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  • Why are my Unity procedural animations jerky?

    - by Phoenix Perry
    I'm working in Unity and getting some crazy weird motion behavior. I have a plane and I'm moving it. It's ever so slightly getting about 1 pixel bigger and smaller. It looks like the it's kind of getting squeezed sideways by a pixel. I'm moving a plane by cos and sin so it will spin on the x and z axes. If the planes are moving at Time.time, everything is fine. However, if I put in slower speed multiplier, I get an amazingly weird jerk in my animation. I get it with or without the lerp. How do I fix it? I want it to move very slowly. Is there some sort of invisible grid in unity? Some sort of minimum motion per frame? I put a visual sample of the behavior here. Here's the relevant code: public void spin() { for (int i = 0; i < numPlanes; i++ ) { GameObject g = planes[i] as GameObject; //alt method //currentRotation += speed * Time.deltaTime * 100; //rotation.eulerAngles = new Vector3(0, currentRotation, 0); //g.transform.position = rotation * rotationRadius; //sine method g.GetComponent<PlaneSetup>().pos.x = g.GetComponent<PlaneSetup>().radiusX * (Mathf.Cos((Time.time*speed) + g.GetComponent<PlaneSetup>().startAngle)); g.GetComponent<PlaneSetup>().pos.z = g.GetComponent<PlaneSetup>().radius * Mathf.Sin((Time.time*speed) + g.GetComponent<PlaneSetup>().startAngle); g.GetComponent<PlaneSetup>().pos.y = g.GetComponent<Transform>().position.y; ////offset g.GetComponent<PlaneSetup>().pos.z += 20; g.GetComponent<PlaneSetup>().posLerp.x = Mathf.Lerp(g.transform.position.x,g.GetComponent<PlaneSetup>().pos.x, .5f); g.GetComponent<PlaneSetup>().posLerp.z = Mathf.Lerp(g.transform.position.z, g.GetComponent<PlaneSetup>().pos.z, .5f); g.GetComponent<PlaneSetup>().posLerp.y = g.GetComponent<Transform>().position.y; g.transform.position = g.GetComponent<PlaneSetup>().posLerp; } Invoke("spin",0.0f); } The full code is on github. There is literally nothing else going on. I've turned off all other game objects so it's only the 40 planes with a texture2D shader. I removed it from Invoke and tried it in Update -- still happens. With a set frame rate or not, the same problem occurs. Tested it in Fixed Update. Same issue. The script on the individual plane doesn't even have an update function in it. The data on it could functionally live in a struct. I'm getting between 90 and 123 fps. Going to investigate and test further. I put this in an invoke function to see if I could get around it just occurring in update. There are no physics on these shapes. It's a straight procedural animation. Limited it to 1 plane - still happens. Thoughts? Removed the shader - still happening.

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  • Seizing the Moment with Mobility

    - by Kathryn Perry
    A guest post by Hernan Capdevila, Vice President, Oracle Fusion Apps Mobile devices are forcing a paradigm shift in the workplace – they’re changing the way businesses can do business and the type of cultures they can nurture. As our customers talk about their mobile needs, we hear them saying they want instant-on access to enterprise data so workers can be more effective at their jobs anywhere, anytime. They also are interested in being more cost effective from an IT point of view. The mobile revolution – with the idea of BYOD (bring your own device) – has added an interesting dynamic because previously IT was driving the employee device strategy and ecosystem. That's been turned on its head with the consumerization of IT. Now employees are figuring out how to use their personal devices for work purposes and IT has to figure out how to adapt. Blurring the Lines between Work and Personal Life My vision of where businesses will be five years from now is that our work lives and personal lives will be more interwoven together. In turn, enterprises will have to determine how to make employees’ work lives fit more into the fabric of their personal lives. And personal devices like smartphones are going to drive significant business value because they let us accomplish things very incrementally. I can be sitting on a train or in a taxi and be productive. At the end of any meeting, I can capture ideas and tasks or follow up with people in real time. Mobile devices enable this notion of seizing the moment – capitalizing on opportunities that might otherwise have slipped away because we're not connected. For the industry shapers out there, this is game changing. The lean and agile workforce is definitely the future. This notion of the board sitting down with the executive team to lay out strategic objectives for a three- to five-year plan, bringing in HR to determine how they're going to staff the strategic activities, kicking off the execution, and then revisiting the plan in three to five years to create another three- to five-year plan is yesterday's model. Businesses that continue to approach innovating in that way are in the dinosaur age. Today it's about incremental planning and incremental execution, which requires a lot of cohesion and synthesis within the workforce. There needs to be this interweaving notion within the workforce about how ideas cascade down, how people engage, how they stay connected, and how insights are shared. How to Survive and Thrive in Today’s Marketplace The notion of Facebook isn’t new. We lived it pre-Internet days with America Online and Prodigy – Facebook is just the renaissance of these services in a more viral and pervasive way. And given the trajectory of the consumerization of IT with people bringing their personal tooling to work, the enterprise has no option but to adapt. The sooner that businesses realize this from a top-down point of view the sooner that they will be able to really drive significant innovation and adapt to the marketplace. There are a small number of companies right now (I think it's closer to 20% rather than 80%, but the number is expanding) that are able to really innovate in this incremental marketplace. So from a competitive point of view, there's no choice but to be social and stay connected. By far the majority of users on Facebook and LinkedIn are mobile users – people on iPhones, smartphones, Android phones, and tablets. It's not the couch people, right? It's the on-the-go people – those people at the coffee shops. Usually when you're sitting at your desk on a big desktop computer, typically you have better things to do than to be on Facebook. This is a topic I'm extremely passionate about because I think mobile devices are game changing. Mobility delivers significant value to businesses – it also brings dramatic simplification from a functional point of view and transforms our work life experience. Hernan CapdevilaVice President, Oracle Applications Development

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  • Great Expectations - Fusion HCM Highlights at OOW

    - by Kathryn Perry
    A guest post by Lisa Conley, Principal Product Strategy Manager, Fusion HCM, Oracle Applications Development Oracle Open World is just around the corner! There's always so much to see and do and learn at the conference so I want to share some of the 'don't miss' Fusion HCM highlights with you. (Use this tool to search by session number to get a full description.) For starters, we have several customers who will be sharing their Fusion HCM implementation stories. We'll kick off these presentations with a customer panel at 12:15 on Monday in Moscone West 2005 (CON9420). You'll hear from Zillow, the Gerson Lehrman Group, UBS, and ConAgra about their experiences with our products. Oracle partners MarketSphere (CON8581) and eVerge (CON3800) have implemented Fusion HCM themselves and and will talk about how they'll use their experiences to help customers with their implementations (both are in Moscone West 2006). Beth Correa, CEO of Official Payroll Advisor, will highlight her favorite things about Oracle Fusion HCM Payroll on Tuesday at 11:45 in Moscone West 2006 (CON6691). And you'll get to hear from customers again when they speak with Steve Miranda in his Oracle Applications: Strategic Directions and Recommendations session on Tuesday at 1:15 in Moscone West 2002/2004 (CON11434). To bring it all together for you, we've listed all your Fusion HCM opportunities to learn and interact in this Focus On Document. I am really looking forward to the sessions on Human Capital Management in the Cloud. The Oracle Cloud combines the multiple product offerings into a single environment that leverages a common technology infrastructure enabling users to focus on their business - not the business of managing environments. On Tuesday at 10:15 in Moscone West 2002/2004, there is a General Session entitled the Future of Oracle HCM -- Strategy and Roadmap (GEN9505). This will touch on all product lines. Fusion HCM will be highlighted in Gretchen Alarcon's Oracle HCM: Overview, Strategy, Customer Experiences, and Roadmap session on Monday at 12:15 in Moscone West 2005 (CON9410). Also on Tuesday at 1:15 in Moscone West 2006, is a session focused on Talent Management and how you can try out these new products, co-existing with your current product set (CON9430). This is important in that you can test the waters before diving in. ConAgra will be sharing their experience in this session as well.  And of course, if you want to have a personal demonstration, please come by the Oracle DEMOgrounds in West Exhibition Hall Level 1 or the Oracle Cloud Services Lounge at Moscone West Level 3 where our Oracle HCM Cloud Services experts will be ready to answer your questions. I hope you have a wonderful week in San Francisco.Lisa ConleyPrincipal Product Strategy Manager, Fusion HCMApplications DevelopmentOracle Corporation

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  • How to merge two single column csv files with linux commands

    - by user1328191
    I was wondering how to merge two single column csv files into one file where the resulting file will contain two columns. file1.csv    first_name    chris    ben    jerry file2.csv    last_name    smith    white    perry result.csv    first_name,last_name    chris,smith    ben,white    jerry,perry Thanks

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  • Highlights from the Oracle Customer Experience Summit @ OpenWorld

    - by Kathryn Perry
    A guest post by David Vap, Group Vice President, Oracle Applications Product Development The Oracle Customer Experience Summit was the first-ever event covering the full breadth of Oracle's CX portfolio -- Marketing, Sales, Commerce, and Service. The purpose of the Summit was to articulate the customer experience imperative and to showcase the suite of Oracle products that can help our customers create the best possible customer experience. This topic has always been a very important one, but now that there are so many alternative companies to do business with and because people have such public ways to voice their displeasure, it's necessary for vendors to have multiple listening posts in place to gauge consumer sentiment. They need to know what is going on in real time and be able to react quickly to turn negative situations into positive ones. Those can then be shared in a social manner to enhance the brand and turn the customer into a repeat customer. The Summit was focused on Oracle's portfolio of products and entirely dedicated to customers who are committed to building great customer experiences within their businesses. Rather than DBAs, the attendees were business people looking to collaborate with other like-minded experts and find out how Oracle can help in terms of technology, best practices, and expertise. The event was at the Westin St. Francis Hotel in San Francisco as part of Oracle OpenWorld. We had eight hundred people attend, which was great for the first year. Next year, there's no doubt in my mind, we can raise that number to 5,000. Alignment and Logic Oracle's Customer Experience portfolio is made up of a combination of acquired and organic products owned by many people who are new to Oracle. We include homegrown Fusion CRM, as well as RightNow, Inquira, OPA, Vitrue, ATG, Endeca, and many others. The attendees knew of the acquisitions, so naturally they wanted to see how the products all fit together and hear the logic behind the portfolio. To tell them about our alignment, we needed to be aligned. To accomplish that, a cross functional team at Oracle agreed on the messaging so that every single Oracle presenter could cover the big picture before going deep into a product or topic. Talking about the full suite of products in one session produced overflow value for other products. And even though this internal coordination was a huge effort, everyone saw the value for our customers and for our long-term cooperation and success. Keynotes, Workshops, and Tents of Innovation We scored by having Seth Godin as our keynote speaker ? always provocative and popular. The opening keynote was a session orchestrated by Mark Hurd, Anthony Lye, and me. Mark set the stage by giving real-world examples of bad customer experiences, Anthony clearly articulated the business imperative for addressing these experiences, and I brought it all to life by taking the audience around the Customer Lifecycle and showing demos and videos, with partners included at each of the stops around the lifecycle. Brian Curran, a VP for RightNow Product Strategy, presented a session that was in high demand called The Economics of Customer Experience. People loved hearing how to build a business case and justify the cost of building a better customer experience. John Kembel, another VP for RightNow Product Strategy, held a workshop that customers raved about. It was based on the journey mapping methodology he created, which is a way to talk to customers about where they want to make improvements to their customers' experiences. He divided the audience into groups led by facilitators. Each person had the opportunity to engage with experts and peers and construct some real takeaways. From left to right: Brian Curran, John Kembel, Seth Godin, and George Kembel The conference hotel was across from Union Square so we used that space to set up Innovation Tents. During the day we served lunch in the tents and partners showed their different innovative ideas. It was very interesting to see all the technologies and advancements. It also gave people a place to mix and mingle and to think about the fringe of where we could all take these ideas. Product Portfolio Plus Thought Leadership Of course there is always room for improvement, but the feedback on the format of the conference was positive. Ninety percent of the sessions had either a partner or a customer teamed with an Oracle presenter. The presentations weren't dry, one-way information dumps, but more interactive. I just followed up with a CEO who attended the conference with his Head of Marketing. He told me that they are using John Kembel's journey mapping methodology across the organization to pull people together. This sort of thought leadership in these highly competitive areas gives Oracle permission to engage around the technology. We have to differentiate ourselves and it's harder to do on the product side because everyone looks the same on paper. But on thought leadership ? we can, and did, take some really big steps. David VapGroup Vice PresidentOracle Applications Product Development

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  • My Dog, Cross-Channel Shopping, and Fusion SCM

    - by Kathryn Perry
    A guest post by Mark Carson, Director, Oracle Fusion Supply Chain Management I was walking my dog Max in an open space behind my house. As we tromped through the tall weeds I remembered it is tick season and that I should get Max some protection. While he sniffed merrily in the tick infested brush, I started shopping in the middle of an open field on my phone. I thought it would be convenient to pick up the tick medicine from a pet store on the way home. Searching the pet store website I saw that they had the medicine, but there was no information on whether the store had any in stock and there were no options for shipping it to the store for pickup. I could return it, but not pick it up which seamed kind of odd. I really didn't feel like making calls to the local stores to find out if they had it. Since the product is popular, I tried one of the large 'everything' stores. Browsing its website I could see that it could be shipped to me, shipped to the store for free, and that the store nearest to me had it in stock. Needless to say, this store became a better option. This experience is a small example of why retailers, distributors, and manufactures have placed a high priority on enabling 'cross-channel commerce.' Shoppers like you and me expect to be able to search, compare, buy and return products on-line and over the phone using a variety of devices including PDAs, tablets and in-store kiosks. The pet store lost my business because its web channel had limited information about its stores. I have spoken with many customers and prospects about cross-channel commerce. They all realize the business implications and urgency behind cross-channel commerce but recognize there are challenges to enable it. New and existing applications must be integrated together globally through a consistent cross-channel business process. Integration is required between applications that provide the initial shopping experience and delivery applications associated with warehouses, stores, and partners. The enablement must be accomplished in a flexible way to react to fast-changing product portfolios and new acquisitions, while at the same time minimizing costs through reuse of existing systems. Meanwhile, the business must continue to grow and decision makers need to balance new capability with peak seasons. The challenges above are not unique to retail. Any customer in any industry who has multiple points for capturing orders and multiple points for fulfilling orders will face these challenges. With this in mind, we had a unique opportunity in Fusion SCM to re-think how to build a set of modular and flexible applications in the order management space that would make these challenges easier to conquer. The results are Fusion Distributed Order Orchestration and Global Order Promising. These applications can help companies, such as the pet store, enable true cross-channel commerce. The apps provide highly adaptable and flexible business processes to automate order orchestration across multiple cross-channel systems. They also show a global view of supply across warehouses, stores, and partners for real-time availability and more accurate order promising. Additional capability includes a standards-based integration framework for seamless execution and the ability to reuse existing systems for faster and lower cost implementations. OK, that was a mouthful of features and benefits. As Max waited to cross the street (he can do basic math too), I wondered if he could relate. He does not care about leash laws, pick-up courtesy, where he can/can't walk, what time of day it is, or even ticks. He does not care about how all these things could make walking complicated. He just wants to walk. Similarly, customers just want to shop and companies just want to make it easier to sell and deliver. You can learn more about Distributed Order Orchestration and Global Order Promising in cross-channel here.

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  • Financial Management: Why Move to the Cloud?

    - by Kathryn Perry
    A guest post by Terrance Wampler, Vice President, Financials Product Strategy, Oracle I’ve spent my career designing and developing financial management systems, most of it at Oracle. Every single day I either meet with our customers or talk to them on the phone. The time is usually spent discussing various business challenges facing CFOs and Controllers, who are running Oracle’s Financials. Lately, we’ve been talking a lot about cloud computing and whether it makes sense for finance to go to the cloud. Here are some pros and cons that might help you make that decision. Let’s start with the benefits of cloud solutions. The first is savings. With cloud services, you pay only for those commodities that you use. That makes you feel like you're getting better value for your money. Plus, you can preserve your cash for your core business and you can get a better matching of expenses and revenues. So, at the top of the list is lower total cost of ownership. The second point has to do with optimization. With cloud services, you’ll need less IT infrastructure so you can optimize your IT resources for better-value, higher-end projects. This also leads to greater financial visibility, where there's a clear cost for the set of services or features replaced by cloud services. And, the last benefit is what I call acceleration. You can save money by speeding up the initialization and deployment of the project. You don't have to deal with IT infrastructure and you can start implementing right away. We did a quick survey of about 70 CFOs at the CFO Summit last month in New York City. We asked them why they were looking at cloud services, and not necessarily just for financials. The No. 1 response was perceived lower cost of ownership. But of course there are risks to consider. The first thing most people think about in the cloud is security and ownership of data. So, will your data really be safe? Can you meet your own privacy policy requirements? Do you really want your private financial data exposed? Do you trust the provider? Is what you see really your data? Do you own it or is it managed by someone else? Security is a big concern that comes with an emotional component. The next thing in the risk category is reliability. Is the provider proven? You’re taking what you have control over – for example, standards and policies and internal service level agreements – away from your IT department and giving it to someone else. Will you still be able to adapt to shifts in your business? Will the provider be able to grow with your business effectively? Reliability means having a provider that can give you the service infrastructure that you need. And then there’s performance, which has two components in terms of risk. Going forward, will the provider be able to scale the infrastructure or service level if you have new employees or new businesses? And second, will the price you negotiate and the rate you lock in cover additional costs and rising service fees? Another piece is cost. What happens if you don't get the service level you want? What if you end the service? What happens, if after a few years, you send the service out for bid and change service? Can you move your data? Can you move the applications? Do the integrations work? These are cost components people don’t always take into account. And, the final piece is the business case. The perception is that you can get started really quickly with cloud. It has a perceived lower cost of total ownership and it feels cool because it's cloud. But do you have a good business case for moving to the cloud? Your total cost of ownership is over three years; then you’ll renew it, so your TCO is six years. Have you compared that to other internal services that you’re offering? You might already have product that you can run this new business or division on. In that same survey at the CFO Summit, the execs thought the biggest perceived risks were security of data, ability to move data back, and the ability to create a business case to actually justify the risks. So that’s the list of pros and cons. Not to leave you hanging, I will do another post on how to balance these pros and cons and make the right decision for your business.

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  • Orchestrating the Virtual Enterprise, Part I

    - by Kathryn Perry
    A guest post by Jon Chorley, Oracle's Chief Sustainability Officer & Vice President, SCM Product Strategy During the American Industrial Revolution, the Ford Motor Company did it all. It turned raw materials into a showroom full of Model Ts. It owned a steel mill, a glass factory, and an automobile assembly line. The company was both self-sufficient and innovative and went on to become one of the largest and most profitable companies in the world. Nowadays, it's unusual for any business to follow this vertical integration model because its much harder to be best in class across such a wide a range of capabilities and services. Instead, businesses focus on their core competencies and outsource other business functions to specialized suppliers. They exchange vertical integration for collaboration. When done well, all parties benefit from this arrangement and the collaboration leads to the creation of an agile, lean and successful "virtual enterprise." Case in point: For Sun hardware, Oracle outsources most of its manufacturing and all of its logistics to third parties. These are vital activities, but ones where Oracle doesn't have a core competency, so we shift them to business partners who do. Within our enterprise, we always retain the core functions of product development, support, and most of the sales function, because that's what constitutes our core value to our customers. This is a perfect example of a virtual enterprise.  What are the implications of this? It means that we must exchange direct internal control for indirect external collaboration. This fundamentally changes the relative importance of different business processes, the boundaries of security and information sharing, and the relationship of the supply chain systems to the ERP. The challenge is that the systems required to support this virtual paradigm are still mired in "island enterprise" thinking. But help is at hand. Developments such as the Web, social networks, collaboration, and rules-based orchestration offer great potential to fundamentally re-architect supply chain systems to better support the virtual enterprise.  Supply Chain Management Systems in a Virtual Enterprise Historically enterprise software was constructed to automate the ERP - and then the supply chain systems extended the ERP. They were joined at the hip. In virtual enterprises, the supply chain system needs to be ERP agnostic, sitting above each of the ERPs that are distributed across the virtual enterprise - most of which are operating in other businesses. This is vital so that the supply chain system can manage the flow of material and the related information through the multiple enterprises. It has to have strong collaboration tools. It needs to be highly flexible. Users need to be able to see information that's coming from multiple sources and be able to react and respond to events across those sources.  Oracle Fusion Distributed Order Orchestration (DOO) is a perfect example of a supply chain system designed to operate in this virtual way. DOO embraces the idea that a company's fulfillment challenge is a distributed, multi-enterprise problem. It enables users to manage the process and the trading partners in a uniform way and deliver a consistent user experience while operating over a heterogeneous, virtual enterprise. This is a fundamental shift at the core of managing supply chains. It forces virtual enterprises to think architecturally about how best to construct their supply chain systems. In my next post, I will share examples of companies that have made that shift and talk more about the distributed orchestration process.

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  • On The Road with the HR Community

    - by Kathryn Perry
    A guest post by Steve Boese, Director, Talent Strategy, Oracle One of the best ways to connect with and to get a feel for what is on the minds of Human Resources leaders is to get out of the office and hit the road. I’ve had the great honor to attend and/or present at a number of events recently, including the massive SHRM Annual Conference, the HR Florida Conference, and Taleo World in Chicago. These events, and many others, offer solution providers, talent management professionals, business leaders, and even more casual observers of the Human Resources field with tremendous opportunities to connect, to share information, and to learn from each other. Attending the conferences also give people a sense of how they can improve and enhance their skills and knowledge, learn about the latest workforce technologies, and bring new and innovative ideas back to their organizations. And sure, the parties and conference swag can be pretty nice as well! If you attend a few of these industry events, one of the most beneficial by-products that you can emerge with -- whether you are on the front lines in HR at your organization, or as we are at Oracle, in the business of developing and delivering innovative and impactful technology solutions to our customers -- is to get a larger sense of the big ideas and major trends, concerns, and challenges facing organizations all across the landscape, and to be able to better understand how your strategies and solutions can be improved with this greater perspective. So what are HR folks discussing and debating? What questions and problems keep them up at night? What are the bloggers and large community of HR social media enthusiasts buzzing about? From my perspective some of the common themes you see over and again across the HR community break down (broadly), into three main areas: Talent attraction - How can we locate, attract, recruit, and hire the best talent possible? What new strategies, approaches, and technologies can help us in this critically important area? What role do external social networks like LinkedIn, Facebook, and Twitter play in the increasingly competitive search for talent? Talent Retention - How can we make sure to keep that talent on our team? What engagement, development, recognition, and compensation tools can help us in this regard? How can we continue, (or become), an employer of choice? What is our unique and compelling employer value proposition? Talent Empowerment - How can we put our employees in the best position to succeed? What can we do to better align our talent with the organization’s mission and goals, while simultaneously providing the best and most driven to succeed individuals a clear path to achieve their career goals and aspirations? How can new technologies, particularly social and collaboration tools help in this area? While these are the ‘big themes’ that I know I have seen this year, certainly they are not really new, nor are they likely to fundamentally change in the next year or two. I think the reason is that at the core of any successful enterprise is a collection of smart, interested, engaged, challenged, and empowered group of people. And that was likely the case 10 or 20 years ago, and will probably be the case 10 or 20 years into the future. But what has changed, and what you can see -- evidenced by simply following the Twitter backchannel for an event and by reading some of the many fantastic HR blogs out there -- is that the HR professional's ability, along with technology solution providers like Oracle, to connect, to more openly share information with each other, and to make each other better in the process, (and to create new, improved, and more innovative solutions), has never been greater. And I think it is with this heretofore unprecedented level of opportunity to connect with other members of the community that HR professionals will be better equipped to help their organizations attract, retain, and empower their teams. We at Oracle HCM look forward to continuing to meet, engage, and connect with the HR community in the coming months. Until then -- follow us on Twitter and Facebook.

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  • Do search engines treat index pages with excerpts as duplicate content of the pages they link to?

    - by Perry Roper
    I am using WordPress and in my post sidebar I have related posts which may be of interest to the user, however, I also have an excerpt of each article which is normally the first paragraph of the post it is linking to. For example: http://musicdune.com/reviews/album-review-ellie-goulding-lights If you do a Google Search for the first excerpt in the realted posts section from that page you get 4-5 results from my domain, http://www.google.co.uk/search?sourceid=chrome&ie=UTF-8&q=Strip+back+the+synths,+fast+beats+and+the+other+pop+elements,+and+you%E2%80%99re+left+with+something+elegant+and+soulful Is it recommended that I remove the excerpt from the related posts?

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  • The Healthy Tension That Mobility Creates

    - by Kathryn Perry
    A guest post by Hernan Capdevila, Vice President, Oracle Fusion Apps In my previous post, I talked about the value of the mobile revolution on businesses and workers. Now let me put on a different hat and view the world from the IT department and the IT leader’s viewpoint. The IT leader has different concerns – around privacy, potential liability of information leakage, and intellectual property protection. These concerns and the leader’s goals create a healthy tension with the users. For example, effective device management becomes a must have for the IT leader, especially if you look at the Android ecosystem as an example. There are benefits to the Android strategy, but there are also drawbacks, such as uniformity – in device management, in operating systems, and in the application taxonomy and capabilities. Whereas, if you compare Android to iOS, Apple's operating system, iOS is more unified, more streamlined, and easier to manage. In either case, this is where mobile device management in the cloud makes good sense. I don't think IT departments should be hosting device management and managing that complexity. It should be a cloud service and I predict it's going to be key for our customers. A New Focus for IT Departments So where does that leave the IT departments? I think their futures are in governance, which is a more strategic play than a tactical one. Device management is tactical and it's the “now” topic. But the mobile phenomenon, if you will, is going to drive significant change in terms of how IT plans, hosts, and deploys enterprise applications. For example, opening up enterprise applications for mobile users presents some challenges unless you deploy more complicated network topologies, such as virtual private networks and threat protection technology. If you really want employees to be mobile you need to remove those kinds of barriers. But I don’t think IT departments want to wrestle with exposing their private enterprise data centers and being responsible for hosted business applications – applications in a sense that they’re making vulnerable to the public world. This opens up a significant need and a significant driver for cloud applications. However, it's not just about taking away the complexity – it's also about taking away the responsibility. Why should every business have to carry the responsibility and figure out all the nuts and bolts of how to protect themselves in this public, mobile world? When you use apps in the cloud, either your vendor or your hosting partner should have figured all that out. They need to assure the business that they are adhering to all sorts of security and compliance regulations so users can be connected and have access to information anywhere anytime. More Ideas and Better Service What’s more interesting is the world of possibilities that the connected, cloud-based world enables. I believe that the one-size-fits-all, uber-best practices, lowest-common denominator-like capabilities will go away. IT will now be able to solve very specific business challenges for the different corporate functions it serves. In this new world, IT will play a key role in enabling different organizations within a company to be best in class and delivering greater value to the line of business managers. IT will actually help to differentiate. Net result is a more agile workforce and business because each department is getting work done its own way.

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  • DX11 - Weird shader behavior with and without branching

    - by Martin Perry
    I have found problem in my shader code, which I dont´t know how to solve. I want to rewrite this code without "ifs" tmp = evaluate and result is 0 or 1 (nothing else) if (tmp == 1) val = X1; if (tmp == 0) val = X2; I rewite it this way, but this piece of code doesn ´t word correctly tmp = evaluate and result is 0 or 1 (nothing else) val = tmp * X1 val = !tmp * X2 However if I change it to: tmp = evaluate and result is 0 or 1 (nothing else) val = tmp * X1 if (!tmp) val = !tmp * X2 It works fine... but it is useless because of "if", which need to be eliminated I honestly don´t understand it Posted Image . I tried compilation with NO and FULL optimalization, result is same

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  • A "First" at Oracle OpenWorld

    - by Kathryn Perry
    A guest post by Adam May, Director, Fusion CRM, Oracle Applications Development There are always firsts at OpenWorld. These firsts keep the conference fresh and are the reason people come back year after year. An important first this year is our Fusion CRM customers who are using the product and deriving real benefit from Fusion CRM. Everyone can learn from and interact with them -- including us!  We love talking to customers, especially those who are using our solutions in unexpected ways because they challenge us! At previous OpenWorlds, we presented our overall Fusion vision and our plans for Fusion CRM. Those presentations helped customers plan their strategies and map out their new release uptakes. Fast forward to March of this year when the first Fusion CRM customer went live. Since then we've watched the pace of go-lives accelerate every single month. Now we're at the threshold of another OpenWorld -- with over 45,000 attendees, 2,500 sessions and LOTS of other activities. To avoid having our customers curl into a ball with sensory overload, we designed a Focus On Document to outline the most important Fusion CRM activities. Here are some of the highlights: Anthony Lye's "Oracle Fusion Customer Relationship Management: Overview/Strategy/Customer Experiences/Roadmap" on Monday at 3:15 p.m. The CRM Pavilion, open in Moscone West from Monday through Wednesday; features our strategic Fusion CRM partners and provides live demonstrations of their capabilities General Session: "Oracle Fusion CRM--Improving Sales Effectiveness, Efficiency, and Ease of Use" on Tuesday at 11:45 a.m.; features Anthony Lye and Deloitte "Meet the Fusion CRM Experts" on Tuesday at 5:00 p.m.; this session gives customers the opportunity to interact one-on-one with Fusion experts divided into eight categories of expertise CRM Social Reception on Tuesday from 6-8 p.m.; there's no better way to spend the early evening than discussing Fusion CRM with Oracle experts and strategic partners over appetizers and drinks Wednesday night is Oracle's Customer Appreciation event; enjoy Pearl Jam, Kings of Leon, etc. beginning at 7:30 p.m. at Treasure Island Be sure to drink plenty of water before sleeping Wednesday night and don't stay out too late because we have lots of great content on Thursday; at the top of the list is "Oracle Fusion Social CRM Strategy and Roadmap: Future of Collaboration and Social Engagement" at 11:15 a.m. We hope you have a fantastic experience at OpenWorld 2012! And here's a little video treat to whet your appetite: http://www.youtube.com/user/FusionAppsAtOracle

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  • Oracle Fusion Tap Story

    - by Kathryn Perry
    A story of true passion, a story of invention, a story you haven't heard before. Take a glimpse into the daily lives of the innovators who took the power and convenience of the iPad and coupled it with the latest advancements in cloud-based enterprise applications to bring you Oracle Fusion Tap. For your viewing pleasure -- the Fusion Tap story is full of vision and verve. Watch it here.

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  • How can I set up OpenVPN to accept more than 60 connections?

    - by Robin
    Greetings! We're using OpenVPN and today hit an unexpected connection limit of 60 - even though max-clients is set to the source code default 1024. Server log: Tue Dec 21 13:49:41 2010 MULTI: new incoming connection would exceed maximum number of clients (60) We're slowly adding new clients to the VPN and expect to hit 200 some time next year, if we can get it working. We're running the server on a Win2003 R2. OpenVPN 2.0.9 Server config as follows: local 192.168.10.211 port 1195 proto tcp dev tun dev-node OpenVPN_Vision ca vision_ca.crt cert vision_server.crt key vision_server.key # This file should be kept secret dh vision_dh1024.pem server 192.168.211.0 255.255.255.0 ifconfig-pool-persist vision_ipp.txt ;server-bridge 10.8.0.4 255.255.255.0 10.8.0.50 10.8.0.100 ;client-to-client keepalive 10 120 comp-lzo ;max-clients 100 # Default in source code is 1024 persist-key persist-tun status openvpn-status-vision.log log vision.log verb 3 I would greatly appreciate any help or input on this one. Thanks! Best regards, Robin

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  • OpenWorld in Small Bites

    - by Kathryn Perry
    Fifty thousand attendees -- that's bigger than the cities some of us live in. Monday morning it took 20 minutes to get from Hall D in Moscone North to a conference room in Moscone South -- the crowds were crushing! A great start to a great week! Larry is as big a name as ever on the program schedule and on the Moscone stage. People were packed in Hall D and clustered around every big screen TV. He stayed on script as he laid out Oracle's SaaS, PaaS, and IaaS strategies. Every seat in Chris Leone's Fusion Apps Cloud Overview was filled on Monday morning. Oracle employees who wanted to get in were turned away. And the same thing happened in the repeat session on Wednesday. Our newest suite of apps is hot! Speaking of hot, the weather was made to order. Then it turned very San Francisco-like on Wednesday afternoon. Downright cold for those who trusted SF temps to hold in the 80's. Who did you follow on Twitter during the conference? So many voices, opinions, and convos! Great combo of social media and sharp minds. Be sure to follow @larryellison, @stevenrmiranda, and @Oracle for updates and MyPOVs. Keywords for the Apps customers at the conference were cloud, mobile, and social. Every day, every session, every speaker. Wednesday afternoon, 4 pm at the Four Seasons hotel. A large roomful of analysts and influencers firing questions at a panel of eight Fusion customers. Steve Miranda moderating. Good energy and a great exchange of information and confidence. Word on the street is that OpenWorld has outgrown San Francisco -- but moving it seems unthinkable. The city isn't just a backdrop for an industry conference - it's a headliner right up there with Larry Ellison and Pearl Jam. As you can imagine, electrical outlets were in high demand at every venue. The most popular hotels and bars near Moscone designed their interiors around accessible electrical power strips. People are plenty willing to buy a drink while they grab a charge. Wednesday afternoon, 4 pm at the Four Seasons hotel. A large roomful of analysts and influencers firing questions at a panel of eight Fusion customers. Steve Miranda moderating. Good energy and a great exchange of information and confidence. Treasure Island in the dark. Eddy Vedder has an amazing voice! And Kings of Leon over delivered on people's expectations. It was cold. It was windy. It was very fun. One analyst said it's the best customer appreciation party in the industry. 

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  • Online Media Daily: Oracle Takes Social Marketing Seriously

    - by Kathryn Perry
    In the article published on Nov 12, 2012 and titled "Oracle Integrates Social Marketing Into Enterprise To Gain Marketing Revs," Online Media Daily explores Oracle's approach to social marketing. The publication says that Oracle is focused on showing marketers how to integrate social data into corporate business processes and how to "socialize" the corporate world.The article goes on to state:"Enterprise software companies like Oracle, SAP, IBM, Salesforce and Microsoft have been slowly building up an expertise in social marketing to integrate the data into traditional enterprise resource planning, and customer relationship management tools into social marketing tools.   Enterprise software companies like Oracle, SAP, IBM, Salesforce and Microsoft have been slowly building up an expertise in social marketing to integrate the data into traditional enterprise resource planning, and customer relationship management tools into social marketing tools.   Read more: http://www.mediapost.com/publications/article/187096/oracle-integrates-social-marketing-into-enterprise.html#ixzz2CPMZ1w3DMeg Bear, VP of cloud social platform at Oracle, sees the integration with ERP systems as a differentiator for the company. Oracle Social Relationship Management launched last month. It integrates social data into traditional enterprise applications like Oracle Fusion Marketing, Oracle Fusion Sales Catalog, Oracle ATG Web Commerce and Oracle ERP."The post goes on to quote a Forrester analyst stating the following:""There's room for any process-driven application to run more efficiently, especially if they're socially enabled," said Rob Koplowitz, VP and principal analyst at Forrester Research. "It takes the human part of the process not generally captured today to provide better access to content, information and collective actions."Koplowitz said several acquisitions support Oracle's long-term vision: to layer social on top of other enterprise apps, like its ERP platform."With many great acquisitions under our belt and organically grown social tools, the market recognizes that Oracle is poised to seize the moment in socially enabled business apps.Continue reading the full article here.

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  • “It Isn’t Easy At All; Otherwise, Everyone Would Be Doing It”

    - by Kathryn Perry
    A few months ago, JP Saunders (pictured left), who leads the go-to-market initiatives for the Oracle CX Service offering, kicked off a series of articles about modern customer service. He contends that to take care of customers?and the people that support those customers?companies need to make it easy to deliver consistently great experiences. But it’s not easy; it’s an art. The six posts in The Art of Easy series will help you better understand some of the customer service challenges you face and how to avoid common pitfalls. We pulled them all together here in one post for continuity and easy access. Saunders introduces the series with The Art of Easy: Make It Easy To Deliver Great Customer Service Experiences (Part 1). The Art of Easy: Offer Self Service With the Emphasis on Service (Part 2) by David Fulton (pictured left): David Fulton, Director of Product Management, Oracle Service Cloud, shares five tenets of customer self service that move an organization closer to becoming a modern customer service business. Easy Decisions For Complex Problems (Part 3) by Heike Lorenz (pictured right): Heike Lorenz, Director of Global Product Marketing, Policy Automation, writes about automating service policies to ensure that the correct decisions are being applied to the right people. The goal is to nurture the trusted relationships with customers during complex decision-making processes. Moving at the Speed of Easy (Part 4) by Chris Ulmand (pictured left): Chris Omland, Director of Product Management, Oracle Service Cloud, addresses the need for speed to keep up with customers’ expectations. His advice—start with a platform that enables agile innovation, respects a company’s unique needs, and has proven reliability to protect customer relationships. Knowledge Makes It Easy For Everyone (Part 5) by Nav Chakravarti (pictured rig: Vice President Nav Chakravarti, Oracle Service Cloud, talks about managing the knowledge that customers need and want. He coaches readers on delivering answers to customers’ questions easily, in context, with relevance, reliably, and accurately. Making Easy, Both Effective and Efficient (Part 6) by Melinda Uhland (pictured left): Melinda Uhland, Oracle CX Product Management teaches us that happy agents produce happy customers. A Modern Customer Service organization is one that invests in its agents and empowers them with tools to make them efficient and effective, which, in turn, improves customer results.

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  • HP Chromebook 14 Crouton = Broken packages

    - by Robin Perry
    I'm completely new and inept with ubuntu. I've recently purchased a chromebook 14 by Hewlett-Packard and today find out how to install Crouton for it. My goal is to be able to use steam on the chromebook for small time-killing games. My issue is that no matter what kind of application I attempt to install, it always tells me it has "broken dependencies" I also tried installing debian versions of "Firefox", "Chrome", "Opera" as well as "Cave Story+" from humble bundle. I've tried to do the sudo apt-get install -f as well as loads of other commands but nothing works What can I do, I can post any specs you need and am ready to use another way to get to steam such as ChrUbuntu if my issue is unfixable

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  • "Expecting A Different Result?" (2 of 3 in 'No Customer Left Behind' Series)

    - by Kathryn Perry
    A guest post by David Vap, Group Vice President, Oracle Applications Product Development Many companies already have some type of customer experience initiative in process or one that could be framed as such. The challenge is that the initiatives too often are started in a department silo, don't have the right level of executive sponsorship, or have been initiated without the necessary insight and strategic business alignment. You can't keep doing the same things, give it a customer experience name, and expect a different result. You can't continue to just compete on price or features - that is not sustainable in commoditized markets. And ultimately, investing in technology alone doesn't solve customer experience problems; it just adds to the complexity of them. You need a customer experience strategy and approach on how to execute a customer-centric worldview within your business. To develop this, you must take an outside in journey on how your customers are interacting with your business to establish a benchmark of your customers' experiences. Then you must get cross-functional alignment on what you are trying to achieve, near, mid, and long term. Your execution of that strategy should be based on a customer experience approach: Understand your customer: You need to capture the insights across interactions, channels (including social), and personas to better understand whom to serve, how to serve them, and when to serve them. Not all experiences or customers are equal, so leverage this insight to understand the strategic business objectives you need to address. Then determine which experiences can be improved immediately and which over time to get the result you need. Empower your ecosystem: You need to align your front-line employees with your strategy and give them the power, insight, and tools that allow them to cultivate a culture around strengthening the relationships with your customers. You also need to provide the transparency, access, and collaboration that enable your customers and partners to self serve and self solve and to share with ease. Adapt your business: You need to enable the discipline of agility within your organization and infrastructure so that you can innovate, tailor, and personalize experiences. This needs to be done both reactively from insight and proactively in real time so you can stay ahead of shifting market trends and evolving consumer behaviors. No longer will the old approaches provide the same returns. To compete, differentiate, and win in a world where the customer has the power, you must execute a strategy that is sure to deliver a better brand experience for your customers. Note: This is Part 2 in a three-part series. Part 1 is here. Stop back for Part 3 on November 28.

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  • No Customer Left Behind

    - by Kathryn Perry
    A guest post by David Vap, Group Vice President, Oracle Applications Product Development What does customer experience mean to you? Is it a strategy for your executives? A new buzz word and marketing term? A bunch of CRM technology with social software added on? For me, customer experience is a customer-centric worldview that produces a deeper understanding of your business and what it takes to achieve sustainable, differentiated success. It requires you to prioritize and examine the journey your customers are on with your brand, so you can answer the question, "How can we drive greater value for our business by delivering a better customer experience?" Businesses that embrace a customer-centric worldview understand their business at a much deeper level than most. They know who their customers are, what their value is, what they do, what they say, what they want, and ultimately what that means to their business. "Why Isn't Everyone Doing It?" We're all consumers who have our own experiences with many brands. Good or bad, some of those experiences stay with us. So viscerally we understand the concept of customer experience from the stories we share. One that stands out in my mind happened as I was preparing to leave for a 12-month job assignment in Europe. I wanted to put my cable television subscription on hold. I wasn't leaving for another vendor. I wasn't upset. I just had a situation where it made sense to put my $180 per month account on pause until I returned. Unfortunately, there was no way for this cable company to acknowledge that I was a loyal customer with a logical request - and to respond accordingly. So, ultimately, they lost my business. Research shows us that it costs six to seven times more to acquire a new customer than to retain an existing one. Heavily funding the efforts of getting new customers and underfunding the efforts of serving the needs of your existing (who are your greatest advocates) is a vicious and costly cycle. "Hey, These Guys Suck!" I love my Apple iPad because it's so easy to use. The explosion of these types of technologies, combined with new media channels, has raised our expectations and made us hyperaware of what's going on and what's available. In addition, social media has given us a megaphone to share experiences both positive and negative with greater impact. We are now an always-on culture that thrives on our ability to access, connect, and share anywhere anytime. If we don't get the service, product, or value we expect, it is easy to tell many people about it. We also can quickly learn where else to get what we want. Consumers have the power of influence and choice at a global scale. The businesses that understand this principle are able to leverage that power to their advantage. The ones that don't, suffer from it. Which camp are you in?Note: This is Part 1 in a three-part series. Stop back for Part 2 on November 19.

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  • Ram not working in dual dynamic paging mode

    - by Robin Agrahari
    My motherboard is Intel D865GVHZ I m using 512 mb ram and recently i purchased a 512 mb ram of same company same speed(333) and same manufacturer. but my pc is not booting in dual dynamic paging mode . It is not at all booting and the screen freezes on windows logo screen at start up. i checked installing individual rams one by one and the pc is working with either of the ram installed individually. But wen i install both the pc is not working. One more point i found is my one ram has 8 chips on both sides while the other ram has 4 chips on both sides. Is that the root of the problem ?? plz help sir. in hope robin

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  • How do I fix my Ruby installation

    - by Robin Fisher
    Hi all, I rather cleverly (or not in hindsight) installed RVM, which kept hanging whilst compiling Rubies. I have removed the .rvm directory but now my system has reverted to Ruby 1.8.7 i.e. when I type: ruby -v which ruby they both point to 1.8.7. How do I get the ruby command to point to my 1.9.1 installation, which is located in /usr/local/lib/ruby/1.9.1? I'm on OSX 10.6. Thanks Robin

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  • Java RMI (Server: TCP Connection Idle/Client: Unmarshalexception (EOFException))

    - by Perry Dahl Christensen
    I'm trying to implement Sun Tutorials RMI application that calculates Pi. I'm having some serious problems and I cant find the solution eventhough I've been searching the entire web and several javaskilled people. I'm hoping you can put an end to my frustrations. The crazy thing is that I can run the application from the cmd on my desktop computer. Trying the exact same thing with the exact same code in the exact same directories on my laptop produces the following errors. The problem occures when I try to connect the client to the server. I don't believe that the error is due to my policyfile as I can run it on the desktop. It must be elsewhere. Have anyone tried the same and can you give me a hint as to where my problem is, please? POLICYFILE SERVER: grant { permission java.security.AllPermissions; permission java.net.SocketPermission"*", "connect, resolve"; }; POLICYFILE CLIENT: grant { permission java.security.AllPermissions; permission java.net.SocketPermission"*", "connect, resolve"; }; SERVERSIDE ERRORS: Microsoft Windows XP [Version 5.1.2600] (C) Copyright 1985-2001 Microsoft Corp. C:\Documents and Settings\STUDENTcd\ C:start rmiregistry C:java -cp c:\java;c:\java\compute.jar -Djava.rmi.server.codebase=file:/c:/jav a/compute.jar -Djava.rmi.server.hostname=localhost -Djava.security.policy=c:/jav a/servertest.policy engine.ComputeEngine ComputeEngine bound Exception in thread "RMI TCP Connection(idle)" java.security.AccessControlExcept ion: access denied (java.net.SocketPermission 127.0.0.1:1440 accept,resolve) at java.security.AccessControlContext.checkPermission(Unknown Source) at java.security.AccessController.checkPermission(Unknown Source) at java.lang.SecurityManager.checkPermission(Unknown Source) at java.lang.SecurityManager.checkAccept(Unknown Source) at sun.rmi.transport.tcp.TCPTransport$ConnectionHandler.checkAcceptPermi ssion(Unknown Source) at sun.rmi.transport.tcp.TCPTransport.checkAcceptPermission(Unknown Sour ce) at sun.rmi.transport.Transport$1.run(Unknown Source) at java.security.AccessController.doPrivileged(Native Method) at sun.rmi.transport.Transport.serviceCall(Unknown Source) at sun.rmi.transport.tcp.TCPTransport.handleMessages(Unknown Source) at sun.rmi.transport.tcp.TCPTransport$ConnectionHandler.run0(Unknown Sou rce) at sun.rmi.transport.tcp.TCPTransport$ConnectionHandler.run(Unknown Sour ce) at java.util.concurrent.ThreadPoolExecutor$Worker.runTask(Unknown Source ) at java.util.concurrent.ThreadPoolExecutor$Worker.run(Unknown Source) at java.lang.Thread.run(Unknown Source) CLIENTSIDE ERRORS: Microsoft Windows XP [Version 5.1.2600] (C) Copyright 1985-2001 Microsoft Corp. C:\Documents and Settings\STUDENTcd\ C:java -cp c:\java;c:\java\compute.jar -Djava.rmi.server.codebase=file:\C:\jav a\files\ -Djava.security.policy=c:/java/clienttest.policy client.ComputePi local host 45 ComputePi exception: java.rmi.UnmarshalException: Error unmarshaling return header; nested exception is: java.io.EOFException at sun.rmi.transport.StreamRemoteCall.executeCall(Unknown Source) at sun.rmi.server.UnicastRef.invoke(Unknown Source) at java.rmi.server.RemoteObjectInvocationHandler.invokeRemoteMethod(Unkn own Source) at java.rmi.server.RemoteObjectInvocationHandler.invoke(Unknown Source) at $Proxy0.executeTask(Unknown Source) at client.ComputePi.main(ComputePi.java:18) Caused by: java.io.EOFException at java.io.DataInputStream.readByte(Unknown Source) ... 6 more C: Thanks in advance Perry

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  • PTLQueue : a scalable bounded-capacity MPMC queue

    - by Dave
    Title: Fast concurrent MPMC queue -- I've used the following concurrent queue algorithm enough that it warrants a blog entry. I'll sketch out the design of a fast and scalable multiple-producer multiple-consumer (MPSC) concurrent queue called PTLQueue. The queue has bounded capacity and is implemented via a circular array. Bounded capacity can be a useful property if there's a mismatch between producer rates and consumer rates where an unbounded queue might otherwise result in excessive memory consumption by virtue of the container nodes that -- in some queue implementations -- are used to hold values. A bounded-capacity queue can provide flow control between components. Beware, however, that bounded collections can also result in resource deadlock if abused. The put() and take() operators are partial and wait for the collection to become non-full or non-empty, respectively. Put() and take() do not allocate memory, and are not vulnerable to the ABA pathologies. The PTLQueue algorithm can be implemented equally well in C/C++ and Java. Partial operators are often more convenient than total methods. In many use cases if the preconditions aren't met, there's nothing else useful the thread can do, so it may as well wait via a partial method. An exception is in the case of work-stealing queues where a thief might scan a set of queues from which it could potentially steal. Total methods return ASAP with a success-failure indication. (It's tempting to describe a queue or API as blocking or non-blocking instead of partial or total, but non-blocking is already an overloaded concurrency term. Perhaps waiting/non-waiting or patient/impatient might be better terms). It's also trivial to construct partial operators by busy-waiting via total operators, but such constructs may be less efficient than an operator explicitly and intentionally designed to wait. A PTLQueue instance contains an array of slots, where each slot has volatile Turn and MailBox fields. The array has power-of-two length allowing mod/div operations to be replaced by masking. We assume sensible padding and alignment to reduce the impact of false sharing. (On x86 I recommend 128-byte alignment and padding because of the adjacent-sector prefetch facility). Each queue also has PutCursor and TakeCursor cursor variables, each of which should be sequestered as the sole occupant of a cache line or sector. You can opt to use 64-bit integers if concerned about wrap-around aliasing in the cursor variables. Put(null) is considered illegal, but the caller or implementation can easily check for and convert null to a distinguished non-null proxy value if null happens to be a value you'd like to pass. Take() will accordingly convert the proxy value back to null. An advantage of PTLQueue is that you can use atomic fetch-and-increment for the partial methods. We initialize each slot at index I with (Turn=I, MailBox=null). Both cursors are initially 0. All shared variables are considered "volatile" and atomics such as CAS and AtomicFetchAndIncrement are presumed to have bidirectional fence semantics. Finally T is the templated type. I've sketched out a total tryTake() method below that allows the caller to poll the queue. tryPut() has an analogous construction. Zebra stripping : alternating row colors for nice-looking code listings. See also google code "prettify" : https://code.google.com/p/google-code-prettify/ Prettify is a javascript module that yields the HTML/CSS/JS equivalent of pretty-print. -- pre:nth-child(odd) { background-color:#ff0000; } pre:nth-child(even) { background-color:#0000ff; } border-left: 11px solid #ccc; margin: 1.7em 0 1.7em 0.3em; background-color:#BFB; font-size:12px; line-height:65%; " // PTLQueue : Put(v) : // producer : partial method - waits as necessary assert v != null assert Mask = 1 && (Mask & (Mask+1)) == 0 // Document invariants // doorway step // Obtain a sequence number -- ticket // As a practical concern the ticket value is temporally unique // The ticket also identifies and selects a slot auto tkt = AtomicFetchIncrement (&PutCursor, 1) slot * s = &Slots[tkt & Mask] // waiting phase : // wait for slot's generation to match the tkt value assigned to this put() invocation. // The "generation" is implicitly encoded as the upper bits in the cursor // above those used to specify the index : tkt div (Mask+1) // The generation serves as an epoch number to identify a cohort of threads // accessing disjoint slots while s-Turn != tkt : Pause assert s-MailBox == null s-MailBox = v // deposit and pass message Take() : // consumer : partial method - waits as necessary auto tkt = AtomicFetchIncrement (&TakeCursor,1) slot * s = &Slots[tkt & Mask] // 2-stage waiting : // First wait for turn for our generation // Acquire exclusive "take" access to slot's MailBox field // Then wait for the slot to become occupied while s-Turn != tkt : Pause // Concurrency in this section of code is now reduced to just 1 producer thread // vs 1 consumer thread. // For a given queue and slot, there will be most one Take() operation running // in this section. // Consumer waits for producer to arrive and make slot non-empty // Extract message; clear mailbox; advance Turn indicator // We have an obvious happens-before relation : // Put(m) happens-before corresponding Take() that returns that same "m" for T v = s-MailBox if v != null : s-MailBox = null ST-ST barrier s-Turn = tkt + Mask + 1 // unlock slot to admit next producer and consumer return v Pause tryTake() : // total method - returns ASAP with failure indication for auto tkt = TakeCursor slot * s = &Slots[tkt & Mask] if s-Turn != tkt : return null T v = s-MailBox // presumptive return value if v == null : return null // ratify tkt and v values and commit by advancing cursor if CAS (&TakeCursor, tkt, tkt+1) != tkt : continue s-MailBox = null ST-ST barrier s-Turn = tkt + Mask + 1 return v The basic idea derives from the Partitioned Ticket Lock "PTL" (US20120240126-A1) and the MultiLane Concurrent Bag (US8689237). The latter is essentially a circular ring-buffer where the elements themselves are queues or concurrent collections. You can think of the PTLQueue as a partitioned ticket lock "PTL" augmented to pass values from lock to unlock via the slots. Alternatively, you could conceptualize of PTLQueue as a degenerate MultiLane bag where each slot or "lane" consists of a simple single-word MailBox instead of a general queue. Each lane in PTLQueue also has a private Turn field which acts like the Turn (Grant) variables found in PTL. Turn enforces strict FIFO ordering and restricts concurrency on the slot mailbox field to at most one simultaneous put() and take() operation. PTL uses a single "ticket" variable and per-slot Turn (grant) fields while MultiLane has distinct PutCursor and TakeCursor cursors and abstract per-slot sub-queues. Both PTL and MultiLane advance their cursor and ticket variables with atomic fetch-and-increment. PTLQueue borrows from both PTL and MultiLane and has distinct put and take cursors and per-slot Turn fields. Instead of a per-slot queues, PTLQueue uses a simple single-word MailBox field. PutCursor and TakeCursor act like a pair of ticket locks, conferring "put" and "take" access to a given slot. PutCursor, for instance, assigns an incoming put() request to a slot and serves as a PTL "Ticket" to acquire "put" permission to that slot's MailBox field. To better explain the operation of PTLQueue we deconstruct the operation of put() and take() as follows. Put() first increments PutCursor obtaining a new unique ticket. That ticket value also identifies a slot. Put() next waits for that slot's Turn field to match that ticket value. This is tantamount to using a PTL to acquire "put" permission on the slot's MailBox field. Finally, having obtained exclusive "put" permission on the slot, put() stores the message value into the slot's MailBox. Take() similarly advances TakeCursor, identifying a slot, and then acquires and secures "take" permission on a slot by waiting for Turn. Take() then waits for the slot's MailBox to become non-empty, extracts the message, and clears MailBox. Finally, take() advances the slot's Turn field, which releases both "put" and "take" access to the slot's MailBox. Note the asymmetry : put() acquires "put" access to the slot, but take() releases that lock. At any given time, for a given slot in a PTLQueue, at most one thread has "put" access and at most one thread has "take" access. This restricts concurrency from general MPMC to 1-vs-1. We have 2 ticket locks -- one for put() and one for take() -- each with its own "ticket" variable in the form of the corresponding cursor, but they share a single "Grant" egress variable in the form of the slot's Turn variable. Advancing the PutCursor, for instance, serves two purposes. First, we obtain a unique ticket which identifies a slot. Second, incrementing the cursor is the doorway protocol step to acquire the per-slot mutual exclusion "put" lock. The cursors and operations to increment those cursors serve double-duty : slot-selection and ticket assignment for locking the slot's MailBox field. At any given time a slot MailBox field can be in one of the following states: empty with no pending operations -- neutral state; empty with one or more waiting take() operations pending -- deficit; occupied with no pending operations; occupied with one or more waiting put() operations -- surplus; empty with a pending put() or pending put() and take() operations -- transitional; or occupied with a pending take() or pending put() and take() operations -- transitional. The partial put() and take() operators can be implemented with an atomic fetch-and-increment operation, which may confer a performance advantage over a CAS-based loop. In addition we have independent PutCursor and TakeCursor cursors. Critically, a put() operation modifies PutCursor but does not access the TakeCursor and a take() operation modifies the TakeCursor cursor but does not access the PutCursor. This acts to reduce coherence traffic relative to some other queue designs. It's worth noting that slow threads or obstruction in one slot (or "lane") does not impede or obstruct operations in other slots -- this gives us some degree of obstruction isolation. PTLQueue is not lock-free, however. The implementation above is expressed with polite busy-waiting (Pause) but it's trivial to implement per-slot parking and unparking to deschedule waiting threads. It's also easy to convert the queue to a more general deque by replacing the PutCursor and TakeCursor cursors with Left/Front and Right/Back cursors that can move either direction. Specifically, to push and pop from the "left" side of the deque we would decrement and increment the Left cursor, respectively, and to push and pop from the "right" side of the deque we would increment and decrement the Right cursor, respectively. We used a variation of PTLQueue for message passing in our recent OPODIS 2013 paper. ul { list-style:none; padding-left:0; padding:0; margin:0; margin-left:0; } ul#myTagID { padding: 0px; margin: 0px; list-style:none; margin-left:0;} -- -- There's quite a bit of related literature in this area. I'll call out a few relevant references: Wilson's NYU Courant Institute UltraComputer dissertation from 1988 is classic and the canonical starting point : Operating System Data Structures for Shared-Memory MIMD Machines with Fetch-and-Add. Regarding provenance and priority, I think PTLQueue or queues effectively equivalent to PTLQueue have been independently rediscovered a number of times. See CB-Queue and BNPBV, below, for instance. But Wilson's dissertation anticipates the basic idea and seems to predate all the others. Gottlieb et al : Basic Techniques for the Efficient Coordination of Very Large Numbers of Cooperating Sequential Processors Orozco et al : CB-Queue in Toward high-throughput algorithms on many-core architectures which appeared in TACO 2012. Meneghin et al : BNPVB family in Performance evaluation of inter-thread communication mechanisms on multicore/multithreaded architecture Dmitry Vyukov : bounded MPMC queue (highly recommended) Alex Otenko : US8607249 (highly related). John Mellor-Crummey : Concurrent queues: Practical fetch-and-phi algorithms. Technical Report 229, Department of Computer Science, University of Rochester Thomasson : FIFO Distributed Bakery Algorithm (very similar to PTLQueue). Scott and Scherer : Dual Data Structures I'll propose an optimization left as an exercise for the reader. Say we wanted to reduce memory usage by eliminating inter-slot padding. Such padding is usually "dark" memory and otherwise unused and wasted. But eliminating the padding leaves us at risk of increased false sharing. Furthermore lets say it was usually the case that the PutCursor and TakeCursor were numerically close to each other. (That's true in some use cases). We might still reduce false sharing by incrementing the cursors by some value other than 1 that is not trivially small and is coprime with the number of slots. Alternatively, we might increment the cursor by one and mask as usual, resulting in a logical index. We then use that logical index value to index into a permutation table, yielding an effective index for use in the slot array. The permutation table would be constructed so that nearby logical indices would map to more distant effective indices. (Open question: what should that permutation look like? Possibly some perversion of a Gray code or De Bruijn sequence might be suitable). As an aside, say we need to busy-wait for some condition as follows : "while C == 0 : Pause". Lets say that C is usually non-zero, so we typically don't wait. But when C happens to be 0 we'll have to spin for some period, possibly brief. We can arrange for the code to be more machine-friendly with respect to the branch predictors by transforming the loop into : "if C == 0 : for { Pause; if C != 0 : break; }". Critically, we want to restructure the loop so there's one branch that controls entry and another that controls loop exit. A concern is that your compiler or JIT might be clever enough to transform this back to "while C == 0 : Pause". You can sometimes avoid this by inserting a call to a some type of very cheap "opaque" method that the compiler can't elide or reorder. On Solaris, for instance, you could use :"if C == 0 : { gethrtime(); for { Pause; if C != 0 : break; }}". It's worth noting the obvious duality between locks and queues. If you have strict FIFO lock implementation with local spinning and succession by direct handoff such as MCS or CLH,then you can usually transform that lock into a queue. Hidden commentary and annotations - invisible : * And of course there's a well-known duality between queues and locks, but I'll leave that topic for another blog post. * Compare and contrast : PTLQ vs PTL and MultiLane * Equivalent : Turn; seq; sequence; pos; position; ticket * Put = Lock; Deposit Take = identify and reserve slot; wait; extract & clear; unlock * conceptualize : Distinct PutLock and TakeLock implemented as ticket lock or PTL Distinct arrival cursors but share per-slot "Turn" variable provides exclusive role-based access to slot's mailbox field put() acquires exclusive access to a slot for purposes of "deposit" assigns slot round-robin and then acquires deposit access rights/perms to that slot take() acquires exclusive access to slot for purposes of "withdrawal" assigns slot round-robin and then acquires withdrawal access rights/perms to that slot At any given time, only one thread can have withdrawal access to a slot at any given time, only one thread can have deposit access to a slot Permissible for T1 to have deposit access and T2 to simultaneously have withdrawal access * round-robin for the purposes of; role-based; access mode; access role mailslot; mailbox; allocate/assign/identify slot rights; permission; license; access permission; * PTL/Ticket hybrid Asymmetric usage ; owner oblivious lock-unlock pairing K-exclusion add Grant cursor pass message m from lock to unlock via Slots[] array Cursor performs 2 functions : + PTL ticket + Assigns request to slot in round-robin fashion Deconstruct protocol : explication put() : allocate slot in round-robin fashion acquire PTL for "put" access store message into slot associated with PTL index take() : Acquire PTL for "take" access // doorway step seq = fetchAdd (&Grant, 1) s = &Slots[seq & Mask] // waiting phase while s-Turn != seq : pause Extract : wait for s-mailbox to be full v = s-mailbox s-mailbox = null Release PTL for both "put" and "take" access s-Turn = seq + Mask + 1 * Slot round-robin assignment and lock "doorway" protocol leverage the same cursor and FetchAdd operation on that cursor FetchAdd (&Cursor,1) + round-robin slot assignment and dispersal + PTL/ticket lock "doorway" step waiting phase is via "Turn" field in slot * PTLQueue uses 2 cursors -- put and take. Acquire "put" access to slot via PTL-like lock Acquire "take" access to slot via PTL-like lock 2 locks : put and take -- at most one thread can access slot's mailbox Both locks use same "turn" field Like multilane : 2 cursors : put and take slot is simple 1-capacity mailbox instead of queue Borrow per-slot turn/grant from PTL Provides strict FIFO Lock slot : put-vs-put take-vs-take at most one put accesses slot at any one time at most one put accesses take at any one time reduction to 1-vs-1 instead of N-vs-M concurrency Per slot locks for put/take Release put/take by advancing turn * is instrumental in ... * P-V Semaphore vs lock vs K-exclusion * See also : FastQueues-excerpt.java dice-etc/queue-mpmc-bounded-blocking-circular-xadd/ * PTLQueue is the same as PTLQB - identical * Expedient return; ASAP; prompt; immediately * Lamport's Bakery algorithm : doorway step then waiting phase Threads arriving at doorway obtain a unique ticket number Threads enter in ticket order * In the terminology of Reed and Kanodia a ticket lock corresponds to the busy-wait implementation of a semaphore using an eventcount and a sequencer It can also be thought of as an optimization of Lamport's bakery lock was designed for fault-tolerance rather than performance Instead of spinning on the release counter, processors using a bakery lock repeatedly examine the tickets of their peers --

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