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  • Productivity Tips

    - by Brian T. Jackett
    A few months ago during my first end of year review at Microsoft I was doing an assessment of my year.  One of my personal goals to come out of this reflection was to improve my personal productivity.  While I hear many people say “I wish I had more hours in the day so that I could get more done” I feel like that is the wrong approach.  There is an inherent assumption that you are being productive with your time that you already have and thus more time would allow you to be as productive given more time.    Instead of wishing I could add more hours to the day I’ve begun adopting a number of processes or behavior changes in my personal life to make better use of my time with the goal of improving productivity.  The areas of focus are as follows: Focus Processes Tools Personal health Email Note: A number of these topics have spawned from reading Scott Hanselman’s blog posts on productivity, reading of David Allen’s book Getting Things Done, and discussions with friends and coworkers who had great insights into this topic.   Focus Pre-reading / viewing: Overcome your work addiction Millennials paralyzed by choice Its Not What You Read Its What You Ignore (Scott Hanselman video)    I highly recommend Scott Hanselman’s video above and this post before continuing with this article.  It is well worth the 40+ mins price of admission for the video and couple minutes for article.  One key takeaway for me was listing out my activities in an average week and realizing which ones held little or no value to me.  We all have a finite amount of time to work each day.  Do you know how much time and effort you spend on various aspects of your life (family, friends, religion, work, personal happiness, etc.)?  Do your actions and commitments reflect your priorities?    The biggest time consumers with little value for me were time spent on social media services (Twitter and Facebook), playing an MMO video game, and watching TV.  I still check up on Facebook, Twitter, Microsoft internal chat forums, and other services to keep contact with others but I’ve reduced that time significantly.  As for TV I’ve cut the cord and no longer subscribe to cable TV.  Instead I use Netflix, RedBox, and over the air channels but again with reduced time consumption.  With the time I’ve freed up I’m back to working out 2-3 times a week and reading 4 nights a week (both of which I had been neglecting previously).  I’ll mention a few tools for helping measure your time in the Tools section.   Processes    Do not multi-task.  I’ll say it again.  Do not multi-task.  There is no such thing as multi tasking.  The human brain is optimized to work on one thing at a time.  When you are “multi-tasking” you are really doing 2 or more things at less than 100%, usually by a wide margin.  I take pride in my work and when I’m doing something less than 100% the results typically degrade rapidly.    Now there are some ways of bending the rules of physics for this one.  There is the notion of getting a double amount of work done in the same timeframe.  Some examples would be listening to podcasts / watching a movie while working out, using a treadmill as your work desk, or reading while in the bathroom.    Personally I’ve found good results in combining one task that does not require focus (making dinner, playing certain video games, working out) and one task that does (watching a movie, listening to podcasts).  I believe this is related to me being a visual and kinesthetic (using my hands or actually doing it) learner.  I’m terrible with auditory learning.  My fiance and I joke that sometimes we talk and talk to each other but never really hear each other.   Goals / Tasks    Goals can give us direction in life and a sense of accomplishment when we complete them.  Goals can also overwhelm us and give us a sense of failure when we don’t complete them.  I propose that you shift your perspective and not dwell on all of the things that you haven’t gotten done, but focus instead on regularly setting measureable goals that are within reason of accomplishing.    At the end of each time frame have a retrospective to review your progress.  Do not feel guilty about what you did not accomplish.  Feel proud of what you did accomplish and readjust your goals for the next time frame to more attainable goals.  Here is a sample schedule I’ve seen proposed by some.  I have not consistently set goals for each timeframe, but I do typically set 3 small goals a day (this blog post is #2 for today). Each day set 3 small goals Each week set 3 medium goals Each month set 1 large goal Each year set 2 very large goals   Tools    Tools are an extension of our human body.  They help us extend beyond what we can physically and mentally do.  Below are some tools I use almost daily or have found useful as of late. Disclaimer: I am not getting endorsed to promote any of these products.  I just happen to like them and find them useful. Instapaper – Save internet links for reading later.  There are many tools like this but I’ve found this to be a great one.  There is even a “read it later” JavaScript button you can add to your browser so when you navigate to a site it will then add this to your list. Stacks for Instapaper – A Windows Phone 7 app for reading my Instapaper articles on the go.  It does require a subscription to Instapaper (nominal $3 every three months) but is easily worth the cost.  Alternatively you can set up your Kindle to sync with Instapaper easily but I haven’t done so. SlapDash Podcast – Apps for Windows Phone and  Windows 8 (possibly other platforms) to sync podcast viewing / listening across multiple devices.  Now that I have my Surface RT device (which I love) this is making my consumption easier to manage. Feed Reader – Simple Windows 8 app for quickly catching up on my RSS feeds.  I used to have hundreds of unread items all the time.  Now I’m down to 20-50 regularly and it is much easier and faster to consume on my Surface RT.  There is also a free version (which I use) and I can’t see much different between the free and paid versions currently. Rescue Time – Have you ever wondered how much time you’ve spent on websites vs. email vs. “doing work”?  This service tracks your computer actions and then lets you report on them.  This can help you quantitatively identify areas where your actions are not in line with your priorities. PowerShell – Windows automation tool.  It is now built into every client and server OS.  This tool has saved me days (and I mean the full 24 hrs worth) of time and effort in the past year alone.  If you haven’t started learning PowerShell and you administrating any Windows OS or server product you need to start today. Various blogging tools – I wrote a post a couple years ago called How I Blog about my blogging process and tools used.  Almost all of it still applies today.   Personal Health    Some of these may be common sense or debatable, but I’ve found them to help prioritize my daily activities. Get plenty of sleep on a regular basis.  Sacrificing sleep too many nights a week negatively impacts your cognition, attitude, and overall health. Exercise at least three days.  Exercise could be lifting weights, taking the stairs up multiple flights of stairs, walking for 20 mins, or a number of other "non-traditional” activities.  I find that regular exercise helps with sleep and improves my overall attitude. Eat a well balanced diet.  Too much sugar, caffeine, junk food, etc. are not good for your body.  This is not a matter of losing weight but taking care of your body and helping you perform at your peak potential.   Email    Email can be one of the biggest time consumers (i.e. waster) if you aren’t careful. Time box your email usage.  Set a meeting invite for yourself if necessary to limit how much time you spend checking email. Use rules to prioritize your email.  Email from external customers, my manager, or include me directly on the To line go into my inbox.  Everything else goes a level down and I have 30+ rules to further sort it, mostly distribution lists. Use keyboard shortcuts (when available).  I use Outlook for my primary email and am constantly hitting Alt + S to send, Ctrl + 1 for my inbox, Ctrl + 2 for my calendar, Space / Tab / Shift + Tab to mark items as read, and a number of other useful commands.  Learn them and you’ll see your speed getting through emails increase. Keep emails short.  No one Few people like reading through long emails.  The first line should state exactly why you are sending the email followed by a 3-4 lines to support it.  Anything longer might be better suited as a phone call or in person discussion.   Conclusion    In this post I walked through various tips and tricks I’ve found for improving personal productivity.  It is a mix of re-focusing on the things that matter, using tools to assist in your efforts, and cutting out actions that are not aligned with your priorities.  I originally had a whole section on keyboard shortcuts, but with my recent purchase of the Surface RT I’m finding that touch gestures have replaced numerous keyboard commands that I used to need.  I see a big future in touch enabled devices.  Hopefully some of these tips help you out.  If you have any tools, tips, or ideas you would like to share feel free to add in the comments section.         -Frog Out   Links Scott Hanselman Productivity posts http://www.hanselman.com/blog/CategoryView.aspx?category=Productivity Overcome your work addiction http://blogs.hbr.org/hbsfaculty/2012/05/overcome-your-work-addiction.html?awid=5512355740280659420-3271   Millennials paralyzed by choice http://priyaparker.com/blog/millennials-paralyzed-by-choice   Its Not What You Read Its What You Ignore (video) http://www.hanselman.com/blog/ItsNotWhatYouReadItsWhatYouIgnoreVideoOfScottHanselmansPersonalProductivityTips.aspx   Cutting the cord – Jeff Blankenburg http://www.jeffblankenburg.com/2011/04/06/cutting-the-cord/   Building a sitting standing desk – Eric Harlan http://www.ericharlan.com/Everything_Else/building-a-sitting-standing-desk-a229.html   Instapaper http://www.instapaper.com/u   Stacks for Instapaper http://www.stacksforinstapaper.com/   Slapdash Podcast Windows Phone -  http://www.windowsphone.com/en-us/store/app/slapdash-podcasts/90e8b121-080b-e011-9264-00237de2db9e Windows 8 - http://apps.microsoft.com/webpdp/en-us/app/slapdash-podcasts/0c62e66a-f2e4-4403-af88-3430a821741e/m/ROW   Feed Reader http://apps.microsoft.com/webpdp/en-us/app/feed-reader/d03199c9-8e08-469a-bda1-7963099840cc/m/ROW   Rescue Time http://www.rescuetime.com/   PowerShell Script Center http://technet.microsoft.com/en-us/scriptcenter/bb410849.aspx

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  • Beyond S&OP: Integrated Business Planning

    - by Paul Homchick
    In most corporations, planning is done at the department level — leaving disconnects and gaps across different departments. Finance sets revenue and profit goals with minimum validation from Manufacturing that the company has the resources, material, capacity, or demand to reach these goals. On the operations side, Manufacturing is developing plans to balance demand and supply but seldom knows if the resulting "plan" will meet the budgets on which the company's revenue and profit goals are based. The Sales department agrees to quotas that meet Finance's revenue goals without a complete understanding of what manufacturing can deliver. Integrated Business Planning (IBP) bridges these gaps in corporate planning systems. Integrated Business Planning integrates the financial planning provided by EPM systems with operations planning provided by Sales and Operations Planning solutions. This means that revenue goals and budgets are validated against a bottom-up operating plan, and that the operating plan is reconciled against financial goals. When detailed changes are made to the operations plan, planners can immediately see the big picture impact of the changes. IBP also addresses one the CFO's big concerns—the reliability of the revenue forecast. Operating plans are updated daily or weekly from a precise forecast based on current market conditions. These updated plans are then made available so that financial analysts are working with data that best represents what is going to happen - not what they projected would happen based on last quarter's data. For a discussion in more depth, see my article: Improve Reliability of Financial Forecasts with Integrated Business Planning in Supply & Demand Chain-Executive Magazine.

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  • Beyond S&OP: Integrated Business Planning

    - by Paul Homchick
    In most corporations, planning is done at the department level — leaving disconnects and gaps across different departments. Finance sets revenue and profit goals with minimum validation from Manufacturing that the company has the resources, material, capacity, or demand to reach these goals. On the operations side, Manufacturing is developing plans to balance demand and supply but seldom knows if the resulting "plan" will meet the budgets on which the company's revenue and profit goals are based. The Sales department agrees to quotas that meet Finance's revenue goals without a complete understanding of what manufacturing can deliver. Integrated Business Planning (IBP) bridges these gaps in corporate planning systems. Integrated Business Planning integrates the financial planning provided by EPM systems with operations planning provided by Sales and Operations Planning solutions. This means that revenue goals and budgets are validated against a bottom-up operating plan, and that the operating plan is reconciled against financial goals. When detailed changes are made to the operations plan, planners can immediately see the big picture impact of the changes. IBP also addresses one the CFO's big concerns—the reliability of the revenue forecast. Operating plans are updated daily or weekly from a precise forecast based on current market conditions. These updated plans are then made available so that financial analysts are working with data that best represents what is going to happen - not what they projected would happen based on last quarter's data. For a discussion in more depth, see my article: Improve Reliability of Financial Forecasts with Integrated Business Planning in Supply & Demand Chain-Executive Magazine.

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  • Getting your bearings and defining the project objective

    - by johndoucette
    I wrote this two years ago and thought it was worth posting… Some may think this is a daunting task and some may even say “what a waste of time” and want to open MS Project and start typing out tasks because someone asked for an estimate and a task list. Hell, maybe you even use Excel and pump out a spreadsheet with some real scientific formula for guessing how long it will take to code a bunch of classes. However, this short exercise will provide the basis for the entire project, whether small or large and be a great friend when communicating to anyone on your team or even your client. I call this the Project Brief. If you find yourself going beyond a single page, then you must decompose the sections and summarize your findings so there is a complete and clear picture of the project you are working on in a relatively short statement. Here is a great quote from the PMBOK (Project Management Body of Knowledge) relative to what a project is;   A project is a temporary endeavor undertaken to create a unique product, service or result. With this in mind, the project brief should encompass the entirety (objective) of the endeavor in its explanation and what it will take (goals) to create the product, service or result (deliverables). Normally the process of identifying the project objective is done during the first stage of a project called the Project Kickoff, but you can perform this very important step anytime to help you get a bearing. There are many more parts to helping a project stay on course, but this is usually the foundation where it can be grounded on. Through a series of 3 exercises, you should be able to come up with the objective, goals and deliverables on your project. Follow these steps, and in no time (about &frac12; hour), you will have the foundation of your project plan. (See examples below) Exercise 1 – Objectives Begin with the end in mind. Think about your project in business terms with a couple things to help you understand the objective; Reference the business benefit in terms of cost, speed and / or quality, Provide a higher level of what the outcome will look like (future sense) It should be non-measurable, that’s what the goals are all about The output should be a single paragraph with three sentences and take 10 minutes to write. *Typically, agreement must be reached on the objectives of the project before you would proceed to the next steps of the project. Exercise 2 – Goals A project goal is a statement that answers questions about who, what, why, where and when. A good project goal statement; Answers the five “W” questions for the project Is measurable in each of its parts Is published and agreed on by all the owners This helps the Project Manager receive confirmation on defining the project target. Using the established project objective done in the first exercise, think about the things it will take to get the job done. Think about tangible activities which are the top level tasks in a typical Work Breakdown Structure (WBS). The overall goal statement plus all the deliverables (next exercise) can be seen as the project team’s contract with the project owners. Write 3 - 5 goals in about 10 minutes. You should not write the words “Who, what, why, where and when, but merely be able to answer the questions when you read a goal. Exercise 3 – Deliverables Every project creates some type of output and these outputs are called deliverables. There are two classes of deliverables; Internal – produced for project team members to meet their goals External – produced for project owners to meet their expectations The list you enter here provides a checklist for the team’s delivery and/or is a statement of all the expectations of the project owners. Here are some typical project deliverables; Product and product documentation End product/system Requirements/feature documents Installation guides Demo/prototype System design documents User guides/help files Plans Project plan Training plan Conversion/installation/delivery plan Test plans Documentation plan Communication plan Reports and general documentation Progress reports System acceptance tests Outstanding bug list Procedures Risk and issue logs Project history Deliverables should go with each of the goals. Have 3-5 deliverables for each goal. When you are done, you will have established a great foundation for the clarity of your project. This exercise can take some time, but with practice, you should be able to whip this one out in 10 minutes as well, especially if you are intimate with an ongoing project. Samples  Objective [Client] is implementing a series of MOSS sites to support external public (Internet), internal employee (Intranet) and an external secure (password protected Internet) applications. This project will focus on the public-facing web site and will provide [Client] with architectural recommendations based on the current design being done by their design partner [Partner] and the internal Content Team. In addition, it will provide [Client] with a development plan and confidence they need to deploy a world class public Internet website. Goals 1.  [Consultant] will provide technical guidance and set project team expectations for the implementation of the MOSS Internet site based on provided features/functions within three weeks. 2.  [Consultant] will understand phase 2 secure password-protected Internet site design and provide recommendations.   Deliverables 1.1  Public Internet (unsecure) Architectural Recommendation Plan 1.2  Physical Site construction Work Breakdown Structure and plan (Time, cost and resources needed) 2.1  Two Factor authentication recommendation document   Objective [Client] is currently using an application developed by [Consultant] many years ago called "XXX". This application, although functional, does not meet their new updated business requirements and contains a few defects which [Client] has developed work-around processes. [Client] would like to have a "new and improved" system to support their membership management needs by expanding membership and subscription capabilities, provide accounting integration with internal (GL) and external (VeriSign) systems, and implement hooks to the current CRM solution. This effort will take place through a series of phases, beginning with envisioning. Goals 1. Through discussions with users, [Consultant] will discover current issues/bugs which need to be resolved which must meet the current functionality requirements within three weeks. 2. [Consultant] will gather requirements from the users about what is "needed" vs. "what they have" for enhancements and provide a high level document supporting their needs. 3. [Consultant] will meet with the team members through a series of meetings and help define the overall project plan to deliver a new and improved solution. Deliverables 1.1 Prioritized list of Current application issues/bugs that need to be resolved 1.2 Provide a resolution plan on the issues/bugs identified in the current application 1.3 Risk Assessment Document 2.1 Deliver a Requirements Document showing high-level [Client] needs for the new XXX application. · New feature functionality not in the application today · Existing functionality that will remain in the new functionality 2.2 Reporting Requirements Document 3.1 A Project Plan showing the deliverables and cost for the next (second) phase of this project. 3.2 A Statement of Work for the next (second) phase of this project. 3.3 An Estimate of any work that would need to follow the second phase.

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  • Delight and Excite

    - by Applications User Experience
    Mick McGee, CEO & President, EchoUser Editor’s Note: EchoUser is a User Experience design firm in San Francisco and a member of the Oracle Usability Advisory Board. Mick and his staff regularly consult on Oracle Applications UX projects. Being part of a user experience design firm, we have the luxury of working with a lot of great people across many great companies. We get to help people solve their problems.  At least we used to. The basic design challenge is still the same; however, the goal is not necessarily to solve “problems” anymore; it is, “I want our products to delight and excite!” The question for us as UX professionals is how to design to those goals, and then how to assess them from a usability perspective. I’m not sure where I first heard “delight and excite” (A book? blog post? Facebook  status? Steve Jobs quote?), but now I hear these listed as user experience goals all the time. In particular, somewhat paradoxically, I routinely hear them in enterprise software conversations. And when asking these same enterprise companies what will make the project successful, we very often hear, “Make it like Apple.” In past days, it was “make it like Yahoo (or Amazon or Google“) but now Apple is the common benchmark. Steve Jobs and Apple were not secrets, but with Jobs’ passing and Apple becoming the world’s most valuable company in the last year, the impact of great design and experience is suddenly very widespread. In particular, users’ expectations have gone way up. Being an enterprise company is no shield to the general expectations that users now have, for all products. Designing a “Minimum Viable Product” The user experience challenge has historically been, to echo the words of Eric Ries (author of Lean Startup) , to create a “minimum viable product”: the proverbial, “make it good enough”. But, in our profession, the “minimum viable” part of that phrase has oftentimes, unfortunately, referred to the design and user experience. Technology typically dominated the focus of the biggest, most successful companies. Few have had the laser focus of Apple to also create and sell design and user experience alongside great technology. But now that Apple is the most valuable company in the world, copying their success is a common undertaking. Great design is now a premium offering that everyone wants, from the one-person startup to the largest companies, consumer and enterprise. This emerging business paradigm will have significant impact across the user experience design process and profession. One area that particularly interests me is, how are we going to evaluate these new emerging “delight and excite” experiences, which are further customized to each particular domain? How to Measure “Delight and Excite” Traditional usability measures of task completion rate, assists, time, and errors are still extremely useful in many situations; however, they are too blunt to offer much insight into emerging experiences “Satisfaction” is usually assessed in user testing, in roughly equivalent importance to the above objective metrics. Various surveys and scales have provided ways to measure satisfying UX, with whatever questions they include. However, to meet the demands of new business goals and keep users at the center of design and development processes, we have to explore new methods to better capture custom-experience goals and emotion-driven user responses. We have had success assessing custom experiences, including “delight and excite”, by employing a variety of user testing methods that tend to combine formative and summative techniques (formative being focused more on identifying usability issues and ways to improve design, and summative focused more on metrics). Our most successful tool has been one we’ve been using for a long time, Magnitude Estimation Technique (MET). But it’s not necessarily about MET as a measure, rather how it is created. Caption: For one client, EchoUser did two rounds of testing.  Each test was a mix of performing representative tasks and gathering qualitative impressions. Each user participated in an in-person moderated 1-on-1 session for 1 hour, using a testing set-up where they held the phone. The primary goal was to identify usability issues and recommend design improvements. MET is based on a definition of the desired experience, which users will then use to rate items of interest (usually tasks in a usability test). In other words, a custom experience definition needs to be created. This can then be used to measure satisfaction in accomplishing tasks; “delight and excite”; or anything else from strategic goals, user demands, or elsewhere. For reference, our standard MET definition in usability testing is: “User experience is your perception of how easy to use, well designed and productive an interface is to complete tasks.” Articulating the User Experience We’ve helped construct experience definitions for several clients to better match their business goals. One example is a modification of the above that was needed for a company that makes medical-related products: “User experience is your perception of how easy to use, well-designed, productive and safe an interface is for conducting tasks. ‘Safe’ is how free an environment (including devices, software, facilities, people, etc.) is from danger, risk, and injury.” Another example is from a company that is pushing hard to incorporate “delight” into their enterprise business line: “User experience is your perception of a product’s ease of use and learning, satisfaction and delight in design, and ability to accomplish objectives.” I find the last one particularly compelling in that there is little that identifies the experience as being for a highly technical enterprise application. That definition could easily be applied to any number of consumer products. We have gone further than the above, including “sexy” and “cool” where decision-makers insisted they were part of the desired experience. We also applied it to completely different experiences where the “interface” was, for example, riding public transit, the “tasks” were train rides, and we followed the participants through the train-riding journey and rated various aspects accordingly: “A good public transportation experience is a cost-effective way of reliably, conveniently, and safely getting me to my intended destination on time.” To construct these definitions, we’ve employed both bottom-up and top-down approaches, depending on circumstances. For bottom-up, user inputs help dictate the terms that best fit the desired experience (usually by way of cluster and factor analysis). Top-down depends on strategic, visionary goals expressed by upper management that we then attempt to integrate into product development (e.g., “delight and excite”). We like a combination of both approaches to push the innovation envelope, but still be mindful of current user concerns. Hopefully the idea of crafting your own custom experience, and a way to measure it, can provide you with some ideas how you can adapt your user experience needs to whatever company you are in. Whether product-development or service-oriented, nearly every company is ultimately providing a user experience. The Bottom Line Creating great experiences may have been popularized by Steve Jobs and Apple, but I’ll be honest, it’s a good feeling to be moving from “good enough” to “delight and excite,” despite the challenge that entails. In fact, it’s because of that challenge that we will expand what we do as UX professionals to help deliver and assess those experiences. I’m excited to see how we, Oracle, and the rest of the industry will live up to that challenge.

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  • Do Great Work

    - by user12601034
    Have you ever attended an online conference and actually had a desire to attend all of it?? Yesterday I attended the first day of the Great Work MBA program, sponsored by Box of Crayons and hosted by Michael Bungay Stanier. The topic of the day was “Grounding Yourself,” and the day featured five speakers on five different topics. I have to admit that I started the first session with kind of a “blech” feeling that I didn’t really want to participate, but for some reason I did. So I listened to the first session, and I was hooked. I ended up listening to all of the sessions for the day, and I had some great take-aways from the sessions – my highlights included: The opposite of bravery isn’t fear, it’s settling. In essence, you need to be brave in order to accomplish anything. If you’re settling, you’re not being brave, and your accomplishments will likely be lackluster. Bravery requires confidence and permission. You need to work at being brave by taking small wins, build them up and then take slightly larger risks. Additionally, you need to “claim your own crown.” Nobody in the business world is going to give you permission to be a guru in X – you need to give yourself permission to become a guru in X and then do it. Fall in love with obstacles. Everyone is going to face some form of failure. One way to deal with this is to fall in love with solving the puzzle of obstacles. You don’t have to hit it if you can go around it. Understanding purpose brings out the best in people and the best people. As a leader, drawing in people who are passionate and highly motivated about their work creates velocity for your organization. Being clear about purpose is the first step in doing this. You must own your own story. Everything about you creates a “unique you” that is distinct from everyone else. As you take ownership of this, it becomes part of your strength. It’s not a strength if you’re running away from it. Focus on what’s right. Be aware of your tendency to interpret a situation a certain way and differentiate between helpful and unhelpful interpretations. Three questions for how to think differently: 1) Why? 2) Who says so? 3) What would happen if? These three questions can help you build alternative perspectives and options that can increase resiliency. Even though this first day was focused on “Grounding Yourself,” I see plenty of application in the corporate environment for both individuals and leaders of teams. To apply these highlights to my work environment, I would do the following: Understand the purpose – of my company, of my team and of my role on the team. If I know the purpose, I know what I need to bring to the table to make me, my team and my company successful. Declare your goals…your BEHAGS (big, hairy, audacious goals).Have the confidence to declare what you and/or your team is going to accomplish.Sure, you might have to re-state those goals down the line, but you can learn from that as well. Get creative about achieving your goals.Break down your obstacles by asking yourself what is going to stop you from achieving your goals and then, for each obstacles, ask those three questions:Why?Who says so? What would happen if? Focus on what’s right.I had a manager who asked us to write status reports every week.“Status” consisted of 1) What did I accomplish; 2) What will I accomplish next week; 3) How can my manager help me.The focus on our status report was always “what’s right”(“what’s wrong” was always a conversation at the point in time it was needed). I’m normally a skeptic of online webcasts/conferences, and I normally expect to take away maybe one or two ideas. I’m really glad, however, that I took the time to listen to all of the sessions yesterday, and I hope that my take-aways inspire you to think about how you might do great work also. --

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  • .NET interview, code structure and the design

    - by j_lewis
    I have been given the below .NET question in an interview. I don’t know why I got low marks. Unfortunately I did not get a feedback. Question: The file hockey.csv contains the results from the Hockey Premier League. The columns ‘For’ and ‘Against’ contain the total number of goals scored for and against each team in that season (so Alabama scored 79 goals against opponents, and had 36 goals scored against them). Write a program to print the name of the team with the smallest difference in ‘for’ and ‘against’ goals. the structure of the hockey.csv looks like this (it is a valid csv file, but I just copied the values here to get an idea) Team - For - Against Alabama 79 36 Washinton 67 30 Indiana 87 45 Newcastle 74 52 Florida 53 37 New York 46 47 Sunderland 29 51 Lova 41 64 Nevada 33 63 Boston 30 64 Nevada 33 63 Boston 30 64 Solution: class Program { static void Main(string[] args) { string path = @"C:\Users\<valid csv path>"; var resultEvaluator = new ResultEvaluator(string.Format(@"{0}\{1}",path, "hockey.csv")); var team = resultEvaluator.GetTeamSmallestDifferenceForAgainst(); Console.WriteLine( string.Format("Smallest difference in ‘For’ and ‘Against’ goals > TEAM: {0}, GOALS DIF: {1}", team.Name, team.Difference )); Console.ReadLine(); } } public interface IResultEvaluator { Team GetTeamSmallestDifferenceForAgainst(); } public class ResultEvaluator : IResultEvaluator { private static DataTable leagueDataTable; private readonly string filePath; private readonly ICsvExtractor csvExtractor; public ResultEvaluator(string filePath){ this.filePath = filePath; csvExtractor = new CsvExtractor(); } private DataTable LeagueDataTable{ get { if (leagueDataTable == null) { leagueDataTable = csvExtractor.GetDataTable(filePath); } return leagueDataTable; } } public Team GetTeamSmallestDifferenceForAgainst() { var teams = GetTeams(); var lowestTeam = teams.OrderBy(p => p.Difference).First(); return lowestTeam; } private IEnumerable<Team> GetTeams() { IList<Team> list = new List<Team>(); foreach (DataRow row in LeagueDataTable.Rows) { var name = row["Team"].ToString(); var @for = int.Parse(row["For"].ToString()); var against = int.Parse(row["Against"].ToString()); var team = new Team(name, against, @for); list.Add(team); } return list; } } public interface ICsvExtractor { DataTable GetDataTable(string csvFilePath); } public class CsvExtractor : ICsvExtractor { public DataTable GetDataTable(string csvFilePath) { var lines = File.ReadAllLines(csvFilePath); string[] fields; fields = lines[0].Split(new[] { ',' }); int columns = fields.GetLength(0); var dt = new DataTable(); //always assume 1st row is the column name. for (int i = 0; i < columns; i++) { dt.Columns.Add(fields[i].ToLower(), typeof(string)); } DataRow row; for (int i = 1; i < lines.GetLength(0); i++) { fields = lines[i].Split(new char[] { ',' }); row = dt.NewRow(); for (int f = 0; f < columns; f++) row[f] = fields[f]; dt.Rows.Add(row); } return dt; } } public class Team { public Team(string name, int against, int @for) { Name = name; Against = against; For = @for; } public string Name { get; private set; } public int Against { get; private set; } public int For { get; private set; } public int Difference { get { return (For - Against); } } } Output: Smallest difference in for' andagainst' goals TEAM: Boston, GOALS DIF: -34 Can someone please review my code and see anything obviously wrong here? They were only interested in the structure/design of the code and whether the program produces the correct result (i.e lowest difference). Much appreciated. "P.S - Please correct me if the ".net-interview" tag is not the right tag to use"

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  • Code Coverage for Maven Integrated in NetBeans IDE 7.2

    - by Geertjan
    In NetBeans IDE 7.2, JaCoCo is supported natively, i.e., out of the box, as a code coverage engine for Maven projects, since Cobertura does not work with JDK 7 language constructs. (Although, note that Cobertura is supported as well in NetBeans IDE 7.2.) It isn't part of NetBeans IDE 7.2 Beta, so don't even try there; you need some development build from after that. I downloaded the latest development build today. To enable JaCoCo features in NetBeans IDE, you need do no different to what you'd do when enabling JaCoCo in Maven itself, which is rather wonderful. In both cases, all you need to do is add this to the "plugins" section of your POM: <plugin> <groupId>org.jacoco</groupId> <artifactId>jacoco-maven-plugin</artifactId> <version>0.5.7.201204190339</version> <executions> <execution> <goals> <goal>prepare-agent</goal> </goals> </execution> <execution> <id>report</id> <phase>prepare-package</phase> <goals> <goal>report</goal> </goals> </execution> </executions> </plugin> Now you're done and ready to examine the code coverage of your tests, whether they are JUnit or TestNG. At this point, i.e., for no other reason than that you added the above snippet into your POM, you will have a new Code Coverage menu when you right-click on the project node: If you click Show Report above, the Code Coverage Report window opens. Here, once you've run your tests, you can actually see how many classes have been covered by your tests, which is pretty useful since 100% tests passing doesn't mean much when you've only tested one class, as you can see very graphically below: Then, when you click the bars in the Code Coverage Report window, the class under test is shown, with the methods for which tests exist highlighted in green and those that haven't been covered in red: (Note: Of course, striving for 100% code coverage is a bit nonsensical. For example, writing tests for your getters and setters may not be the most useful way to spend one's time. But being able to measure, and visualize, code coverage is certainly useful regardless of the percentage you're striving to achieve.) Best of all about all this is that everything you see above is available out of the box in NetBeans IDE 7.2. Take a look at what else NetBeans IDE 7.2 brings for the first time to the world of Maven: http://wiki.netbeans.org/NewAndNoteworthyNB72#Maven

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  • Another Marketing Conference, part one – the best morning sessions.

    - by Roger Hart
    Yesterday I went to Another Marketing Conference. I honestly can’t tell if the title is just tipping over into smug, but in the balance of things that doesn’t matter, because it was a good conference. There was an enjoyable blend of theoretical and practical, and enough inter-disciplinary spread to keep my inner dilettante grinning from ear to ear. Sure, there was a bumpy bit in the middle, with two back-to-back sales pitches and a rather thin overview of the state of the web. But the signal:noise ratio at AMC2012 was impressively high. Here’s the first part of my write-up of the sessions. It’s a bit of a mammoth. It’s also a bit of a mash-up of what was said and what I thought about it. I’ll add links to the videos and slides from the sessions as they become available. Although it was in the morning session, I’ve not included Vanessa Northam’s session on the power of internal comms to build brand ambassadors. It’ll be in the next roundup, as this is already pushing 2.5k words. First, the important stuff. I was keeping a tally, and nobody said “synergy” or “leverage”. I did, however, hear the term “marketeers” six times. Shame on you – you know who you are. 1 – Branding in a post-digital world, Graham Hales This initially looked like being a sales presentation for Interbrand, but Graham pulled it out of the bag a few minutes in. He introduced a model for brand management that was essentially Plan >> Do >> Check >> Act, with Do and Check rolled up together, and went on to stress that this looks like on overall business management model for a reason. Brand has to be part of your overall business strategy and metrics if you’re going to care about it at all. This was the first iteration of what proved to be one of the event’s emergent themes: do it throughout the stack or don’t bother. Graham went on to remind us that brands, in so far as they are owned at all, are owned by and co-created with our customers. Advertising can offer a message to customers, but they provide the expression of a brand. This was a preface to talking about an increasingly chaotic marketplace, with increasingly hard-to-manage purchase processes. Services like Amazon reviews and TripAdvisor (four presenters would make this point) saturate customers with information, and give them a kind of vigilante power to comment on and define brands. Consequentially, they experience a number of “moments of deflection” in our sales funnels. Our control is lessened, and failure to engage can negatively-impact buying decisions increasingly poorly. The clearest example given was the failure of NatWest’s “caring bank” campaign, where staff in branches, customer support, and online presences didn’t align. A discontinuity of experience basically made the campaign worthless, and disgruntled customers talked about it loudly on social media. This in turn presented an opportunity to engage and show caring, but that wasn’t taken. What I took away was that brand (co)creation is ongoing and needs monitoring and metrics. But reciprocally, given you get what you measure, strategy and metrics must include brand if any kind of branding is to work at all. Campaigns and messages must permeate product and service design. What that doesn’t mean (and Graham didn’t say it did) is putting Marketing at the top of the pyramid, and having them bawl demands at Product Management, Support, and Development like an entitled toddler. It’s going to have to be collaborative, and session 6 on internal comms handled this really well. The main thing missing here was substantiating data, and the main question I found myself chewing on was: if we’re building brands collaboratively and in the open, what about the cultural politics of trolling? 2 – Challenging our core beliefs about human behaviour, Mark Earls This was definitely the best show of the day. It was also some of the best content. Mark talked us through nudging, behavioural economics, and some key misconceptions around decision making. Basically, people aren’t rational, they’re petty, reactive, emotional sacks of meat, and they’ll go where they’re led. Comforting stuff. Examples given were the spread of the London Riots and the “discovery” of the mountains of Kong, and the popularity of Susan Boyle, which, in turn made me think about Per Mollerup’s concept of “social wayshowing”. Mark boiled his thoughts down into four key points which I completely failed to write down word for word: People do, then think – Changing minds to change behaviour doesn’t work. Post-rationalization rules the day. See also: mere exposure effects. Spock < Kirk - Emotional/intuitive comes first, then we rationalize impulses. The non-thinking, emotive, reactive processes run much faster than the deliberative ones. People are not really rational decision makers, so  intervening with information may not be appropriate. Maximisers or satisficers? – Related to the last point. People do not consistently, rationally, maximise. When faced with an abundance of choice, they prefer to satisfice than evaluate, and will often follow social leads rather than think. Things tend to converge – Behaviour trends to a consensus normal. When faced with choices people overwhelmingly just do what they see others doing. Humans are extraordinarily good at mirroring behaviours and receiving influence. People “outsource the cognitive load” of choices to the crowd. Mark’s headline quote was probably “the real influence happens at the table next to you”. Reference examples, word of mouth, and social influence are tremendously important, and so talking about product experiences may be more important than talking about products. This reminded me of Kathy Sierra’s “creating bad-ass users” concept of designing to make people more awesome rather than products they like. If we can expose user-awesome, and make sharing easy, we can normalise the behaviours we want. If we normalize the behaviours we want, people should make and post-rationalize the buying decisions we want.  Where we need to be: “A bigger boy made me do it” Where we are: “a wizard did it and ran away” However, it’s worth bearing in mind that some purchasing decisions are personal and informed rather than social and reactive. There’s a quadrant diagram, in fact. What was really interesting, though, towards the end of the talk, was some advice for working out how social your products might be. The standard technology adoption lifecycle graph is essentially about social product diffusion. So this idea isn’t really new. Geoffrey Moore’s “chasm” idea may not strictly apply. However, his concepts of beachheads and reference segments are exactly what is required to normalize and thus enable purchase decisions (behaviour change). The final thing is that in only very few categories does a better product actually affect purchase decision. Where the choice is personal and informed, this is true. But where it’s personal and impulsive, or in any way social, “better” is trumped by popularity, endorsement, or “point of sale salience”. UX, UCD, and e-commerce know this to be true. A better (and easier) experience will always beat “more features”. Easy to use, and easy to observe being used will beat “what the user says they want”. This made me think about the astounding stickiness of rational fallacies, “common sense” and the pathological willful simplifications of the media. Rational fallacies seem like they’re basically the heuristics we use for post-rationalization. If I were profoundly grimy and cynical, I’d suggest deploying a boat-load in our messaging, to see if they’re really as sticky and appealing as they look. 4 – Changing behaviour through communication, Stephen Donajgrodzki This was a fantastic follow up to Mark’s session. Stephen basically talked us through some tactics used in public information/health comms that implement the kind of behavioural theory Mark introduced. The session was largely about how to get people to do (good) things they’re predisposed not to do, and how communication can (and can’t) make positive interventions. A couple of things stood out, in particular “implementation intentions” and how they can be linked to goals. For example, in order to get people to check and test their smoke alarms (a goal intention, rarely actualized  an information campaign will attempt to link this activity to the clocks going back or forward (a strong implementation intention, well-actualized). The talk reinforced the idea that making behaviour changes easy and visible normalizes them and makes them more likely to succeed. To do this, they have to be embodied throughout a product and service cycle. Experiential disconnects undermine the normalization. So campaigns, products, and customer interactions must be aligned. This is underscored by the second section of the presentation, which talked about interventions and pre-conditions for change. Taking the examples of drug addiction and stopping smoking, Stephen showed us a framework for attempting (and succeeding or failing in) behaviour change. He noted that when the change is something people fundamentally want to do, and that is easy, this gets a to simpler. Coordinated, easily-observed environmental pressures create preconditions for change and build motivation. (price, pub smoking ban, ad campaigns, friend quitting, declining social acceptability) A triggering even leads to a change attempt. (getting a cold and panicking about how bad the cough is) Interventions can be made to enable an attempt (NHS services, public information, nicotine patches) If it succeeds – yay. If it fails, there’s strong negative enforcement. Triggering events seem largely personal, but messaging can intervene in the creation of preconditions and in supporting decisions. Stephen talked more about systems of thinking and “bounded rationality”. The idea being that to enable change you need to break through “automatic” thinking into “reflective” thinking. Disruption and emotion are great tools for this, but that is only the start of the process. It occurs to me that a great deal of market research is focused on determining triggers rather than analysing necessary preconditions. Although they are presumably related. The final section talked about setting goals. Marketing goals are often seen as deriving directly from business goals. However, marketing may be unable to deliver on these directly where decision and behaviour-change processes are involved. In those cases, marketing and communication goals should be to create preconditions. They should also consider priming and norms. Content marketing and brand awareness are good first steps here, as brands can be heuristics in decision making for choice-saturated consumers, or those seeking education. 5 – The power of engaged communities and how to build them, Harriet Minter (the Guardian) The meat of this was that you need to let communities define and establish themselves, and be quick to react to their needs. Harriet had been in charge of building the Guardian’s community sites, and learned a lot about how they come together, stabilize  grow, and react. Crucially, they can’t be about sales or push messaging. A community is not just an audience. It’s essential to start with what this particular segment or tribe are interested in, then what they want to hear. Eventually you can consider – in light of this – what they might want to buy, but you can’t start with the product. A community won’t cohere around one you’re pushing. Her tips for community building were (again, sorry, not verbatim): Set goals Have some targets. Community building sounds vague and fluffy, but you can have (and adjust) concrete goals. Think like a start-up This is the “lean” stuff. Try things, fail quickly, respond. Don’t restrict platforms Let the audience choose them, and be aware of their differences. For example, LinkedIn is very different to Twitter. Track your stats Related to the first point. Keeping an eye on the numbers lets you respond. They should be qualified, however. If you want a community of enterprise decision makers, headcount alone may be a bad metric – have you got CIOs, or just people who want to get jobs by mingling with CIOs? Build brand advocates Do things to involve people and make them awesome, and they’ll cheer-lead for you. The last part really got my attention. Little bits of drive-by kindness go a long way. But more than that, genuinely helping people turns them into powerful advocates. Harriet gave an example of the Guardian engaging with an aspiring journalist on its Q&A forums. Through a series of serendipitous encounters he became a BBC producer, and now enthusiastically speaks up for the Guardian community sites. Cultivating many small, authentic, influential voices may have a better pay-off than schmoozing the big guys. This could be particularly important in the context of Mark and Stephen’s models of social, endorsement-led, and example-led decision making. There’s a lot here I haven’t covered, and it may be worth some follow-up on community building. Thoughts I was quite sceptical of nudge theory and behavioural economics. First off it sounds too good to be true, and second it sounds too sinister to permit. But I haven’t done the background reading. So I’m going to, and if it seems to hold real water, and if it’s possible to do it ethically (Stephen’s presentations suggests it may be) then it’s probably worth exploring. The message seemed to be: change what people do, and they’ll work out why afterwards. Moreover, the people around them will do it too. Make the things you want them to do extraordinarily easy and very, very visible. Normalize and support the decisions you want them to make, and they’ll make them. In practice this means not talking about the thing, but showing the user-awesome. Glib? Perhaps. But it feels worth considering. Also, if I ever run a marketing conference, I’m going to ban speakers from using examples from Apple. Quite apart from not being consistently generalizable, it’s becoming an irritating cliché.

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  • Trying to run Selenium tests using Hudson - "Error: no display specified"

    - by tputkonen
    I'm trying to get Selenium tests to work when they are executed by Hudson, but I have not been successful so far. Hudson is running on Ubuntu, and Selenium is unable to open display. Command I use for launching the build is: mvn clean selenium:xvfb install error log: [INFO] [selenium:xvfb {execution: default-cli}] [INFO] Starting Xvfb... [INFO] Using display: :20 [INFO] Using Xauthority file: /tmp/Xvfb4467650583214148352.Xauthority Deleting: /tmp/Xvfb4467650583214148352.Xauthority xauth: creating new authority file /tmp/Xvfb4467650583214148352.Xauthority Created dir: /var/lib/hudson/jobs/Selenium/workspace/selenium/target/selenium Launching Xvfb Waiting for Xvfb... [INFO] Redirecting output to: /var/lib/hudson/jobs/Selenium/workspace/selenium/target/selenium/xvfb.log Xvfb started ... [INFO] [selenium:start-server {execution: start}] Launching Selenium Server Waiting for Selenium Server... [INFO] Including display properties from: /var/lib/hudson/jobs/Selenium/workspace/selenium/target/selenium/display.properties [INFO] Redirecting output to: /var/lib/hudson/jobs/Selenium/workspace/selenium/target/selenium/server.log [INFO] User extensions: /var/lib/hudson/jobs/Selenium/workspace/selenium/target/selenium/user-extensions.js Selenium Server started [INFO] [selenium:selenese {execution: run-selenium}] [INFO] Results will go to: /var/lib/hudson/jobs/Selenium/workspace/selenium/target/results-firefox-suite.html ... <~30 seconds pause> ... Error: no display specified ... pom.xml: <groupId>org.codehaus.mojo</groupId> <artifactId>selenium-maven-plugin</artifactId> <version>1.0.1</version> <executions> <execution> <id>start</id> <phase>pre-integration-test</phase> <goals> <goal>start-server</goal> </goals> <configuration> <logOutput>true</logOutput> <background>true</background> <port>5123</port> </configuration> </execution> <execution> <id>run-selenium</id> <phase>integration-test</phase> <goals> <goal>selenese</goal> </goals> </execution> <execution> <id>stop</id> <phase>post-integration-test</phase> <goals> <goal>stop-server</goal> </goals> </execution> </executions> <configuration> <browser>*firefox</browser> <suite>src/test/selenium/suite.html</suite> <startURL>http://localhost:${env.port}</startURL> </configuration> I've also tried to get it working by adding execution for xvfb, but also it failed.

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  • Goal Tracking data seems to be inaccurate?

    - by Khuram Malik
    I setup some Goal Tracking about one week ago. I had multiple goals in one set. The goal itself was the "send" button being pressed on the callback form (i did that by pushing a pageview to Google Analytics everytime the send button is pressed) For each goal, i listed the first step as a required step. So for example, the ILR Page was step 1 and set as required and the goal was "/CallbackFormFilled" Looking at the stats a week later i'm getting some very inflated numbers especially when comparing them to my manually filled excel spreadsheet and i'm struggling to understand the cause of this behaviour. I'm unable to attach screenshots unfortunately since my StackExchange account for this site is brand new My own thoughts My own thoughts were that maybe its because i have setup multiple goals with the same end goal URL, but i thought that was a valid setup since i want to track multiple routes so to speak(?) I've disabled all other goals for now to confirm this, but im waiting for stats to come in as i write this. I also wonder if the contact form im using in Wordpress is causing a problem, but i've simply added one javascript line on the send button that pushes a pageview so not sure if that should cause an issue. Here is a link to setting up analytics on this contact form plugin in wordpress for reference: (see javascript action hook section) - http://ideasilo.wordpress.com/2009/05/31/contact-form-7-1-10/

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  • Basic Google Analytics Click Tracking and/or Overview

    - by Alan Storm
    This is a really basic Google Analytics question. Apologies in advance if it's not appropriate here, but I've had a lot of luck on Stack Overflow and this seems like the best Stack Exchange site for a question like this. I'm trying to understand how Google Analytics goals work, or if they're the right feature to be using for my situation. Most of the documentation I find online refers to the old version of the UI, not the new one. I have a website, let's call is blog.example.com. This website drives traffic to an ecommerce store, let's call that store.example2.com. I want to get reports on which links from blog.example.com are being clicked through leading to store.example2.com. How do you do this in Google analytics? Are goals the right area to be looking? Do I setup the goals on store.example2.com or blog.example.com? Or both? Is there any canonical user guide (free or paid) that covers how this works? I'm a competent programmer, but it's years since I dealt with conversion tracking on any serious level, and we've progressed well beyond my frozen caveman pixel tracking knowledge. Thanks in advance

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  • How to allow click-through and a cursor in a background app while not taking the active appearance a

    - by Peter Hosey
    Here are my goals: My application displays an overlay window above all applications' window. The user can draw in the overlay window. The mouse cursor changes to a specific cursor while in the overlay window. The application that has the active appearance before summoning the overlay window still has it while the overlay window is up and usable. The user does not need to click on the overlay window to activate it before they can draw. Drawing in the window does not steal the active appearance away from the application that has it. With LSUIElement, I get #1, #2, #3, and #5. With LSBackgroundOnly, I get #1, #2, #4, and #6. How can I satisify all of these goals without installing an event tap and processing the mouse events myself? Things I've tried: [NSApp preventWindowOrdering] in mouseDown: [NSApp activateIgnoringOtherApps:YES] in applicationWillFinishLaunching: [myWindow orderFront:nil] in applicationWillFinishLaunching: [myWindow makeKeyAndOrderFront:nil] in applicationWillFinishLaunching: [myWindow orderFrontRegardless] in applicationWillFinishLaunching: [myWindow makeMainWindow] in applicationWillFinishLaunching: (this caused failure of point 4 even with LSBackgroundOnly) SetThemeCursor in applicationWillFinishLaunching: (With LSUIElement) Implementing canBecomeMainWindow in my NSPanel subclass to return NO Except where otherwise noted, none of these made any difference. So, with LSUIElement, goals #4 and #6 remain; with LSBackgroundOnly, goals #3 and #5 remain. Any suggestions?

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  • Why does exec:java work and exec:exec fail?

    - by whiskerz
    Hey there, just set up a simple project to test the functionality of the maven exec plugin. I have one class containing one "Hello World" main method. I've tested two configurations of the exec plugin. <goals> <goal>exec</goal> </goals> <configuration> <executable>java</executable> <arguments> <argument>-classpath</argument> <classpath/> <argument>test.exec.HelloWorldExec</argument> </arguments> </configuration> failed miserably, giving me a ClassNotFoundException, while <goals><goal>java</goal></goals> <configuration> <mainClass>test.exec.HelloWorldExec</mainClass> </configuration> worked. However I would like to be able to start my java main class in a separate process, so I'd like to understand whats different with exec:exec and how I can get it to work? Any help appreciated cheers Whizz

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  • How to publish multiple jar files to maven on a clean install

    - by Abhijit Hukkeri
    I have a used the maven assembly plugin to create multiple jar from one jar now the problem is that I have to publish these jar to the local repo, just like other maven jars publish by them self when they are built maven clean install how will I be able to do this here is my pom file <project> <parent> <groupId>parent.common.bundles</groupId> <version>1.0</version> <artifactId>child-bundle</artifactId> </parent> <modelVersion>4.0.0</modelVersion> <groupId>common.dataobject</groupId> <artifactId>common-dataobject</artifactId> <packaging>jar</packaging> <name>common-dataobject</name> <version>1.0</version> <dependencies> </dependencies> <build> <plugins> <plugin> <groupId>org.jibx</groupId> <artifactId>maven-jibx-plugin</artifactId> <version>1.2.1</version> <configuration> <directory>src/main/resources/jibx_mapping</directory> <includes> <includes>binding.xml</includes> </includes> <verbose>false</verbose> </configuration> <executions> <execution> <goals> <goal>bind</goal> </goals> </execution> </executions> </plugin> <plugin> <artifactId>maven-assembly-plugin</artifactId> <executions> <execution> <id>make-business-assembly</id> <phase>package</phase> <goals> <goal>single</goal> </goals> <configuration> <appendAssemblyId>false</appendAssemblyId> <finalName>flight-dto</finalName> <descriptors> <descriptor>src/main/assembly/car-assembly.xml</descriptor> </descriptors> <attach>true</attach> </configuration> </execution> <execution> <id>make-gui-assembly</id> <phase>package</phase> <goals> <goal>single</goal> </goals> <configuration> <appendAssemblyId>false</appendAssemblyId> <finalName>app_gui</finalName> <descriptors> <descriptor>src/main/assembly/bike-assembly.xml</descriptor> </descriptors> <attach>true</attach> </configuration> </execution> </executions> </plugin> </plugins> </build> </project> Here is my assembly file <assembly> <id>app_business</id> <formats> <format>jar</format> </formats> <baseDirectory>target</baseDirectory> <includeBaseDirectory>false</includeBaseDirectory> <fileSets> <fileSet> <directory>${project.build.outputDirectory}</directory> <outputDirectory></outputDirectory> <includes> <include>com/dataobjects/**</include> </includes> </fileSet> </fileSets> </assembly>

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  • Maven Release Plugin with JAXB issues

    - by Wysawyg
    Hiya, We've got a project set up to use the Maven Release Plugin which includes a phase that unpacks a JAR of XML schemas pulled from Artifactory and a phase that generates XJC classes. We're on maven release 2.2.1. Unfortunately the latter phase is executing before the former which means that it isn't generating the XJC classes for the schema. A partial POM.XML looks like: <plugins> <plugin> <groupId>org.apache.maven.plugins</groupId> <artifactId>maven-compiler-plugin</artifactId> <configuration> <source>1.6</source> <target>1.6</target> </configuration> </plugin> <plugin> <groupId>org.apache.maven.plugins</groupId> <artifactId>maven-dependency-plugin</artifactId> <executions> <execution> <id>unpack</id> <!-- phase>generate-sources</phase --> <goals> <goal>unpack</goal> <goal>copy</goal> </goals> <configuration> <artifactItems> <artifactItem> <groupId>ourgroupid</groupId> <artifactId>ourschemas</artifactId> <version>5.1</version> <outputDirectory>${project.basedir}/src/main/webapp/xsd</outputDirectory> <excludes>META-INF/</excludes> <overWrite>true</overWrite> </artifactItem> </artifactItems> </configuration> </execution> </executions> </plugin> <plugin> <groupId>org.codehaus.mojo</groupId> <artifactId>maven-buildnumber-plugin</artifactId> <version>0.9.6</version> <executions> <execution> <phase>validate</phase> <goals> <goal>create</goal> </goals> </execution> </executions> <configuration> <doCheck>true</doCheck> <doUpdate>true</doUpdate> </configuration> </plugin> <plugin> <groupId>org.jvnet.jaxb2.maven2</groupId> <artifactId>maven-jaxb2-plugin</artifactId> <configuration> <schemaDirectory>${project.basedir}/src/main/webapp/xsd</schemaDirectory> <schemaIncludes> <include>*.xsd</include> <include>*/*.xsd</include> </schemaIncludes> <verbose>true</verbose> <!-- args> <arg>-Djavax.xml.validation.SchemaFactory:http://www.w3.org/2001/XMLSchema=org.apache.xerces.jaxp.validation.XMLSchemaFactory</arg> </args--> </configuration> <executions> <execution> <goals> <goal>generate</goal> </goals> </execution> </executions> </plugin> I've tried googling for it, unfortunately I ended up with a case of thousands of links none of which were actually relevant so I'd be very grateful if someone knew how to configure the order of the release plugin steps to ensure a was fully executed before it did b. Thanks

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  • How to publish the jars to repository after creating multiple jars from single jar using maven assem

    - by Abhijit Hukkeri
    Hi I have a used the maven assembly plugin to create multiple jar from one jar now the problem is that I have to publish these jar to the local repo, just like other maven jars publish by them self when they are built maven clean install how will I be able to do this here is my pom file <project> <parent> <groupId>parent.common.bundles</groupId> <version>1.0</version> <artifactId>child-bundle</artifactId> </parent> <modelVersion>4.0.0</modelVersion> <groupId>common.dataobject</groupId> <artifactId>common-dataobject</artifactId> <packaging>jar</packaging> <name>common-dataobject</name> <version>1.0</version> <dependencies> </dependencies> <build> <plugins> <plugin> <groupId>org.jibx</groupId> <artifactId>maven-jibx-plugin</artifactId> <version>1.2.1</version> <configuration> <directory>src/main/resources/jibx_mapping</directory> <includes> <includes>binding.xml</includes> </includes> <verbose>false</verbose> </configuration> <executions> <execution> <goals> <goal>bind</goal> </goals> </execution> </executions> </plugin> <plugin> <artifactId>maven-assembly-plugin</artifactId> <executions> <execution> <id>make-business-assembly</id> <phase>package</phase> <goals> <goal>single</goal> </goals> <configuration> <appendAssemblyId>false</appendAssemblyId> <finalName>flight-dto</finalName> <descriptors> <descriptor>src/main/assembly/car-assembly.xml</descriptor> </descriptors> <attach>true</attach> </configuration> </execution> <execution> <id>make-gui-assembly</id> <phase>package</phase> <goals> <goal>single</goal> </goals> <configuration> <appendAssemblyId>false</appendAssemblyId> <finalName>app_gui</finalName> <descriptors> <descriptor>src/main/assembly/bike-assembly.xml</descriptor> </descriptors> <attach>true</attach> </configuration> </execution> </executions> </plugin> </plugins> </build> </project> Here is my assembly file <assembly> <id>app_business</id> <formats> <format>jar</format> </formats> <baseDirectory>target</baseDirectory> <includeBaseDirectory>false</includeBaseDirectory> <fileSets> <fileSet> <directory>${project.build.outputDirectory}</directory> <outputDirectory></outputDirectory> <includes> <include>com/dataobjects/**</include> </includes> </fileSet> </fileSets> </assembly>

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  • How Implement a system to determine if a milestone has been reached

    - by Luc M
    I have a table named stats player_id team_id match_date goal assist` 1 8 2010-01-01 1 1 1 8 2010-01-01 2 0 1 9 2010-01-01 0 5 ... I would like to know when a player reach a milestone (eg 100 goals, 100 assists, 500 goals...) I would like to know also when a team reach a milestone. I want to know which player or team reach 100 goals first, second, third... I thought to use triggers with tables to accumulate the totals. Table player_accumulator (and team_accumulator) table would be player_id total_goals total_assists 1 3 6 team_id total_goals total_assists 8 3 1 9 0 5 Each time a row is inserted in stats table, a trigger will insert/update player_accumulator and team_accumulator tables. This trigger could also verify if player or team has reached a milestone in milestone table containing numbers milestone 100 500 1000 ... A table player_milestone would contains milestone reached by player: player_id stat milestone date 1 goal 100 2013-04-02 1 assist 100 2012-11-19 There is a better way to implements a "milestone" ? There is an easiest way without triggers ? I'm using PostgreSQL

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  • Pomodoro technique & other ways to increase personal productivity

    - by Jayson
    I recently came across the Pomodoro Technique as a way to increase productivity, get in the zone, and in general feel a sense of accomplishment at setting some short programming goals and achieving them. So far I have enjoyed it and the sense of accomplishment I get after seeing a bunch of short goals add up at the end of the day to a lot of work done on a programming project. What other ideas, similar or not, add a little variety to achieving goals, personal productivity, get in the programming zone, and so forth? What ideas or techniques are expressed formally, such as those in the Pomodoro paper, rather than trite maxims?

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  • Pomodoro technique & other ways to increase personal productivity? Any ideas?

    - by Jayson
    I recently came across Pomodoro Technique as a way to increase productivity, get in the zone, and in general feel a sense of accomplishment at setting some short programming goals and achieving them. So far I have enjoyed it and the sense of accomplishment I get after seeing a bunch of short goals add up at the end of the day to a lot of work done on a programming project. I'm looking for other ideas similar or not to the pomodoro technique to add a little variety to achieving goals, personal productivity, get in the programming zone, etc. Any ideas or techniques that are expressed formally such as in the pomodoro paper, that are not trite fluffy maxims?

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  • Adding java source (.java files) to test jar in Maven

    - by user320550
    Hi all, I'm making use of my pom.xml and am was able to generate the jar for src/main/java (say app.jar) as well as for src/test/java (say app-test.jar). I was also able to include my java sources as part of the app.jar (i.e. have both my .class as well as my .java files in the jar). However for my app-test.jar, i'm not able to include my .java files in it. This is my pom.xml: <project xmlns="http://maven.apache.org/POM/4.0.0" xmlns:xsi="http://www.w3.org/2001/XMLSchema-instance" xsi:schemaLocation="http://maven.apache.org/POM/4.0.0 http://maven.apache.org/xsd/maven-4.0.0.xsd"> <modelVersion>4.0.0</modelVersion> <groupId>com.mycompany.app</groupId> <artifactId>my-app</artifactId> <version>1.0-SNAPSHOT</version> <packaging>jar</packaging> <name>my-app</name> <url>http://maven.apache.org</url> <properties> <project.build.sourceEncoding>UTF-8</project.build.sourceEncoding> </properties> <dependencies> <dependency> <groupId>junit</groupId> <artifactId>junit</artifactId> <version>3.8.1</version> <scope>test</scope> </dependency> </dependencies> <build> <resources> <resource> <directory>src/main/java</directory> </resource> </resources> <plugins> <plugin> <groupId>org.apache.maven.plugins</groupId> <artifactId>maven-jar-plugin</artifactId> <version>2.3.1</version> <executions> <execution> <phase>package</phase> <goals> <goal>test-jar</goal> </goals> <configuration> <includes> <include>src/test/java</include> </includes> </configuration> </execution> </executions> </plugin> </plugins> </build> </project> Any help would be appreciated. Thanks. Update on post on Whaley's suggestion: Tried the maven-antrun-plugin, but rt now after running mvn package all i'm getting inside my tests.jar is the META-INF folder. .java and .class are not getting included: This is the part of the pom.xml <build> <resources> <resource> <directory>src/main/java</directory> </resource> </resources> <plugins> <plugin> <groupId>org.apache.maven.plugins</groupId> <artifactId>maven-jar-plugin</artifactId> <executions> <execution> <phase>package</phase> <goals> <goal>test-jar</goal> </goals> <configuration> <includes> <include>src/test/java</include> </includes> </configuration> </execution> </executions> </plugin> <plugin> <artifactId>maven-antrun-plugin</artifactId> <executions> <execution> <id>${project.artifactId}-include-sources</id> <phase>process-resources</phase> <goals> <goal>run</goal> </goals> <configuration> <tasks> <copy todir="${project.build.testOutputDirectory}"> <fileset dir="${project.build.testSourceDirectory}"/> </copy> </tasks> </configuration> </execution> </executions> </plugin> </plugins> </build> Thanks.

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  • Smart Grid Gurus

    - by caroline.yu
    Join Paul Fetherland, AMI director at Hawaiian Electric Company (HECO) and Keith Sturkie, vice president of Information Technology, Mid-Carolina Electric Cooperative (MCEC) on Thursday, April 29 at 12 p.m. EDT for the free "Smart Grid Gurus" Webcast. In this Webcast, underwritten by Oracle Utilities, Intelligent Utility will profile Paul Fetherland and Keith Sturkie to examine how they ended up in their respective positions and how they are making smarter grids a reality at their companies. By attending, you will: Gain insight from the paths taken and lessons learned by HECO and MCEC as these two utilities add more grid intelligence to their operations Identify the keys to driving AMI deployment, increasing operational and productivity gains, and targeting new goals on the technology roadmap Learn why HECO is taking a careful, measured approach to AMI deployment, and how Hawaii's established renewable portfolio standard of 40% and an energy efficiency standard of 30%, both by 2030, impact its efforts Discover how MCEC's 45,000-meter AMI deployment, completed in 2005, reduced field trips for high-usage complaints by 90% in the first year, and MCEC's immediate goals for future technology implementation To register, please follow this link.

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  • Upcoming UPK Events

    - by kathryn.lustenberger(at)oracle.com
    February 15th: UPK: Follow Panduit's Lead and Leverage Oracle's User Productivity Kit To Achieve Your Goals - Join us for a live webcast to learn how Oracle's User Productivity Kit can help you meet and exceed your goals. The webcast will feature Jim Boss, from the Panduit Corporation, who will share how Oracle's User Productivity Kit was used with both Oracle and Non-Oracle applications to helped Panduit to meet their goals. Date: February 15th, 2011 at 12:00 PST / 3:00 EST Evite: http://www.oracle.com/us/dm/65630-naod10046029mpp005c010-se-300908.html March 2nd: Synaptis teams with Oracle to deliver a UPK customer success story - Webinar Offering The Value of UPK (Customer Success Story): How to leverage the value of UPK to streamline processes and maximize end user adoption for a global implementation Join us to learn how the power of UPK can be leveraged to train end users globally in a successful and cost effective manner. A valued Oracle UPK customer will share experiences, successes, challenges, and strategies. The webinar will also include a question and answer session to give the attendees an opportunity to interact directly with the Oracle UPK customer, Synaptis, and the Oracle UPK Team. Date: March 2, 2011 Time: 11:00am - 12:00pm EST Register for this webinar March 27 - 30th: The Alliance 2011 conference is an annual event for all higher education, government, and public sector users of Oracle applications. The Alliance conference is organized and managed by the Higher Education User Group (www.heug.org). This is the 14th annual event for the HEUG. This is your opportunity to join with over 3200 other Higher Education, Federal, State and Local Government users to network, learn and share in our amazing combined experiences. The Alliance conference team is hard at work, putting together the best conference ever for 2011 - so don't delay, make your plans now to be part of Alliance 2011! When: Sunday, March 27th, 2011 - Wednesday, March 30, 2011 Where: The Colorado Convention Center (Denver, Colorado) Registration for Alliance 2011 is Now Open! UPK will be represented at this event offering: Pre-Conference Training Learn the Basics of Oracle User Productivity Kit (UPK) Taking Your UPKs to a Whole New Level, Advanced Use of UPK Demo Pod Staff Sessions: Oracle User Productivity Kit: Creating Value throughout the Project Lifecycle Beyond Basic UPK -- User Tracking and SmartHelp Leveraging Oracle and User Productivity Kit (UPK) to Develop a Comprehensive Training Program Oracle User Productivity Kit Strategy and Roadmap -- Key to User Adoption April 10 - 14th: Registration for COLLABORATE 11 has begun - Don't miss the most comprehensive, user-driven conference devoted to Oracle applications and technology. Collaborate with a global network of more than 5,000 peers and experts to share real-world experiences, solve your challenges and gain insights to validate your technology plans. Read below to discover which group to register with for the best value. UPK will be represented at this event offering: Demo Pod Staff Sessions: Oracle User Productivity Kit: Creating Value throughout the Project Lifecycle Centralize all Project Team assets, AND, Deploy Fully Measurable Training with UPK Pro Oracle User Productivity Kit Strategy and Roadmap - Key to User Adoption Registration is Now Open!

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  • So it comes to PASS…

    - by Tony Davis
    How does your company gauge the benefit of attending a technical conference? What's the best change you made as a direct result of attendance? It's time again for the PASS Summit and I, like most people go with a set of general goals for enhancing technical knowledge; to learn more about PowerShell, to drill into SQL Server performance tuning techniques, and so on. Most will write up a brief report on the event for the rest of the team. Ideally, however, it will go a bit further than that; each conference should result in a specific improvement to one of your systems, or in the way you do your job. As co-editor of Simple-talk.com, and responsible for the majority of our SQL books, my “high level” goals don't vary much from conference to conference. I'm always on the lookout for good new authors. I target interesting new technologies and tools and try to learn more. I return with a list of actions, new articles to commission, and potential new authors. Three years ago, however, I started setting myself the goal of implementing “one new thing” after each conference. After one, I adopted Kanban for managing my workload, a technique that places strict limits on “work in progress” and makes the overall workload, and backlog, highly visible. After another I trialled a community book project. At PASS 2010, one of my general goals was to delve deeper into SQL Server transaction log mechanics, but on top of that, I set a specific goal of writing something useful on the topic. I started a Stairway series and, ultimately, it's turned into a book! If you're attending the PASS Summit this year, take some time to consider what specific improvement or change you'll implement as a result. Also, try to drop by the Red Gate booth (#101). During the Vendor event on Wednesday evening, Gail Shaw and I will be there to discuss, and hand out copies of the book. Cheers, Tony.  

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  • What are the definitive guidelines for custom Error Handling in ASP.NET MVC 3?

    - by RyanW
    The process of doing custom error handling in ASP.NET MVC (3 in this case) seems to be incredibly neglected. I've read through the various questions and answers here, on the web, help pages for various tools (like Elmah), but I feel like I've gone in a complete circle and still don't have the best solution. With your help, perhaps we can set a new standard approach for error handling. I'd like to keep things simple and not over-engineer this. Here are my goals: For Server errors/exceptions: Display debugging information in dev Display friendly error page in production Log errors and email them to administrator in production Return 500 HTTP Status Code For 404 Not Found errors: Display friendly error page Log errors and email them to administrator in production Return 404 HTTP Status Code Is there a way to meet these goals with ASP.NET MVC?

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