do this, you end up with customer service people who know less about your product than your users do. Ever call a company and feel like you know more about their product than their customer service people do? Yeah. I'm talking about that problem.WHO does the change effect?WHAT was the actual change?WHERE do I find the change in the product?WHY was the change made? (It's hard to support something if you don't know why it was done.)WHEN will the change be released?One thing I want to stress is the importance of the WHY something was done. For customer support people to be really good at their job, they need to understand the product and how people use it. Knowing how to enable a feature is one thing. Knowing why someone would want to enable it, is a whole different thing and the difference in good customer service. Another challenge is getting support people to better test and document potential bugs before escalating them to development. Trying to fix bugs without examples is always fun... NOT. They might as well say "The sky is falling, please fix it!"We need to over train the support staff about product changes and continually stress how they document and test potential product bugs. You also have to train the sales staff and the marketing team. Then there is updating sales materials, your website, product documentation and other items there are always out of date. Every product release causes this vicious circle of trying to educate the rest of the company about the changes.Do we need to record a simple video explaining the changes and email it to everyone? Maybe we should  use a simple online training type app to help with this problem. Ultimately the struggle is taking the time to do the training, but it is time well spent. It may save you a lot of time answering questions and fixing bugs later. How do we efficiently transfer key product knowledge from developers and product owners to the rest of the company? How have you solved these issues at your company?

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• How to store Role Based Access rights in web application?

  - by JonH

  Currently working on a web based CRM type system that deals with various Modules such as Companies, Contacts, Projects, Sub Projects, etc. A typical CRM type system (asp.net web form, C#, SQL Server backend). We plan to implement role based security so that basically a user can have one or more roles. Roles would be broken down by first the module type such as: -Company -Contact And then by the actions for that module for instance each module would end up with a table such as this: Role1 Example: Module Create Edit Delete View Company Yes Owner Only No Yes Contact Yes Yes Yes Yes In the above case Role1 has two module types (Company, and Contact). For company, the person assigned to this role can create companies, can view companies, can only edit records he/she created and cannot delete. For this same role for the module contact this user can create contacts, edit contacts, delete contacts, and view contacts (full rights basically). I am wondering is it best upon coming into the system to session the user's role with something like a: List<Role> roles; Where the Role class would have some sort of List<Module> modules; (can contain Company, Contact, etc.).? Something to the effect of: class Role{ string name; string desc; List<Module> modules; } And the module action class would have a set of actions (Create, Edit, Delete, etc.) for each module: class ModuleActions{ List<Action> actions; } And the action has a value of whether the user can perform the right: class Action{ string right; } Just a rough idea, I know the action could be an enum and the ModuleAction can probably be eliminated with a List<x, y>. My main question is what would be the best way to store this information in this type of application: Should I store it in the User Session state (I have a session class where I manage things related to the user). I generally load this during the initial loading of the application (global.asax). I can simply tack onto this session. Or should this be loaded at the page load event of each module (page load of company etc..). I eventually need to be able to hide / unhide various buttons / divs based on the user's role and that is what got me thinking to load this via session. Any examples or points would be great.

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• Jagran Prakashan Increases Staff Productivity by 40%

  - by Michael Snow

  Jagran Prakashan Increases Staff Productivity by 40%, Launches New IT Projects up to 4x Faster, Enables Mobile Service, and Improves Business Agility Oracle Customer: JPL Location:  Uttar Pradesh, India Industry: Media and Entertainment Employees:  10,000 Annual Revenue:  $100 to $500 Million Jagran Prakashan Ltd. (JPL) is one of India's premier media and communications groups with interests spanning print, advertising, event management, and mobile services for weather, cricket scores, and educational activities. It is a major media enterprise, with 300 locations across 15 states. Its impressive stable of print publications includes Dainik Jagran, the world’s most widely read daily newspaper––with a readership of over 55 million––the country’s leading afternoon dailies, and a range of popular local, bilingual, and English language newspapers. JPL was using multiple systems to manage its business processes. Users were resistant to using multiple passwords for various applications, preferring to continue their less efficient, legacy work practices. In addition, there was no single repository for sharing documents across the organization, such as company announcements or project documents. The company relied on e-mail to disseminate up-to-date company information, often missing employees. It was also time-consuming and difficult for managers to track the status of ongoing assignments or projects because collaboration and document sharing was inefficient and ineffective.With diverse businesses and many geographic locations, JPL needed to implement a centralized and user-friendly enterprise portal to improve document sharing and collaboration and increase business agility. The company implemented Oracle WebCenter Portal to create a dynamic, secure, and intuitive self-service enterprise portal to improve the user experience and increase operating efficiency. It improved staff productivity by 40%, accelerated new IT projects by up to 4x, boosted staff morale, and increased business agility.   Increases Staff Productivity by 40%, Launches New Products up to 2x Faster A word from JPL "With Oracle WebCenter Portal, we gained a dynamic, secure, and intuitive self-service enterprise portal that provided an exceptional user experience and enabled us to engage employees in a collaborative environment. It increased IT staff productivity by 40%, delivered new projects up to 4x faster, and enabled mobile service to improve our business agility.” Sarbani Bhatia, Vice President IT, Jagran Prakashahn Ltd Before implementing Oracle WebCenter Portal, JPL stored project-critical information, such as page planning of daily newspaper editions and the launch of new editions or supplements on individual laptops or in the e-mail system. Collaboration between colleagues was limited to physical meetings, telephone discussions, and e-mail. It was difficult to trace and recover important project documents when a staff member resigned, which represented a significant risk to business continuity. Employees were also averse to multiple passwords and resisted using the systems, affecting staff productivity. With Oracle WebCenter Portal, JPL created a dynamic, secure, and intuitive self-service enterprise portal with business activity streams. The portal allowed users to navigate, discover, and access information, such as advertising rates, requisition approvals, ad-hoc queries, and employee surveys from a single entry point with a single password. Managers can also upload important documents, such as new pricing for advertisers or newspaper distributors, and share them through the information and instruction section in the portal. In addition, managers can now easily track and review timelines for projects online rather than gathering information from meetings and e-mails. The company gained the ability to centrally manage information, ensured business continuity, and improved staff productivity by 40%.“In the media industry, news has a very short shelf life, so speed is crucial. Information delayed is like information lost,” said Sarbani Bhatia, vice president IT, Jagran Prakashahn Ltd. “Thanks to Oracle WebCenter Portal’s contextual collaboration tools, we can provide and share feedback for new project launches, such as career or education supplements, up to 2x faster through discussion forums or knowledge groups. Tasks that previously required four months, we now complete in one month.”In addition, the company can broadcast announcements, flash employee birthdays, and promote important events through the message section on the webpage, instead of using the e-mail system. The company can also conduct opinion polls to gauge employee response to organizational issues and improve management decision-making.“With over 10,000 employees across 300 locations, it is critical for management to hear the voice of employees and develop a cohesive organizational culture. Oracle WebCenter Portal enables employees to engage with business processes and systems in a collaborative environment, providing users with an exceptional experience,” Bhatia said. Enables Mobility Access and Increases Business Agility Newspaper advertisements generate the majority of JPL’s revenue. With most sales staff on the move, the company needed to ensure timely approval of print advertisement discounts for specific clients and meet tight publication deadlines.  By integrating Oracle WebCenter Portal seamlessly with its enterprise resource planning (ERP) system and other applications, such as the organizational mass mailing system, business intelligence, and management information system, JPL embedded its approval workflow processes into the enterprise portal and provided users with an integrated and intuitive interface. About 30% of JPL’s sales staff members now have tablets and receive advertising discount approval from managers while in the field and no longer need to return to the office, which has significantly improved efficiency and increased business agility.“Application mobility was critical for sales representatives in the field to meet stringent auditing requirements for online accountability, particularly for our newspaper advertising business. Staff member satisfaction has improved significantly now that the sales team can use tablets to access the portal––a capability we will extend to smart phones in the second stage of the implementation,” Bhatia said. Accelerates Application Development by up to 4x and Cuts Costs by up to 60% With Oracle WebCenter Portal, users can easily create, modify, and upload information to their personalized webpages without IT assistance. By seamlessly integrating Oracle WebCenter Portal with the payroll database, managers can decide which members of their team can access the page and with whom they will share information, a decision based on role or geographical location. A sales representative selling advertising space for a local language daily newspaper, for example, can upload an updated advertising rate relevant only to that particular publication. Users can also easily adapt to the new platform, thanks to its intuitive design and look, reducing the need for training and lowering resistance to using the system.Using Oracle WebCenter Portal’s out-of-the-box reusable components, such as portal pages and templates, provided JPL’s developers with a comprehensive and flexible user experience platform and increased the speed of application development. In less than five months, JPL developed more than 55 workflows. The IT team accelerated deployment of new applications by up to 4x, as they do not need to install them on individual machines now that they have a web-based environment.   “Previously, we would have spent a whole day deploying a new application for each department or location. With a browser-based environment, we have cut costs by up to 60% by reducing deployment time to zero, because our IT team can roll out a new application from a single point, thanks to Oracle WebCenter Portal,” Bhatia said. Challenges Provide a dynamic, secure, and intuitive self-service enterprise portal to improve staff productivity and ensure business continuity Enable seamless integration with multiple enterprise applications to improve workflow efficiency—including approval of print advertisement discounts—and increase business agility Improve engagement with employees and enable collaboration to enhance management decision-making Accelerate time-to-market for new services, such as new advertising programs Solutions Oracle Product and ServicesOracle WebCenter Portal 11g Increased staff productivity by 40% and enhanced user satisfaction by enabling employees to easily navigate, discover, and access information from a single, self-service enterprise portal without IT assistance Launched new products, such as career or education supplements, up to 2x faster by enabling peer collaboration and incorporating feedback generated through discussion forums, thanks to Oracle WebCenter Portal’s out-of-the-box collaboration tools Accelerated application development up to 4x by enabling developers to optimize reusable components for managing and deploying new applications in a browser-based environment rather than spending one day to install applications for each department, cutting costs by up to 60% Ensured business continuity by enabling managers to easily track and review project timelines online rather than storing important documents on individual laptops or relying on the e-mail system Increased business agility and operational efficiency by seamlessly integrating with the in-house, ERP system and embedding business processes into a single portal Boosted company revenue by enabling sales team members to submit print-advertising discount requests through mobile devices instead of waiting to return to office, ensuring timely approval from managers to meet tight publication deadlines Improved management decision-making by enabling employees to easily share and access feedback through opinion polls or forums, boosting staff morale Introduced the single sign-on capability and enhanced security by enabling managers to decide access level for staff members based on role or geographical location Reduced the need for staff training and minimized user resistance to systems by providing a dynamic and intuitive user experience Why Oracle JPL did not consider other products because the company was already using Oracle Database, Enterprise Edition with Real Application Clusters and had a positive experience with Oracle. JPL chose Oracle WebCenter Portal to ensure no compatibility issues for integration with its existing Oracle products and to take advantage of the experience and support of a reputable vendor to ensure business continuity. “We chose Oracle because we knew we could rely on its support and experience. In addition, Oracle WebCenter Portal’s speed, agility, and mobile access features were a perfect fit for our business requirements,” Bhatia said. Implementation Process JPL launched the enterprise portal to 500 users in the first phase of the project, and plans to extend this to 2,000 users when the portal is fully launched. Oracle partner PricewaterhouseCoopers used Oracle Application Development Framework for the intial set-up, user training and to develop and design sample workflows. JPL’s internal IT staff then took charge of the implementation, bringing it to completion on budget. Partner Oracle PartnerPricewaterhouseCoopers (India)

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• What Counts For a DBA: Replaceable

  - by Louis Davidson

  Replaceable is what every employee in every company instinctively strives not to be. Yet, if you’re an irreplaceable DBA, meaning that the company couldn’t find someone else who could do what you do, then you’re not doing a great job. A good DBA is replaceable. I imagine some of you are already reaching for the lighter fluid, about to set the comments section ablaze, but before you destroy a perfectly good Commodore 64, read on… Everyone is replaceable, ultimately. Anyone, anywhere, in any job, could be sitting at their desk reading this, blissfully unaware that this is to be their last day at work. Morbidly, you could be about to take your terminal breath. Ideally, it will be because another company suddenly offered you a truck full of money to take a new job, forcing you to bid a regretful farewell to your current employer (with barely a “so long suckers!” left wafting in the air as you zip out of the office like the Wile E Coyote wearing two pairs of rocket skates). I’ve often wondered what it would be like to be present at the meeting where your former work colleagues discuss your potential replacement. It is perhaps only at this point, as they struggle with the question “What kind of person do we need to replace old Wile?” that you would know your true worth in their eyes. Of course, this presupposes you need replacing. I’ve known one or two people whose absence we adequately compensated with a small rock, to keep their old chair from rolling down a slight incline in the floor. On another occasion, we bought a noise-making machine that frequently attracted attention its way, with unpleasant sounds, but never contributed anything worthwhile. These things never actually happened, of course, but you take my point: don’t confuse replaceable with expendable. Likewise, if the term “trained seal” comes up, someone they can teach to follow basic instructions and push buttons in the right order, then the replacement discussion is going to be over quickly. What, however, if your colleagues decide they’ll need a super-specialist to replace you. That’s a good thing, right? Well, usually, in my experience, no it is not. It often indicates that no one really knows what you do, or how. A typical example is the “senior” DBA who built a system just before 16-bit computing became all the rage and then settled into a long career managing it. Such systems are often central to the company’s operations and the DBA very skilled at what they do, but almost impossible to replace, because the system hasn’t evolved, and runs on processes and routines that others no longer understand or recognize. The only thing you really want to hear, at your replacement discussion, is that they need someone skilled at the fundamentals and adaptable. This means that the person they need understands that their goal is to be an excellent DBA, not a specialist in whatever the-heck the company does. Someone who understands the new versions of SQL Server and can adapt the company’s systems to the way things work today, who uses industry standard methods that any other qualified DBA/programmer can understand. More importantly, this person rarely wants to get “pigeon-holed” and so documents and shares the specialized knowledge and responsibilities with their teammates. Being replaceable doesn’t mean being “dime a dozen”. The company might need four people to take your place due to the depth of your skills, but still, they could find those replacements and those replacements could step right in using techniques that any decent DBA should know. It is a tough question to contemplate, but take some time to think about the sort of person that your colleagues would seek to replace you. If you think they would go looking for a “super-specialist” then consider urgently how you can diversify and share your knowledge, and start documenting all the processes you know as if today were your last day, because who knows, it just might be.

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• Test Management Software Upgraded

  New version includes role and permission system Business - Industry-Specific - Management - Small Business - Company

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• Customized Web Development Services

  Choosing between a web development company and a professional web development company is like choosing a rose from a bunch of thorns. In generic sense, every web development company offers elementary... [Author: Adam Mills - Web Design and Development - April 02, 2010]

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• Pricing personalized software?

  - by john ryan

  Currently i'm working on a Purchased Order System Application Project for a small scale company. The Software that i am working on is personalized based on the on their business requirement. The company told me to create proposal include the price how much is the application is so they can process the check for me. The person who give me this project is the company supervisor and also a former supply chain supervisor in my employer before which i work also in some of their applications back then.So i want to be fair. This is my first time to create an application as a sideline so i really never experienced pricing a software even though i am working as full time web developer in a big company. Any tips and help ?

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• Will knowing just Magento ruin my career?

  - by Devendra Sharma

  Hello everyone, I have some career doubts and need your kind advise. I have just started my career in PHP. A company is offering a job to me as Magento developer, but the condition is that i have to stay with the company for atleast one year. This company just works on Magento. I doubt, that after a year, I would be knowing just Magento and nothing else in php. Please guide me that should i join the company or not.

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• AdWords test with two different agencies - can I track their results without them being aware of each other

  - by Drew

  Currently going through a process of testing two AdWords ppc providers at the same time from two separate AdWords accounts. However they will require access to my GA account for linking and ecommerce tracking. Which means that they will be able to see each others results. I dont want this; Is it possible to set up GA so that; Company A only sees Adwords results associated to their AdWords management via GA Company B only sees Adwords results associated to their AdWords management via GA And each company never sees the other company's Adwords results? 100 positive karma points to anyone who can shed some light on this. Cheers.

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• GPL - what is distribution?

  - by Martin Beckett

  An interesting point came up on another thread about alleged misappropriation of a GPL project. In this case the enterprise software was used by some large companies who essentially took the code, changed the name, removed the GPL notices and used the result. The point was - if the company did this and only used the software internally then there isn't any distribution and that's perfectly legal under GPL. Modifications by their own employees for internal use would also be allowed. So At what point does it become a distribution? Presumably if they brought in outside contractors under 'work for hire' their modifications would also be internal and so not a distribution. If they hired an external software outfit to do modifications and those changes were only used internally by the company - would those changes be distributed? Does the GPL apply to the client or to the external developers? If the company then give the result to another department, another business unit, another company? What if the other company is a wholly owned subsidiary? ps. yes I know the answer is ask a lawyer. But all the discussion I have seen over GPL2/GPL3 distribution has been about webservices - not about internal use.

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• Architecture for subscription based application

  - by John

  This is about the architecture of my application I think. I have a Rails application where companies can administrate all things related to clients. Companies can buy a subscription and their users can access the application online. Hopefully I will get multiple companies subscribing to my appplication/service. Thing is, what should I do with my code and database? Seperate app code base and database per company One app code base but seperate database per company One app code base and one database The decision I am to make involves security (e.g. user from company X should not see any data from company Y) performance (let's suppose it becomes successful, it should have a good performance) and scalability (again, if successful, it should have a good performance but also easy for me to handle all the companies, code changes, etc) For sake of maintainability, I tend to opt for the one code base. For the database I really don't know at this moment. So what do you think is the best option?

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