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  • career planning advice [closed]

    - by JDB
    Possible Duplicate: Are certifications worth it? I am at the point in my career where people start to veer off into either management-type roles or they focus on solidifying their technical skills to stay in the development game for the long-haul. Here's my story: I've got a degree in economics, an MA in Political Science and an MBA in Finance and Management. In addition, I've done coursework in advanced math and software development (although no degree in math or software). All-in-all, I've got 13 years of post-secondary education under my belt. I, however, currently work as a software developer using C# for desktop, Silverlight, Flex and javascript for web, and objective c for mobile. I've been in software development for the past 3.3 years, and it seems like it comes pretty easy to me. I work in a field called "geospatial information systems," which just involves customization and manipulation of geospatial data. Right now I am looking at one of several certifications. Given this background, which of these certifications has the highest ceiling? CFA PMP various development/technological certifications from Microsoft, etc. Other? My academic and work experience are all heavy on the analytical/development side, esp. so given the MBA and the B.S. in Econ. The political science degree was really a lot of stats. So it seems that I would be good pursuing more of the CFA/analytical role. This is a difficult path, however, because I have no work experience in the financial sector, and the developers in finance are all "quants," which again, I am OK with, but I haven't done much statistical modeling in the past 3.3 years. The PMP would require knowledge of best practices as it pertains explicitly to software development. I also don't enjoy a lot of business travel, a common theme for most PMP jobs I've seen. If certifications is the route, which would you recommend? Anything else? I've thought about going back to try to knock out a B.S. in C.S., but I wasn't sure how long that would take, or what would be involved. Thoughts or recommendations? Thanks in advance! I turn 32 this weekend, which is what has forced me to think about these issues.

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  • Shakespeare and storing Unicode characters

    - by John Paul Cook
    This post is about the political issues involved with using multiple languages in a global organization and how to troubleshoot the technical details. The CHAR and VARCHAR data types are NOT suitable for global data. Some people still cling to CHAR and VARCHAR justifying their use by truthfully saying that they only take up half the space of NCHAR and NVARCHAR data types. But you’ll never be able to store Chinese, Korean, Greek, Japanese, Arabic, or many other languages unless you use NCHAR and NVARCHAR...(read more)

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  • How hard is to be the anonymous owner of a website?

    - by silla
    I'd like to create a website with a very radical political message. It won't be unethical (encouraging violence, etc) but I feel the points I plan to list in it will definitely make me a lot of enemies. How hard would it be to protect my identity from anyone finding out who I am? I know domains always have a $10/year option for privatizing your registration information but is there any other protection I should think about having? Thanks!

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  • How to protect folder privacy against unethical network administrators? [closed]

    - by Trevor Trovalds
    I just need a technical solution for the sake of my group's shared passwords, projects, works, etc. safety. Our network has Active Directory with public/groups/users and NTFS permissions, under a Windows Server 2003 which will soon migrate to Windows Server 2008 R2. Our IT crowd is small, consisting of 2 DBAs, 4 designers, 6 developers (including me), 2 netadmins and (a lot of) tech supporters, everyone has local admin rights. Those 2 network admins weren't the ones who set the network up, they just took the lift recently when the previous ones quit. We usually find them laughing at private contents from users stored in the groups AD, sabotaging documents that don't match their personal tastes and, finally, this week we found out they stole a project we (developers and DBAs) were finishing and, long before, they presented it to the CEO as theirs without us knowing. I'm a systems analyst, and initially my group decided to store critical content, like shared passwords, inside encrypted .zip files. Unfortunately we couldn't do the same to the other hundreds of folders and files, which included the stolen project, because the zipping process would take too long for every update. We also tried an encrypted Subversion repository under SSL, but there are many dummies (~38 atm) involved in the projects that have trouble using TortoiseSVN when contributing, and very oftenly we had to fix messed up updates. Well, I think these two give the idea of what we've been trying to reach. So, is there a practical "individual" protection for our extensive data or my hope can already be euthanized? P.S.: Seriously, at the place where I live/work, political corruption gone the wildest, so denounce related options are likely impracticable. Yet both netadmins have strong "political bond" with the CEO and the President, hence their lousy behavior and our failed delation attempts.

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  • How do I install Ubuntu on a Sony Vaio SVT1311?

    - by Sonny
    I am wondering if I could get assistance of how to install Ubuntu on my Sony Vaio T. SVT131A11L is the hardware configuration code and the model number of the computer is one among the SVT1311 series. I contacted Sony customer service but their answer was to contact a Linux representative. The bugging error with Vaio devices is they are build to run windows and it doesnt come configured with a dual boot option, I am wondering if I could get any assistance of how to solve it, or where I could get related information.

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  • Final Notes from the ODF Plugfest in Granada

    <b>Zona-M:</b> "A representative of the Spanish Ministry of Presidency, Miguel Angel Amutio Gomez, started the day explaining the crucial points of the Spanish law 11/2007: the right for everybody to use whatever digital technology they like best and the obligation for all Public Administrations to avoid discrimination of citizens based on their technological choices."

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  • JCP EC Nomination Materials for 2012

    - by heathervc
    The nomination period of the 2012 Annual JCP EC Elections will begin at the end of September 2012.  The JCP will be accept self-nominations for 2 seats on what will become the merged JCP EC, starting 28 September, with the nomination period ending on Thursday, 11 October. JCP Members (JSPA 2 primary contacts) will receive messages with instructions for nominating and their login credentials via email.  You will need this credential information to login and complete the nomination.The JCP EC Special Election schedule is posted online in the JCP calendar, highlights are below:Nominations for elected seats: 28 September-11 OctoberBallot (ratified and elected): 16-29 OctoberNew members take office: 13 November The ballot with nominees for ratified and nominated seats begins on 16 October. The results will also be available on jcp.org on 30 October. If you are attending JavaOne 2012 in San Francisco, there are several events happening that you may be interested in attending, in particular the following BOF session.Meet the JCP Executive Committee CandidatesSession ID: BOF6307Location: Hilton San Francisco - Golden Gate 3/4/5Date and Time: 10/2/12, 4:30 PM - 5:15 PM We will also be hosting a call for all of the candidates following the nomination period.  The following information is required for self-nomination.1) Contact information/Biography Each EC seat is represented by two people - a primary and alternate representative. Provide the following information for each representative: - Name - Title - Email Address - Mailing Address - Phone Number - Fax - A brief biography (3-5 sentences/~100-200 words) for primary contact - Photograph (prefer jpg format, head only shot) for primary contactBios and photos for the EC members are posted here:http://jcp.org/en/press/news/ec-feature_MEhttp://jcp.org/en/press/news/ec-feature_SE2) Qualification StatementA brief (2-3 paragraph) description of your qualifications for an EC seat; this is a Qualification Statement for the organization you represent. It should include the value and perspective you bring to the EC, your interests in the JCP program, as well as a summary of your current participation or planned participation in the JCP program (your entire organization)--JSRs, participation on Expert Groups, meetings/events attended, etc.  This statement will appear on the ballot and will convince community members that they should vote for you, so please include relevant information about your experience within the JCP program and your investments in Java technology.A few sample qualification statements are available here.3) Position PaperOne of the pieces of information we make available to the JCP membership for voting purposes is a position paper.  If you would like to provide this type of information for the ballot, please prepare in pdf format for posting.  This would be more detail on areas that you would put focus into during your tenure on the JCP EC.You can read more about some of the topics under discussion in the EC here, including links to JCP.Next materials. If you have an interest in participating in the JCP EC, please start preparing these materials now.  We look forward to a successful election process.

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  • Where can I find comscore rank?

    - by Joyce Babu
    Recently one ad network rejected my registration stating that my site doesn't match their minimum monthly impressions, even though the site serves thrice the required page views. When I contacted them for details, their representative hinted that they are using comscore data for screening submissions. Where can I view my site's comscore ranking and details? Update I was able to find the traffic by tagging my site with comScore Direct.

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  • Oracle CX Cloud promotions extended twice (products and duration)!

    - by Richard Lefebvre
    The Oracle Cloud promotions, which include free months and/or pre-approved discounts (subject to T&C's) is extended throughout November 2014 and includes more products including Oracle Fusion CRM Cloud Service (Oracle Sales Cloud), Oracle RightNow Cloud Service and Social Relationship Management. For more information about these exciting promotions, please contact your local Oracle CX Sales Representative, Oracle Direct, your Oracle Alliance Manager or [email protected].

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  • Windows 8 Promises Less Painful Security Updating

    Earlier this week, a company representative noted that Windows users can look forward to a more streamlined updating process that reduces pesky restarts that often cause interruptions at some of the most inconvenient times. In a MSDN blog post, Windows Update group program manager Farzana Rahman discussed the ways in which automatic updating in Windows 8 will provide an enhanced user experience characterized by minimal interruptions. Rahman acknowledged that the automatic updating process and restarts is one of hot topics that often comes up with Windows due to the untimely interruptions that...

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  • SQL Azure Federations and Semantic Search by the SQL product team in London tonight (Monday)

    - by simonsabin
    Don’t forget that tonight we have Michael Rys from the SQL Server Product Team presenting on the Federation support coming to SQL Azure and the Semantic search coming in SQL Server Denali. This is a must attend evening for anyone that is serious about scaling SQL or doing search in SQL Server. Michael also has a few other hats including Microsoft’s representative on the W3C XML Query Working Group. To register go to http://sqlsocial20110613.eventbrite.com/   Ps Beer and Pizza will be laid on...(read more)

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  • CRM On Demand Disconnected Mobile Sales for Life Sciences (iSales) is available

    - by Richard Lefebvre
    The much awaited CRMOD Disconnected Mobile Sales for Life Sciences (iSales) is now available! Oracle CRM On Demand Disconnected Mobile Sales for Life Sciences provides a flexible CRM solution for the iPad platform. It provides world-class productivity for pharmaceutical sales in disconnected and connected environments. Take a look at the Product Data Sheet and contact your local CRM onDemand sales representative for further information.

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  • Logo Redesign Service

    Logos are most important part of any company?s identity. It gives a visual identity to a company, in another word it is a symbolic representative, the sight of which recalls about the brand. This sym... [Author: Alan Smith - Web Design and Development - May 27, 2010]

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  • Oracle Database I/O Performance Tuning Using Benchmark Factory

    The real test of how heavily an Oracle database will tax its underlying I/O subsystem and related infrastructure is to actually tax that infrastructure using representative database application workloads. Jim Czuprynski tells you how to choose appropriate database schema(s) for realistic testing, how to create example TPC-E and TPC-H database schemas and how to perform initial loading of these schemas using Quest Benchmark Factory.

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  • How to Work With an SEO Company

    Is your website not attracting the number of visitors that it should? Are you sure whether it has been properly optimized for the search engines? Do searches of keywords that are relevant to your website show up your website in the top list of search results? If you have answered in the negative to any of the above queries, then it is high time you had a discussion with the representative of an organization that specializes in search engine optimization.

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  • When Your Boss Doesn't Want you to Succeed

    - by Phil Factor
    You're working hard to get an application finished. You are programming long into the evenings sometimes, and eating sandwiches at your desk instead of taking a lunch break. Then one day you glance up at the IT manager, serene in his mysterious round of meetings, and think 'Does he actually care whether this project succeeds or not?'. The question may seem absurd. Of course the project must succeed. The truth, as always, is often far more complex. Your manager may even be doing his best to make sure you don't succeed. Why? There have always been rich pickings for the unscrupulous in IT.  In extreme cases, where administrators struggle with scarcely-comprehended technical issues, huge sums of money can be lost and gained without any perceptible results. In a very few cases can fraud be proven: most of the time, the intricacies of the 'game' are such that one can do little more than harbor suspicion.  Where does over-enthusiastic salesmanship end and fraud begin? The Business of Information Technology provides rich opportunities for White-collar crime. The poor developer has his, or her, hands full with the task of wrestling with the sheer complexity of building an application. He, or she, has no time for following the complexities of the chicanery of the management that is directing affairs.  Most likely, the developers wouldn't even suspect that their company management had ulterior motives. I'll illustrate what I mean with an entirely fictional, hypothetical, example. The Opportunist and the Aged Charities often do good, unexciting work that is funded by the income from a bequest that dates back maybe hundreds of years.  In our example, it isn't exciting work, for it involves the welfare of elderly people who have fallen on hard times.  Volunteers visit, giving a smile and a chat, and check that they are all right, but are able to spend a little money on their discretion to ameliorate any pressing needs for these old folk.  The money is made to work very hard and the charity averts a great deal of suffering and eases the burden on the state. Daisy hears the garden gate creak as Mrs Rainer comes up the path. She looks forward to her twice-weekly visit from the nice lady from the trust. She always asked ‘is everything all right, Love’. Cheeky but nice. She likes her cheery manner. She seems interested in hearing her memories, and talking about her far-away family. She helps her with those chores in the house that she couldn’t manage and once even paid to fill the back-shed with coke, the other year. Nice, Mrs. Rainer is, she thought as she goes to open the door. The trustees are getting on in years themselves, and worry about the long-term future of the charity: is it relevant to modern society? Is it likely to attract a new generation of workers to take it on. They are instantly attracted by the arrival to the board of a smartly dressed University lecturer with the ear of the present Government. Alain 'Stalin' Jones is earnest, persuasive and energetic. The trustees welcome him to the board and quickly forgive his humorless political-correctness. He talks of 'diversity', 'relevance', 'social change', 'equality' and 'communities', but his eye is on that huge bequest. Alain first came to notice as a Trotskyite union official, who insinuated himself into one of the duller Trades Unions and turned it, through his passionate leadership, into a radical, headline-grabbing organization.  Middle age, and the rise of European federal socialism, had brought him quiet prosperity and charcoal suits, an ear in the current government, and a wide influence as a member of various Quangos (government bodies staffed by well-paid unelected courtiers).  He was employed as a 'consultant' by several organizations that relied on government contracts. After gaining the confidence of the trustees, and showing a surprising knowledge of mundane processes and the regulatory framework of charities, Alain launches his plan.  The trust will expand their work by means of a bold IT initiative that will coordinate the interventions of several 'caring agencies', and provide  emergency cover, a special Website so anxious relatives can see how their elderly charges are doing, and a vastly more efficient way of coordinating the work of the volunteer carers. It will also provide a special-purpose site that gives 'social networking' facilities, rather like Facebook, to the few elderly folk on the lists with access to the internet. The trustees perk up. Their own experience of the internet is restricted to the occasional scanning of railway timetables, but they can see that it is 'relevant'. In his next report to the other trustees, Alain proudly announces that all this glamorous and exciting technology can be paid for by a grant from the government. He admits darkly that he has influence. True to his word, the government promises a grant of a size that is an order of magnitude greater than any budget that the trustees had ever handled. There was the understandable proviso that the company that would actually do the IT work would have to be one of the government's preferred suppliers and the work would need to be tendered under EU competition rules. The only company that tenders, a multinational IT company with a long track record of government work, quotes ten million pounds for the work. A trustee questions the figure as it seems enormous for the reasonably trivial internet facilities being built, but the IT Salesmen dazzle them with presentations and three-letter acronyms until they subside into quiescent acceptance. After all, they can’t stay locked in the Twentieth century practices can they? The work is put in hand with a large project team, in a splendid glass building near west London. The trustees see rooms of programmers working diligently at screens, and who talk with enthusiasm of the project. Paul, the project manager, looked through his resource schedule with growing unease. His initial excitement at being given his first major project hadn’t lasted. He’d been allocated a lackluster team of developers whose skills didn’t seem right, and he was allowed only a couple of contractors to make good the deficit. Strangely, the presentation he’d given to his management, where he’d saved time and resources with a OTS solution to a great deal of the development work, and a sound conservative architecture, hadn’t gone down nearly as big as he’d hoped. He almost got the feeling they wanted a more radical and ambitious solution. The project starts slipping its dates. The costs build rapidly. There are certain uncomfortable extra charges that appear, such as the £600-a-day charge by the 'Business Manager' appointed to act as a point of liaison between the charity and the IT Company.  When he appeared, his face permanently split by a 'Mr Sincerity' smile, they'd thought he was provided at the cost of the IT Company. Derek, the DBA, didn’t have to go to the server room quite some much as he did: but It got him away from the poisonous despair of the development group. Wave after wave of events had conspired to delay the project.  Why the management had imposed hideous extra bureaucracy to cover ISO 9000 and 9001:2008 accreditation just as the project was struggling to get back on-schedule was  beyond belief.  Then  the Business manager was coming back with endless changes in scope, sorrowing saying that the Trustees were very insistent, though hopelessly out in touch with the reality of technical challenges. Suddenly, the costs mount to the point of consuming the government grant in its entirety. The project remains tantalizingly just out of reach. Alain Jones gives an emotional rallying speech at the trustees review meeting, urging them not to lose their nerve. Sadly, the trustees dip into the accumulated capital of the trust, the seed-corn of all their revenues, in order to save the IT project. A few months later it is all over. The IT project is never delivered, even though it had seemed so incredibly close.  With the trust's capital all gone, the activities it funded have to be terminated and the trust becomes just a shell. There aren't even the funds to mount a legal challenge against the IT company, even had the trust's solicitor advised such a foolish thing. Alain leaves as suddenly as he had arrived, only to pop up a few months later, bronzed and rested, at another charity. The IT workers who were permanent employees are dispersed to other projects, and the contractors leave to other contracts. Within months the entire project is but a vague memory. One or two developers remain  puzzled that their managers had been so obstructive when they should have welcomed progress toward completion of the project, but they put it down to incompetence and testosterone. Few suspected that they were actively preventing the project from getting finished. The relationships between the IT consultancy, and the government of the day are intricate, and made more complex by the Private Finance initiatives and political patronage.  The losers in this case were the taxpayers, and the beneficiaries of the trust, and, perhaps the soul of the original benefactor of the trust, whose bid to give his name some immortality had been scuppered by smooth-talking white-collar political apparatniks.  Even now, nobody is certain whether a crime was ever committed. The perfect heist, I guess. Where’s the victim? "I hear that Daisy’s cottage is up for sale. She’s had to go into a care home.  She didn’t want to at all, but then there is nobody to keep an eye on her since she had that minor stroke a while back.  A charity used to help out. The ‘social’ don’t have the funding, evidently for community care. Yes, her old cat was put down. There was a good clearout, and now the house is all scrubbed and cleared ready for sale. The skip was full of old photos and letters, memories. No room in her new ‘home’."

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  • Craftsmanship is ALL that Matters

    - by Wayne Molina
    Today, I'm going to talk about a touchy subject: the notion of working in a company that doesn't use the prescribed "best practices" in its software development endeavours.  Over the years I have, using a variety of pseudonyms, asked this question on popular programming forums.  Although I always add in some minor variation of the story to avoid suspicion that it's the same person posting, the crux of the tale remains the same: A Programmer’s Tale A junior software developer has just started a new job at an average company, creating average line-of-business applications for internal use (the most typical scenario programmers find themselves in).  This hypothetical newbie has spent a lot of time reading up on the "theory" of software development, devouring books, blogs and screencasts from well-known and respected software developers in the community in order to broaden his knowledge and "do what the pros do".  He begins his new job, eager to apply what he's learned on a real-world project only to discover that his new teammates doesn't use any of those concepts and techniques.  They hack their way through development, or in a best-case scenario use some homebrew, thrown-together semblance of a framework for their applications that follows not one of the best practices suggested by the “elite” in the software community - things like TDD (TDD as a "best practice" is the only subjective part of this post, but it's included here due to a very large following of respected developers who consider it one), the SOLID principles, well-known and venerable tools, even version control in a worst case and truly nightmarish scenario.  Our protagonist is frustrated that he isn't doing things the "proper" way - a way he's spent personal time digesting and learning about and, more importantly, a way that some of the top developers in the industry advocate - and turns to a forum to ask the advice of his peers. Invariably the answer I, in the guise of the concerned newbie, will receive is that A) I don't know anything and should just shut my mouth and sling code the bad way like everybody else on the team, and B) These "best practices" are fade or a joke, and the only thing that matters is shipping software to your customers. I am here today to say that anyone who says this, or anything like it, is not only full of crap but indicative of exactly the type of “developer” that has helped to give our industry a bad name.  Here is why: One Who Knows Nothing, Understands Nothing On one hand, you have the cognoscenti of the .NET development world.  Guys like James Avery, Jeremy Miller, Ayende Rahien and Rob Conery; all well-respected and noted programmers that are pretty much our version of celebrities.  These guys write blogs, books, and post videos outlining the "correct" way of writing software to make sure it not only works but is maintainable and extensible and a joy to work with.  They tout the virtues of the SOLID principles, or of using TDD/BDD, or using a mature ORM like NHibernate, Subsonic or even Entity Framework. On the other hand, you have Joe Everyman, Lead Software Developer at Initrode Corporation - in our hypothetical story Joe is the junior developer's new boss.  Joe's been with Initrode for 10 years, starting as the company’s very first programmer and over the years building up a little fiefdom of his own until at the present he’s in charge of all Initrode’s software development.  Joe writes code the same way he always has, without bothering to learn much, if anything.  He looked at NHibernate once and found it was "too hard", so he uses a primitive implementation of the TableDataGateway pattern as a wrapper around SqlClient.SqlConnection and SqlClient.SqlCommand instead of an actual ORM (or, in a better case scenario, has created his own ORM); the thought of using LINQ or Entity Framework or really anything other than his own hastily homebrew solution has never occurred to him.  He doesn't understand TDD and considers “testing” to be using the .NET debugger to step through code, or simply loading up an app and entering some values to see if it works.  He doesn't really understand SOLID, and he doesn't care to.  He's worked as a programmer for years, and that's all that counts.  Right?  WRONG. Who would you rather trust?  Someone with years of experience and who writes books, creates well-known software and is akin to a celebrity, or someone with no credibility outside their own minute environment who throws around their clout and company seniority as the "proof" of their ability?  Joe Everyman may have years of experience at Initrode as a programmer, and says to do things "his way" but someone like Jeremy Miller or Ayende Rahien have years of experience at companies just like Initrode, THEY know ten times more than Joe Everyman knows or could ever hope to know, and THEY say to do things "this way". Here's another way of thinking about it: If you wanted to get into politics and needed advice on the best way to do it, would you rather listen to the mayor of Hicktown, USA or Barack Obama?  One is a small-time nobody while the other is very well-known and, as such, would probably have much more accurate and beneficial advice. NOTE: The selection of Barack Obama as an example in no way, shape, or form suggests a political affiliation or political bent to this post or blog, and no political innuendo should be mistakenly read from it; the intent was merely to compare a small-time persona with a well-known persona in a non-software field.  Feel free to replace the name "Barack Obama" with any well-known Congressman, Senator or US President of your choice. DIY Considered Harmful I will say right now that the homebrew development environment is the WORST one for an aspiring programmer, because it relies on nothing outside it's own little box - no useful skill outside of the small pond.  If you are forced to use some half-baked, homebrew ORM created by your Director of Software, you are not learning anything valuable you can take with you in the future; now, if you plan to stay at Initrode for 10 years like Joe Everyman, this is fine and dandy.  However if, like most of us, you want to advance your career outside a very narrow space you will do more harm than good by sticking it out in an environment where you, to be frank, know better than everybody else because you are aware of alternative and, in almost most cases, better tools for the job.  A junior developer who understands why the SOLID principles are good to follow, or why TDD is beneficial, or who knows that it's better to use NHibernate/Subsonic/EF/LINQ/well-known ORM versus some in-house one knows better than a senior developer with 20 years experience who doesn't understand any of that, plain and simple.  Anyone who disagrees is either a liar, or someone who, just like Joe Everyman, Lead Developer, relies on seniority and tenure rather than adapting their knowledge as things evolve. In many cases, the Joe Everymans of the world act this way out of fear - they cannot possibly fathom that a “junior” could know more than them; after all, they’ve spent 10 or more years in the same company, doing the same job, cranking out the same shoddy software.  And here comes a newbie who hasn’t spent 10+ years doing the same things, with a fresh and often radical take on the craft, and Joe Everyman is afraid he might have to put some real effort into his career again instead of just pointing to his 10 years of service at Initrode as “proof” that he’s good, or that he might have to learn something new to improve; in most cases the problem is Joe Everyman, and by extension Initrode itself, has a mentality of just being “good enough”, and mediocrity is the rule of the day. A Thorn Bush is No Place for a Phoenix My advice is that if you work on a team where they don't use the best practices that some of the most famous developers in our field say is the "right" way to do things (and have legions of people who agree), and YOU are aware of these practices and can see why they work, then LEAVE the company.  Find a company where they DO care about quality, and craftsmanship, otherwise you will never be happy.  There is no point in "dumbing" yourself down to the level of your co-workers and slinging code without care to craftsmanship.  In 95% of these situations there will be no point in bringing it to the attention of Joe Everyman because he won't listen; he might even get upset that someone is trying to "upstage" him and fire the newbie, and replace someone with loads of untapped potential with a drone that will just nod affirmatively and grind out the tasks assigned without question. Find a company that has people smart enough to listen to the "best and brightest", and be happy.  Do not, I repeat, DO NOT waste away in a job working for ignorant people.  At the end of the day software development IS a craft, and a level of craftsmanship is REQUIRED for any serious professional.  When you have knowledgeable people with the credibility to back it up saying one thing, and small-time people who are, to put it bluntly, nobodies in the field saying and doing something totally different because they can't comprehend it, leave the nobodies to their own devices to fade into obscurity.  Work for a company that uses REAL software engineering techniques and really cares about craftsmanship.  The biggest issue affecting our career, and the reason software development has never been the respected, white-collar career it was meant to be, is because hacks and charlatans can pass themselves off as professional programmers without following a lick of good advice from programmers much better at the craft than they are.  These modern day snake-oil salesmen entrench themselves in companies by hoodwinking non-technical businesspeople and customers with their shoddy wares, end up in senior/lead/executive positions, and push their lack of knowledge on everybody unfortunate enough to work with/for/under them, crushing any dissent or voices of reason and change under their tyrannical heel and leaving behind a trail of dismayed and, often, unemployed junior developers who were made examples of to keep up the facade and avoid the shadow of doubt being cast upon them. To sum this up another way: If you surround yourself with learned people, you will learn.  Surround yourself with ignorant people who can't, as the saying goes, see the forest through the trees, and you'll learn nothing of any real value.  There is more to software development than just writing code, and the end goal should not be just "shipping software", it should be shipping software that is extensible, maintainable, and above all else software whose creation has broadened your knowledge in some capacity, even if a minor one.  An eager newbie who knows theory and thirsts for knowledge can easily be moulded and taught the advanced topics, but the same can't be said of someone who only cares about the finish line.  This industry needs more people espousing the benefits of software craftsmanship and proper software engineering techniques, and less Joe Everymans who are unwilling to adapt or foster new ways of thinking. Conclusion - I Cast “Protection from Fire” I am fairly certain this post will spark some controversy and might even invite the flames.  Please keep in mind these are opinions and nothing more.  A little healthy rant and subsequent flamewar can be good for the soul once in a while.  To paraphrase The Godfather: It helps to get rid of the bad blood.

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  • Do We Indeed Have a Future? George Takei on Star Wars.

    - by Bil Simser
    George Takei (rhymes with Okay), probably best known for playing Hikaru Sulu on the original Star Trek, has always had deep concerns for the present and the future. Whether on Earth or among the stars, he has the welfare of humanity very much at heart. I was digging through my old copies of Famous Monsters of Filmland, a great publication on monster and films that I grew up with, and came across this. This was his reaction to STAR WARS from issue 139 of Famous Monsters of Filmland and was written June 6, 1977. It is reprinted here without permission but I hope since the message is still valid to this day and has never been reprinted anywhere, nobody will mind me sharing it. STAR WARS is the most pre-posterously diverting galactic escape and at the same time the most hideously credible portent of the future yet.While I thrilled to the exploits that reminded me of the heroics of Errol Flynn as Robin Hood, Burt Lancaster as the Crimson Pirate and Buster Crabbe as Flash Gordon, I was at the same time aghast at the phantasmagoric violence technology can place at our disposal. STAR WARS raised in my mind the question - do we indeed have a future?It seems to me what George Lucas has done is to masterfully guide us on a journey through space and time and bring us back face to face with today's reality. STAR WARS is more than science fiction, I think it is science fictitious reality.Just yesterday, June 7, 1977, I read that the United States will embark on the production of a neutron bomb - a bomb that will kill people on a gigantic scale but will not destroy buildings. A few days before that, I read that the Pentagon is fearful that the Soviets may have developed a warhead that could neutralize ours that have a capacity for that irrational concept overkill to the nth power. Already, it seems we have the technology to realize the awesome special effects simulations that we saw in the film.The political scene of STAR WARS is that of government by force and power, of revolutions based on some unfathomable grievance, survival through a combination of cunning and luck and success by the harnessing of technology -  a picture not very much at variance from the political headlines that we read today.And most of all, look at the people; both the heroes in the film and the reaction of the audience. First, the heroes; Luke Skywalker is a pretty but easily led youth. Without any real philosophy to guide him, he easily falls under the influence of a mystical old man believed previously to be an eccentric hermit. Recognize a 1960's hippie or a 1970's moonie? Han Solo has a philosophy coupled with courage and skill. His philosophy is money. His proficiency comes for a price - the highest. Solo is a thoroughly avaricious mercenary. And the Princess, a decisive, strong, self-confident and chilly woman. The audience cheered when she wielded a gun. In all three, I missed qualities that could be called humane - love, kindness, yes, I missed sensuality. I also missed a sense of ideals and faith. In this regard the machines seemed more human. They demonstrated real affection for each other and an occasional poutiness. They exhibited a sense of fidelity and constancy. The machines were humanized and the humans conversely seemed mechanical.As a member of the audience, I was swept up by the sheer romantic escapsim of it all. The deering-dos, the rope swing escape across the pit, the ray gun battles and especially the swash buckle with the ray swords. Great fun!But I just hope that we weren't too intoxicated by the escapism to be able to focus on the recognizable. I hope the beauty of the effects didn't narcotize our sensitivity to violence. I hope the people see through the fantastically well done futuristic mirrors to the disquieting reflection of our own society. I hope they enjoy STAR WARS without being "purely entertained".

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  • Metro: Promises

    - by Stephen.Walther
    The goal of this blog entry is to describe the Promise class in the WinJS library. You can use promises whenever you need to perform an asynchronous operation such as retrieving data from a remote website or a file from the file system. Promises are used extensively in the WinJS library. Asynchronous Programming Some code executes immediately, some code requires time to complete or might never complete at all. For example, retrieving the value of a local variable is an immediate operation. Retrieving data from a remote website takes longer or might not complete at all. When an operation might take a long time to complete, you should write your code so that it executes asynchronously. Instead of waiting for an operation to complete, you should start the operation and then do something else until you receive a signal that the operation is complete. An analogy. Some telephone customer service lines require you to wait on hold – listening to really bad music – until a customer service representative is available. This is synchronous programming and very wasteful of your time. Some newer customer service lines enable you to enter your telephone number so the customer service representative can call you back when a customer representative becomes available. This approach is much less wasteful of your time because you can do useful things while waiting for the callback. There are several patterns that you can use to write code which executes asynchronously. The most popular pattern in JavaScript is the callback pattern. When you call a function which might take a long time to return a result, you pass a callback function to the function. For example, the following code (which uses jQuery) includes a function named getFlickrPhotos which returns photos from the Flickr website which match a set of tags (such as “dog” and “funny”): function getFlickrPhotos(tags, callback) { $.getJSON( "http://api.flickr.com/services/feeds/photos_public.gne?jsoncallback=?", { tags: tags, tagmode: "all", format: "json" }, function (data) { if (callback) { callback(data.items); } } ); } getFlickrPhotos("funny, dogs", function(data) { $.each(data, function(index, item) { console.log(item); }); }); The getFlickr() function includes a callback parameter. When you call the getFlickr() function, you pass a function to the callback parameter which gets executed when the getFlicker() function finishes retrieving the list of photos from the Flickr web service. In the code above, the callback function simply iterates through the results and writes each result to the console. Using callbacks is a natural way to perform asynchronous programming with JavaScript. Instead of waiting for an operation to complete, sitting there and listening to really bad music, you can get a callback when the operation is complete. Using Promises The CommonJS website defines a promise like this (http://wiki.commonjs.org/wiki/Promises): “Promises provide a well-defined interface for interacting with an object that represents the result of an action that is performed asynchronously, and may or may not be finished at any given point in time. By utilizing a standard interface, different components can return promises for asynchronous actions and consumers can utilize the promises in a predictable manner.” A promise provides a standard pattern for specifying callbacks. In the WinJS library, when you create a promise, you can specify three callbacks: a complete callback, a failure callback, and a progress callback. Promises are used extensively in the WinJS library. The methods in the animation library, the control library, and the binding library all use promises. For example, the xhr() method included in the WinJS base library returns a promise. The xhr() method wraps calls to the standard XmlHttpRequest object in a promise. The following code illustrates how you can use the xhr() method to perform an Ajax request which retrieves a file named Photos.txt: var options = { url: "/data/photos.txt" }; WinJS.xhr(options).then( function (xmlHttpRequest) { console.log("success"); var data = JSON.parse(xmlHttpRequest.responseText); console.log(data); }, function(xmlHttpRequest) { console.log("fail"); }, function(xmlHttpRequest) { console.log("progress"); } ) The WinJS.xhr() method returns a promise. The Promise class includes a then() method which accepts three callback functions: a complete callback, an error callback, and a progress callback: Promise.then(completeCallback, errorCallback, progressCallback) In the code above, three anonymous functions are passed to the then() method. The three callbacks simply write a message to the JavaScript Console. The complete callback also dumps all of the data retrieved from the photos.txt file. Creating Promises You can create your own promises by creating a new instance of the Promise class. The constructor for the Promise class requires a function which accepts three parameters: a complete, error, and progress function parameter. For example, the code below illustrates how you can create a method named wait10Seconds() which returns a promise. The progress function is called every second and the complete function is not called until 10 seconds have passed: (function () { "use strict"; var app = WinJS.Application; function wait10Seconds() { return new WinJS.Promise(function (complete, error, progress) { var seconds = 0; var intervalId = window.setInterval(function () { seconds++; progress(seconds); if (seconds > 9) { window.clearInterval(intervalId); complete(); } }, 1000); }); } app.onactivated = function (eventObject) { if (eventObject.detail.kind === Windows.ApplicationModel.Activation.ActivationKind.launch) { wait10Seconds().then( function () { console.log("complete") }, function () { console.log("error") }, function (seconds) { console.log("progress:" + seconds) } ); } } app.start(); })(); All of the work happens in the constructor function for the promise. The window.setInterval() method is used to execute code every second. Every second, the progress() callback method is called. If more than 10 seconds have passed then the complete() callback method is called and the clearInterval() method is called. When you execute the code above, you can see the output in the Visual Studio JavaScript Console. Creating a Timeout Promise In the previous section, we created a custom Promise which uses the window.setInterval() method to complete the promise after 10 seconds. We really did not need to create a custom promise because the Promise class already includes a static method for returning promises which complete after a certain interval. The code below illustrates how you can use the timeout() method. The timeout() method returns a promise which completes after a certain number of milliseconds. WinJS.Promise.timeout(3000).then( function(){console.log("complete")}, function(){console.log("error")}, function(){console.log("progress")} ); In the code above, the Promise completes after 3 seconds (3000 milliseconds). The Promise returned by the timeout() method does not support progress events. Therefore, the only message written to the console is the message “complete” after 10 seconds. Canceling Promises Some promises, but not all, support cancellation. When you cancel a promise, the promise’s error callback is executed. For example, the following code uses the WinJS.xhr() method to perform an Ajax request. However, immediately after the Ajax request is made, the request is cancelled. // Specify Ajax request options var options = { url: "/data/photos.txt" }; // Make the Ajax request var request = WinJS.xhr(options).then( function (xmlHttpRequest) { console.log("success"); }, function (xmlHttpRequest) { console.log("fail"); }, function (xmlHttpRequest) { console.log("progress"); } ); // Cancel the Ajax request request.cancel(); When you run the code above, the message “fail” is written to the Visual Studio JavaScript Console. Composing Promises You can build promises out of other promises. In other words, you can compose promises. There are two static methods of the Promise class which you can use to compose promises: the join() method and the any() method. When you join promises, a promise is complete when all of the joined promises are complete. When you use the any() method, a promise is complete when any of the promises complete. The following code illustrates how to use the join() method. A new promise is created out of two timeout promises. The new promise does not complete until both of the timeout promises complete: WinJS.Promise.join([WinJS.Promise.timeout(1000), WinJS.Promise.timeout(5000)]) .then(function () { console.log("complete"); }); The message “complete” will not be written to the JavaScript Console until both promises passed to the join() method completes. The message won’t be written for 5 seconds (5,000 milliseconds). The any() method completes when any promise passed to the any() method completes: WinJS.Promise.any([WinJS.Promise.timeout(1000), WinJS.Promise.timeout(5000)]) .then(function () { console.log("complete"); }); The code above writes the message “complete” to the JavaScript Console after 1 second (1,000 milliseconds). The message is written to the JavaScript console immediately after the first promise completes and before the second promise completes. Summary The goal of this blog entry was to describe WinJS promises. First, we discussed how promises enable you to easily write code which performs asynchronous actions. You learned how to use a promise when performing an Ajax request. Next, we discussed how you can create your own promises. You learned how to create a new promise by creating a constructor function with complete, error, and progress parameters. Finally, you learned about several advanced methods of promises. You learned how to use the timeout() method to create promises which complete after an interval of time. You also learned how to cancel promises and compose promises from other promises.

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  • ISC DHCP - Force clients to get a new IP address, instead of the being re-issued their previous lease's IP

    - by kce
    We are in the middle of a migration of our DHCP and DNS services from a Debian-based server to a Windows Server 2008 R2 implementation. The Debian server is running isc-dhcpd-V3.1.1. All of workstations are configured to have fixed-addresses between .3 and .40 (the motivation behind that choice is mostly management/political much like here). DHCP leases are given out in the range of .100 to .175. Statically configured servers live in the .200 block and above (which is mostly empty). When we move to the Windows platform, management/political considerations require me to move the IP ranges around again. We would like to keep .1 - .10 reserved for network appliances, switches, and other infrastructure. .200 will remain designated for servers. The addressing space in between should be available to clients and IPs should be dynamically allocated (Edit: instead of automatic as originally mentioned) by the server. My Address Pool on the Windows Server looks like this: 192.168.0.1 192.168.0.254 (Address range for distribution) 192.168.0.1 192.168.0.10 (IP addresses excluded from distribution) 192.168.0.200 192.168.0.254 (IP addresses excluded from distribution) Currently, we have all of our clients still on the .3 - .40 range, and a few machines still active in the .100 - .175 (although there are lots devices that are powered off that still have expired leases with IPs from that range). Since the lease "database" isn't shared between the old and new DHCP server how can I prevent clients from receiving a lease with an IP address that is currently being held by client with a non-expired lease from the old DHCP server? If I just expand the range on the Debian DHCP server to be 192.168.0.10 - 192.168.0.199 is there a way to force clients to not re-use their old IP address when they send their DHCPDISCOVER? Can I make the Windows DHCP server be authoritiative like the ISC implementation? The dhcpd.conf from the Debian server: ddns-update-style none; authoritative; default-lease-time 43200; #12 hours max-lease-time 86400; #24 hours subnet 192.168.0.0 netmask 255.255.255.0 { option routers 192.168.0.1; option subnet-mask 255.255.255.0; option broadcast-address 192.168.0.255; range 192.168.0.100 192.168.0.175; } host workstation-1 { hardware ethernet 00:11:22:33:44:55; fixed-address 192.168.0.3; } ... and so on until 192.168.0.40

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  • Join our Marketing Intelligence Team in Dublin!

    - by jessica.ebbelaar
    Do you want to work with the brightest minds in the industry? Want to be part of a global team that’s changing the way the world does business? Then Oracle is the place for YOU. Join now as a Marketing Intelligence Representative. You will have the opportunity to develop within the role through working alongside the Business Development, Sales and Marketing teams within Oracle. The Marketing Intelligence Group is viewed as a true talent pool for the Business Development and Sales Teams. Oracle offers a structured training programme for Marketing Intelligence Representatives and Business Development Consultants including our approved sales certified training methodology along with regular product training. Miriam started her career as a Marketing Intelligence Representative six years ago, and shares what she has learned and how her career is progressing. My Career Path at Oracle: June 2005 – October 2005: Profiler in the Marketing Intelligence Team November 2005 - October 2006: Team Leader for MIT November 2006 - February 2008: Business Development Consultant Iberia March 2008 - December 2010: Lead Management Specialist Currently: Sales Program Manager for Iberia & Benelux What did you learn from your role in the Market Intelligence Team Being a Profiler helped me to understand how an organisation works, from the beginning to the end. It is like being in University but being paid! The three key things I learnt in this role are: Knowledge of customers: You are on the phone with over 70 customers daily. Not only does this give you an overview of the IT infrastructure of the customers companies but also how to manage their questions and rejections. Essentially you are learning how to convert their pain and complaints into business opportunities. Knowledge of Oracle: As a Profiler you get an excellent overview of how Oracle works internally, from Marketing to Sales, without forgetting the Operations Team. Knowledge about yourself: As a Profiler I learnt how to work outside of my comfort zone, there is a new challenge almost every day but Oracle are there to support you every step of the way. Oracle really invests in developing the MIT Team and as a Profiler you can expect product and sales training on a monthly basis. How did you progress from MIT to Business Development Group (BDG)? I made sure that my manager knew from the very beginning that I was keen to progress at Oracle and I was set very clear objectives to help me reach my goal.  My manager was very supportive and ensured I received all the training I needed. After I became a Team Leader of Profiling, I moved to an Iberia BDG position. How you feel your experience in MI has helped you in your current role? I truly believe that the MI position gives you a great overview of Oracle and this has really helped me in my current position.  I am the Sales Program Manager for IBERIA & Benelux and in my campaigns I need to target the right companies and the right job specs.  My time in the Market Intelligence team really helped me to understand how to focus and target my campaigns so I know I don’t miss any business opportunities! How would you sum up your Oracle experience? Oracle is a big organisation with big opportunities. With the right skills and with the great training programs that Oracle offer, the only limit is you! If you have any questions related to this article feel free to contact [email protected] You can find all our job opportunities via http://campus.oracle.com. Tags van Technorati: Marketing Intelligence,Benelux,Iberia,Profiler,Business Development,Sales Representatives,BDG,Business Development Group,opportunities,Oracle

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  • PARTNER WEBCAST SERIES: INNOVATIONS IN APPLICATIONS - PROGRAM

    - by mseika
    Dear Partner, We are pleased to invite you to join the Innovations in Applications webcast series. Innovations in Applications will present Oracle Product's new functions and features including sales positioning. The key objectives of these webcasts are to inspire Partner's personnel to conduct successful sales, after sales and delivery at their Customer. Moreover, we aim to inspire you to conduct further Product Training and Certifications. And finally we'll provide you a chance to join Ecosystem's Product specific Community to learn and to contribute. Innovations in Applications will be presented as per the schedule below after the billable day (4:00 to 5:00 PM CET). The webcast is intended for Partner's Implementation Certified Specialists but Innovations in Applications is open for other Partner's personnel as well. At first, Oracle representative will discuss Oracle's contribution to partners. Then you will see product breakout session followed by Q&A with Oracle Experts. Each session will last for maximum 1 hour. A Q&A document covering all questions and answers will be made available after the webcast. What are the Benefits for partners? Find out how Innovations in Applications helps you to improve your sales, after sales and delivery Discover new functions and features so you can enrich your Customers's solution Learn more about Oracle products, especially sales positioning Hear crucial questions raised by colleague alike, learn from their interest Engage and present your questions to subject experts Be inspired of the richness of Oracle's product portfolio – for your and your customer's benefit. Be inspired to seek further Product Training and Certifications - Make your competence known and recognized! Brand yourself! Note: Should you already be familiar with a specific Product, then choose another one. Doing so you would expand your knowledge of the overall product portfolio. Some presentations contain product demonstration, although these presentations are not intended to be extremely detailed technical presentations. Useful Links for you to bookmark: To access previously presented Products presentations and Public Sector Value Proposition presentations, please go to the Recordings tab. You might want to bookmark the Enablement blog page Oracle Partner Enablement. Please check this regularly as we publish lots of good content here just for you. You might want to bookmark the Knowledge Zones page for solution-focused pages designed to jump start your path towards Specialization. You might want to bookmark the global event calendar page events.oracle.com. Delivery Format Innovations in Applications – program is a series of FREE prerecorded Oracle product presentations followed by Q&A. It will be delivered over the Web. Participants have the opportunity to submit questions during the web cast via chat and subject matter experts will provide verbal answers live. Innovations in Applications consists of several parallel prerecorded product breakout sessions, each lasting for max. 1 hour. At first, Oracle representative will discuss Oracle's contribution to Partners. Then you'll see the product breakout sessions followed by Q&A with Oracle Experts. A Q&A document covering all questions and answers will be made available after the webcast. You can also see Innovations in Applications afterwards as its content will be available online for the next 6-12 months. The next Innovations in Applications webcasts will be presented as follows: July 1st 2013 (please see Next Webcast tab) For more information please click here. Note: Depending on local network bandwidth please allow some seconds time the presentations to download. You might want to refresh your screen by pressing F5. DurationMaximum 1 hour For further information please contact Markku Rouhiainen.

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  • Death March

    - by Nick Harrison
    It is a horrible sight to watch a project fail. There are few things as bad. Watching a project fail regardless of the reason is almost like sitting in a room with a "Dementor" from Harry Potter. It will literally suck all of the life and joy out of the room. Nearly every project that I have seen fail has failed because of political challenges or management challenges. Sometimes there are technical challenges that bring a project to its knees, but usually projects fail for less technical reasons. Here a few observations about projects failing for political reasons. Both the client and the consultants have to be committed to seeing the project succeed. Put simply, you cannot solve a problem when the primary stake holders do not truly want it solved. This could come from a consultant being more interested in extended the engagement. It could come from a client being afraid of what will happen to them once the problem is solved. It could come from disenfranchised stake holders. Sometimes a project is beset on all sides. When you find yourself working on a project that has this kind of threat, do all that you can to constrain the disruptive influences of the bad apples. If their influence cannot be constrained, you truly have no choice but to move on to a new project. Tough choices have to be made to make a project successful. These choices will affect everyone involved in the project. These choices may involve users not getting a change request through that they want. Developers may not get to use the tools that they want. Everyone may have to put in more hours that they originally planned. Steps may be skipped. Compromises will be made, but if everyone stays committed to the end goal, you can still be successful. If individuals start feeling disgruntled or resentful of the compromises reached, the project can easily be derailed. When everyone is not working towards a common goal, it is like driving with one foot on the break and one foot on the accelerator. Not only will you not get to where you are planning, you will also damage the car and possibly the passengers as well.   It is important to always keep the end result in mind. Regardless of the development methodology being followed, the end goal is not comprehensive documentation. In all cases, it is working software. Comprehensive documentation is nice but useless if the software doesn't work.   You can never get so distracted by the next goal that you fail to meet the current goal. Most projects are ultimately marathons. This means that the pace must be sustainable. Regardless of the temptations, you cannot burn the team alive. Processes will fail. Technology will get outdated. Requirements will change, but your people will adapt and learn and grow. If everyone on the team from the most senior analyst to the most junior recruit trusts and respects each other, there is no challenge that they cannot overcome. When everyone involved faces challenges with the attitude "This is my project and I will not let it fail" "You are my teammate and I will not let you fail", you will in fact not fail. When you find a team that embraces this attitude, protect it at all cost. Edward Yourdon wrote a book called Death March. In it, he included a graph for categorizing Death March project types based on the Happiness of the Team and the Chances of Success.   Chances are we have all worked on Death March projects. We will all most likely work on more Death March projects in the future. To a certain extent, they seem to be inevitable, but they should never be suicide or ugly. Ideally, they can all be "Mission Impossible" where everyone works hard, has fun, and knows that there is good chance that they will succeed. If you are ever lucky enough to work on such a project, you will know that sense of pride that comes from the eventual success. You will recognize a profound bond with the team that you worked with. Chances are it will change your life or at least your outlook on life. If you have not already read this book, get a copy and study it closely. It will help you survive and make the most out of your next Death March project.

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