Search Results

Search found 2877 results on 116 pages for 'dollar sign'.

Page 30/116 | < Previous Page | 26 27 28 29 30 31 32 33 34 35 36 37  | Next Page >

• when to encode space to plus (+) and when to %20 ?

  - by Daziplqa

  Sometimes the spaces get url encoded to + sign, some other times to %20, what is the difference and why and why not this happens?

  Read the article

• Black Friday Fun: Sci-Fi Movie Advertisements and Sales Pitches

  - by Jason Fitzpatrick

  Why limit yourself to a deluge of real-world advertisements this holiday season when you can be enjoying bizarre ads from Sci-Fi movies? This roundup captures a dozen fake products and serves from Sci-Fi universes. I’d Buy That for a Dollar: Craziest Fake Ads from Sci-Fi and Other Genre Flicks [Wired] Why Does 64-Bit Windows Need a Separate “Program Files (x86)” Folder? Why Your Android Phone Isn’t Getting Operating System Updates and What You Can Do About It How To Delete, Move, or Rename Locked Files in Windows

  Read the article

• Slot Machine Pay Out

  - by Kris.Mitchell

  I have done a lot of research into random number generators for slot machines, reel stop calculations and how to physically give the user a good chance on winning. What I can't figure out is how to properly insure that the machine is going to have a payout rating of (lets say) 95%. So, I have a reel set up wit 22 spaces on it. Filled with 16 different symbols. When I get my random number, mod divide it by 64 and get the remainder, I hop over to a loop up table to see how the virtual stop relates to the reel position. Now that I have how the reels are going to stop, do I make sure the payout ratio is correct? For every dollar they put in, how to I make sure the machine will pay out .95 cents? Thanks for the ideas. I am working in actionscript, if that helps with the language issues, but in general I am just looking for theory.

  Read the article

• Chrome Web Store verification

  - by Vince V.

  A couple of days ago I created an extension for Chrome and added it to the store. Now I want it to get verified. I payed the 5 dollar and added my website to Webmaster Tools. The website is also verified on those Webmaster Tools. Today I wanted to add my URL to my extension (ultimately to do online installations) but it doesn't recognize the URL I put in those Webmaster Tools. I tried refreshing and clicking add site, but it just doesn't work. Is there some step that I am missing or is this a bug in the Chrome Web Store, because I don't see any option left.

  Read the article

• Újabb házassági terv az adatbázis piacon: Sybase és SAP

  - by Fekete Zoltán

  Az Oracle az utóbbi évben technológiai és alkalmazás oldalon több mint 50 céget vásárolt meg, legutóbb a hardver-operációs rendszer, Java, IDM, virtualizáció és számos más téren is innovatív Sun céget. Ráadásul az Oracle best-of-breed azaz iparági vezeto cégekkel és mogoldásokkal erosíti a portfólióját. Az Oracle hosszú évek óta az adattárházak (data wrehouse) területén is a Gartner szerint a piacvezetok mágikus négyzetében van. Ennek a területnek vezeto megoldása az Oracle Database optimalizált hardveren futtatása az Exadata / Database Machine területen. Az Oracle Database mind tranzakciókezelésre mind adattárház feldolgozásra, mind ezen megoldások egy környezetben futtatására optimalizált megoldás. Az SAP korábban meglehetosen elítélte az Oracle best-of-breed felvásárlási stratégiáját, mondván az nem vezet semmire. :) Most a megmaradék önálló cégek közül a Sybase-t szemelte ki. A BBC híre. Kicsit soknak tunik az 5,8 milliárd dollár? Érdekes, hogy a cikk szerint a felvásárlási terv hírére az SAP részvény árfolyam 40 centtel esett.

  Read the article

• Functional or non-functional requirement?

  - by killer_PL

  I'm wondering about functional or non-functional requirements. I have found lot of different definitions for those terms and I can't assign some of my requirement to proper category. I'm wondering about requirements that aren't connected with some action or have some additional conditions, for example: On the list of selected devices, device can be repeated. Database must contain at least 100 items Currency of some value must be in USD dollar. Device must have a name and power consumption value in Watts. are those requirements functional or non-functional ?

  Read the article

• Clickworthy tweets, the sequel&hellip;

  - by Chris Williams

  Twitter moves fast, and if you don’t stay on top of it, you can miss a lot. I don’t follow a ton of people, but I combine it with topic searches. Here are a few things I’ve found that are worth your time and attention, especially if you’re into video games… development or playing: The 15 Greatest Sci-Fi/Horror Games for the Commodore 64 - http://moe.vg/bovATG  (via @jlist)  Practical Tactics for Dealing with Haters! - http://www.fourhourworkweek.com/blog/2010/05/18/tim-ferriss-scam-practical-tactics-for-dealing-with-haters/ (via @The_Zman) Assassin’s Creed 2 + $10 Video Game Credit + $5 MP3 Credit - $24.99 on Amazon.com – http://amzn.to/bvRI9h (via @Assassin10k) Make Small Good – A design article about not trying to compete with ginormous AAA multimillion dollar titles. - http://www.gamasutra.com/blogs/AlexanderBrandon/20100518/5067/Make_Small_Good.php (via @Kei_tchan) (CW: Excellent article, I do this a lot in my roguelike games!) Purposes for Randomization in Game Design – http://bit.ly/cAH7PG  (via @gamasutra)

  Read the article

• Admin form that generates an email confirmation ends up in SPAM [duplicate]

  - by PJD Creative

  This question already has an answer here: How can I prevent my mail from being classified as spam? 10 answers I have an admin form that I have setup for a client, that generates an email confirmation from a template I have designer... It works really well but it ends up in spam some of the time, and this is real frustrating as it is just confirming some details for the customer of what they have just booked, not at all spam, and is accessed via a page where the admin requires login. Any suggestions as to why this may end up in spam. It does have dollar signs ($$) as it is confirming a price, im assuming this is one problem, the rest of it is just general dates and info about the confirmation. Is there any suggestions on how to get this out of spam? thanks in advance

  Read the article

• What are approaches for analyzing the cost-benefits of a development methodology?

  - by Garrett Hall

  There are many development practices (TDD, continuous integration, cowboy-coding), principles (SOLID, layers of abstraction, KISS), and processes (RUP, Scrum, XP, Waterfall). I have learned you can't follow any of these blindly, but have to consider context and ROI (return on investment). My question is: How do you know whether you are getting a good ROI by following a particular methodology? Metrics, guesstimation, experience? Do analytical methods exist? Or is this just the million-dollar question in software engineering that has no answer?

  Read the article

• What do developers want to learn at their next startup?

  - by William Pietri

  As a developer, i know how much I like learning new stuff. Now that I'm hiring developers for my startup, I know I can't compete with Google's zillion-dollar bonuses and fancy cafeterias, but we are rich with opportunities for curious people to learn. I want to set things up to support that. So if you're a developer likely to join a startup, what do you want to learn? Product things? Business things? User research, design, or tech ops things? Or if it's more technical learning you're after, do you want to go deeper in what you know (e.g., back end learning back end) or cross-train (e.g., front end learning back end)? Or is there something else entirely?

  Read the article

• Les pré-commandes de l'iPad ouvertes en France, pour Apple 1 Euro = 1 $

  Mise à jour du 11.05.2010 par Katleen Les pré-commandes de l'iPad ouvertes en France, pour Apple 1 € = 1 $ Les pré-commandes d'iPad sont possible depuis quelques heures sur l'Apple Store français. Toute la gamme y est présente : la version simple, mais aussi celles incluant le wi-fi et la 3G, dans toutes les capacités de stockage, et livrables à la date du 28 mai. Du bonheur ? Presque, jusqu'à ce que l'on parle des tarifs. En effet, les prix européens sont sensiblement les mêmes que ceux affichés aux USA. Oui mais voilà, le dollar vaut beaucoup moins que l'euro. Autrement dit, le même appareil coutera plus cher à un français qu'à un américain. Un consommateur s'est ainsi plaint à ...

  Read the article

• What are the industry metrics for average spend on dev hardware and software? [on hold]

  - by RationalGeek

  I'm trying to budget for my dev shop and compare our budget items to industry expectations. I'm hoping to find some information on what percentage of a dev's salary is generally spent on tooling, both hardware and software. Where can I find such information? If instead there is a source that looks at raw dollars that is useful, too. I can extrapolate what I need from that. NOTE: Your anecdotal evidence from your own job will not be very helpful. I'm looking for industry average statistics from a credible source. EDIT: I'm reluctant to even keep this question going based on the passionate negative responses of commenters, but I do think this is valuable information (assuming anyone will care to answer) so let me make one attempt to clarify why I'm looking for this information, and then leave it at that. I'm not sure why understanding and validating my motives is a necessary step to providing the information, but apparently that is the case, so I will do my best. Firstly, let me respond to the idea that us "management types" shouldn't use these types of metrics to evaluate budgets. I agree in part. Ideally, you should spend whatever is necessary on developers in order to keep them fully happy and productive. And this is true of all employees. However, companies operate in a world of limited resources, and every dollar spent in one area means a dollar not spent in another. So it is not enough to simply say "I need to spend $10,000 per developer next year" without having some way to justify that position. One way to help justify it is to compare yourself against the industry. If it is the case that on average a software shops spends 5% (making up that number) of their total development budget (salaries being the large portion of the other 95%, for arguments sake), and I'm only spending 3%, it helps in the justification process. So, it is not my intent to use this information to limit what I spend on developers, but rather to arm myself with the necessary justification to spend what I need to spend on developers to give them the best tools I can. I have been a developer for many years and I understand the need for proper tooling. Next, let's examine the idea that even considering the relationship between a spend on developer salaries and developer tooling is ludicrous and should be banned from budgetary thinking. As Jimmy Hoffa put it in their comment, it's like saying "I'm going to spend no more than 10% of median employee salary on light bulbs and coffee from now on.". Well, yes, it is like saying that, and from a budgeting perspective, this is a useful way to look at things. If you know that, on average, an employee consumes X dollars of coffee a year, then you can project a coffee budget based on that. And you can compare it to an industry metric to understand where you fall: do you spend more on coffee than other companies or less? Why might this be? If you are a coffee supply manager, that seems like a useful thought process. The same seems to hold true for developers. Now, on to the idea that I need to compare "apples to apples" and only look at other shops that are in the same place geographically, the same business, the same application architecture, and the same development frameworks. I guess if I could find such a statistic that said "a shop that is exactly identical to yours spends X on developer tooling" it would be wonderful. But there is plenty of value in an average statistic. Here's an analogy: let's say you are working on a household budget and need to decide how much to spend on groceries. Is it enough to know that the average consumer spends 15% on groceries and therefore decide that you will budget exactly 15%? No. You have to tweak your budget based on your individual needs and situation. But the generalized statistic does help in this evaluation. You can know if your budget is grossly off from what others are doing, and this can help you figure out why this is. So, I will concede the point that it would be better to find statistics that align to my shop, though I think any statistics I could find would be useful for what I'm doing. In that light, let's say that my shop is mostly focused on ASP.NET web applications. That doesn't map perfectly to reality because large enterprises have very heterogenous IT environments. But if I was going to pick one technology that is our focus that would be it. But, if you were to point me at some statistics that are related to a Linux shop doing embedded Java applications, I would still find it useful as a point of comparison. SUMMARY: Let me try to rephrase my question. I'm trying to find industry metrics on how much dev shops spend on developer tooling, both hardware and software. I don't so much care whether it is expressed as a percentage of total budget or as X dollars per dev or as Y percentage of salary. Any metric would be useful. If there are metrics that are specific to ASP.NET dev shops in the Northeast US, all the better, but I would be happy to find anything.

  Read the article

• I'm the .1x programmer at my company. How can I best contribute?

  - by invaliduser

  I work at a newly-minted startup of five people. We have a Ph. D in machine learning, a former member of the RSpec core team, and the guy who compiles the Git binary for OS X. That's just the employees; the founder has a Ph. D and was CTO for a multi-billion-dollar corporation before leaving to start a (successful) startup, and has now left that to start this one. We also might get a guy with a Ph. D in math. Aaaaaaaaand then there's me, college-dropout intern. I think I'm pretty smart and I'm reading non-stop, but the delta of experience, skill, and knowledge between me and my co-workers is just breathtaking. So put yourself in their shoes: you've got a bright young intern who has a lot to learn but is at least energetic. What would be annoying? What use would you hope to get out of him in the here and now? What would be pleasantly surprising if it happened?

  Read the article

• SAP conteste l'amende de 1,3 milliards à verser à Oracle dans le cadre de l'affaire TomorrowNow

  SAP conteste l'amende de 1,3 milliards à verser à Oracle Dans le cadre de l'affaire TomorrowNow Mise à jour du 25/02/11s SAP vient d'annoncer ? comme prévu ? qu'il allait contester la décision qui le condamne à verser plus d'un milliard de dollars (1,3 milliards précisément) de dommages et intérêts à Oracle dans l'affaire TommorowNow (lire ci-avant). SAP ne fera pas appel de sa condamnation en tant que telle puisque l'éditeur Allemand a reconnu sa culpabilité. Il contestera le montant, qu'il juge « disproportionné », de la somme à verser au regard du préjudice réel subi par Oracle. SAP a déjà versé 120 millions de dollar...

  Read the article

• Link-building tips? [closed]

  - by RD01

  Possible Duplicate: What is a good way to get many inbound links to your site? I'm probably taking a huge chance here, but I've become a bit desperate. We've paid many a dollar to companies to help push up our page rank, but with no results. I myself have tried everything. Page Rank got up to 5, and now it seems to have gone down to 4. Any advice, even if you point me to an AFFORDABLE and RELIABLE company, I would really appreciate it?

  Read the article

• Agile Development

  - by James Oloo Onyango

  Alot of literature has and is being written about agile developement and its surrounding philosophies. In my quest to find the best way to express the importance of agile methodologies, i have found Robert C. Martin's "A Satire Of Two Companies" to be both the most concise and thorough! Enjoy the read! Rufus Inc Project Kick Off Your name is Bob. The date is January 3, 2001, and your head still aches from the recent millennial revelry. You are sitting in a conference room with several managers and a group of your peers. You are a project team leader. Your boss is there, and he has brought along all of his team leaders. His boss called the meeting. "We have a new project to develop," says your boss's boss. Call him BB. The points in his hair are so long that they scrape the ceiling. Your boss's points are just starting to grow, but he eagerly awaits the day when he can leave Brylcream stains on the acoustic tiles. BB describes the essence of the new market they have identified and the product they want to develop to exploit this market. "We must have this new project up and working by fourth quarter October 1," BB demands. "Nothing is of higher priority, so we are cancelling your current project." The reaction in the room is stunned silence. Months of work are simply going to be thrown away. Slowly, a murmur of objection begins to circulate around the conference table.   His points give off an evil green glow as BB meets the eyes of everyone in the room. One by one, that insidious stare reduces each attendee to quivering lumps of protoplasm. It is clear that he will brook no discussion on this matter. Once silence has been restored, BB says, "We need to begin immediately. How long will it take you to do the analysis?" You raise your hand. Your boss tries to stop you, but his spitwad misses you and you are unaware of his efforts.   "Sir, we can't tell you how long the analysis will take until we have some requirements." "The requirements document won't be ready for 3 or 4 weeks," BB says, his points vibrating with frustration. "So, pretend that you have the requirements in front of you now. How long will you require for analysis?" No one breathes. Everyone looks around to see whether anyone has some idea. "If analysis goes beyond April 1, we have a problem. Can you finish the analysis by then?" Your boss visibly gathers his courage: "We'll find a way, sir!" His points grow 3 mm, and your headache increases by two Tylenol. "Good." BB smiles. "Now, how long will it take to do the design?" "Sir," you say. Your boss visibly pales. He is clearly worried that his 3 mms are at risk. "Without an analysis, it will not be possible to tell you how long design will take." BB's expression shifts beyond austere.   "PRETEND you have the analysis already!" he says, while fixing you with his vacant, beady little eyes. "How long will it take you to do the design?" Two Tylenol are not going to cut it. Your boss, in a desperate attempt to save his new growth, babbles: "Well, sir, with only six months left to complete the project, design had better take no longer than 3 months."   "I'm glad you agree, Smithers!" BB says, beaming. Your boss relaxes. He knows his points are secure. After a while, he starts lightly humming the Brylcream jingle. BB continues, "So, analysis will be complete by April 1, design will be complete by July 1, and that gives you 3 months to implement the project. This meeting is an example of how well our new consensus and empowerment policies are working. Now, get out there and start working. I'll expect to see TQM plans and QIT assignments on my desk by next week. Oh, and don't forget that your crossfunctional team meetings and reports will be needed for next month's quality audit." "Forget the Tylenol," you think to yourself as you return to your cubicle. "I need bourbon."   Visibly excited, your boss comes over to you and says, "Gosh, what a great meeting. I think we're really going to do some world shaking with this project." You nod in agreement, too disgusted to do anything else. "Oh," your boss continues, "I almost forgot." He hands you a 30-page document. "Remember that the SEI is coming to do an evaluation next week. This is the evaluation guide. You need to read through it, memorize it, and then shred it. It tells you how to answer any questions that the SEI auditors ask you. It also tells you what parts of the building you are allowed to take them to and what parts to avoid. We are determined to be a CMM level 3 organization by June!"   You and your peers start working on the analysis of the new project. This is difficult because you have no requirements. But from the 10-minute introduction given by BB on that fateful morning, you have some idea of what the product is supposed to do.   Corporate process demands that you begin by creating a use case document. You and your team begin enumerating use cases and drawing oval and stick diagrams. Philosophical debates break out among the team members. There is disagreement as to whether certain use cases should be connected with <<extends>> or <<includes>> relationships. Competing models are created, but nobody knows how to evaluate them. The debate continues, effectively paralyzing progress.   After a week, somebody finds the iceberg.com Web site, which recommends disposing entirely of <<extends>> and <<includes>> and replacing them with <<precedes>> and <<uses>>. The documents on this Web site, authored by Don Sengroiux, describes a method known as stalwart-analysis, which claims to be a step-by-step method for translating use cases into design diagrams. More competing use case models are created using this new scheme, but again, people can't agree on how to evaluate them. The thrashing continues. More and more, the use case meetings are driven by emotion rather than by reason. If it weren't for the fact that you don't have requirements, you'd be pretty upset by the lack of progress you are making. The requirements document arrives on February 15. And then again on February 20, 25, and every week thereafter. Each new version contradicts the previous one. Clearly, the marketing folks who are writing the requirements, empowered though they might be, are not finding consensus.   At the same time, several new competing use case templates have been proposed by the various team members. Each template presents its own particularly creative way of delaying progress. The debates rage on. On March 1, Prudence Putrigence, the process proctor, succeeds in integrating all the competing use case forms and templates into a single, all-encompassing form. Just the blank form is 15 pages long. She has managed to include every field that appeared on all the competing templates. She also presents a 159- page document describing how to fill out the use case form. All current use cases must be rewritten according to the new standard.   You marvel to yourself that it now requires 15 pages of fill-in-the-blank and essay questions to answer the question: What should the system do when the user presses Return? The corporate process (authored by L. E. Ott, famed author of "Holistic Analysis: A Progressive Dialectic for Software Engineers") insists that you discover all primary use cases, 87 percent of all secondary use cases, and 36.274 percent of all tertiary use cases before you can complete analysis and enter the design phase. You have no idea what a tertiary use case is. So in an attempt to meet this requirement, you try to get your use case document reviewed by the marketing department, which you hope will know what a tertiary use case is.   Unfortunately, the marketing folks are too busy with sales support to talk to you. Indeed, since the project started, you have not been able to get a single meeting with marketing, which has provided a never-ending stream of changing and contradictory requirements documents.   While one team has been spinning endlessly on the use case document, another team has been working out the domain model. Endless variations of UML documents are pouring out of this team. Every week, the model is reworked.   The team members can't decide whether to use <<interfaces>> or <<types>> in the model. A huge disagreement has been raging on the proper syntax and application of OCL. Others on the team just got back from a 5-day class on catabolism, and have been producing incredibly detailed and arcane diagrams that nobody else can fathom.   On March 27, with one week to go before analysis is to be complete, you have produced a sea of documents and diagrams but are no closer to a cogent analysis of the problem than you were on January 3. **** And then, a miracle happens.   **** On Saturday, April 1, you check your e-mail from home. You see a memo from your boss to BB. It states unequivocally that you are done with the analysis! You phone your boss and complain. "How could you have told BB that we were done with the analysis?" "Have you looked at a calendar lately?" he responds. "It's April 1!" The irony of that date does not escape you. "But we have so much more to think about. So much more to analyze! We haven't even decided whether to use <<extends>> or <<precedes>>!" "Where is your evidence that you are not done?" inquires your boss, impatiently. "Whaaa . . . ." But he cuts you off. "Analysis can go on forever; it has to be stopped at some point. And since this is the date it was scheduled to stop, it has been stopped. Now, on Monday, I want you to gather up all existing analysis materials and put them into a public folder. Release that folder to Prudence so that she can log it in the CM system by Monday afternoon. Then get busy and start designing."   As you hang up the phone, you begin to consider the benefits of keeping a bottle of bourbon in your bottom desk drawer. They threw a party to celebrate the on-time completion of the analysis phase. BB gave a colon-stirring speech on empowerment. And your boss, another 3 mm taller, congratulated his team on the incredible show of unity and teamwork. Finally, the CIO takes the stage to tell everyone that the SEI audit went very well and to thank everyone for studying and shredding the evaluation guides that were passed out. Level 3 now seems assured and will be awarded by June. (Scuttlebutt has it that managers at the level of BB and above are to receive significant bonuses once the SEI awards level 3.)   As the weeks flow by, you and your team work on the design of the system. Of course, you find that the analysis that the design is supposedly based on is flawedno, useless; no, worse than useless. But when you tell your boss that you need to go back and work some more on the analysis to shore up its weaker sections, he simply states, "The analysis phase is over. The only allowable activity is design. Now get back to it."   So, you and your team hack the design as best you can, unsure of whether the requirements have been properly analyzed. Of course, it really doesn't matter much, since the requirements document is still thrashing with weekly revisions, and the marketing department still refuses to meet with you.     The design is a nightmare. Your boss recently misread a book named The Finish Line in which the author, Mark DeThomaso, blithely suggested that design documents should be taken down to code-level detail. "If we are going to be working at that level of detail," you ask, "why don't we simply write the code instead?" "Because then you wouldn't be designing, of course. And the only allowable activity in the design phase is design!" "Besides," he continues, "we have just purchased a companywide license for Dandelion! This tool enables 'Round the Horn Engineering!' You are to transfer all design diagrams into this tool. It will automatically generate our code for us! It will also keep the design diagrams in sync with the code!" Your boss hands you a brightly colored shrinkwrapped box containing the Dandelion distribution. You accept it numbly and shuffle off to your cubicle. Twelve hours, eight crashes, one disk reformatting, and eight shots of 151 later, you finally have the tool installed on your server. You consider the week your team will lose while attending Dandelion training. Then you smile and think, "Any week I'm not here is a good week." Design diagram after design diagram is created by your team. Dandelion makes it very difficult to draw these diagrams. There are dozens and dozens of deeply nested dialog boxes with funny text fields and check boxes that must all be filled in correctly. And then there's the problem of moving classes between packages. At first, these diagram are driven from the use cases. But the requirements are changing so often that the use cases rapidly become meaningless. Debates rage about whether VISITOR or DECORATOR design patterns should be used. One developer refuses to use VISITOR in any form, claiming that it's not a properly object-oriented construct. Someone refuses to use multiple inheritance, since it is the spawn of the devil. Review meetings rapidly degenerate into debates about the meaning of object orientation, the definition of analysis versus design, or when to use aggregation versus association. Midway through the design cycle, the marketing folks announce that they have rethought the focus of the system. Their new requirements document is completely restructured. They have eliminated several major feature areas and replaced them with feature areas that they anticipate customer surveys will show to be more appropriate. You tell your boss that these changes mean that you need to reanalyze and redesign much of the system. But he says, "The analysis phase is system. But he says, "The analysis phase is over. The only allowable activity is design. Now get back to it."   You suggest that it might be better to create a simple prototype to show to the marketing folks and even some potential customers. But your boss says, "The analysis phase is over. The only allowable activity is design. Now get back to it." Hack, hack, hack, hack. You try to create some kind of a design document that might reflect the new requirements documents. However, the revolution of the requirements has not caused them to stop thrashing. Indeed, if anything, the wild oscillations of the requirements document have only increased in frequency and amplitude.   You slog your way through them.   On June 15, the Dandelion database gets corrupted. Apparently, the corruption has been progressive. Small errors in the DB accumulated over the months into bigger and bigger errors. Eventually, the CASE tool just stopped working. Of course, the slowly encroaching corruption is present on all the backups. Calls to the Dandelion technical support line go unanswered for several days. Finally, you receive a brief e-mail from Dandelion, informing you that this is a known problem and that the solution is to purchase the new version, which they promise will be ready some time next quarter, and then reenter all the diagrams by hand.   ****   Then, on July 1 another miracle happens! You are done with the design!   Rather than go to your boss and complain, you stock your middle desk drawer with some vodka.   **** They threw a party to celebrate the on-time completion of the design phase and their graduation to CMM level 3. This time, you find BB's speech so stirring that you have to use the restroom before it begins. New banners and plaques are all over your workplace. They show pictures of eagles and mountain climbers, and they talk about teamwork and empowerment. They read better after a few scotches. That reminds you that you need to clear out your file cabinet to make room for the brandy. You and your team begin to code. But you rapidly discover that the design is lacking in some significant areas. Actually, it's lacking any significance at all. You convene a design session in one of the conference rooms to try to work through some of the nastier problems. But your boss catches you at it and disbands the meeting, saying, "The design phase is over. The only allowable activity is coding. Now get back to it."   ****   The code generated by Dandelion is really hideous. It turns out that you and your team were using association and aggregation the wrong way, after all. All the generated code has to be edited to correct these flaws. Editing this code is extremely difficult because it has been instrumented with ugly comment blocks that have special syntax that Dandelion needs in order to keep the diagrams in sync with the code. If you accidentally alter one of these comments, the diagrams will be regenerated incorrectly. It turns out that "Round the Horn Engineering" requires an awful lot of effort. The more you try to keep the code compatible with Dandelion, the more errors Dandelion generates. In the end, you give up and decide to keep the diagrams up to date manually. A second later, you decide that there's no point in keeping the diagrams up to date at all. Besides, who has time?   Your boss hires a consultant to build tools to count the number of lines of code that are being produced. He puts a big thermometer graph on the wall with the number 1,000,000 on the top. Every day, he extends the red line to show how many lines have been added. Three days after the thermometer appears on the wall, your boss stops you in the hall. "That graph isn't growing quickly enough. We need to have a million lines done by October 1." "We aren't even sh-sh-sure that the proshect will require a m-million linezh," you blather. "We have to have a million lines done by October 1," your boss reiterates. His points have grown again, and the Grecian formula he uses on them creates an aura of authority and competence. "Are you sure your comment blocks are big enough?" Then, in a flash of managerial insight, he says, "I have it! I want you to institute a new policy among the engineers. No line of code is to be longer than 20 characters. Any such line must be split into two or more preferably more. All existing code needs to be reworked to this standard. That'll get our line count up!"   You decide not to tell him that this will require two unscheduled work months. You decide not to tell him anything at all. You decide that intravenous injections of pure ethanol are the only solution. You make the appropriate arrangements. Hack, hack, hack, and hack. You and your team madly code away. By August 1, your boss, frowning at the thermometer on the wall, institutes a mandatory 50-hour workweek.   Hack, hack, hack, and hack. By September 1st, the thermometer is at 1.2 million lines and your boss asks you to write a report describing why you exceeded the coding budget by 20 percent. He institutes mandatory Saturdays and demands that the project be brought back down to a million lines. You start a campaign of remerging lines. Hack, hack, hack, and hack. Tempers are flaring; people are quitting; QA is raining trouble reports down on you. Customers are demanding installation and user manuals; salespeople are demanding advance demonstrations for special customers; the requirements document is still thrashing, the marketing folks are complaining that the product isn't anything like they specified, and the liquor store won't accept your credit card anymore. Something has to give.    On September 15, BB calls a meeting. As he enters the room, his points are emitting clouds of steam. When he speaks, the bass overtones of his carefully manicured voice cause the pit of your stomach to roll over. "The QA manager has told me that this project has less than 50 percent of the required features implemented. He has also informed me that the system crashes all the time, yields wrong results, and is hideously slow. He has also complained that he cannot keep up with the continuous train of daily releases, each more buggy than the last!" He stops for a few seconds, visibly trying to compose himself. "The QA manager estimates that, at this rate of development, we won't be able to ship the product until December!" Actually, you think it's more like March, but you don't say anything. "December!" BB roars with such derision that people duck their heads as though he were pointing an assault rifle at them. "December is absolutely out of the question. Team leaders, I want new estimates on my desk in the morning. I am hereby mandating 65-hour work weeks until this project is complete. And it better be complete by November 1."   As he leaves the conference room, he is heard to mutter: "Empowermentbah!" * * * Your boss is bald; his points are mounted on BB's wall. The fluorescent lights reflecting off his pate momentarily dazzle you. "Do you have anything to drink?" he asks. Having just finished your last bottle of Boone's Farm, you pull a bottle of Thunderbird from your bookshelf and pour it into his coffee mug. "What's it going to take to get this project done? " he asks. "We need to freeze the requirements, analyze them, design them, and then implement them," you say callously. "By November 1?" your boss exclaims incredulously. "No way! Just get back to coding the damned thing." He storms out, scratching his vacant head.   A few days later, you find that your boss has been transferred to the corporate research division. Turnover has skyrocketed. Customers, informed at the last minute that their orders cannot be fulfilled on time, have begun to cancel their orders. Marketing is re-evaluating whether this product aligns with the overall goals of the company. Memos fly, heads roll, policies change, and things are, overall, pretty grim. Finally, by March, after far too many sixty-five hour weeks, a very shaky version of the software is ready. In the field, bug-discovery rates are high, and the technical support staff are at their wits' end, trying to cope with the complaints and demands of the irate customers. Nobody is happy.   In April, BB decides to buy his way out of the problem by licensing a product produced by Rupert Industries and redistributing it. The customers are mollified, the marketing folks are smug, and you are laid off.     Rupert Industries: Project Alpha   Your name is Robert. The date is January 3, 2001. The quiet hours spent with your family this holiday have left you refreshed and ready for work. You are sitting in a conference room with your team of professionals. The manager of the division called the meeting. "We have some ideas for a new project," says the division manager. Call him Russ. He is a high-strung British chap with more energy than a fusion reactor. He is ambitious and driven but understands the value of a team. Russ describes the essence of the new market opportunity the company has identified and introduces you to Jane, the marketing manager, who is responsible for defining the products that will address it. Addressing you, Jane says, "We'd like to start defining our first product offering as soon as possible. When can you and your team meet with me?" You reply, "We'll be done with the current iteration of our project this Friday. We can spare a few hours for you between now and then. After that, we'll take a few people from the team and dedicate them to you. We'll begin hiring their replacements and the new people for your team immediately." "Great," says Russ, "but I want you to understand that it is critical that we have something to exhibit at the trade show coming up this July. If we can't be there with something significant, we'll lose the opportunity."   "I understand," you reply. "I don't yet know what it is that you have in mind, but I'm sure we can have something by July. I just can't tell you what that something will be right now. In any case, you and Jane are going to have complete control over what we developers do, so you can rest assured that by July, you'll have the most important things that can be accomplished in that time ready to exhibit."   Russ nods in satisfaction. He knows how this works. Your team has always kept him advised and allowed him to steer their development. He has the utmost confidence that your team will work on the most important things first and will produce a high-quality product.   * * *   "So, Robert," says Jane at their first meeting, "How does your team feel about being split up?" "We'll miss working with each other," you answer, "but some of us were getting pretty tired of that last project and are looking forward to a change. So, what are you people cooking up?" Jane beams. "You know how much trouble our customers currently have . . ." And she spends a half hour or so describing the problem and possible solution. "OK, wait a second" you respond. "I need to be clear about this." And so you and Jane talk about how this system might work. Some of her ideas aren't fully formed. You suggest possible solutions. She likes some of them. You continue discussing.   During the discussion, as each new topic is addressed, Jane writes user story cards. Each card represents something that the new system has to do. The cards accumulate on the table and are spread out in front of you. Both you and Jane point at them, pick them up, and make notes on them as you discuss the stories. The cards are powerful mnemonic devices that you can use to represent complex ideas that are barely formed.   At the end of the meeting, you say, "OK, I've got a general idea of what you want. I'm going to talk to the team about it. I imagine they'll want to run some experiments with various database structures and presentation formats. Next time we meet, it'll be as a group, and we'll start identifying the most important features of the system."   A week later, your nascent team meets with Jane. They spread the existing user story cards out on the table and begin to get into some of the details of the system. The meeting is very dynamic. Jane presents the stories in the order of their importance. There is much discussion about each one. The developers are concerned about keeping the stories small enough to estimate and test. So they continually ask Jane to split one story into several smaller stories. Jane is concerned that each story have a clear business value and priority, so as she splits them, she makes sure that this stays true.   The stories accumulate on the table. Jane writes them, but the developers make notes on them as needed. Nobody tries to capture everything that is said; the cards are not meant to capture everything but are simply reminders of the conversation.   As the developers become more comfortable with the stories, they begin writing estimates on them. These estimates are crude and budgetary, but they give Jane an idea of what the story will cost.   At the end of the meeting, it is clear that many more stories could be discussed. It is also clear that the most important stories have been addressed and that they represent several months worth of work. Jane closes the meeting by taking the cards with her and promising to have a proposal for the first release in the morning.   * * *   The next morning, you reconvene the meeting. Jane chooses five cards and places them on the table. "According to your estimates, these cards represent about one perfect team-week's worth of work. The last iteration of the previous project managed to get one perfect team-week done in 3 real weeks. If we can get these five stories done in 3 weeks, we'll be able to demonstrate them to Russ. That will make him feel very comfortable about our progress." Jane is pushing it. The sheepish look on her face lets you know that she knows it too. You reply, "Jane, this is a new team, working on a new project. It's a bit presumptuous to expect that our velocity will be the same as the previous team's. However, I met with the team yesterday afternoon, and we all agreed that our initial velocity should, in fact, be set to one perfectweek for every 3 real-weeks. So you've lucked out on this one." "Just remember," you continue, "that the story estimates and the story velocity are very tentative at this point. We'll learn more when we plan the iteration and even more when we implement it."   Jane looks over her glasses at you as if to say "Who's the boss around here, anyway?" and then smiles and says, "Yeah, don't worry. I know the drill by now."Jane then puts 15 more cards on the table. She says, "If we can get all these cards done by the end of March, we can turn the system over to our beta test customers. And we'll get good feedback from them."   You reply, "OK, so we've got our first iteration defined, and we have the stories for the next three iterations after that. These four iterations will make our first release."   "So," says Jane, can you really do these five stories in the next 3 weeks?" "I don't know for sure, Jane," you reply. "Let's break them down into tasks and see what we get."   So Jane, you, and your team spend the next several hours taking each of the five stories that Jane chose for the first iteration and breaking them down into small tasks. The developers quickly realize that some of the tasks can be shared between stories and that other tasks have commonalities that can probably be taken advantage of. It is clear that potential designs are popping into the developers' heads. From time to time, they form little discussion knots and scribble UML diagrams on some cards.   Soon, the whiteboard is filled with the tasks that, once completed, will implement the five stories for this iteration. You start the sign-up process by saying, "OK, let's sign up for these tasks." "I'll take the initial database generation." Says Pete. "That's what I did on the last project, and this doesn't look very different. I estimate it at two of my perfect workdays." "OK, well, then, I'll take the login screen," says Joe. "Aw, darn," says Elaine, the junior member of the team, "I've never done a GUI, and kinda wanted to try that one."   "Ah, the impatience of youth," Joe says sagely, with a wink in your direction. "You can assist me with it, young Jedi." To Jane: "I think it'll take me about three of my perfect workdays."   One by one, the developers sign up for tasks and estimate them in terms of their own perfect workdays. Both you and Jane know that it is best to let the developers volunteer for tasks than to assign the tasks to them. You also know full well that you daren't challenge any of the developers' estimates. You know these people, and you trust them. You know that they are going to do the very best they can.   The developers know that they can't sign up for more perfect workdays than they finished in the last iteration they worked on. Once each developer has filled his or her schedule for the iteration, they stop signing up for tasks.   Eventually, all the developers have stopped signing up for tasks. But, of course, tasks are still left on the board.   "I was worried that that might happen," you say, "OK, there's only one thing to do, Jane. We've got too much to do in this iteration. What stories or tasks can we remove?" Jane sighs. She knows that this is the only option. Working overtime at the beginning of a project is insane, and projects where she's tried it have not fared well.   So Jane starts to remove the least-important functionality. "Well, we really don't need the login screen just yet. We can simply start the system in the logged-in state." "Rats!" cries Elaine. "I really wanted to do that." "Patience, grasshopper." says Joe. "Those who wait for the bees to leave the hive will not have lips too swollen to relish the honey." Elaine looks confused. Everyone looks confused. "So . . .," Jane continues, "I think we can also do away with . . ." And so, bit by bit, the list of tasks shrinks. Developers who lose a task sign up for one of the remaining ones.   The negotiation is not painless. Several times, Jane exhibits obvious frustration and impatience. Once, when tensions are especially high, Elaine volunteers, "I'll work extra hard to make up some of the missing time." You are about to correct her when, fortunately, Joe looks her in the eye and says, "When once you proceed down the dark path, forever will it dominate your destiny."   In the end, an iteration acceptable to Jane is reached. It's not what Jane wanted. Indeed, it is significantly less. But it's something the team feels that can be achieved in the next 3 weeks.   And, after all, it still addresses the most important things that Jane wanted in the iteration. "So, Jane," you say when things had quieted down a bit, "when can we expect acceptance tests from you?" Jane sighs. This is the other side of the coin. For every story the development team implements,   Jane must supply a suite of acceptance tests that prove that it works. And the team needs these long before the end of the iteration, since they will certainly point out differences in the way Jane and the developers imagine the system's behaviour.   "I'll get you some example test scripts today," Jane promises. "I'll add to them every day after that. You'll have the entire suite by the middle of the iteration."   * * *   The iteration begins on Monday morning with a flurry of Class, Responsibilities, Collaborators sessions. By midmorning, all the developers have assembled into pairs and are rapidly coding away. "And now, my young apprentice," Joe says to Elaine, "you shall learn the mysteries of test-first design!"   "Wow, that sounds pretty rad," Elaine replies. "How do you do it?" Joe beams. It's clear that he has been anticipating this moment. "OK, what does the code do right now?" "Huh?" replied Elaine, "It doesn't do anything at all; there is no code."   "So, consider our task; can you think of something the code should do?" "Sure," Elaine said with youthful assurance, "First, it should connect to the database." "And thereupon, what must needs be required to connecteth the database?" "You sure talk weird," laughed Elaine. "I think we'd have to get the database object from some registry and call the Connect() method. "Ah, astute young wizard. Thou perceives correctly that we requireth an object within which we can cacheth the database object." "Is 'cacheth' really a word?" "It is when I say it! So, what test can we write that we know the database registry should pass?" Elaine sighs. She knows she'll just have to play along. "We should be able to create a database object and pass it to the registry in a Store() method. And then we should be able to pull it out of the registry with a Get() method and make sure it's the same object." "Oh, well said, my prepubescent sprite!" "Hay!" "So, now, let's write a test function that proves your case." "But shouldn't we write the database object and registry object first?" "Ah, you've much to learn, my young impatient one. Just write the test first." "But it won't even compile!" "Are you sure? What if it did?" "Uh . . ." "Just write the test, Elaine. Trust me." And so Joe, Elaine, and all the other developers began to code their tasks, one test case at a time. The room in which they worked was abuzz with the conversations between the pairs. The murmur was punctuated by an occasional high five when a pair managed to finish a task or a difficult test case.   As development proceeded, the developers changed partners once or twice a day. Each developer got to see what all the others were doing, and so knowledge of the code spread generally throughout the team.   Whenever a pair finished something significant whether a whole task or simply an important part of a task they integrated what they had with the rest of the system. Thus, the code base grew daily, and integration difficulties were minimized.   The developers communicated with Jane on a daily basis. They'd go to her whenever they had a question about the functionality of the system or the interpretation of an acceptance test case.   Jane, good as her word, supplied the team with a steady stream of acceptance test scripts. The team read these carefully and thereby gained a much better understanding of what Jane expected the system to do. By the beginning of the second week, there was enough functionality to demonstrate to Jane. She watched eagerly as the demonstration passed test case after test case. "This is really cool," Jane said as the demonstration finally ended. "But this doesn't seem like one-third of the tasks. Is your velocity slower than anticipated?"   You grimace. You'd been waiting for a good time to mention this to Jane but now she was forcing the issue. "Yes, unfortunately, we are going more slowly than we had expected. The new application server we are using is turning out to be a pain to configure. Also, it takes forever to reboot, and we have to reboot it whenever we make even the slightest change to its configuration."   Jane eyes you with suspicion. The stress of last Monday's negotiations had still not entirely dissipated. She says, "And what does this mean to our schedule? We can't slip it again, we just can't. Russ will have a fit! He'll haul us all into the woodshed and ream us some new ones."   You look Jane right in the eyes. There's no pleasant way to give someone news like this. So you just blurt out, "Look, if things keep going like they're going, we're not going to be done with everything by next Friday. Now it's possible that we'll figure out a way to go faster. But, frankly, I wouldn't depend on that. You should start thinking about one or two tasks that could be removed from the iteration without ruining the demonstration for Russ. Come hell or high water, we are going to give that demonstration on Friday, and I don't think you want us to choose which tasks to omit."   "Aw forchrisakes!" Jane barely manages to stifle yelling that last word as she stalks away, shaking her head. Not for the first time, you say to yourself, "Nobody ever promised me project management would be easy." You are pretty sure it won't be the last time, either.   Actually, things went a bit better than you had hoped. The team did, in fact, have to drop one task from the iteration, but Jane had chosen wisely, and the demonstration for Russ went without a hitch. Russ was not impressed with the progress, but neither was he dismayed. He simply said, "This is pretty good. But remember, we have to be able to demonstrate this system at the trade show in July, and at this rate, it doesn't look like you'll have all that much to show." Jane, whose attitude had improved dramatically with the completion of the iteration, responded to Russ by saying, "Russ, this team is working hard, and well. When July comes around, I am confident that we'll have something significant to demonstrate. It won't be everything, and some of it may be smoke and mirrors, but we'll have something."   Painful though the last iteration was, it had calibrated your velocity numbers. The next iteration went much better. Not because your team got more done than in the last iteration but simply because the team didn't have to remove any tasks or stories in the middle of the iteration.   By the start of the fourth iteration, a natural rhythm has been established. Jane, you, and the team know exactly what to expect from one another. The team is running hard, but the pace is sustainable. You are confident that the team can keep up this pace for a year or more.   The number of surprises in the schedule diminishes to near zero; however, the number of surprises in the requirements does not. Jane and Russ frequently look over the growing system and make recommendations or changes to the existing functionality. But all parties realize that these changes take time and must be scheduled. So the changes do not cause anyone's expectations to be violated. In March, there is a major demonstration of the system to the board of directors. The system is very limited and is not yet in a form good enough to take to the trade show, but progress is steady, and the board is reasonably impressed.   The second release goes even more smoothly than the first. By now, the team has figured out a way to automate Jane's acceptance test scripts. The team has also refactored the design of the system to the point that it is really easy to add new features and change old ones. The second release was done by the end of June and was taken to the trade show. It had less in it than Jane and Russ would have liked, but it did demonstrate the most important features of the system. Although customers at the trade show noticed that certain features were missing, they were very impressed overall. You, Russ, and Jane all returned from the trade show with smiles on your faces. You all felt as though this project was a winner.   Indeed, many months later, you are contacted by Rufus Inc. That company had been working on a system like this for its internal operations. Rufus has canceled the development of that system after a death-march project and is negotiating to license your technology for its environment.   Indeed, things are looking up!

  Read the article

• Defend Your Servers from the Bad Guys in ‘Install D’

  - by Akemi Iwaya

  If you love playing tower defense games, then you will definitely want to give today’s offering a try. In ‘Install D’, you must defend your servers from all manner of problems such as glitches, bugs, and viruses that are ready to bring your systems to their knees! Can you succeed, or will the IT department be hanging out the ‘Help Wanted’ sign?Click Here to Continue Reading

  Read the article

• Stream Music and Video Over the Internet with Windows Media Player 12

  - by DigitalGeekery

  A new feature in Windows Media Player 12, which is included with Windows 7, is being able to stream media over the web to other Windows 7 computers.  Today we will take a look at how to set it up and what you need to begin. Note: You will need to perform this process on each computer that you want to use. What You’ll Need Two computers running Windows 7 Home Premium, Professional, or Ultimate. The host, or home computer that you will be streaming the media from, cannot be on a public network or part of domain. Windows Live ID UPnP or Port Forwarding enabled on your home router Media files added to your Windows Media Player library Windows Live ID Sign up online for a Windows Live ID if you do not already have one. See the link below for a link to Windows Live.   Configuring the Windows 7 Computers Open Windows Media Player and go to the library section. Click on Stream and then “Allow Internet access to home media.”   The Internet Home Media Access pop up window will prompt you to link your Windows Live ID to a user account. Click “Link an online ID.” If you haven’t already installed the Windows Live ID Sign-In Assistant, you will be taken to Microsoft’s website and prompted to download it. Once you have completed the Windows Live download assistant install, you will see Windows Live ID online provider appear in the “Link Online IDs” window. Click on “Link Online ID.” Next, you’ll be prompted for a Windows Live ID and password. Enter your Windows Live ID and password and click “Sign In.” A pop up window will notify you that you have successfully allowed Internet access to home media. Now, you will have to repeat the exact same configuration on the 2nd Windows 7 computer. Once you have completed the same configuration on your 2nd computer, you might also need to configure your home router for port forwarding. If your router supports UPnP, you may not need to manually forward any ports on your router. So, this would be a good time to test your connection. Go to a nearby hotspot, or perhaps a neighbor’s house, and test to see if you can stream your media. If not, you’ll need to manually forward the ports. You can always choose to forward the ports anyway, just in case. Note: We tested on a Linksys WRT54GL router, which supports UPnP, and found we still needed to manually forward the ports. Finding the ports to forward on the router Open Windows Media Player and make sure you are in Library view. Click on “Stream” on the top menu, and select “Allow Internet access to home media.”   On the “Internet Home Media Access” window, click on “Diagnose connections.” The “Internet Streaming Diagnostic Tool” will pop up. Click on “Port forwarding information” near the bottom.   On the “Port Forwarding Information” window you will find both the Internal and External Port numbers you will need to forward on your router. The Internal port number should always be 10245. The external number will be different depending on your computer. Microsoft also recommends forwarding port 443. Configuring the Router Next, you’ll need to configure Port Forwarding on your home router. We will show you the steps for a Linksys WRT54GL router, however, the steps for port forwarding will vary from router to router. On the Linksys configuration page, click on the Administration Tab along the top, click the “Applications & Gaming Tab, and then the “Port Range Forward” tab below it. Under “Application,” type in a name. It can be any name you choose. In both the “Start” and “End” boxes, type the port number. Enter the IP address of your home computer in the IP address column. Click the check box under “Enable.” Do this for both the internal and external port numbers and port 443. When finished, click the “Save Settings” button. Note: It’s highly recommended that you configure your home computer with a static IP address When you’re ready to play your media over the Internet, open up Windows Media Player and look for your host computer and username listed under “Other Libraries.” Click on it expand the list to see your media libraries. Choose a library and a file to play. Now you can enjoy your streaming media over the Internet. Conclusion We found media streaming over the Internet to work fairly well. However, we did see a loss of quality with streaming video. Also, Recorded TV .wtv and dvr-ms files did not play at all. Check out our previous article to see how to stream media share and stream media between Windows 7 computers on your home network. Similar Articles Productive Geek Tips Enable Media Streaming in Windows Home Server to Windows Media PlayerFixing When Windows Media Player Library Won’t Let You Add FilesShare Digital Media With Other Computers on a Home Network with Windows 7Share and Stream Digital Media Between Windows 7 Machines On Your Home NetworkLearning Windows 7: Manage Your Music with Windows Media Player TouchFreeze Alternative in AutoHotkey The Icy Undertow Desktop Windows Home Server – Backup to LAN The Clear & Clean Desktop Use This Bookmarklet to Easily Get Albums Use AutoHotkey to Assign a Hotkey to a Specific Window Latest Software Reviews Tinyhacker Random Tips Revo Uninstaller Pro Registry Mechanic 9 for Windows PC Tools Internet Security Suite 2010 PCmover Professional Stormpulse provides slick, real time weather data Geek Parents – Did you try Parental Controls in Windows 7? Change DNS servers on the fly with DNS Jumper Live PDF Searches PDF Files and Ebooks Converting Mp4 to Mp3 Easily Use Quick Translator to Translate Text in 50 Languages (Firefox)

  Read the article

• OFM 11g: OAM SSO for Forms and ADF Faces

  - by olaf.heimburger

  In my blog entry OFM 11g: Implementing OAM SSO with Forms we set the foundation for providing a complete Single Sign-On solution based on Oracle Access Manager (OAM). This foundation should now be used to combine Forms 11g and ADF Faces 11g applications with a transparent login. The Beginning Before we start, lets re-consider the requirements to achieve the ultimate goal. These are:- Access to the Forms 11g Application must be authenticated by OAM (protected). Access to the ADF Faces 11g Application must be authenticated by OAM (protected). Switching from one application to the other should not result in a re-authentication (aka single sign-on). User identity should be availble to the application without any extra work in the application code. All these are the common requirements for a single sign-on solution. The challenge here is that Forms relies on Oracle AS SSO (OSSO or "the old SSO") while ADF Faces is quite open and can be protected by Oracle AS SSO and Oracle Access Manager SSO (OAM SSO or "the modern SSO"). Both application types can use their own login mechanism. The Forms 11g Application To demonstrate the SSO functionality, we use the standard Forms test (/forms/frmservlet?form=test.fmx). Although this shows nothing specific in the Forms application, it is good enough to demonstrate that it is protected. The ADF Faces 11g Application With ADF 11g you can develop quite a number of useful Faces based applications. Among many features, it comes with the ADF Security feature that provides you with functionality to protect your pages, regions, and even TaskFlows from un-authenticated usage in a declarative way.To demonstrate that functionality a sample application with different access levels plus a login dialog is used. This application comes with a publc page that has protected content (a button). Once you are authenticated for the application, the protected content and some personalisation (the users name) is shown. Protecting Forms 11g As already explained in the OFM 11g: Implementing OAM SSO with Forms, the easiest way to protect a Forms application is to configure it as a OSSO partner application, setup mod_osso, test it, migrate OSSO to OAM SSO with the Upgrade Agent, reconfigure mod_osso, and you are done.Sort of. By default the OAM is configured to run in co-exist mode. This means that a user has to re-authenticate to the Forms application when logged into an OAM SSO application before. To avoid this, you must disable the co-exist mode, for example by using WLST and issue the disableCoexistMode on the OAM server. Protecting ADF Faces 11g To protect an ADF Faces 11g application we have to consider two scenarios: Use a HTTPD server in front of WLS Use WLS without a HTTPD server Both scenarios have their pro's and cons' and we won't get into details and just describe how to configure both. Scenario 1: HTTPD Server with WLS In this scenario we have to setup the environment in some steps:- Configure a WebGate at OAMThis configuration can be done through the OAM console or by a script. No matter which way you choose, the WebGate configuration files will be created for you. Install the OAM WebGate into an HTTPD serverThe type of webgate you need to install depends on you HTTPD server. With Oracle HTTP Server 11g you can use the latest OAM 11g WebGate. With other HTTPD servers you must resort to OAM 10g WebGates. A OAM 11g WebGate can use the pre-created configuration files supplied during the WebGate configuration at OAM. An OAM 10g WebGate asks for the specific configuration and verifies it during installation. Configure the WLS plugin to forward the requests to WLSAgain, depending on your HTTPD Server you have different plugins to forward requests to WLS. With OHS 11g you can use the pre-installed mod_wl_ohs plugin. Its configuration is quite simple and straightforward. Configure an OAM SSPI Provider as a IdentityAsserter in WLS to retrieve the user identifierThis configuration is quite important as it retrieves the user identifier for the next step. If you have a SOA Suite installation within your OFM_HOME, the necessary software is already installed and you only need to setup your Security Realm within WLS.You can do this by pointing your browser to the WLS Console, log in as administrator, select the Security Realm (usually myrealm), and select Providers. We add the OAMIdentityAsserter as the first SSPI Provider. It is important that the Control Flag is set to SUFFICIENT. Every other configuration can be left as is, no changes are necessary here. Configure an OAM Identity Provider to get the real user identityIn OFM 11g: Implementing OAM SSO with Forms we have configured an OID as Identity Store. To get the user identity we need to configure the same OID as an SSPI Provider for WLS. This will retrieve the real user information from OID and creates the JAAS Subject and Principals to be used by any application within WLS.Again, you can do this by pointing your browser to the WLS Console, log in as administrator, select the Security Realm (usually myrealm), and select Providers. Now add the OIDAuthenticator as the second SSPI Provider. It is important that the Control Flag is set to OPTIONAL. After we saved this setup, we need to configure this provider by setting the Provider Specific details to access OID. Scenario 2: WLS only This scenario is a bit easier but requires more work in the WLS setup:- Configure a WebGate at OAMThis configuration can be done through the OAM console or by a script. No matter which way you choose, the WebGate configuration files will be created for you. Configure the OAM SSPI Provider as IdentityAuthenticator to authenticate and set the user identifierWhen using the OAM SSPI Provider as OAMAuthenticator we create it with the Control Flag as SUFFICIENT. Afte saving it, the Provider Specific settings must be configured to allow the OAM SSPI Provider to connect to the OAM Server. Configure an OAM Identity Provider to get the real user identity providerAgain, you can do this by pointing your browser to the WLS Console, log in as administrator, select the Security Realm (usually myrealm), and select Providers. Now add the OIDAuthenticator as the second SSPI Provider. It is important that the Control Flag is set to OPTIONAL. After we saved this setup, we need to configure this provider by setting the Provider Specific details to access OID. Configure ADF 11g Application for OAM Actually, there are no changes to be made within the ADF application. We only need to add the value CLIENT_CERT to the <auth-mode> tag in the <login-config> tag in the web.xml file. Testing To test the configuration, simply point your browser to one of both appliction URLs. OAM should kick in and redirect you to the OAM Login page. After you have entered the correct credentials, access to the URLs is granted and you will see the application. Enjoy!

  Read the article

• Making Money from your SQL Server Blog

  - by Bill Graziano

  My SQL Server blog reading list is around one hundred blogs.  Many people are writing great content and generating lots of page views.  I see some of them running Google AdSense and trying to make a little money off their traffic.  If you want to earn some some extra money from what you’ve written there are a couple of options.  And one new option that I’m announcing here. Background Internet advertising is sold based on a few different pricing schemes.  Flat Fee.  You offer either all your impressions (page views) or some percentage of your impressions in exchange for a flat monthly fee.  CPM or cost per thousand impressions.  If the quoted price is $2 CPM you’ll get $2 for every 1,000 times the ad is displayed.  While you might think the “M” means millions, the “M” in CPM is the roman numeral for 1,000. CPC or cost per click.  This is also called PPC or pay per click.  In this method you get paid based on how many clicks there are on the ad.  CPA or cost per action.  In this method you get paid based on an action that occurs on the advertisers site after they click on the ad.  This is typically some type of sign up form.  This is how most affiliate programs work. Darren Rowse at ProBlogger has been writing about blogging and making money off blogs for years.  He has a good introduction to making money on your blog in his “Making Money” section.  If you’re interested in learning more he has a post up titled How to Make More Money From Your Blog in the New Year that links to many of his best posts on the subject. Google AdSense This is the most common method for people earning money from their blogging.  It’s easy to setup and administer.  You tell AdSense what size ads you’d like to run and it gives you a little piece of JavaScript to put on your site.  AdSense quickly learns the topics you write about and displays ads that are appropriate for your site.  I typically see ads for hosting, SQL Server tools and developer tools running in AdSense slots.  AdSense pays on a CPC model.  If you translate that back to CPM pricing you’ll see rates from $0.50 to $1.00 CPM. Amazon While you might not make much money writing books it’s now possible to make even less helping Amazon sell them.  You can sign up for an Amazon affiliate program.  Each time you send Amazon a link and someone buys the book you get a cut of that sale.  This is the CPA model from above.  Amazon can help you build some pretty nice “stores”.  Here’s the SQL Server bookstore I built for SQLTeam.com.  If you’re just putting in a page with books like I’ve done on SQLTeam you should keep your expectations low.  If you’re writing book reviews of suggesting books on your blog it really does make sense to setup an Amazon affiliate link.  People are much more likely to buy a book based on a review from a trusted source.  I always try to buy through a referral link if there is one. Amazon pays about 4% of the price as a referral fee.  You also get credit for anything else they buy while on the site.  I recently had someone buy an iPod nano with their SQL Server book making me an extra $5.60 richer!  Estimating how much you can make is difficult though.  How much attention you draw to the links and book reviews can dramatically affect the earnings. Private Ad Sales This is the hardest but potentially most lucrative option.  You sell advertising directly to companies that want to sell things to your readers.  Typically this would be SQL Server tool vendors, hosting companies or anyone else that wants to make money off database administrators.  This is also the most difficult to do.  You’ll need the contacts at the companies and enough page views to make it worth their while.  You’ll also need software to track the page views and clicks, geo-target your ads and smooth out the impressions.  Your earnings are based on whatever you can negotiate with the companies. SQL Server Ad Network For the last couple of years I’ve run any extra ads that I sold on the SQLTeam Weblogs.  You can see an example of that on Mladen’s blog.  The ad in the upper right corner is one that I’m running for him.  (Note: Many of the ads I’m running are geo-targeted to only appear in English speaking countries.  You may see a different set of ads outside the US, Canada and the UK.  You can also see he has a couple of Google ads on his blog.)  When I run ads on his blog I split the advertising revenue with him.  They make a little and I make a little. I recently started to expand this and sell advertising specifically to run on SQL Server-related blogs.  I’m also starting to run ads on non-SQLTeam blogs.  The only way I can sell more advertising is to have more blogs to run it on.  And that’s where you come in. I’ve created a SQL Server advertising network.  I handle all the ad sales and provide the technology to serve the ads.  I handle collections and payments back to you.  You get paid at the end of each month regardless of when (or if) the advertiser actually pays.  All you need to do is add a small piece of JavaScript to your site to display the ads. If you’re writing about SQL Server and interested in earning a little money for your site I’d like to talk to you.  You can use the Contact Us page on SQLTeam.com to reach me.  Running advertising on your blog isn’t for everyone.  If you’re concerned about what advertisers might think about certain posts then you might not be a good fit.  For the most part this isn’t an issue.  You’ll also need to have a PayPal account to receive payments.  You probably won’t get rich doing this.  But you can earn extra cash on the side for doing what you would do anyway.  I do know that people have earned enough to buy themselves a nice laptop doing this. My initial target is blogs with more than 10,000 page views per month.  I expect to pay two to three times what Google pays.  If you have less than 10,000 page views per month but are still interested I’d still like to hear from you.  I may not be able to sign up smaller blogs right away but we’ll get the process started.  If you’re unsure about your traffic Google Analytics is a free tool that provides great reporting on traffic, popular posts and how people find your blog.  If you have any questions or are just curious drop me a line and I’ll try to answer your questions.

  Read the article

• Internet on Ubuntu 12.04 stopped to work after installing updates from the update manager

  - by roman sukhanov

  I have wireless Internet access and it worked well on Ubuntu 12.04 LTS until today, when I installed updates from the Update Manager. After the reloading of the computer the sign of Internet disappeared and the Internet connection stopped working. I went to the Network section of the System settings and got such a message: The system network services are not compatible with this version. ping 8.8.8.8 gives the result Network is unreachable. What should I do?

  Read the article

• How do I fix “Ubuntu is running in low-graphics mode?” for NVIDIA GeForce GT555M

  - by David Chen

  As title, I'm using Ubuntu 10.04, and my ubuntu kept showing the sign “Ubuntu is running in low-graphics mode”. I've read another question with same topic (http://askubuntu.com/questions/10664/how-do-i-fix-ubuntu-is-running-in-low-graphics-mode ), but the other one is using ATI Radeon X1200. How can I fix the problem? I'm running Ubuntu on a 200GB partition, and the rest of my computer is Windows7. My graphic card is NVIDIA GeForce GT 555M, and my computer is ACER ASPIRE 5951G.

  Read the article

• Share IIS and related information via IIS Community Newsletter WIKI

  - by steve schofield

  Trying something different!  Do you have something to share with the IIS community?  Are you an IIS community leader wanting to share your info?  Do you run a local usergroup and want to let others know!  Sign-up for our WIKI @ http://www.iislogs.com/wiki/   The information will be reviewed and potentially included in the IIS Community Newsletter.  Cheers, Steve SchofieldMicrosoft MVP - IIS  

  Read the article

• NetBeans Podcast 69

  - by TinuA

  Podcast Guests: Terrence Barr, Simon Ritter, Jaroslav Tulach (It's an all-Oracle lineup!) Download mp3: 47 Minutes – 39.5 mb Subscribe on iTunes NetBeans Community News with Geertjan and Tinu If you missed the first two Java Virtual Developer Day events in early May, there's still one more LIVE training left on May 28th. Sign up here to participate live in the APAC time zone or watch later ON DEMAND. Video: Get started with Vaadin development using NetBeans IDE NetBeans IDE was at JavaCro 2014 and at Hippo Get-together 2014 Another great lineup is in the works for NetBeans Day at JavaOne 2014. More details coming soon! NetBeans' Facebook page is almost at 40,000 Likes! Help us crack that milestone in the next few weeks! Other great ways to stay updated about NetBeans? Twitter and Google+. 09:28 / Terrence Barr - What to Know about Java Embedded Terrence Barr, a Senior Technologist and Principal Product Manager for Embedded and Mobile technologies at Oracle, discusses new features of the Java SE Embedded and Java ME Embedded platforms, and sheds some light on the differences between them and what they have to offer to developers. Learn more about Java SE Embedded Tutorial: Using Oracle Java SE Embedded Support in NetBeans IDE Learn more about Java ME Embedded Video: NetBeans IDE Support for Java ME 8 Video: Installing and Using Java ME SDK 8.0 Plugins in NetBeans IDE Follow Terrence Barr to keep up with news in the Embedded space: Blog and Twitter 26:02 / Simon Ritter - A Massive Serving of Raspberry Pi Oracle's Raspberry Pi virtual course is back by popular demand! Simon Ritter, the head of Oracle's Java Technology Evangelism team, chats about the second run of the free Java Embedded course (starting May 30th), what participants can expect to learn, NetBeans' support for Java ME development, and other Java trainings coming to a desktop, laptop or user group near you. Sign up for the Oracle MOOC: Develop Java Embedded Applications Using Raspberry Pi Find out when Simon Ritter and the Java Evangelism team are coming to a Java event or JUG in your area--follow them on Twitter: Simon Ritter Angela Caicedo Steven Chin Jim Weaver 36:58 / Jaroslav Tulach - A Perfect Translation Jaroslav Tulach returns to the NetBeans podcast with tales about the Japanese translation of the Practical API Design book, which he contends surpasses all previous translations, including the English edition! Order "Practical API Design" (Japanese Version)  Find out why the Japanese translation is the best edition yet *Have ideas for NetBeans Podcast topics? Send them to ">nbpodcast at netbeans dot org. *Subscribe to the official NetBeans page on Facebook! Check us out as well on Twitter, YouTube, and Google+.

  Read the article

• Chicago Code Camp Call For Speakers

  - by Tim Murphy

  The Chicago Code Camp is coming up on May 1st, 2010.  They are still looking for speaker.  If you have a rock’n code demonstration that you would like to present to the community be sure to sign up.  If you know someone else who has some ideas that you really think they should share with the world guilt them in to signing up.  http://www.chicagocodecamp.com/ del.icio.us Tags: Chicago Code Camp,call for speakers

  Read the article

< Previous Page | 26 27 28 29 30 31 32 33 34 35 36 37  | Next Page >