Search Results

Search found 69645 results on 2786 pages for 'real time systems'.

Page 282/2786 | < Previous Page | 278 279 280 281 282 283 284 285 286 287 288 289  | Next Page >

  • AIX Checklist for stable obiee deployment

    - by user554629
    Common AIX configuration issues     ( last updated 27 Aug 2012 ) OBIEE is a complicated system with many moving parts and connection points.The purpose of this article is to provide a checklist to discuss OBIEE deployment with your systems administrators. The information in this article is time sensitive, and updated as I discover new  issues or details. What makes OBIEE different? When Tech Support suggests AIX component upgrades to a stable, locked-down production AIX environment, it is common to get "push back".  "Why is this necessary?  We aren't we seeing issues with other software?"It's a fair question that I have often struggled to answer; here are the talking points: OBIEE is memory intensive.  It is the entire purpose of the software to trade memory for repetitive, more expensive database requests across a network. OBIEE is implemented in C++ and is very dependent on the C++ runtime to behave correctly. OBIEE is aggressively thread efficient;  if atomic operations on a particular architecture do not work correctly, the software crashes. OBIEE dynamically loads third-party database client libraries directly into the nqsserver process.  If the library is not thread-safe, or corrupts process memory the OBIEE crash happens in an unrelated part of the code.  These are extremely difficult bugs to find. OBIEE software uses 99% common source across multiple platforms:  Windows, Linux, AIX, Solaris and HPUX.  If a crash happens on only one platform, we begin to suspect other factors.  load intensity, system differences, configuration choices, hardware failures.  It is rare to have a single product require so many diverse technical skills.   My role in support is to understand system configurations, performance issues, and crashes.   An analyst trained in Business Analytics can't be expected to know AIX internals in the depth required to make configuration choices.  Here are some guidelines. AIX C++ Runtime must be at  version 11.1.0.4$ lslpp -L | grep xlC.aixobiee software will crash if xlC.aix.rte is downlevel;  this is not a "try it" suggestion.Nov 2011 11.1.0.4 version  is appropriate for all AIX versions ( 5, 6, 7 )Download from here:https://www-304.ibm.com/support/docview.wss?uid=swg24031426 No reboot is necessary to install, it can even be installed while applications are using the current version.Restart the apps, and they will pick up the latest version. AIX 5.3 Technology Level 12 is required when running on Power5,6,7 processorsAIX 6.1 was introduced with the newer Power chips, and we have seen no issues with 6.1 or 7.1 versions.Customers with an unstable deployment, dozens of unexplained crashes, became stable after the upgrade.If your AIX system is 5.3, the minimum TL level should be at or higher than this:$ oslevel -s  5300-12-03-1107IBM typically supports only the two latest versions of AIX ( 6.1 and 7.1, for example).  AIX 5.3 is still supported and popular running in an LPAR. obiee userid limits$ ulimit -Ha  ( hard limits )$ ulimit -a   ( default limits )core file size (blocks)     unlimiteddata seg size (kbytes)      unlimitedfile size (blocks)          unlimitedmax memory size (kbytes)    unlimitedopen files                  10240 cpu time (seconds)          unlimitedvirtual memory (kbytes)     unlimitedIt is best to establish the values in /etc/security/limitsroot user is needed to observe and modify this file.If you modify a limit, you will need to relog in to change it again.  For example,$ ulimit -c 0$ ulimit -c 2097151cannot modify limit: Operation not permitted$ ulimit -c unlimited$ ulimit -c0There are only two meaningful values for ulimit -c ; zero or unlimited.Anything else is likely to produce a truncated core file that cannot be analyzed. Deploy 32-bit or 64-bit ?Early versions of OBIEE offered 32-bit or 64-bit choice to AIX customers.The 32-bit choice was needed if a database vendor did not supply a 64-bit client library.That's no longer an issue and beginning with OBIEE 11, 32-bit code is no longer shipped.A common error that leads to "out of memory" conditions to to accept the 32-bit memory configuration choices on 64-bit deployments.  The significant configuration choices are: Maximum process data (heap) size is in an AIX environment variableLDR_CNTRL=IGNOREUNLOAD@LOADPUBLIC@PREREAD_SHLIB@MAXDATA=0x... Two thread stack sizes are made in obiee NQSConfig.INI[ SERVER ]SERVER_THREAD_STACK_SIZE = 0;DB_GATEWAY_THREAD_STACK_SIZE = 0; Sort memory in NQSConfig.INI[ GENERAL ]SORT_MEMORY_SIZE = 4 MB ;SORT_BUFFER_INCREMENT_SIZE = 256 KB ; Choosing a value for MAXDATA:0x080000000  2GB Default maximum 32-bit heap size ( 8 with 7 zeros )0x100000000  4GB 64-bit breaking even with 32-bit ( 1 with 8 zeros )0x200000000  8GB 64-bit double 32-bit max0x400000000 16GB 64-bit safetyUsing 2GB heap size for a 64-bit process will almost certainly lead to an out-of-memory situation.Registers are twice as big ... consume twice as much memory in the heap.Upgrading to a 4GB heap for a 64-bit process is just "breaking even" with 32-bit.A 32-bit process is constrained by the 32-bit virtual addressing limits.  Heap memory is used for dynamic requirements of obiee software, thread stacks for each of the configured threads, and sometimes for shared libraries. 64-bit processes are not constrained in this way;  extra heap space can be configured for safety against a query that might create a sudden requirement for excessive storage.  If the storage is not available, this query might crash the whole server and disrupt existing users.There is no performance penalty on AIX for configuring more memory than required;  extra memory can be configured for safety.  If there are no other considerations, start with 8GB.Choosing a value for Thread Stack size:zero is the value documented to select an appropriate default for thread stack size.  My preference is to change this to an absolute value, even if you intend to use the documented default;  it provides better documentation and removes the "surprise" factor.There are two thread types that can be configured. GATEWAY is used by a thread pool to call a database client library to establish a DB connection.The default size is 256KB;  many customers raise this to 512KB ( no performance penalty for over-configuring ). This value must be set to 1 MB if Teradata connections are used. SERVER threads are used to run queries.  OBIEE uses recursive algorithms during the analysis of query structures which can consume significant thread stack storage.  It's difficult to provide guidance on a value that depends on data and complexity.  The general notion is to provide more space than you think you need,  "double down" and increase the value if you run out, otherwise inspect the query to understand why it is too complex for the thread stack.  There are protections built into the software to abort a single user query that is too complex, but the algorithms don't cover all situations.256 KB  The default 32-bit stack size.  Many customers increased this to 512KB on 32-bit.  A 64-bit server is very likely to crash with this value;  the stack contains mostly register values, which are twice as big.512 KB  The documented 64-bit default.  Some early releases of obiee didn't set this correctly, resulting in 256KB stacks.1 MB  The recommended 64-bit setting.  If your system only ever uses 512KB of stack space, there is no performance penalty for using 1MB stack size.2 MB  Many large customers use this value for safety.  No performance penalty.nqscheduler does not use the NQSConfig.INI file to set thread stack size.If this process crashes because the thread stack is too small, use this to set 2MB:export OBI_BACKGROUND_STACK_SIZE=2048 Shared libraries are not (shared) When application libraries are loaded at run-time, AIX makes a decision on whether to load the libraries in a "public" memory segment.  If the filesystem library permissions do not have the "Read-Other" permission bit, AIX loads the library into private process memory with two significant side-effects:* The libraries reduce the heap storage available.      Might be significant in 32-bit processes;  irrelevant in 64-bit processes.* Library code is loaded into multiple real pages for execution;  one copy for each process.Multiple execution images is a significant issue for both 32- and 64-bit processes.The "real memory pages" saved by using public memory segments is a minor concern.  Today's machines typically have plenty of real memory.The real problem with private copies of libraries is that they consume processor cache blocks, which are limited.   The same library instructions executing in different real pages will cause memory delays as the i-cache ( instruction cache 128KB blocks) are refreshed from real memory.   Performance loss because instructions are delayed is something that is difficult to measure without access to low-level cache fault data.   The machine just appears to be running slowly for no observable reason.This is an easy problem to detect, and an easy problem to correct.Detection:  "genld -l" AIX command produces a list of the libraries used by each process and the AIX memory address where they are loaded.32-bit public segment is 13 ( "dxxxxxxx" ).   private segments are 2-a.64-bit public segment is 9 ( "9xxxxxxxxxxxxxxx") ; private segment is 8.genld -l | grep -v ' d| 9' | sort +2provides a list of privately loaded libraries. Repair: chmod o+r <libname>AIX shared libraries will have a suffix of ".so" or ".a".Another technique is to change all libraries in a selected directory to repair those that might not be currently loaded.   The usual directories that need repair are obiee code, httpd code and plugins, database client libraries and java.chmod o+r /shr/dir/*.a /shr/dir/*.so Configure your system for diagnosticsProduction systems shouldn't crash, and yet bad things happen to good software.If obiee software crashes and produces a core, you should configure your system for reliable transfer of the failing conditions to Oracle Tech Support.  Here's what we need to be able to diagnose a core file from your system.* fullcore enabled. chdev -lsys0 -a fullcore=true* core naming enabled. chcore -n on -d* ulimit must not truncate core. see item 3.* pstack.sh is used to capture core documentation.* obidoc is used to capture current AIX configuration.* snapcore  AIX utility captures core and libraries. Use the proper syntax. $ snapcore -r corename executable-fullpath   /tmp/snapcore will contain the .pax.Z output file.  It is compressed.* If cores are directed to a common directory, ensure obiee userid can write to the directory.  ( chcore -p /cores -d ; chmod 777 /cores )The filesystem must have sufficient space to hold a crashing obiee application.Use:  df -k  Check the "Free" column ( not "% Used" )  8388608 is 8GB. Disable Oracle Client Library signal handlingThe Oracle DB Client Library is frequently distributed with the sqlplus development kit.By default, the library enables a signal handler, which will document a call stack if the application crashes.   The signal handler is not needed, and definitely disruptive to obiee diagnostics.   It needs to be disabled.   sqlnet.ora is typically located at:   $ORACLE_HOME/network/admin/sqlnet.oraAdd this line at the top of the file:   DIAG_SIGHANDLER_ENABLED=FALSE Disable async query in the RPD connection pool.This might be an obiee 10.1.3.4 issue only ( still checking  )."async query" must be disabled in the connection pools.It was designed to enable query cancellation to a database, and turned out to have too many edge conditions in normal communication that produced random corruption of data and crashes.  Please ensure it is turned off in the RPD. Check AIX error report (errpt).Errors external to obiee applications can trigger crashes.  $ /bin/errpt -aHardware errors ( firmware, adapters, disks ) should be reported to IBM support.All application core files are recorded by AIX;  the most recent ones are listed first. Reserved for something important to say.

    Read the article

  • Project Management Helps AmeriCares Deliver International Aid

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

    Read the article

  • PASS: Bylaw Changes

    - by Bill Graziano
    While you’re reading this, a post should be going up on the PASS blog on the plans to change our bylaws.  You should be able to find our old bylaws, our proposed bylaws and a red-lined version of the changes.  We plan to listen to feedback until March 31st.  At that point we’ll decide whether to vote on these changes or take other action. The executive summary is that we’re adding a restriction to prevent more than two people from the same company on the Board and eliminating the Board’s Officer Appointment Committee to have Officers directly elected by the Board.  This second change better matches how officer elections have been conducted in the past. The Gritty Details Our scope was to change bylaws to match how PASS actually works and tackle a limited set of issues.  Changing the bylaws is hard.  We’ve been working on these changes since the March board meeting last year.  At that meeting we met and talked through the issues we wanted to address.  In years past the Board has tried to come up with language and then we’ve discussed and negotiated to get to the result.  In March, we gave HQ guidance on what we wanted and asked them to come up with a starting point.  Hannes worked on building us an initial set of changes that we could work our way through.  Discussing changes like this over email is difficult wasn’t very productive.  We do a much better job on this at the in-person Board meetings.  Unfortunately there are only 2 or 3 of those a year. In August we met in Nashville and spent time discussing the changes.  That was also the day after we released the slate for the 2010 election. The discussion around that colored what we talked about in terms of these changes.  We talked very briefly at the Summit and again reviewed and revised the changes at the Board meeting in January.  This is the result of those changes and discussions. We made numerous small changes to clean up language and make wording more clear.  We also made two big changes. Director Employment Restrictions The first is that only two people from the same company can serve on the Board at the same time.  The actual language in section VI.3 reads: A maximum of two (2) Directors who are employed by, or who are joint owners or partners in, the same for-profit venture, company, organization, or other legal entity, may concurrently serve on the PASS Board of Directors at any time. The definition of “employed” is at the sole discretion of the Board. And what a mess this turns out to be in practice.  Our membership is a hodgepodge of interlocking relationships.  Let’s say three Board members get together and start a blog service for SQL Server bloggers.  It’s technically for-profit.  Let’s assume it makes $8 in the first year.  Does that trigger this clause?  (Technically yes.)  We had a horrible time trying to write language that covered everything.  All the sample bylaws that we found were just as vague as this. That led to the third clause in this section.  The first sentence reads: The Board of Directors reserves the right, strictly on a case-by-case basis, to overrule the requirements of Section VI.3 by majority decision for any single Director’s conflict of employment. We needed some way to handle the trivial issues and exercise some judgment.  It seems like a public vote is the best way.  This discloses the relationship and gets each Board member on record on the issue.   In practice I think this clause will rarely be used.  I think this entire section will only be invoked for actual employment issues and not for small side projects.  In either case we have the mechanisms in place to handle it in a public, transparent way. That’s the first and third clauses.  The second clause says that if your situation changes and you fall afoul of this restriction you need to notify the Board.  The clause further states that if this new job means a Board members violates the “two-per-company” rule the Board may request their resignation.  The Board can also  allow the person to continue serving with a majority vote.  I think this will also take some judgment.  Consider a person switching jobs that leads to three people from the same company.  I’m very likely to ask for someone to resign if all three are two weeks into a two year term.  I’m unlikely to ask anyone to resign if one is two weeks away from ending their term.  In either case, the decision will be a public vote that we can be held accountable for. One concern that was raised was whether this would affect someone choosing to accept a job.  I think that’s a choice for them to make.  PASS is clearly stating its intent that only two directors from any one organization should serve at any time.  Once these bylaws are approved, this policy should not come as a surprise to any potential or current Board members considering a job change.  This clause isn’t perfect.  The biggest hole is business relationships that aren’t defined above.  Let’s say that two employees from company “X” serve on the Board.  What happens if I accept a full-time consulting contract with that company?  Let’s assume I’m working directly for one of the two existing Board members.  That doesn’t violate section VI.3.  But I think it’s clearly the kind of relationship we’d like to prevent.  Unfortunately that was even harder to write than what we have now.  I fully expect that in the next revision of the bylaws we’ll address this.  It just didn’t make it into this one. Officer Elections The officer election process received a slightly different rewrite.  Our goal was to codify in the bylaws the actual process we used to elect the officers.  The officers are the President, Executive Vice-President (EVP) and Vice-President of Marketing.  The Immediate Past President (IPP) is also an officer but isn’t elected.  The IPP serves in that role for two years after completing their term as President.  We do that for continuity’s sake.  Some organizations have a President-elect that serves for one or two years.  The group that founded PASS chose to have an IPP. When I started on the Board, the Nominating Committee (NomCom) selected the slate for the at-large directors and the slate for the officers.  There was always one candidate for each officer position.  It wasn’t really an election so much as the NomCom decided who the next person would be for each officer position.  Behind the scenes the Board worked to select the best people for the role. In June 2009 that process was changed to bring it line with what actually happens.  An Officer Appointment Committee was created that was a subset of the Board.  That committee would take time to interview the candidates and present a slate to the Board for approval.  The majority vote of the Board would determine the officers for the next two years.  In practice the Board itself interviewed the candidates and conducted the elections.  That means it was time to change the bylaws again. Section VII.2 and VII.3 spell out the process used to select the officers.  We use the phrase “Officer Appointment” to separate it from the Director election but the end result is that the Board elects the officers.  Section VII.3 starts: Officers shall be appointed bi-annually by a majority of all the voting members of the Board of Directors. Everything else revolves around that sentence.  We use the word appoint but they truly are elected.  There are details in the bylaws for term limits, minimum requirements for President (1 prior term as an officer), tie breakers and filling vacancies. In practice we will have an election for President, then an election for EVP and then an election for VP Marketing.  That means that losing candidates will be able to fall down the ladder and run for the next open position.  Another point to note is that officers aren’t at-large directors.  That means if a current sitting officer loses all three elections they are off the Board.  Having Board member votes public will help with the transparency of this approach. This process has a number of positive and negatives.  The biggest concern I expect to hear is that our members don’t directly choose the officers.  I’m going to try and list all the positives and negatives of this approach. Many non-profits value continuity and are slower to change than a business.  On the plus side this promotes that.  On the negative side this promotes that.  If we change too slowly the members complain that we aren’t responsive.  If we change too quickly we make mistakes and fail at various things.  We’ve been criticized for both of those lately so I’m not entirely sure where to draw the line.  My rough assumption to this point is that we’re going too slow on governance and too quickly on becoming “more than a Summit.”  This approach creates competition in the officer elections.  If you are an at-large director there is no consequence to losing an election.  If you are an officer the only way to stay on the Board is to win an officer election or an at-large election.  If you are an officer and lose an election you can always run for the next office down.  This makes it very easy for multiple people to contest an election. There is value in a person moving through the officer positions up to the Presidency.  Having the Board select the officers promotes this.  The down side is that it takes a LOT of time to get to the Presidency.  We’ve had good people struggle with burnout.  We’ve had lots of discussion around this.  The process as we’ve described it here makes it possible for someone to move quickly through the ranks but doesn’t prevent people from working their way up through each role. We talked long and hard about having the officers elected by the members.  We had a self-imposed deadline to complete these changes prior to elections this summer. The other challenge was that our original goal was to make the bylaws reflect our actual process rather than create a new one.  I believe we accomplished this goal. We ran out of time to consider this option in the detail it needs.  Having member elections for officers needs a number of problems solved.  We would need a way for candidates to fall through the election.  This is what promotes competition.  Without this few people would risk an election and we’ll be back to one candidate per slot.  We need to do this without having multiple elections.  We may be able to copy what other organizations are doing but I was surprised at how little I could find on other organizations.  We also need a way for people that lose an officer election to win an at-large election.  Otherwise we’ll have very little competition for officers. This brings me to an area that I think we as a Board haven’t done a good job.  We haven’t built a strong process to tell you who is doing a good job and who isn’t.  This is a double-edged sword.  I don’t want to highlight Board members that are failing.  That’s not a good way to get people to volunteer and run for the Board.  But I also need a way let the members make an informed choice about who is doing a good job and would make a good officer.  Encouraging Board members to blog, publishing minutes and making votes public helps in that regard but isn’t the final answer.  I don’t know what the final answer is yet.  I do know that the Board members themselves are uniquely positioned to know which other Board members are doing good work.  They know who speaks up in meetings, who works to build consensus, who has good ideas and who works with the members.  What I Could Do Better I’ve learned a lot writing this about how we communicated with our members.  The next time we revise the bylaws I’d do a few things differently.  The biggest change would be to provide better documentation.  The March 2009 minutes provide a very detailed look into what changes we wanted to make to the bylaws.  Looking back, I’m a little surprised at how closely they matched our final changes and covered the various arguments.  If you just read those you’d get 90% of what we eventually changed.  Nearly everything else was just details around implementation.  I’d also consider publishing a scope document defining exactly what we were doing any why.  I think it really helped that we had a limited, defined goal in mind.  I don’t think we did a good job communicating that goal outside the meeting minutes though. That said, I wish I’d blogged more after the August and January meeting.  I think it would have helped more people to know that this change was coming and to be ready for it. Conclusion These changes address two big concerns that the Board had.  First, it prevents a single organization from dominating the Board.  Second, it codifies and clearly spells out how officers are elected.  This is the process that was previously followed but it was somewhat murky.  These changes bring clarity to this and clearly explain the process the Board will follow. We’re going to listen to feedback until March 31st.  At that time we’ll decide whether to approve these changes.  I’m also assuming that we’ll start another round of changes in the next year or two.  Are there other issues in the bylaws that we should tackle in the future?

    Read the article

  • Cannot ping router with a static IP assigned?

    - by Uriah
    Alright. I am running Ubuntu LTS 12.04 and am trying to configure a local caching/master DNS server so I am using Bind9. First, here are some things via default DHCP: /etc/network/interfaces cat /etc/network/interfaces # This file describes the network interfaces available on your system # and how to activate them. For more information, see interfaces(5). # The loopback network interface auto lo iface lo inet loopback # The primary network interface auto eth0 iface eth0 inet dhcp # The primary network interface - STATIC #auto eth0 #iface eth0 inet static # address 192.168.2.113 # netmask 255.255.255.0 # network 192.168.2.0 # broadcast 192.168.2.255 # gateway 192.168.2.1 # dns-search uclemmer.net # dns-nameservers 192.168.2.113 8.8.8.8 /etc/resolv.conf cat /etc/resolv.conf # Dynamic resolv.conf(5) file for glibc resolver(3) generated by resolvconf(8) # DO NOT EDIT THIS FILE BY HAND -- YOUR CHANGES WILL BE OVERWRITTEN nameserver 192.168.2.1 search uclemmer.net ifconfig ifconfig eth0 Link encap:Ethernet HWaddr 00:14:2a:82:d4:9e inet addr:192.168.2.103 Bcast:192.168.2.255 Mask:255.255.255.0 inet6 addr: fe80::214:2aff:fe82:d49e/64 Scope:Link UP BROADCAST RUNNING MULTICAST MTU:1500 Metric:1 RX packets:1067 errors:0 dropped:0 overruns:0 frame:0 TX packets:2504 errors:0 dropped:0 overruns:0 carrier:0 collisions:0 txqueuelen:1000 RX bytes:153833 (153.8 KB) TX bytes:214129 (214.1 KB) Interrupt:23 Base address:0x8800 lo Link encap:Local Loopback inet addr:127.0.0.1 Mask:255.0.0.0 inet6 addr: ::1/128 Scope:Host UP LOOPBACK RUNNING MTU:16436 Metric:1 RX packets:915 errors:0 dropped:0 overruns:0 frame:0 TX packets:915 errors:0 dropped:0 overruns:0 carrier:0 collisions:0 txqueuelen:0 RX bytes:71643 (71.6 KB) TX bytes:71643 (71.6 KB) ping ping -c 4 192.168.2.1 PING 192.168.2.1 (192.168.2.1) 56(84) bytes of data. 64 bytes from 192.168.2.1: icmp_req=1 ttl=64 time=0.368 ms 64 bytes from 192.168.2.1: icmp_req=2 ttl=64 time=0.224 ms 64 bytes from 192.168.2.1: icmp_req=3 ttl=64 time=0.216 ms 64 bytes from 192.168.2.1: icmp_req=4 ttl=64 time=0.237 ms --- 192.168.2.1 ping statistics --- 4 packets transmitted, 4 received, 0% packet loss, time 2997ms rtt min/avg/max/mdev = 0.216/0.261/0.368/0.063 ms ping -c 4 google.com PING google.com (74.125.134.102) 56(84) bytes of data. 64 bytes from www.google-analytics.com (74.125.134.102): icmp_req=1 ttl=48 time=15.1 ms 64 bytes from www.google-analytics.com (74.125.134.102): icmp_req=2 ttl=48 time=11.4 ms 64 bytes from www.google-analytics.com (74.125.134.102): icmp_req=3 ttl=48 time=11.6 ms 64 bytes from www.google-analytics.com (74.125.134.102): icmp_req=4 ttl=48 time=11.5 ms --- google.com ping statistics --- 4 packets transmitted, 4 received, 0% packet loss, time 3003ms rtt min/avg/max/mdev = 11.488/12.465/15.118/1.537 ms ip route ip route default via 192.168.2.1 dev eth0 metric 100 192.168.2.0/24 dev eth0 proto kernel scope link src 192.168.2.103 As you can see, with DHCP everything seems to work fine. Now, here are things with static IP: /etc/network/interfaces cat /etc/network/interfaces # This file describes the network interfaces available on your system # and how to activate them. For more information, see interfaces(5). # The loopback network interface auto lo iface lo inet loopback # The primary network interface #auto eth0 #iface eth0 inet dhcp # The primary network interface - STATIC auto eth0 iface eth0 inet static address 192.168.2.113 netmask 255.255.255.0 network 192.168.2.0 broadcast 192.168.2.255 gateway 192.168.2.1 dns-search uclemmer.net dns-nameservers 192.168.2.1 8.8.8.8 I have tried dns-nameservers in various combos of *.2.1, *.2.113, and other reliable, public nameservers. /etc/resolv.conf cat /etc/resolv.conf # Dynamic resolv.conf(5) file for glibc resolver(3) generated by resolvconf(8) # DO NOT EDIT THIS FILE BY HAND -- YOUR CHANGES WILL BE OVERWRITTEN nameserver 192.168.2.1 nameserver 8.8.8.8 search uclemmer.net Obviously, when I change the nameservers in the /etc/network/interfaces file, the nameservers change here too. ifconfig ifconfig eth0 Link encap:Ethernet HWaddr 00:14:2a:82:d4:9e inet addr:192.168.2.113 Bcast:192.168.2.255 Mask:255.255.255.0 inet6 addr: fe80::214:2aff:fe82:d49e/64 Scope:Link UP BROADCAST RUNNING MULTICAST MTU:1500 Metric:1 RX packets:1707 errors:0 dropped:0 overruns:0 frame:0 TX packets:2906 errors:0 dropped:0 overruns:0 carrier:0 collisions:0 txqueuelen:1000 RX bytes:226230 (226.2 KB) TX bytes:263497 (263.4 KB) Interrupt:23 Base address:0x8800 lo Link encap:Local Loopback inet addr:127.0.0.1 Mask:255.0.0.0 inet6 addr: ::1/128 Scope:Host UP LOOPBACK RUNNING MTU:16436 Metric:1 RX packets:985 errors:0 dropped:0 overruns:0 frame:0 TX packets:985 errors:0 dropped:0 overruns:0 carrier:0 collisions:0 txqueuelen:0 RX bytes:78625 (78.6 KB) TX bytes:78625 (78.6 KB) ping ping -c 4 192.168.2.1 PING 192.168.2.1 (192.168.2.1) 56(84) bytes of data. --- 192.168.2.1 ping statistics --- 4 packets transmitted, 0 received, 100% packet loss, time 3023ms ping -c 4 google.com ping: unknown host google.com Lastly, here are my bind zone files: /etc/bind/named.conf.options cat /etc/bind/named.conf.options options { directory "/etc/bind"; // // // query-source address * port 53; notify-source * port 53; transfer-source * port 53; // If there is a firewall between you and nameservers you want // to talk to, you may need to fix the firewall to allow multiple // ports to talk. See http://www.kb.cert.org/vuls/id/800113 // If your ISP provided one or more IP addresses for stable // nameservers, you probably want to use them as forwarders. // Uncomment the following block, and insert the addresses replacing // the all-0's placeholder. // forwarders { // 0.0.0.0; // }; forwarders { // My local 192.168.2.113; // Comcast 75.75.75.75; 75.75.76.76; // Google 8.8.8.8; 8.8.4.4; // DNSAdvantage 156.154.70.1; 156.154.71.1; // OpenDNS 208.67.222.222; 208.67.220.220; // Norton 198.153.192.1; 198.153.194.1; // Verizon 4.2.2.1; 4.2.2.2; 4.2.2.3; 4.2.2.4; 4.2.2.5; 4.2.2.6; // Scrubit 67.138.54.100; 207.255.209.66; }; // // // //allow-query { localhost; 192.168.2.0/24; }; //allow-transfer { localhost; 192.168.2.113; }; //also-notify { 192.168.2.113; }; //allow-recursion { localhost; 192.168.2.0/24; }; //======================================================================== // If BIND logs error messages about the root key being expired, // you will need to update your keys. See https://www.isc.org/bind-keys //======================================================================== dnssec-validation auto; auth-nxdomain no; # conform to RFC1035 listen-on-v6 { any; }; }; /etc/bind/named.conf.local cat /etc/bind/named.conf.local // // Do any local configuration here // // Consider adding the 1918 zones here, if they are not used in your // organization //include "/etc/bind/zones.rfc1918"; zone "example.com" { type master; file "/etc/bind/zones/db.example.com"; }; zone "2.168.192.in-addr.arpa" { type master; file "/etc/bind/zones/db.2.168.192.in-addr.arpa"; /etc/bind/zones/db.example.com cat /etc/bind/zones/db.example.com ; ; BIND data file for example.com interface ; $TTL 604800 @ IN SOA yossarian.example.com. root.example.com. ( 1343171970 ; Serial 604800 ; Refresh 86400 ; Retry 2419200 ; Expire 604800 ) ; Negative Cache TTL ; @ IN NS yossarian.example.com. @ IN A 192.168.2.113 @ IN AAAA ::1 @ IN MX 10 yossarian.example.com. ; yossarian IN A 192.168.2.113 router IN A 192.168.2.1 printer IN A 192.168.2.200 ; ns01 IN CNAME yossarian.example.com. www IN CNAME yossarian.example.com. ftp IN CNAME yossarian.example.com. ldap IN CNAME yossarian.example.com. mail IN CNAME yossarian.example.com. /etc/bind/zones/db.2.168.192.in-addr.arpa cat /etc/bind/zones/db.2.168.192.in-addr.arpa ; ; BIND reverse data file for 2.168.192.in-addr interface ; $TTL 604800 @ IN SOA yossarian.example.com. root.example.com. ( 1343171970 ; Serial 604800 ; Refresh 86400 ; Retry 2419200 ; Expire 604800 ) ; Negative Cache TTL ; @ IN NS yossarian.example.com. @ IN A 255.255.255.0 ; 113 IN PTR yossarian.example.com. 1 IN PTR router.example.com. 200 IN PTR printer.example.com. ip route ip route default via 192.168.2.1 dev eth0 metric 100 192.168.2.0/24 dev eth0 proto kernel scope link src 192.168.2.113 I can SSH in to the machine locally at *.2.113 or at whatever address is dynamically assigned when in DHCP "mode". *2.113 is in my router's range and I have ports open and forwarding to the server. Pinging is enabled on the router too. I briefly had a static configuration working but it died after the first reboot. Please let me know what other info you might need. I am beyond frustrated/baffled.

    Read the article

  • Contract Work - Lessons Learned

    - by samerpaul
    I thought I would write a post of a different nature today, but still relevant to the tech world. I do a lot of contract jobs myself and really enjoy it. It's nice to keep jumping from project to project, and not having to go to an office or keep regular hours, etc. I really enjoy it. I have learned a lot in the past few years of doing it (both from experience and from help given to me from others, and the internet) so I thought I'd share some of that knowledge/experience today.So here's my own personal "lesson's learned" that hopefully will help you if you find yourself doing contract work:Should I take the job?Ok, so this is the first step. Assuming you were given sufficient information about what they want, then you should really think about what you're capable of doing and whether or not you should take this job. Personally, my rule is, if I know it's possible, I'll say yes, even if I don't yet know how to do it. That's because the internet is such a great help, it would be rare to run into an issue that you can't figure out with some help. So if your clients are asking for something that you don't yet know how to program, but you know you can do it on the platform then go for it. How else are you going to learn?Use this rule with some limitation, however. If you're really lacking the expertise or foundation in something, then unless you have tons of time to complete the project, then I wouldn't say yes. For example, I haven't personally done any 3d/openGL programming yet so I wouldn't say yes to a project that extensively uses it. OK, so I want the job, but how much do I charge?This part can be tricky. There is no set formula really, but I have some tips for pricing that will hopefully give you a better idea on how to confidently ask your price and have them accept. Here are some personal guidelinesHow much time do you have to complete the project? If it's shorter than average, then charge more. You can even make a subtle note about this (or not so subtle if they still don't get it.) If it seems too short of a time (i.e. near impossible to complete), be sure to say that. It looks bad to promise a time that you can't keep--and it makes it less likely for them to return to you for work.Your Hourly rate: How long have you been working in that language? Do you have existing projects to back you up? Or previous contacts that can vouch for your work? Are there very few people with your particular skill set? All of these things will lend themselves to setting an hourly rate. I'd also try out a quick google search of what your line of work is, to see what the industry standard is at that point in time.I wouldn't price too low, because you want to make your time worth it. You also want them to feel like they're paying for quality work (assuming you can deliver it :) ). Finally, think about your client. If it's a small business, then don't price it too high if you want the job. If it's an enterprise (like a Fortune company), then don't be afraid to price higher. They have the budget for it.Fixed price: If they want a fixed price project, then you need to think about how many hours it will take you to complete it and multiply it by the hourly rate you set for yourself. Then, honestly, I would add 10-20% on top of that. Why? Because nothing ever works exactly how you want it to. There are lots of times that something "trivial" is way harder than it should be, or something that "should work" doesn't for hours and it eats away at your hourly rate. I can't count the number of times I encountered a logical bug that took away an entire's day work because debuggers don't help in those cases. By adding that padding in, it's still OK to have those days where you don't get as much done as you want. And another useful tip: Depending on your client, and the scope, you most likely want to set that you both sign off on a specification sheet before doing any work, and that any changes will result in a re-evaulation of the price. This is to help protect you from being handed a huge new addition to the project half-way in, without any extra payment.Scope of project: Finally, is it a huge project? Is it really small/fast? This affects how much your client will be willing to pay. If it sounds big, they will be willing to pay more for it. If it seems really small, then you won't be able to get away with a large asking price (as easily).Ok, I priced it, now what?So now that you have the price, you want to make sure it feels justified to your client. I never set a price before I can really think about everything. For example, if you're still in your introduction phase, and they want a price, don't give one! Just comment that you will send them a proposal sheet with all the features outlined, and a price for everything. You don't want to shout out a low number and then deliver something that is way higher. You also don't want to shock them with a big number before they feel like they are getting a great product.Make up a proposal document in a word editor. Personally, I leave the price till the very end. Why? Because by the time they reach the end, you've already discussed all the great features you plan to implement, and how it's the best product they'll ever use, etc etc...so your price comes off as a steal! If you hit them up front with a price, they will read through the document with a negative bias. Think about those commercials on TV. They always go on about their product, then at the end, ask "What would you pay for something like this? $100? $50? How about $20!!". This is not by accident.Scenario: I finished the job way earlier than expectedYou have two options then. You can either polish the hell out of the application, and even throw in a few bonus features (assuming they are in-line with the customer's needs) or you can sit and wait on it until you near your deadline. Why don't you want to turn it in too early? Because you should treat that extra time as a surplus. If you said it is going to take you 3 weeks, and it took you only 1, you have a surplus of 2 weeks. I personally don't want to let them know that I can do a 3 week project in 1 week. Why not? Because that may not always be the case! I may later have a 3 week project that takes all 3 weeks, but if I set a precedent of delivering super early, then the pressure is on for that longer project. It also makes it harder to quote longer times if you keep delivering too early.Feel free to deliver early, but again, don't do it too early. They may also wonder why they paid you for 3 weeks of work if you're done in 1. They may further wonder if the product sucks, or what is wrong with it, if it's done so early, etc.I would just polish the application. Everyone loves polish in their applications. The smallest details are what make an application go from "functional" to "fantastic". And since you are still delivering on time, then they are still going to be very happy with you.Scenario: It's taking way too long to finish this, and the deadline is nearing/here!So this is not a fun scenario to be in, but it'll happen. Sometimes the scope of the project gets out of hand. The best policy here is OPENNESS/HONESTY. Tell them that the project is taking longer than expected, and give a reasonable time for when you think you'll have it done. I typically explain it in a way that makes it sound like it isn't something that I did wrong, but it's just something about the nature of the project. This really goes for any scenario, to be honest. Just continue to stay open and communicative about your progress. This doesn't mean that you should email them every five minutes (unless they want you to), but it does mean that maybe every few days or once a week, give them an update on where you're at, and what's next. They'll be happy to know they are paying for progress, and it'll make it easier to ask for an extension when something goes wrong, because they know that you've been working on it all along.Final tips and thoughts:In general, contract work is really fun and rewarding. It's nice to learn new things all the time, as mandated by the project ,and to challenge yourself to do things you may not have done before. The key is to build a great relationship with your clients for future work, and for recommendations. I am always very honest with them and I never promise something I can't deliver. Again, under promise, over deliver!I hope this has proved helpful!Cheers,samerpaul

    Read the article

  • How do I declare a constructor for an 'object' class type in Scala? I.e., a one time operation for the singleton.

    - by Zack
    I know that objects are treated pretty much like singletons in scala. However, I have been unable to find an elegant way to specify default behavior on initial instantiation. I can accomplish this by just putting code into the body of the object declaration but this seems overly hacky. Using an apply doesn't really work because it can be called multiple times and doesn't really make sense for this use case. Any ideas on how to do this?

    Read the article

  • Symantec Backup Exec Error on backup

    - by AliGibbs
    Recently we have moved some of servers from real servers- into virtual servers. Since then, we are getting errors like the following: Error category : Resource ErrorsError : e000fed1 - A failure occurred querying the Writer status. For additional information regarding this error refer to link V-79-57344-65233 This is happening on the virtual servers and also the real servers now. Looked on google and found some information- like running "vssadmin list writers" however none of these are showing an error.

    Read the article

  • Win7: Always remember UAC choice for an application

    - by Svish
    I have some applications that I open from time to time, and I always get this UAC message with Do you want to allow the following program from an unknown publisher to make changes to this computer? Is there a way I can mark a single program so that won't ask me that again? Like, I think it is good that it asks me the first time, but some programs I do launch more often, and I am ok with them making changes and don't want to be asked all the time.

    Read the article

  • Ethernet switch capacity question

    - by Andrew Queisser
    We're looking at hooking up 48 small embedded systems with 10/100 Ethernet ports to an Ethernet switch and then have that switch talk to a server upstream via a faster connection. I have a couple of questions about that scenario: What kind of upstream connection is best (fiber, other?) Would it be reasonable to download 1GB/hour from each of the 48 systems concurrently? We'd be using some kind of TCP based protocol of our own design. Thanks, Andrew

    Read the article

  • Apache2 benchmarks - very poor performance

    - by andrzejp
    I have two servers on which I test the configuration of apache2. The first server: 4GB of RAM, AMD Athlon (tm) 64 X2 Dual Core Processor 5600 + Apache 2.2.3, mod_php, mpm prefork: Settings: Timeout 100 KeepAlive On MaxKeepAliveRequests 150 KeepAliveTimeout 4 <IfModule Mpm_prefork_module> StartServers 7 MinSpareServers 15 MaxSpareServers 30 MaxClients 250 MaxRequestsPerChild 2000 </ IfModule> Compiled in modules: core.c mod_log_config.c mod_logio.c prefork.c http_core.c mod_so.c Second server: 8GB of RAM, Intel (R) Core (TM) i7 CPU [email protected] Apache 2.2.9, **fcgid, mpm worker, suexec** PHP scripts are running via fcgi-wrapper Settings: Timeout 100 KeepAlive On MaxKeepAliveRequests 100 KeepAliveTimeout 4 <IfModule Mpm_worker_module> StartServers 10 MaxClients 200 MinSpareThreads 25 MaxSpareThreads 75 ThreadsPerChild 25 MaxRequestsPerChild 1000 </ IfModule> Compiled in modules: core.c mod_log_config.c mod_logio.c worker.c http_core.c mod_so.c The following test results, which are very strange! New server (dynamic content - php via fcgid+suexec): Server Software: Apache/2.2.9 Server Hostname: XXXXXXXX Server Port: 80 Document Path: XXXXXXX Document Length: 179512 bytes Concurrency Level: 10 Time taken for tests: 0.26276 seconds Complete requests: 1000 Failed requests: 0 Total transferred: 179935000 bytes HTML transferred: 179512000 bytes Requests per second: 38.06 Transfer rate: 6847.88 kb/s received Connnection Times (ms) min avg max Connect: 2 4 54 Processing: 161 257 449 Total: 163 261 503 Old server (dynamic content - mod_php): Server Software: Apache/2.2.3 Server Hostname: XXXXXX Server Port: 80 Document Path: XXXXXX Document Length: 187537 bytes Concurrency Level: 10 Time taken for tests: 173.073 seconds Complete requests: 1000 Failed requests: 22 (Connect: 0, Length: 22, Exceptions: 0) Total transferred: 188003372 bytes HTML transferred: 187546372 bytes Requests per second: 5777.91 Transfer rate: 1086267.40 kb/s received Connnection Times (ms) min avg max Connect: 3 3 28 Processing: 298 1724 26615 Total: 301 1727 26643 Old server: Static content (jpg file) Server Software: Apache/2.2.3 Server Hostname: xxxxxxxxx Server Port: 80 Document Path: /images/top2.gif Document Length: 40486 bytes Concurrency Level: 100 Time taken for tests: 3.558 seconds Complete requests: 1000 Failed requests: 0 Write errors: 0 Total transferred: 40864400 bytes HTML transferred: 40557482 bytes Requests per second: 281.09 [#/sec] (mean) Time per request: 355.753 [ms] (mean) Time per request: 3.558 [ms] (mean, across all concurrent requests) Transfer rate: 11217.51 [Kbytes/sec] received Connection Times (ms) min mean[+/-sd] median max Connect: 3 11 4.5 12 23 Processing: 40 329 61.4 339 1009 Waiting: 6 282 55.2 293 737 Total: 43 340 63.0 351 1020 New server - static content (jpg file) Server Software: Apache/2.2.9 Server Hostname: XXXXX Server Port: 80 Document Path: /images/top2.gif Document Length: 40486 bytes Concurrency Level: 100 Time taken for tests: 3.571531 seconds Complete requests: 1000 Failed requests: 0 Write errors: 0 Total transferred: 41282792 bytes HTML transferred: 41030080 bytes Requests per second: 279.99 [#/sec] (mean) Time per request: 357.153 [ms] (mean) Time per request: 3.572 [ms] (mean, across all concurrent requests) Transfer rate: 11287.88 [Kbytes/sec] received Connection Times (ms) min mean[+/-sd] median max Connect: 2 63 24.8 66 119 Processing: 124 278 31.8 282 391 Waiting: 3 70 28.5 66 164 Total: 126 341 35.9 350 443 I noticed that in the apache error.log is a lot of entries: [notice] mod_fcgid: call /www/XXXXX/public_html/forum/index.php with wrapper /www/php-fcgi-scripts/XXXXXX/php-fcgi-starter What I have omitted, or do not understand? Such a difference in requests per second? Is it possible? What could be the cause?

    Read the article

  • Including hostname in apache logwatch reports

    - by Robert Munteanu
    When hosting multiple domains with apache it's useful to see the logwatch apache output with the virtual host name included, but I only get: --------------------- httpd Begin ------------------------ Requests with error response codes 400 Bad Request /: 1 Time(s) /robots.txt: 1 Time(s) whereas I would like something like --------------------- httpd Begin ------------------------ Requests with error response codes 400 Bad Request example.com/: 1 Time(s) example.org/robots.txt: 1 Time(s) How can I achieve this with logwatch?

    Read the article

  • How to migrate data from a Firebird database to PostGreSQL on Linux

    - by Tom Feiner
    Are there any good tools to migrate existing firebird databases to PostgreSQL for Linux systems? I've looked at: FBexport which can be used to dump the data as insert statements, but it's mainly written to export/import from one firebird db to another, not as a migration tool. There's also: Firebird to PostgreSQL Win32 tool, but it's only for win32 systems. Is there any good tool to do this? Or should I just roll my own?

    Read the article

  • bash vs sh | What is the difference

    - by Saif Bechan
    In using i see 2 types of code #!/usr/bin/sh and #!/user/bin/bash I have Googled this and the opinions vary a lot. The explanation I have seen on most websites is that sh is older than bash, and that there is no real difference. Does someone know the difference between these and can give a practical example when to use either one of them. I highly doubt that there is no real difference, because then having to things that do the exact same thing would be just

    Read the article

  • Cisco VPN stops Windows 7 Browsing

    - by Sharjeel Sayed
    My browsing and other 'internet' activity (dropbox,digsby etc) halts when I connect to my office VPN using Cisco Systems VPN client Version 5.0.04.0300 on my Windows 7 Ultimate.The only option left for me at this time is to use my office proxy to enable the connection back. I tried doing the ucheck "Use default gateway on remote network" solution as mentioned on a previous post Windows 7 VPN stops web browser but I don't see that option on the properties of "Cisco systems VPN adapter" connection properties. Here is the screenshot

    Read the article

  • Download Microsoft Windows OS for Test Environments

    - by Gavin
    I need to create a development environments with Windows XP, Windows Server 2003, Windows Server 2008 on VMWare. Are there free (unrestricted) development type versions of those respective operating systems distributed by Microsoft? Or is there some kind of cheap software network/membership i can sign up for? Other companies like Oracle make this very easy to download dev copies of Solaris and OEL, but Microsoft seems a little too protective of their operating systems and don't make it easy.

    Read the article

  • my multi boot can't boot to XP 'resumeobject' is missing

    - by GwenKillerby
    In my multi boot set up, booting to vista and 7 goes fine, but when I try to boot to XP, i get an error Windows failed to start. A recent hardware or software change might be the cause. To fix the problem: 1. Insert your Windows installation disc and restart your computer. 2. Choose your language settings, and then click "Next." 3. Click "Repair your computer." If you do not have this disc, contact your system administrator or computer manufacturer for assistance. File: \NTLDR Status: 0xc000000e Info: The selected entry could not be loaded because the application is missing or corrupt. See below. Clearly the resumeobject seems to be missing in the XP entry ("Real Mode Boot sector"), only I don't know how to restore it. Vista is on **C:**, Win7 is on **F:** (as is the bootmgr ??? ) and WinXP is on **E:** What I've tried: [1] I've used about 5 windows discs, that is the Recovery Consoles from real XP install CD's and 3 virtual Recovery Consoles. All failed. The real CD's work ONE time, but won't let me finish, I only got as far as [b]fixboot E:[/b] Then they shut the laptop down, I kid you not. On a next startup, all 5 CD's ask me for some Admin password that I've never added! [2] I have VisualBCD and EasyBCD, but the most obvious things I tried there didn't solve the problem. So know I don't exactly know what to do with them. [3] I CAN boot into XP with the FIX NTLDR workaround of http://milescomer.com/tinyempire.com/notes/ntldrismissing.htm, but it doesn't fix it permanently QUESTION: How do I fix it permanently? bcdedit /enum output: Windows Boot Manager -------------------- identifier {bootmgr} device partition=F: path \bootmgr description Windows Boot Manager locale en-US default {current} displayorder {current} {812e27a9-27b7-11e4-8fb4-dfa8174ae8dc} {812e27ac-27b7-11e4-8fb4-dfa8174ae8dc} timeout 30 resume No Windows Boot Loader ------------------- identifier {current} device partition=C: path \Windows\system32\winload.exe description Vista locale nl-NL osdevice partition=C: systemroot \Windows resumeobject {73d8b5bc-2764-11e4-b181-806e6f6e6963} Windows Boot Loader ------------------- identifier {812e27a9-27b7-11e4-8fb4-dfa8174ae8dc} device partition=F: path \Windows\system32\winload.exe description Daisy Etta locale en-US osdevice partition=F: systemroot \Windows resumeobject {b8c234a4-27b0-11e4-b8b3-806e6f6e6963} Real-mode Boot Sector --------------------- identifier {812e27ac-27b7-11e4-8fb4-dfa8174ae8dc} device partition=E: path \NTLDR description XP Thank you.

    Read the article

  • Comparison of Firewall, Intrusion Prevention, Detection and Antivirus Technologies in Organizational

    - by Berkay
    in these days i'm reading about intrusion prevention/detection systems.When reading i really confused in some points. First, the firewall and antivirus technologies are known terms for years, however now IDS becomes popular. My question includes: in organizational network architectures when/where do we use these systems ? What are the benefits of using each ? Does Firewall contains all these others? If you give me some examples, it will help much. Thanks.

    Read the article

  • Any rerefence of CPU world statistics?

    - by Áxel Costas Pena
    I am looking for any referencee about computer power statistics across the world. My main interest is about real computing capabilities, so I'd prefer information about real processor power, and even best if it includes also other critical hardware statistics, like RAM memory, but if it isn't possible, maybe statistics about brand/model distribution will be also useful. I've Googled for some minutes and I've found nothing related.

    Read the article

  • numbering some content of a file using grep or any other commands

    - by ir01
    I have a file like this: ==================================[RUN]=================================== result : Ok CPU time : 0.016001 s ==================================[RUN]=================================== result : Ok CPU time : 1.012010 s i want to numbering RUNs like this ==================================[RUN 1]=================================== result : Ok CPU time : 0.016001 s ==================================[RUN 2]=================================== result : Ok CPU time : 1.012010 s how can i do that using grep or any other commands?

    Read the article

  • How can I replace email alerts for system events with something more scalable?

    - by Dave Forgac
    I have a number of systems and services that send email alerts when some sort of event takes place. This works fine for a small number of systems but as the number of alerts grows the important message become less visible among the informational notices. Email filtering can only be effective to a point. What sort of solution can I use in place of emails that will allow me to send arbitrary alerts from various services and that will scale easily as the number of services grows?

    Read the article

  • How to connect to a Virtualbox guest from the host when network cable unplugged

    - by Greg K
    I'd like to work offline (I'm flying to the US twice this month), to do this I need access to a linux development server. When I work from home I boot a VirtualBox VM and that acts as my dev server for the day (providing Apache, PHP & MySQL to run my server side code). However, I'd like to work with my VM when I'm not connected to a network. I have my Ubuntu VM guest set up with a bridge connection so it can serve HTTP and provide SSH access from inside my local network. I've tried to manually configure my network settings on both Mac OSX (the host) and Ubuntu (the guest) but I can't even ping my own NIC address (127.0.0.1 can, 192.168.21.x I can't) in OS X when I unplug the cable. Manual network settings: $ ifconfig en0 en0: flags=8963<UP,BROADCAST,SMART,RUNNING,PROMISC,SIMPLEX,MULTICAST> mtu 1500 ether 00:xx:xx:xx:xx:xx inet 192.168.21.5 netmask 0xffffff00 broadcast 192.168.21.255 media: autoselect (100baseTX <full-duplex,flow-control>) status: active I can ping localhost fine, as well as my VM (.20) and SSH too. $ ping 192.168.21.5 PING 192.168.21.5 (192.168.21.5): 56 data bytes 64 bytes from 192.168.21.5: icmp_seq=0 ttl=64 time=0.085 ms 64 bytes from 192.168.21.5: icmp_seq=1 ttl=64 time=0.102 ms 64 bytes from 192.168.21.5: icmp_seq=2 ttl=64 time=0.100 ms 64 bytes from 192.168.21.5: icmp_seq=3 ttl=64 time=0.094 ms $ ping 192.168.21.20 PING 192.168.21.20 (192.168.21.20): 56 data bytes 64 bytes from 192.168.21.20: icmp_seq=0 ttl=64 time=0.910 ms 64 bytes from 192.168.21.20: icmp_seq=1 ttl=64 time=1.181 ms 64 bytes from 192.168.21.20: icmp_seq=2 ttl=64 time=1.159 ms 64 bytes from 192.168.21.20: icmp_seq=3 ttl=64 time=1.320 ms Network cable unplugged: $ ifconfig en0 en0: flags=8963<UP,BROADCAST,SMART,RUNNING,PROMISC,SIMPLEX,MULTICAST> mtu 1500 ether 00:xx:xx:xx:xx:xx media: autoselect status: inactive $ ping 192.168.21.5 PING 192.168.21.5 (192.168.21.5): 56 data bytes ping: sendto: No route to host ping: sendto: No route to host Request timeout for icmp_seq 0 ping: sendto: No route to host Request timeout for icmp_seq 1 Does OS X disable the NIC when the network cable is unplugged? Any way to stop it doing this?

    Read the article

< Previous Page | 278 279 280 281 282 283 284 285 286 287 288 289  | Next Page >