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• What options do individual have to fork a project?

  - by skrco

  Let's assume our example individual has an idea, engagement, ... to fork project. By project I mean any kind of software - thick client, web site, portal, service, driver, plc, ... - anything that can be programmed. Motto of question: What options do our example individual have to fork this project from the early beginning through getting collaborators and users to mature software? Here are the main subquestions: Sandbox phase: Where can he announce his idea and proposal and receive positive/negative critic and feedback? Development phase: Where can he build his team to work on this project? Yet deployed phase: Where can he schedule tasks, assign tickets and bugs to be solved? and the list can go on... What really interests me is the "sandbox phase question".

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• Safe project development - free repositories

  - by friko

  Some time ago we started a private hobby project. We made a project on javaforge.com, created an svn repository and started developing our app. Right now we are really far with our project, but somehow we never worried if our project is really safe on such free development tool like javaforge ? I mean, what if our project would earn some money and the source code become valuable ? Could it be stolen or could somebody take it over ? We want to be sure that we are not wasting our time and want to be really sure about our project safety. Is it possible to safely develop a project in such free repository ? We would like also to start using redmine, so if you know any safe place for moving our project, please take this under consideration. Thanks a lot.

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• The Future of Project Management is Social

  - by Natalia Rachelson

  Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} A guest post by Kazim Isfahani, Director, Product Marketing, Oracle Rapid Ascent. Breakneck Speed. Lightning Fast. Perhaps even overwhelming. No matter which set of adjectives we use to describe it, social media’s rise into the enterprise mainstream has been unprecedented. Indeed, the big 4 social media powerhouses (Facebook, Google+, LinkedIn, and Twitter), have nearly 2 Billion users between them. You may be asking (as you should really) “That’s all well and good for the consumer, but for me at my company, what’s your point? Beyond the fact that I can check and post updates, that is.” Good question, kind sir. Impact of Social and Collaboration on Project Management I’ll dovetail this discussion to the project management realm, since that’s what I’m writing about. Speed is a big challenge for project-driven organizations. Anything that can help speed up project delivery - be it a new product introduction effort or a geographical expansion project - fast is a good thing. So where does this whole social thing fit particularly since there are already a host of tools to help with traditional project execution? The fact is companies have seen improvements in their productivity by deploying departmental collaboration and other social-oriented solutions. McKinsey’s survey on social tools shows we have reached critical scale: 72% of respondents report that their companies use at least one and over 40% say they are using social networks and blogs. We don’t hear as much about the impact of social media technologies at the project and project manager level, but that does not mean there is none. Consider the new hire. The type of individual entering the workforce and executing on projects is a generation of worker expecting visually appealing, easy to use and easy to understand technology meshing hand-in-hand with business processes. Consider the project manager. The social era has enhanced the role that the project manager must play. Today’s project manager must be a supreme communicator, an influencer, a sympathizer, a negotiator, and still manage to keep all stakeholders in the loop on project progress. Social tools play a significant role in this effort. Now consider the impact to the project team. The way that a project team functions has changed, with newer, social oriented technologies making the process of information dissemination and team communications much more fluid. It’s clear that a shift is occurring where “social” is intersecting with project management. The Rise of Social Project Management We refer to the melding of project management and social networking as Social Project Management. Social Project Management is based upon the philosophy that the project team is one part of an integrated whole, and that valuable and unique abilities exist within the larger organization. For this reason, Social Project Management systems should be integrated into the collaborative platform(s) of an organization, allowing communication to proceed outside the project boundaries. What makes social project management "social" is an implicit awareness where distributed teams build connected links in ways that were previously restricted to teams that were co-located. Just as critical, Social Project Management embraces the vision of seamless online collaboration within a project team, but also provides for, (and enhances) the use of rigorous project management techniques. Social Project Management acknowledges that projects (particularly large projects) are a social activity - people doing work with people, for other people, with commitments to yet other people. The more people (larger projects), the more interpersonal the interactions, and the more social affects the project. The Epitome of Social - Fusion Project Portfolio Management If I take this one level further to discuss Fusion Project Portfolio Management, the notion of Social Project Management is on full display. With Fusion Project Portfolio Management, project team members have a single place for interaction on projects and access to any other resources working within the Fusion ERP applications. This allows team members the opportunity to be informed with greater participation and provide better information. The application’s the visual appeal, and highly graphical nature makes it easy to navigate information. The project activity stream adds to the intuitive user experience. The goal of productivity is pervasive throughout Fusion Project Portfolio Management. Field research conducted with Oracle customers and partners showed that users needed a way to stay in the context of their core transactions and yet easily access social networking tools. This is manifested in the application so when a user executes a business process, they not only have the transactional application at their fingertips, but also have things like e-mail, SMS, text, instant messaging, chat – all providing a number of different ways to interact with people and/or groups of people, both internal and external to the project and enterprise. But in the end, connecting people is relatively easy. The larger issue is finding a way to serve up relevant, system-generated, actionable information, in real time, which will allow for more streamlined execution on key business processes. Fusion Project Portfolio Management’s design concept enables users to create project communities, establish discussion threads, manage event calendars as well as deliver project based work spaces to organize communications within the context of a project – all within a secure business environment. We’d love to hear from you and get your thoughts and ideas about how Social Project Management is impacting your organization. To learn more about Oracle Fusion Project Portfolio Management, please visit this link

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• How do I export a Gantt Chart from MS Project to MS Word using VBA

  - by user191093

  Using MS Project 2003 i want to export the "View | Gantt Chart" to MS Word (2000) using VBA. How can I achieve this?

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• Project-Based ERP - The Evolution of Project Managemen

  Fred Studer speaks with Ray Wang, Principal Analyst at Forrester Research and Ted Kempf, Senior Director for Oracle's Project Management Solutions about trends in the project management market, where enterprise project management is heading in the next 2 - 3 years and highlights from Ray's new line of research on project management solutions.

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• How to represent an agile project to people focused on waterfall [closed]

  - by ahsteele

  Our team has been asked to represent our development efforts in a project plan. No one is unhappy with our work or questioning our ability to deliver, we are just participating in an IT cattle call for project plans. Trouble is we are an agile team and haven't thought about our work in terms of a formal project plan. While we have a general idea of what we are working on next we aren't 100% sure until we plan an iteration. Until now our team has largely operated in a vacuum and has not been required to present our methodology or metrics to outside parties. We follow most of the practices espoused in Extreme Programming. We hold quarterly planning meetings to have a general idea of the stories we are going to work on for a quarter. That said, our stories are documented on 3x5 cards and are only estimated at the beginning of the iteration in which they are going to be worked. After estimation we document the story in Team Foundation Sever. During an iteration, we attach code to stories and mark stories as completed once finished. From this data we are able to generate burn down and velocity charts. Most importantly we know our average velocity for an iteration keeping us from biting off more than we can chew. I am not looking to modify the way we do development but want to present our development activities in a report that someone only familiar with waterfall will understand. In What Does an Agile Project Plan Look Like, Kent McDonald does a good job laying out the differences between agile and waterfall project plans. He specifies the differences in consumable bullets: An agile project plan is feature based An Agile Project Plan is organized into iterations An Agile Project Plan has different levels of detail depending on the time frame An Agile Project Plan is owned by the Team Being able to explain the differences is great, but how best to present the data?

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• Comma comes up instead of single quote with single quote key in MS-Word 2007

  - by Nitrodist

  I have a peculiar problem in Microsoft Office 2007 (Word). When I am using single quotes, the first time I type a ' it appears as a , instead. For example, typing ''' translates to ,'' in Word, necessitating me to go back and delete the comma so that I can correctly single-quote words. Is there a solution to this? Also, the dictionary was set to German when I first started using the application, but I set it to US English after that.

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• MS Word 2007 Randomly Saves a blank doc

  - by Malnizzle

  Got a user that everyone once in awhile (maybe once every 2 weeks or so) will do a "save as" in their Word 2007 and the created, saved document will be blank. But most of the time, "save as" works fine. Already re-installed the whole Office Suite. It's fine when he does email attachments. This is not related to email. Sequence of events (from client): I create a new document and select SAVE AS I select a file to SAVE AS I create a name ie. ExampleFileA I select SAVE A blank document is what is saved I can sometimes recover the content of the document by selecting RECENT DOCUMENTS Yesterday, the file for ExampleFileA in RECENT DOCUMENTS was blank The situation has occurred with both pre-existing and newly created documents Any thoughts?

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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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• Organizational characteristics that impact the selection of Development Methodology concepts applied to a project

  Based on my experience, no one really follows a specific methodology exactly as it is formally designed. In fact, the key concepts of a few methodologies are usually combined to form a hybrid methodology for each project based on the current organizational makeup and the project need/requirements to be accomplished. Organizational characteristics that impact the selection of methodology concepts applied to a project. Prior subject knowledge pertaining to a project can be critical when deciding on what methodology or combination of methodologies to apply to a project. For example, if a project is very straight forward, and the development staff has experience in developing  that are similar, then the waterfall method could possibly be the best choice because little to no research is needed  in order to complete the project tasks and there is very little need for changes to occur.  On the other hand, if the development staff has limited subject knowledge or the requirements/specification of the project could possibly change as the project progresses then the use of spiral, iterative, incremental, agile, or any combination would be preferred. The previous methodologies used by an organization typically do not change much from project to project unless the needs of a project dictate differently. For example, if the waterfall method is the preferred development methodology then most projects will be developed by the waterfall method. Depending on the time allotted to a project each day can impact the selection of a development methodology. In one example, if the staff can only devote a few hours a day to a project then the incremental methodology might be ideal because modules can be added to the final project as they are developed. On the other hand, if daily time allocation is not an issue, then a multitude of methodologies could work well for a project. Project characteristics that impact the selection of methodology concepts applied to a project. The type of project being developed can often dictate the type of methodology used for the project. Based on my experience, projects that tend to have a lot of user interaction, follow a more iterative, incremental, or agile approach typically using a prototype that develops into a final project. These methodologies desire back and forth communication between users, clients, and developers to allow for requirements to change and functionality to be enhanced. Conversely, limited interaction applications or automated services can still sometimes get away with using the waterfall or transactional approach. The timeline of a project can also force an organization to prefer a particular methodology over the rest. For instance, if the project must be completed within 24 hours, then there is very little time for discussions back and forth between clients, users and the development team. In this scenario, the waterfall method would be perfect because the only interaction with the client occurs prior to a development project to outline the system requirements, and the development team can quickly move through the software development stages in order to complete the project within the deadline. If the team had more time, then the other methodologies could also be considered because there is more time for client and users to review the project and make changes as they see fit, and/or allow for more time to review the project in order to enhance the business performance and functionality. Sometimes the client and or user involvement can dictate the selection of methodologies applied to a project. One example of this is if a client is highly motivated to get a project completed and desires to play an active part in the development process then the agile development approach would work perfectly with this client because it allows for frequent interaction between clients, users and the development team. The inverse of this situation is a client that just wants to provide the project requirements and only wants to get involved when the project is to be delivered. In this case the waterfall method would work well because there is no room for changes and no back and forth between the users, clients or the development team.

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• How to Implement Project Type "Copy", "Move", "Rename", and "Delete"

  - by Geertjan

  You've followed the NetBeans Project Type Tutorial and now you'd like to let the user copy, move, rename, and delete the projects conforming to your project type. When they right-click a project, they should see the relevant menu items and those menu items should provide dialogs for user interaction, followed by event handling code to deal with the current operation. Right now, at the end of the tutorial, the "Copy" and "Delete" menu items are present but disabled, while the "Move" and "Rename" menu items are absent: The NetBeans Project API provides a built-in mechanism out of the box that you can leverage for project-level "Copy", "Move", "Rename", and "Delete" actions. All the functionality is there for you to use, while all that you need to do is a bit of enablement and configuration, which is described below. To get started, read the following from the NetBeans Project API: http://bits.netbeans.org/dev/javadoc/org-netbeans-modules-projectapi/org/netbeans/spi/project/ActionProvider.html http://bits.netbeans.org/dev/javadoc/org-netbeans-modules-projectapi/org/netbeans/spi/project/CopyOperationImplementation.html http://bits.netbeans.org/dev/javadoc/org-netbeans-modules-projectapi/org/netbeans/spi/project/MoveOrRenameOperationImplementation.html http://bits.netbeans.org/dev/javadoc/org-netbeans-modules-projectapi/org/netbeans/spi/project/DeleteOperationImplementation.html Now, let's do some work. For each of the menu items we're interested in, we need to do the following: Provide enablement and invocation handling in an ActionProvider implementation. Provide appropriate OperationImplementation classes. Add the new classes to the Project Lookup. Make the Actions visible on the Project Node. Run the application and verify the Actions work as you'd like. Here we go: Create an ActionProvider. Here you specify the Actions that should be supported, the conditions under which they should be enabled, and what should happen when they're invoked, using lots of default code that lets you reuse the functionality provided by the NetBeans Project API: class CustomerActionProvider implements ActionProvider { @Override public String[] getSupportedActions() { return new String[]{ ActionProvider.COMMAND_RENAME, ActionProvider.COMMAND_MOVE, ActionProvider.COMMAND_COPY, ActionProvider.COMMAND_DELETE }; } @Override public void invokeAction(String string, Lookup lkp) throws IllegalArgumentException { if (string.equalsIgnoreCase(ActionProvider.COMMAND_RENAME)) { DefaultProjectOperations.performDefaultRenameOperation( CustomerProject.this, ""); } if (string.equalsIgnoreCase(ActionProvider.COMMAND_MOVE)) { DefaultProjectOperations.performDefaultMoveOperation( CustomerProject.this); } if (string.equalsIgnoreCase(ActionProvider.COMMAND_COPY)) { DefaultProjectOperations.performDefaultCopyOperation( CustomerProject.this); } if (string.equalsIgnoreCase(ActionProvider.COMMAND_DELETE)) { DefaultProjectOperations.performDefaultDeleteOperation( CustomerProject.this); } } @Override public boolean isActionEnabled(String command, Lookup lookup) throws IllegalArgumentException { if ((command.equals(ActionProvider.COMMAND_RENAME))) { return true; } else if ((command.equals(ActionProvider.COMMAND_MOVE))) { return true; } else if ((command.equals(ActionProvider.COMMAND_COPY))) { return true; } else if ((command.equals(ActionProvider.COMMAND_DELETE))) { return true; } return false; } } Importantly, to round off this step, add "new CustomerActionProvider()" to the "getLookup" method of the project. If you were to run the application right now, all the Actions we're interested in would be enabled (if they are visible, as described in step 4 below) but when you invoke any of them you'd get an error message because each of the DefaultProjectOperations above looks in the Lookup of the Project for the presence of an implementation of a class for handling the operation. That's what we're going to do in the next step. Provide Implementations of Project Operations. For each of our operations, the NetBeans Project API lets you implement classes to handle the operation. The dialogs for interacting with the project are provided by the NetBeans project system, but what happens with the folders and files during the operation can be influenced via the operations. Below are the simplest possible implementations, i.e., here we assume we want nothing special to happen. Each of the below needs to be in the Lookup of the Project in order for the operation invocation to succeed. private final class CustomerProjectMoveOrRenameOperation implements MoveOrRenameOperationImplementation { @Override public List<FileObject> getMetadataFiles() { return new ArrayList<FileObject>(); } @Override public List<FileObject> getDataFiles() { return new ArrayList<FileObject>(); } @Override public void notifyRenaming() throws IOException { } @Override public void notifyRenamed(String nueName) throws IOException { } @Override public void notifyMoving() throws IOException { } @Override public void notifyMoved(Project original, File originalPath, String nueName) throws IOException { } } private final class CustomerProjectCopyOperation implements CopyOperationImplementation { @Override public List<FileObject> getMetadataFiles() { return new ArrayList<FileObject>(); } @Override public List<FileObject> getDataFiles() { return new ArrayList<FileObject>(); } @Override public void notifyCopying() throws IOException { } @Override public void notifyCopied(Project prjct, File file, String string) throws IOException { } } private final class CustomerProjectDeleteOperation implements DeleteOperationImplementation { @Override public List<FileObject> getMetadataFiles() { return new ArrayList<FileObject>(); } @Override public List<FileObject> getDataFiles() { return new ArrayList<FileObject>(); } @Override public void notifyDeleting() throws IOException { } @Override public void notifyDeleted() throws IOException { } } Also make sure to put the above methods into the Project Lookup. Check the Lookup of the Project. The "getLookup()" method of the project should now include the classes you created above, as shown in bold below: @Override public Lookup getLookup() { if (lkp == null) { lkp = Lookups.fixed(new Object[]{ this, new Info(), new CustomerProjectLogicalView(this), new CustomerCustomizerProvider(this), new CustomerActionProvider(), new CustomerProjectMoveOrRenameOperation(), new CustomerProjectCopyOperation(), new CustomerProjectDeleteOperation(), new ReportsSubprojectProvider(this), }); } return lkp; } Make Actions Visible on the Project Node. The NetBeans Project API gives you a number of CommonProjectActions, including for the actions we're dealing with. Make sure the items in bold below are in the "getActions" method of the project node: @Override public Action[] getActions(boolean arg0) { return new Action[]{ CommonProjectActions.newFileAction(), CommonProjectActions.copyProjectAction(), CommonProjectActions.moveProjectAction(), CommonProjectActions.renameProjectAction(), CommonProjectActions.deleteProjectAction(), CommonProjectActions.customizeProjectAction(), CommonProjectActions.closeProjectAction() }; } Run the Application. When you run the application, you should see this: Let's now try out the various actions: Copy. When you invoke the Copy action, you'll see the dialog below. Provide a new project name and location and then the copy action is performed when the Copy button is clicked below: The message you see above, in red, might not be relevant to your project type. When you right-click the application and choose Branding, you can find the string in the Resource Bundles tab, as shown below: However, note that the message will be shown in red, no matter what the text is, hence you can really only put something like a warning message there. If you have no text at all, it will also look odd.If the project has subprojects, the copy operation will not automatically copy the subprojects. Take a look here and here for similar more complex scenarios. Move. When you invoke the Move action, the dialog below is shown: Rename. The Rename Project dialog below is shown when you invoke the Rename action: I tried it and both the display name and the folder on disk are changed. Delete. When you invoke the Delete action, you'll see this dialog: The checkbox is not checkable, in the default scenario, and when the dialog above is confirmed, the project is simply closed, i.e., the node hierarchy is removed from the application. However, if you truly want to let the user delete the project on disk, pass the Project to the DeleteOperationImplementation and then add the children of the Project you want to delete to the getDataFiles method: private final class CustomerProjectDeleteOperation implements DeleteOperationImplementation { private final CustomerProject project; private CustomerProjectDeleteOperation(CustomerProject project) { this.project = project; } @Override public List<FileObject> getDataFiles() { List<FileObject> files = new ArrayList<FileObject>(); FileObject[] projectChildren = project.getProjectDirectory().getChildren(); for (FileObject fileObject : projectChildren) { addFile(project.getProjectDirectory(), fileObject.getNameExt(), files); } return files; } private void addFile(FileObject projectDirectory, String fileName, List<FileObject> result) { FileObject file = projectDirectory.getFileObject(fileName); if (file != null) { result.add(file); } } @Override public List<FileObject> getMetadataFiles() { return new ArrayList<FileObject>(); } @Override public void notifyDeleting() throws IOException { } @Override public void notifyDeleted() throws IOException { } } Now the user will be able to check the checkbox, causing the method above to be called in the DeleteOperationImplementation: Hope this answers some questions or at least gets the discussion started. Before asking questions about this topic, please take the steps above and only then attempt to apply them to your own scenario. Useful implementations to look at: http://kickjava.com/src/org/netbeans/modules/j2ee/clientproject/AppClientProjectOperations.java.htm https://kenai.com/projects/nbandroid/sources/mercurial/content/project/src/org/netbeans/modules/android/project/AndroidProjectOperations.java

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• Handling inconcistent resource availability in Project 2007

  - by Lachlan McDonald

  Afternoon all, I have four resources; a project manager, and three developers. The project manager can work anywhere from 9 to 5pm each day, but only for a total of 10 hours per week. It doesn't matter when he works, as long as he isn't over-allocated 10 hours per week. The developers on the other hand can only work up to 2 hours per day, for a total of 10 hours per week. If they work more than 2 hours in a day, they are over-allocated. How do I best configure Project to handle this kind of scheduling requirement?

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• MS Access 97 application working directly with MS SQL Server 2005

  - by hgulyan

  Please, give me the most serious arguments against this. Application directly opens a connection to ms sql server, directly executes queries. So what I'd like to ask: 1) Why it is wrong? 2) What serious problems can that cause? 3) What should I do?:)

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• cannot access a site from Mac OSX Lion but can from other machines on network?

  - by house9

  SOLVED: The issue is with the hamachi client, hamachi is hi-jacking all of the 5.0.0.0/8 address block http://en.wikipedia.org/wiki/Hamachi_(software)#Criticism http://b.logme.in/2012/11/07/changes-to-hamachi-on-november-19th/ The fix on Mac LogMeIn Hamachi Preferences Settings Advanced Peer Connections IP protocol mode IPv6 only (default is both) If you can only connect to some of your network over IPv4 this 'fix' will NOT work for you ----- A few weeks ago I started using a service - https://semaphoreapp.com I think they made DNS changes a week ago and ever since I cannot access the site from my Mac OSX Lion (10.7.4) machine (my main development machine) but I can access the site from other machines on my network ipad windows machine MacMini (10.6.8) After some google searching I tried both of these dscacheutil -flushcache sudo killall -HUP mDNSResponder but no go, I've contacted semaphoreapp as well, but nothing so far - also of interest, one of my colleagues has the exact same problem, cannot access via Mac OSX Lion but can via windows machine, we work remotely and are not on the same ISP some additional info Lion (10.7.4) cannot access site host semaphoreapp.com semaphoreapp.com has address 5.9.53.16 ping semaphoreapp.com PING semaphoreapp.com (5.9.53.16): 56 data bytes Request timeout for icmp_seq 0 Request timeout for icmp_seq 1 Request timeout for icmp_seq 2 Request timeout for icmp_seq 3 ping: sendto: No route to host Request timeout for icmp_seq 4 ping: sendto: Host is down Request timeout for icmp_seq 5 ping: sendto: Host is down Request timeout for icmp_seq 6 ping: sendto: Host is down Request timeout for icmp_seq 7 .... traceroute semaphoreapp.com traceroute to semaphoreapp.com (5.9.53.16), 64 hops max, 52 byte packets 1 * * * 2 * * * traceroute: sendto: No route to host 3 traceroute: wrote semaphoreapp.com 52 chars, ret=-1 *traceroute: sendto: Host is down traceroute: wrote semaphoreapp.com 52 chars, ret=-1 .... and MacMini (10.6.8) can access it host semaphoreapp.com semaphoreapp.com has address 5.9.53.16 ping semaphoreapp.com PING semaphoreapp.com (5.9.53.16): 56 data bytes 64 bytes from 5.9.53.16: icmp_seq=0 ttl=44 time=191.458 ms 64 bytes from 5.9.53.16: icmp_seq=1 ttl=44 time=202.923 ms 64 bytes from 5.9.53.16: icmp_seq=2 ttl=44 time=180.746 ms 64 bytes from 5.9.53.16: icmp_seq=3 ttl=44 time=200.616 ms 64 bytes from 5.9.53.16: icmp_seq=4 ttl=44 time=178.818 ms .... traceroute semaphoreapp.com traceroute to semaphoreapp.com (5.9.53.16), 64 hops max, 52 byte packets 1 192.168.0.1 (192.168.0.1) 1.677 ms 1.446 ms 1.445 ms 2 * LOCAL ISP 11.957 ms * 3 etc... 10.704 ms 14.183 ms 9.341 ms 4 etc... 32.641 ms 12.147 ms 10.850 ms 5 etc.... 44.205 ms 54.563 ms 36.243 ms 6 vlan139.car1.seattle1.level3.net (4.53.145.165) 50.136 ms 45.873 ms 30.396 ms 7 ae-32-52.ebr2.seattle1.level3.net (4.69.147.182) 31.926 ms 40.507 ms 49.993 ms 8 ae-2-2.ebr2.denver1.level3.net (4.69.132.54) 78.129 ms 59.674 ms 49.905 ms 9 ae-3-3.ebr1.chicago2.level3.net (4.69.132.62) 99.019 ms 82.008 ms 76.074 ms 10 ae-1-100.ebr2.chicago2.level3.net (4.69.132.114) 96.185 ms 75.658 ms 75.662 ms 11 ae-6-6.ebr2.washington12.level3.net (4.69.148.145) 104.322 ms 105.563 ms 118.480 ms 12 ae-5-5.ebr2.washington1.level3.net (4.69.143.221) 93.646 ms 99.423 ms 96.067 ms 13 ae-41-41.ebr2.paris1.level3.net (4.69.137.49) 177.744 ms ae-44-44.ebr2.paris1.level3.net (4.69.137.61) 199.363 ms 198.405 ms 14 ae-47-47.ebr1.frankfurt1.level3.net (4.69.143.141) 176.876 ms ae-45-45.ebr1.frankfurt1.level3.net (4.69.143.133) 170.994 ms ae-46-46.ebr1.frankfurt1.level3.net (4.69.143.137) 177.308 ms 15 ae-61-61.csw1.frankfurt1.level3.net (4.69.140.2) 176.769 ms ae-91-91.csw4.frankfurt1.level3.net (4.69.140.14) 178.676 ms 173.644 ms 16 ae-2-70.edge7.frankfurt1.level3.net (4.69.154.75) 180.407 ms ae-3-80.edge7.frankfurt1.level3.net (4.69.154.139) 174.861 ms 176.578 ms 17 as33891-net.edge7.frankfurt1.level3.net (195.16.162.94) 175.448 ms 185.658 ms 177.081 ms 18 hos-bb1.juniper4.rz16.hetzner.de (213.239.240.202) 188.700 ms 190.332 ms 188.196 ms 19 hos-tr4.ex3k14.rz16.hetzner.de (213.239.233.98) 199.632 ms hos-tr3.ex3k14.rz16.hetzner.de (213.239.233.66) 185.938 ms hos-tr2.ex3k14.rz16.hetzner.de (213.239.230.34) 182.378 ms 20 * * * 21 * * * 22 * * * any ideas? EDIT: adding tcpdump MacMini (which can connect) while running - ping semaphoreapp.com sudo tcpdump -v -i en0 dst semaphoreapp.com Password: tcpdump: listening on en0, link-type EN10MB (Ethernet), capture size 65535 bytes 17:33:03.337165 IP (tos 0x0, ttl 64, id 20153, offset 0, flags [none], proto ICMP (1), length 84, bad cksum 0 (->3129)!) 192.168.0.6 > static.16.53.9.5.clients.your-server.de: ICMP echo request, id 61918, seq 0, length 64 17:33:04.337279 IP (tos 0x0, ttl 64, id 26049, offset 0, flags [none], proto ICMP (1), length 84, bad cksum 0 (->1a21)!) 192.168.0.6 > static.16.53.9.5.clients.your-server.de: ICMP echo request, id 61918, seq 1, length 64 17:33:05.337425 IP (tos 0x0, ttl 64, id 47854, offset 0, flags [none], proto ICMP (1), length 84, bad cksum 0 (->c4f3)!) 192.168.0.6 > static.16.53.9.5.clients.your-server.de: ICMP echo request, id 61918, seq 2, length 64 17:33:06.337548 IP (tos 0x0, ttl 64, id 24772, offset 0, flags [none], proto ICMP (1), length 84, bad cksum 0 (->1f1e)!) 192.168.0.6 > static.16.53.9.5.clients.your-server.de: ICMP echo request, id 61918, seq 3, length 64 17:33:07.337670 IP (tos 0x0, ttl 64, id 8171, offset 0, flags [none], proto ICMP (1), length 84, bad cksum 0 (->5ff7)!) 192.168.0.6 > static.16.53.9.5.clients.your-server.de: ICMP echo request, id 61918, seq 4, length 64 17:33:08.337816 IP (tos 0x0, ttl 64, id 35810, offset 0, flags [none], proto ICMP (1), length 84, bad cksum 0 (->f3ff)!) 192.168.0.6 > static.16.53.9.5.clients.your-server.de: ICMP echo request, id 61918, seq 5, length 64 17:33:09.337948 IP (tos 0x0, ttl 64, id 31120, offset 0, flags [none], proto ICMP (1), length 84, bad cksum 0 (->652)!) 192.168.0.6 > static.16.53.9.5.clients.your-server.de: ICMP echo request, id 61918, seq 6, length 64 ^C 7 packets captured 1047 packets received by filter 0 packets dropped by kernel OSX Lion (cannot connect) while running - ping semaphoreapp.com # wireless ~ $ sudo tcpdump -v -i en1 dst semaphoreapp.com Password: tcpdump: listening on en1, link-type EN10MB (Ethernet), capture size 65535 bytes ^C 0 packets captured 262 packets received by filter 0 packets dropped by kernel and # wired ~ $ sudo tcpdump -v -i en0 dst semaphoreapp.com tcpdump: listening on en0, link-type EN10MB (Ethernet), capture size 65535 bytes ^C 0 packets captured 219 packets received by filter 0 packets dropped by kernel above output after Request timeout for icmp_seq 25 or 30 times from ping. I don't know much about tcpdump, but to me it doesn't seem like the ping requests are leaving my machine?

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• MS Expression Web 4 SuperPreview – Big Disappointment

  - by smehaffie

  I just downloaded Expression 4 and expected to see some improvements in the Web4 SuperPreview application.  The one main function I was expecting to be in this release is the ability to enter data and click on links so pages of the sites could be assessed.  There a many use cases where this functionality is needed and there were quite a few people vocal about it when MS first released the application. 1) Where you have to login to a site to access either all the content or some of the content on the site 2) Where you have to enter date in a certain order and cannot go to next page until the previous pages data is filled out (payment process, storefront, etc). 3) Where you just want to make sure things are displayed correctly based on data entered (validation messages, etc). 4 ) You need to make sure the links go to the page in all the different browsers.  I have seen scenerios where links worked fine in all but one browser, or for some reason the text showed on screen but it was not a clickable link. IMO this application is a great idea, but until MS fixed the above issue and add the functionality above the SuperPreview is totally worthless unless you need it to test a totally static site that does not require any user input at all to get access to the content.  There is no reason this feature should not have been in this release, and it should have been a priority to make sure it was. Let me know how you feel about the new version of the Web4 SuperPreview application.  Did MS really miss the target on this by not adding this functionality, or do I think it is a bigger deal that it really is?  If you are actively using SuperPreview, please post how you are using it and the type of sites you are using it on.

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• Print Microsoft Project chart as giant PDF

  - by Eric

  Hi, I have Adobe's PDF creator installed and I'm using Microsoft Project 2007... I want to print my gantt chart as one giant single-page PDF. (Currently it's set to print on letter sized paper, and it's six pages in a 3x2 layout.) I can't figure out where or how to make those settings. The PDF page setup doesn't seem to be right, nor "page setup" in Project. Help :-)

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• How do I (tactfully) tell my project manager or lead developer that the project's codebase needs serious work?

  - by Adam Maras

  I just joined a (relatively) small development team that's been working on a project for several months, if not a year. As with most developer joining a project, I spent my first couple of days reviewing the project's codebase. The project (a medium- to large-sized ASP.NET WebForms internal line of business application) is, for lack of a more descriptive term, a disaster. There are three immediately noticeable problems with the coding standards: The standard is very loose. It describes more of what not to do (don't use Hungarian notation, etc..) than what to do. The standard isn't always followed. There are inconsistencies with the code formatting everywhere. The standard doesn't follow Microsoft's style guidelines. In my opinion, there's no value in deviating from the guidelines that were set forth by the developer of the framework and the largest contributor to the language specification. As for point 3, perhaps it bothers me more because I've taken the time to get my MCPD with a focus on web applications (specifically, ASP.NET). I'm also the only Microsoft Certified Professional on the team. Because of what I learned in all of my schooling, self-teaching, and on-the-job learning (including my preparation for the certification exams) I've also spotted several instances in the project's code where things are simply not done in the best way. I've only been on this team for a week, but I see so many issues with their codebase that I imagine I'll be spending more time fighting with what's already written to do things in "their way" than I would if I were working on a project that, for example, followed more widely accepted coding standards, architecture patterns, and best practices. This brings me to my question: Should I (and if so, how do I) propose to my project manager and team lead that the project needs to be majorly renovated? I don't want to walk into their office, waving my MCTS and MCPD certificates around, saying that their project's codebase is crap. But I also don't want to have to stay silent and have to write kludgey code atop their kludgey code, because I actually want to write quality software and I want the end product to be stable and easily maintainable.

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• Seperation of project responsibilities in new project

  - by dreza

  We have very recently started a new project (MVC 3.0) and some of our early discussion has been around how the work and development will be split amongst the team members to ensure we get the least amount of overlap of work and so help make it a bit easier for each developer to get on and do their work. The project is expected to take about 6 months - 1 year (although not all developers are likely to be on and might filter off towards the end), Our team is going to be small so this will help out a bit I believe. The team will essentially consist of: 3 x developers (1 a slightly more experienced and will be the lead) 1 x project manager / product owner / tester An external company responsbile for doing our design work General project/development decisions so far have included: Develop in an Agile way using SCRUM techniques (We are still very much learning this approach as a company) Use MVVM archectecture Use Ninject and DI where possible Attempt to use as TDD as much as possible to drive development. Keep our controllers as skinny as possible Keep our views as simple as possible During our discussions two approaches have been broached as too how to seperate the workload given our objectives outlined above. OPTION 1: A framework seperation where each person is responsible for conceptual areas with overlap and discussion primarily in the integration areas. The integration areas would the responsibily of both developers as required. View prototypes (**Graphic designer**) | - Mockups | Views (Razor and view helpers etc) & Javascript (**Developer 1**) | - View models (Integration point) | Controllers and Application logic (**Developer 2**) | - Models (Integration point) | Domain model and persistence (**Developer 3**) PROS: Integration points are quite clear and so developers can work without dependencies on others fairly easily Code practices such as naming conventions and style is more easily managed in regards to consistancy as primarily only one developer will be handling an area CONS: Completion of an entire feature becomes a bit grey as no single person is responsible for an entire feature (story?) A person might not have a full appreciation for all areas of the project and so code overlap might be lacking if suddenly that person left. OPTION 2: A more task orientated approach where each person is responsible for the completion of the entire task from view - controller - model. PROS: A person is responsible for one entire feature so it's "complete" state can be clearly defined Code overlap into different areas will occur so each individual has good coverage over the entire application CONS: Overlap of development will occur in all the modules and developers can develop/extend without a true understanding of what the original code owner was intending. This could potentially lead more easily to code bloat? Following a convention might be harder as developers are adding to all areas of the project If a developer sets up a way of doing things would it be harder to enforce the other developers to follow that convention or even build on it (or even discuss it?). Dunno.. Bugs could more easily be introduced into areas not thought about by the developer It's easier to possibly to carry a team member in so far as one member just hacks code together to complete a task whilst another takes time to build a foundation that could be used by others and so help make future tasks easier i.e. starts building a framework? QUESTION: As it might appear I'm more in favor of option 1, however I'm interested to see how others might have approached this or what is the standard or best or preferred way of undertaking a project. Or indeed any different approach to handling this?

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• Google Public DNS is not used in trace route

  - by IT researcher

  In my PC i am using google public DNS as DNS server.In Internet protocol(TCP/IP) properties i have set Preferred DNS server as 8 8 4 4 and Alternate DNS server as 8 8 8 8. According to me this DNS server should be used to resolve any request to website to its IP by using this DNS servers.(see google DNS and How Domain Name Servers Work). But when i checked trace route to a website in my PC i got following Tracing route to www.google.com [74.125.236.80] over a maximum of 30 hops: 1 <1 ms <1 ms <1 ms 192.168.1.201 2 360 ms 349 ms 292 ms 122.178.216.1 3 145 ms 107 ms 148 ms 122.166.32.121 4 32 ms 53 ms 120 ms 122.166.32.9 5 45 ms 42 ms 121 ms 122.175.255.29 6 63 ms 76 ms 51 ms 182.79.255.45 7 52 ms 134 ms 61 ms 72.14.194.22 8 86 ms 59 ms 72 ms 72.14.232.202 9 106 ms 107 ms 60 ms 66.249.94.39 10 101 ms 103 ms 117 ms 209.85.249.235 11 148 ms 224 ms 276 ms 74.125.236.80 Trace complete. When i checked all these IP in who.is i found that it is of my ISP. So my question is where does Google public DNS is used? Also how come my ISP's nameserver is used even if i set google public dns as my dns server in my PC?(OR does my any settings are wrong)

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• Traceroute to IP address fails, but traceroute to domain name with same IP address is okay. Why?

  - by tomo

  When I traceroute to this IP (108.162.198.181) it stops after 1 hop. But tracerouting to a domain (www.gomodule.com) with the same IP shows 9 hops ending in that target. traceroute to www.gomodule.com (108.162.198.81), 64 hops max, 52 byte packets 1 192.168.1.1 (192.168.1.1) 131.667 ms 48.532 ms 48.837 ms 2 118.69.255.124 (118.69.255.124) 91.521 ms 79.177 ms 30.679 ms 3 42.117.11.225 (42.117.11.225) 30.270 ms 32.091 ms 29.698 ms 4 118.69.253.213 (118.69.253.213) 32.234 ms 118.69.253.237 (118.69.253.237) 70.667 ms 118.69.253.213 (118.69.253.213) 82.440 ms 5 118.69.253.245 (118.69.253.245) 64.554 ms 80.277 ms 130.224 ms 6 118.69.251.205 (118.69.251.205) 65.635 ms 118.69.249.78 (118.69.249.78) 133.234 ms 118.69.251.205 (118.69.251.205) 224.111 ms 7 118.69.251.249 (118.69.251.249) 156.679 ms 111.965 ms 64.165 ms 8 cloudflare1-rge.hkix.net (202.40.160.246) 64.102 ms 64.498 ms 74.581 ms 9 108.162.198.81 (108.162.198.81) 66.873 ms 67.426 ms 69.054 ms -vs- traceroute to 108.162.198.181 (108.162.198.181), 64 hops max, 52 byte packets 1 192.168.1.1 (192.168.1.1) 96.588 ms 3.003 ms 4.976 ms 2 118.69.255.124 (118.69.255.124) 45.223 ms 31.449 ms 31.225 ms 3 * * * 4 * * * 5 * * * 6 * * * 7 * * * 8 * * * 9 * * * 10 * * * ...

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• Alternatives to MS project server

  - by Ajaxx

  I manage a small group and I'd keep my work breakdown in project. However, it's difficult to provide my team with an adequate view into the project and ability to report on their progress. I looked at MS Project Server (the sharepoint webpart) but it's an expensive proposition. Has anyone had any experience with any other tool (commercial is fine) that helps team view and report on their work as managed by MS Project? FWIW, I have looked at OpenProj and it appears to be a decent solution for viewing project files on the desktop. Anything web-based, keeping in mind that I'd like people to report on their work not just view their work.

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• How can I show a MS-Access listbox row highlighted

  - by waanders

  How can I show a MS-Access listbox row highlighted? I'm using MS-Access 2007. I want the first row of a multiple-column listbox to be showed highlighted through VBA. I tried Me.LstSample.Selected(0) = True, but it doesn't work.

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• Need a piece of advice about e-mail automation in ms exchange + ms office environment

  - by be here now

  Hi, guys. I need your help in the following simple situation. I've got an MS Exchange server and some client computers running on XP with Office 2003 installed. And I've got a process I need to automate. Twice a day a known list of people sends an e-mail to a certain mailbox (let's call it manager's mailbox) - basically, an accomplishment report. After recieving letters from all of these people the mailbox owner sends and e-mail to another mailbox, meaning that a certain process is done. What I need to do is to replace this manager's mailbox with a depersonalized mailbox that will accumulate all the reports and automatically send a message after collecting all of them. I am definitely not in a "oh my God, what shold I do?" situation, and currently my imagination shows me a couple of ways to solve this problem, which I'm going to try, and I'm not ascking for a ready solution. But since I'm not experienced in Office/VBA developement, I'd like to ask a corresponding pro's opinion. Can you point me to a right direction from the best practices' point of view?

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• Web Deployment Project builds files that are no longer part of the project

  - by Howard

  This is the error I get: Error 101 Could not load type 'control'. /Test.vbproj/x.ascx 1 1 WebDeployProject This is a left over file that was part of the project last week, but one of the developers deleted it from the project. I have to manually delete the file in order to get the WDP to build. Is there a way to tell the WDP to ignore the files that are not part of the project or to see that these files are not part of the project and delete them?

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• How can i use JIRA for project management with Green Hopper

  - by user22

  I am thinking of using JIRA + GreenHopper for my project management. I have seen that Green Hopper is for making User stories , sprints. I am not able to find how do i need to add tasks , or how to break user stories in to sub stoires. DO i first need to create project in JIRA and then use Green Hopper or i can use use Green Hopper as stand alone for project management. I am thinking of JIRA as issue tracker not project management.

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