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• Set a datetime for next or previous sunday at specific time

  - by Marc

  I have an app where there is always a current contest (defined by start_date and end_date datetime). I have the following code in the application_controller.rb as a before_filter. def load_contest @contest_last = Contest.last @contest_last.present? ? @contest_leftover = (@contest_last.end_date.utc - Time.now.utc).to_i : @contest_leftover = 0 if @contest_last.nil? Contest.create(:start_date => Time.now.utc, :end_date => Time.now.utc + 10.minutes) elsif @contest_leftover < 0 @winner = Organization.order('votes_count DESC').first @contest_last.update_attributes!(:organization_id => @winner.id, :winner_votes => @winner.votes_count) if @winner.present? Organization.update_all(:votes_count => 0) Contest.create(:start_date => @contest_last.end_date.utc, :end_date => Time.now.utc + 10.minutes) end end My questions: 1) I would like to change the :end_date to something that signifies next Sunday at a certain time (eg. next Sunday at 8pm). Similarly, I could then set the :start_date to to the previous Sunday at a certain time. I saw that there is a sunday() class (http://api.rubyonrails.org/classes/Time.html#method-i-sunday), but not sure how to specify a certain time on that day. 2) For this situation of always wanting the current contest, is there a better way of loading it in the app? Would caching it be better and then reloading if a new one is created? Not sure how this would be done, but seems to be more efficient. Thanks!

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• Are there any less costlier alternatives to Amazon's Relational Database Services (RDS)?

  - by swapnonil

  Hi All, I have the following requirement. I have with me a database containing the contact and address details of at least 2000 members of my school alumni organization. We want to store all that information in a relation model so that This data can be created and edited on demand. This data is always backed up and should be simple to restore in case the master copy becomes unusable. All sensitive personal information residing in this database is guaranteed to be available only to authorized users. This database won't be online in the first 6 months. It will become online only after a website is built on top of it. I am not a DBA and I don't want to spend time doing things like backups. I thought Amazon's RDS with it's automatic backup facility was the perfect solution for our needs. The only problem is that being a voluntary organization we cannot spare the monthly $100 to $150 fees this service demands. So my question is, are there any less costlier alternatives to Amazon's RDS?

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• What tools do you have at your disposal as a manager to promote a way of thinking

  - by John Leidegren

  This question goes beoynd just programming, but I'd like to get some input on this, if that's okay with the community. Preferably from people that do a lot of coding themselves but also manage other people coding. My problem is this. We have all these ideas that we know is good for the overall strategy of the company and the problem is not figuring out what to do, it's to come about this change. Just telling someone to do things differently isn't enough and it's hard to promote a mind set that is shared within all of the company, (this will take time). If I could jump forward I'd like it if we could create a very nurturing company culture that promotes these ideals cross all areas but I'm not sure what tools to use. And by tools I mean anything I'm legally permitted to do. e.g. we could talk about, we could arrange traning sessions, we could spend more time in meeting (talk about it more), we could spend more time designing, we could spend more time pair-programming, we could add/remove incentive or we could encurage more play. Ultimately if we did all of these things what will be the recurring theme that ties this together. I'd like to be able to answer the question -- why should we do things like this? -- and come up with an answer that explains how important it is to think about our ideals from begining to end. I've puposly avoided to talk about or specifics of the situtation becuase I believe that it narrows things down too much. But I guess, by know you either know how to answer this question or you're as confused as I am ;) I'd love to hear from people who had to bring about a change in order to go from chaos to order, or fix something in the organization which wasn't working. And I'd like to hear it from the perspective of the developer and designer. -- or -- You could simply weigh in on what are the most important qualities in an organization encurage or stimulate rigid fun development cycle from start to finish?

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• Accessing global variables in a flash[:notice]

  - by Trip

  This is deals_controller.rb. And it works like this, except two things. Not sure how to call Deal.count to add in my flash[:notice] . I get the hunch that its not calling something global. I need that contional statement back, as I'm pretty sure its responsible for actually adding the new @deal . So I assume my syntax is off. Do note, I added an extra 'end' when I uncomment this block. def create -# This will use the disclaimer_ids submitted from the check boxes in the view -# to add/delete deal.disclaimers entries to matched the list of checked boxes. @deal = Deal.new(params[:deal]) -# <------I Need this commented out IF statement back ------- -#if @deal.valid? && @organization.deals << @deal flash[:notice] = 'Your promotion is published! You may find it in the number 1 position of our #{deal.count} previously posted promotions. To see your promotion, click here."' respond_to do |format| format.html { redirect_to organization_deals_path(@organization) } format.js -# I Need this IF Statement Back! -#else -#@disclaimers = Disclaimer.all -#render :action = 'new' end end Thanks!

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• Transformation of Product Management in Telecommunications for Rapid Launch of Next Generation Products

  - by raul.goycoolea

  @font-face { font-family: "Arial"; }@font-face { font-family: "Courier New"; }@font-face { font-family: "Wingdings"; }@font-face { font-family: "Cambria"; }p.MsoNormal, li.MsoNormal, div.MsoNormal { margin: 0cm 0cm 0.0001pt; font-size: 12pt; font-family: "Times New Roman"; }a:link, span.MsoHyperlink { color: blue; text-decoration: underline; }a:visited, span.MsoHyperlinkFollowed { color: purple; text-decoration: underline; }p.MsoListParagraph, li.MsoListParagraph, div.MsoListParagraph { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoListParagraphCxSpFirst, li.MsoListParagraphCxSpFirst, div.MsoListParagraphCxSpFirst { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoListParagraphCxSpMiddle, li.MsoListParagraphCxSpMiddle, div.MsoListParagraphCxSpMiddle { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoListParagraphCxSpLast, li.MsoListParagraphCxSpLast, div.MsoListParagraphCxSpLast { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }div.Section1 { page: Section1; }ol { margin-bottom: 0cm; }ul { margin-bottom: 0cm; } The Telecom industry continues to evolve through disruptive products, uncertain markets, shorter product lifecycles and convergence of technologies. Today’s market has moved from network centric to consumer centric and focuses primarily on the customer experience. It has resulted in several product management challenges such as an increased complexity and volume of offerings, creating product variants, accelerating time-to-market, ability to provide multiple product views for varied stakeholders, leveraging OSS intelligence to BSS layer, product co-creation and increasing audit and security concerns for service providers. The document discusses how enterprise product management enabled by PLM-based product catalogue solutions helps to launch next generation products rapidly in the context of the Telecommunication Industry.   1.0.       Introduction   Figure 1: Business Scenario   Modern business demands the launch of complex products in a very short timeframe and effecting changes in the price plan faster without IT intervention. One of the key transformation initiatives companies are focusing on is in the area of product management transformation and operational efficiency improvement. As part of these initiatives, companies are investing in best- in-class COTs-based Product Management solutions developed on industry-wide standards.   The new COTs packages are planned to integrate with existing or new B/OSS systems to provide a strategic end-to-end agile solution for reduced time-to-market and order journey time. In addition, system rationalization is being undertaken to phase out legacy systems and migrate to strategic systems.   2.0.       An Overview of Product Management in Telecom   Product data in telecom is multi- dimensional and difficult to manage. It increased significantly due to the complexity of the product, product offerings on the converged network, increased volume of offerings, bundled offering structures and ever increasing regulatory requirements.   In addition, the shrinking product lifecycle in telecom makes it difficult to manage the dynamic product data. Mergers and acquisitions coupled with organic growth pose major challenges in product portfolio management. It is a roadblock in the journey towards becoming an agile organization.       Figure 2: Complexity in Product Management   Network Technology’ is the new dimension in telecom product management where the same products are realized through different networks i.e., Soiled network to Converged network. Consequently, the product solution is different.     Figure 3: Current Scenario - Pain Points in Product Management   The major business implications arising out of the current scenario are slow time-to-market and an inefficient process that affects innovation.   3.0. Transformation of Next Generation Product Management   Companies must focus on their Product Management Transformation Journey in the areas of:   ·       Management of single truth of product information across the organization/geographies which is currently managed in heterogeneous systems   ·       Management of the Intellectual Property (IP) on the product concept and partnership in the design of discrete components to integrate into the system   ·       Leveraging structured and unstructured product data within the extended enterprise to extract consumer insights and drive innovation   ·       Management of effective operational separation to comply with regulatory bodies   ·       Reuse of existing designs and add relevant features such as value-added services to enable effective product bundling     Figure 4: Next generation needs   PLM-based Enterprise Product Catalogue solutions efficiently address the above requirements and act as an enabler towards product management transformation and rapid product launch.   4.0. PLM-based Enterprise Product Management     Figure 5: PLM-based Enterprise Product Mastering   Enterprise Product Management (EPM) enables the business to manage complex product attributes of data in complex environments. Product Mastering helps create a 'single view' of the product by creating a business-driven, IT-supported environment where a global 'single truth record' is created, managed and reused.   4.1 The Business Case for Telco PLM-based solutions for Enterprise Product Management   ·       Telco PLM-based Product Mastering solutions provide a centralized authoring environment for product definition and control of all product data and rules   ·       PLM packages are designed to support multiple perspectives of product data (ordering perspective, billing perspective, provisioning perspective)   ·       Maintains relationships/links between different elements of the entire product definition   ·       Telco PLM packages are specialized in next generation lifecycle management requirements of products such as revision and state management, test and release management, role management and impact analysis)   ·       Takes into consideration all aspects of OSS product requirements compared to CRM product catalogue solutions where the product data managed is mostly order oriented and transactional     ·       New breed of Telco PLM packages are designed with 'open' standards such as SID and eTOM. They are interoperable, support integration frameworks such as subscription and notification.   ·       Telco PLM packages have developed good collaboration frameworks to integrate suppliers and partners into the product development value chain   4.2 Various Architectures/Approaches for Product Mastering using Telco PLM systems   4. 2.a Single Central Product Management (Mastering) Approach   Figure 6: Single Central Product Management (Master) Approach       This approach is implemented across verticals such as aerospace and automotive. It focuses on a physically centralized product master to which other sources are dependent on. The product definition data (Product bundles, service bundles, price plans, offers and discounts, product configuration rules and market campaigns) is created and maintained physically in a centralized environment. In addition, the product definition/authoring environment is centralized. The existing legacy product definition data available in CRM product catalogue, billing catalogue and the legacy product catalogue is migrated to the centralized PLM-based Enterprise Product Management solution.   Architectural changes must be made in the existing business landscape of applications to create and revise data because the applications have to refer to the central repository for approvals and validation of product configurations. It is achieved by modifying how the applications write data or how the applications can be adapted to use the rules to be managed and published.   Complete product configuration validation will be done in enterprise / central product catalogue and final configuration will be sent to the B/OSS system through the SOA compliant product distribution architecture. The approach/architecture enables greater control in terms of product data management and product data governance.   4.2.b Federated Product Management (Mastering) Architecture     Figure 7: Federated Product Management (Mastering) Architecture   In the federated product mastering approach, the basic unique product definition data (product id, description product hierarchy, basic price plans and simple product design rules) will be centrally created and will be maintained. And, the advanced product definition (Product bundling, promotions, offers & discount plans) will be created in respective down stream OSS systems. The advanced product definition (Product bundling, promotions, offers and discount plans) will be created in respective downstream OSS systems.   For example, basic product definitions such as attributes, product hierarchy and basic price plans will be created and maintained in Enterprise/Central product reference catalogue and distributed to downstream OSS systems. Respective downstream OSS systems build product bundles, promotions, advanced price plans over the basic product definition and master the advanced product definition. Central reference database accesses the respective other source product master data and assembles a point-in-time consolidated view of the product. The approach is typically adapted in some merger and acquisition scenarios where there is a low probability of a central physical authority managing the data. In addition, the migration effort in this case is minimal and there are no big architectural changes to the organization application landscape. However, this approach will not result in better product data management and data governance.   5.0 Customer Scenario – Before EPC deployment   A leading global telecommunications service provider wanted to launch a quad play and triple play service offering in the shortest possible lead time. The service provider was offering Broadband and VoIP services to customers. The company wanted to reuse a majority of the Broadband services and price plans and bundle them with new wireless and IPTV services for quad play and triple play. The challenges in launching the new service offerings were:       Figure 8: Triple Play Plan   ·       Broadband product data was stored in multiple product catalogues (CRM catalogue, Billing catalogue, spread sheets)   ·       Product managers spent a lot of time performing tasks involving duplication or re-keying of data. Manual effort caused errors, cost and time over-runs.   ·       No effective product and price data governance mechanism. Price change issues arising from the lack of data consistency across systems resulted in leakage of customer value and revenue.   ·       Product data had re-usability issues and was not in a structured format. It resulted in uncontrolled product portfolio creation and product management issues.   ·       Lack of enterprise product model resulted into product distribution challenges and thus delays in product launch.   ·       Designers are constrained by existing legacy product management solutions to model product/service requirements and product configuration rules such as upgrading, downgrading and cross selling.    5.1 Customer Scenario - After EPC deployment     Figure 9: SOA-based end-to-end EPC Solution   The company deployed PLM-based Enterprise Product Catalogue solutions to launch quad play service after evaluating various product catalogues. The broadband product offering, service and price data were migrated to the new system, and the product and price plan hierarchy for new offerings were created using the entities defined in the Enterprise Product Model. Supplier product catalogue data such as routers and set up boxes were loaded onto the new solution through SOA-based web service. Price plans and configuration rules were built in the new system. The validated final product configurations were extracted from the product catalogue in a SID format and were distributed to the downstream B/OSS systems through exposed SOA-based web services. The transformations required for the B/OSS system were handled using the transformation layer as part of the solution.   6.0 How PLM enabled Product Management Transformation         Figure 10: Product Management Transformation     PLM-based Product Catalogue Solution helped the customer reduce the product launch cycle time by 30% and enable transformation of Product Management for next generation services.   7.0 Conclusion   On the one hand, the telecom industry is undergoing changes due to disruptions, uncertain product markets and increased complexity of products. On the other hand, the ARPU is decreasing year-on-year. Communications Service Providers are embarking on convergence, bundled service offerings, flexibility to cross-sell and up-sell, introduce new value-added services, leverage Web 2.0 concepts and network capabilities. Consequently, large scale IT transformation initiatives to improve their ARPU supporting network and business transformations are a business imperative. Product Management has become a focus area. Companies are investing in best-in- class COTS solutions to reduce time-to-market, ensure rapid service delivery and improve operational efficiency. An efficient PLM-based enterprise product mastering solution plays a key role in achieving zero touch automation and rapid product launch.   References:   1.     Preston G.Smith, Donald G.Reineristsem, Van Nostrand Reinhold “Developing Products in Half the time”.   2.     John G. Innes, "Achieving Successful Product Change", Pitman Publishing.   3.     D T Pham and R M Setchi (16th Jan, 2001) "Authoring environment for documentation development" University of Wales Cardiff, U.K., Proceedings on Institution of Mechanical Engineers, Vol. 215, Part B.   4.     Oracle Product Hub for Communications:   http://www.oracle.com/us/products/applications/master-data-management/product-hub-082059.html  

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• SOA Community Newsletter: nouvelle lettre !

  - by mseika

  SOA PARTNER COMMUNITY NEWSLETTERAUGUST 2012 Dear SOA partner community member Have you submitted your feedback on SOA Partner Community Survey 2012? This is the last chance to participate in the survey. We recommend you to complete the survey and help us to improve our SOA Community. Thanks to all attendees and trainers for their participation in the excellent Fusion Middleware Summer Camps held in Lisbon and Munich. I would also like to thank you for the great feedback and the nice reports provided by AMIS Technology Blog & Middleware by Link Consulting. Most of our courses have been overbooked, if you did not get a chance or missed it, we offer a wide range of online training and the course material. Key take-away from the advanced BPM course is to become an expert in ADF. Here is the course from Grant Ronald Learn Advanced ADF online available. The Link Consulting Team became experts in SOA Governance with EAMS and Oracle Enterprise Repository! We always encourage our community members to share their best practices and are very keen to publish it. Please let us know if you want to share your best practices through this medium.We encourage you to make use of the Specialization benefits - this month we are giving an opportunity to Promote Your SOA & BPM Events. Jürgen KressOracle SOA & BPM Partner Adoption EMEA NEW CONTENT Presentations & Training material OFM Summer CampsPromote Your SOA & BPM Events Advanced ADF Online, For Free By Grant BPM 11g Customer Stories & Solution Catalog & Process Accelerators Delivering SOA Governance with EAMS by Link Consulting Team WebLogic Server Provisioning and Patching News from our Partners & CommunityUpdated material by Oracle Connect and Network SOA Blogs SOA on Facebook SOA on LinkedIn SOA on Twitter Mix SOA Forum SOA Workspace PRESENTATIONS & TRAINING MATERIAL OFM SUMMER CAMPS Thanks to all attendees who invested their time and utilized the opportunity to attend the Summer Camps! Due to high demand of our most of the trainings, we had a long waiting list with more numbers of partners who are keen to attend it. We would like to give our special thanks to all trainers, who delivered excellent workshops! Most of the presentations and course material have been posted on our SOA Community Workspaceand WebLogic Community Workspace. You can access the content only if you are a registered community member. To register for the SOA Community please click here. You can register for the WebLogic Community here. To find out the first impressions of the event please visit our Facebook pages:www.facebook.com/WebLogicCommunity &www.facebook.com/soacommunity or Picasa AlbumThanks for the excellent blog posts from AMIS Technology Blog & Middleware by Link Consulting. Let us know if you published a twitter blog on@soacommunity & @wlscommunity. We will be pleased to publish it in our Newsletters. BPM Course Quotes “Its always easy, if you know, what you are doing” - Torsten Winterberg, Opitz“ The best ideas are the ideas from the best” - Filipe Sequeria, Primesoft “Best invest in the education in the last 12 months” - Richard Schaller, IPT “Practice best practice with the best instructor” - Graham Lamond Capgemini “If you have basic BPM knowledge, this is the course to really mater it” - Diogo Henriques Link Consulting “Very good trainers lot of work. Lot of fun as well” - Matthias Gris Workflow Factory “If you like to accelerate in Oracle come to the training to bring it all together” - Marcel van der Glind, Amis ADF Course Quotes "Excellent training, great opportunity to network!" - Frank Houweling, Amis "Lots of fun and good ideas" - Ana Santiago, GFI "Learn ADF, worth it Fusion Apps is the future" - Miguel Delgadillo, STO Consulting "The best way to learn Fusion Middleware from the #1" Alexandro Montantes, STO Consulting "Be advanced to to be the first” - Dimitar Petrov Fadata "Great opportunity to suck all the knowledge out of some very experienced product managers” - Wilfred von der Deijl, The Future Group WebLogic Course Quotes “Oracle trainings are the best” - Pedro Neto Novobas“ "Excellent training, well organized” - Pedro Antunh, Capgemini “This course dives you into Oracle WebLogic giving you a quick start on benefiting from Fusion Apps” - Leonardo Fernandes, Outsystems Additional Quotes “Thanks a lot again for organizing such a great and informative Summer Camp. Both training and networking were organized very professionally. I have gained tons of very useful Info, which will definitely help to increase quality of our future projects.” - Daniel Fasko fss-group.com I didn’t get the chance yesterday to thank you for a most enjoyable and thoroughly educational time I had in Munich over the last few days.” - Jeroen Bakker Ordina “Just to congratulate you on a great event, not only today but also in the previous days of training. As we know, a very good organization and, as a native Portuguese that knows Lisbon very good, a nice choice of places to visit. Looking forward to come again next year.” Pedro Miguel Neto, Novobase PROMOTE YOUR SOA & BPM EVENTS The Partner Event Publisher has just been made available to all SOA & BPM specialized partners in EMEA. Partners now have the opportunity to publish their events to theOracle.com/events site and spread the word on their upcoming live in-person and/or live webcast events. See the demo below and click here to read more information. ADVANCED ADF ONLINE, FOR FREE BY GRANT The second part of the advanced ADF online eCourse is Live now! This covers the advanced topics of region and region interaction as well as getting down and dirty with some of the layout features of ADF Faces, skinning and DVT components. The aim of this course is to give you a self-paced learning aid which covers the more advanced topics of ADF development. The content is developed by Product Management and our Curriculum development teams and is based on advanced training material we have been running internally for about 18 months. We will get started on the next chapter, but in the meantime, please have a look at chapters one and two. Back to top BPM 11G CUSTOMER STORIES & SOLUTION CATALOG & PROCESS ACCELERATORS Stories Everyone loves a good story on planning or implementing a BPM strategy. Everyone wants to hear how it was done before?, what worked?, what was achieved? If you have achieved success with BPM, we are very keen to hear your stories and examples of how your customers use it. We receive lots of requests from people who are thinking of using BPM to solve a specific problem or in combination with a specific technology to talk to someone who has done it before. These stories are invaluable. Drop down the details of anything you think is relevant with a bit of detail and we will follow up on it. As one good deed deserves another, we will do our best to give you stories if you need them to show that where you are going, others have treaded before. Send your stories to us using this e-mail link and we will share them among other like minded people. Solution Catalogue This summer, Oracle is launching a solution catalogue specifically intended for partners. If you have delivered a successful implementation in BPM and think it could be reused and applied again in a similar scenario in the same industry or in a similar environment, then we ware keen to know about it and will add it to the solution catalogue. The solution catalogue will showcase successful BPM solutions both inside and outside Oracle. Be in touch with us on this e-mail link and we will make sure to add your solution. Process AcceleratorsFinally if you have specific processes that you are expert on, you have implemented at a customer and you want to work with us on getting these productised, then we would love to know about it. The process accelerator programme is explained in the most recent SOA/BPM Community Newsletter but again feel free to contact us if you want to get involved. Good luck with BPM and let us know how we can help. Barry O'Reilly Director BPM [email protected] DELIVERING SOA GOVERNANCE WITH EAMS BY LINK CONSULTING TEAM In the last 12 years Link Consulting has been making its presence in specific areas such as Governance and Architecture, both in terms of practices and methodologies, products, know-how and technological expertise. The Enterprise Architecture Management System - Oracle Enterprise Edition (EAMS - OER Edition) is the result of this experience and combines the architecture management solution with OER in order to deliver a product specialized for SOA Governance that gathers the better of two worlds in solution that enables SOA Governance projects, initiatives and programs. Enterprise Architecture Management System Enterprise Architecture Management System (EAMS), is an automation based solution that enables the efficient management of Enterprise Architectures. The solution uses configured enterprise repositories and takes advantages of its features to provide automation capabilities to the users. EAMS provides capabilities to create/customize/analyze repository data, architectural blueprints, reports and analytic charts. Oracle Enterprise Repository Oracle Enterprise Repository (OER) is one of the major and central elements of the Oracle SOA Governance solution. Oracle Enterprise Repository provides the tools to manage and govern the metadata for any type of software asset, from business processes and services to patterns, frameworks, applications, components, and models. OER maps the relationships and inter-dependencies that connect those assets to improve impact analysis, promote and optimize their reuse, and measure their impact on the bottom line. It provides the visibility, feedback, controls, and analytics to keep your SOA on track to deliver business value. The intense focus on automation helps to overcome barriers to SOA adoption and streamline governance throughout the lifecycle. Core capabilities of the OER include: Asset Management Asset Lifecycle Management Usage Tracking Service Discovery Version Management Dependency Analysis Portfolio Management EAMS - OER Edition The solution takes the advantages and features from both products and combines them in a symbiotic tool that enhances the quality of SOA Governance Initiatives and Programs. EAMS is able to produce a vast number of outputs by combining its analytical engine, SOA-specific configurations and the assets in OER and other related tools, catalogs and repositories. The configurations encompass not only the extendable parametrization of the metadata but also fully configurable blueprints, PowerPoint reports, charts and queries. The SOA blueprints The solution comes with a set of predefined architectural representations that help the organization better perceive their SOA landscape. More blueprints can be easily created in order to accommodate the organizations needs in terms of detail, audience and metadata. Charts & Dashboards The solution encompasses a set of predefined charts and dashboards that promote a more agile way to control and explore the assets. Time Based Visualization All representations are time bound, and with EAMS - OER you can truly govern SOA with a complete view of the Past, Present and Future; The solution delivers Gap Analysis, a project oriented approach while taking into consideration the As-Was, As-Is an To-Be. Time based visualization differentiating factors: Extensive automation and maintenance of architectural representations Organization wide solution. Easy access and navigation to and between all architectural artifacts and representations. Flexible meta-model, customization and extensibility capabilities. Lifecycle management and enforcement of the time dimension over all the repository content. Profile based customization. Comprehensive visibility Architectural alignment Friendly and striking user interfaces For more information on EAMS visit us here. For more information on SOA visit us here. WEBLOGIC SERVER PROVISIONING AND PATCHING For access to the Oracle demo systems please visit OPN and talk to your Partner Expert.SOA Suite and BPM Suite runs on WebLogic! We are pleased to announce the availability of a WebLogic Server Management demo that showcases some of the key provisioning and patching capabilities of WebLogic Server Management Pack Enterprise Edition (EE). To learn more about these features - as well as other features of the pack - please visit the pack's saleskit page.Demo Highlights The demo showcases the following capabilities: Patching Oracle WebLogic Servers Standardizing WebLogic Server Patch Rollouts Creating a WebLogic Domain Provisioning Profile Cloning a WebLogic Domain from a Provisioning Profile Deploying a Java EE Application Scaling Out an Oracle WebLogic Cluster Demo Instructions Go to the DSS website for Oracle Partners. On the Standard Demo Launchpad page, under the “Software Lifecycle Automation” section, click on the link “EM Cloud Control 12c WLS Provisioning and Patching” (tagged as “NEW”). Specific demo launchpad page contains a link to the detailed demo script with instructions on how to show the demo.

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• The Changing Face of PASS

  - by Bill Graziano

  I’m starting my sixth year on the PASS Board.  I served two years as the Program Director, two years as the Vice-President of Marketing and I’m starting my second year as the Executive Vice-President of Finance.  There’s a pretty good chance that if PASS has done something you don’t like or is doing something you don’t like, that I’m involved in one way or another. Andy Leonard asked in a comment on his blog if the Board had ever reversed itself based on community input.  He asserted that it hadn’t.  I disagree.  I’m not going to try and list all the changes we make inside portfolios based on feedback from and meetings with the community.  I’m going to focus on major governance issues since I was elected to the Board. Management Company The first big change was our management company.  Our old management company had a standard approach to running a non-profit.  It worked well when PASS was launched.  Having a ready-made structure and process to run the organization enabled the organization to grow quickly.  As time went on we were limited in some of the things we wanted to do.  The more involved you were with PASS, the more you saw these limitations.  Key volunteers were regularly providing feedback that they wanted certain changes that were difficult for us to accomplish.  The Board at that time wanted changes that were difficult or impossible to accomplish under that structure. This was not a simple change.  Imagine a $2.5 million dollar company letting all its employees go on a Friday and starting with a new staff on Monday.  We also had a very narrow window to accomplish that so that we wouldn’t affect the Summit – our only source of revenue.  We spent the year after the change rebuilding processes and putting on the Summit in Denver.  That’s a concrete example of a huge change that PASS made to better serve its members.  And it was a change that many in the community were telling us we needed to make. Financials We heard regularly from our members that they wanted our financials posted.  Today on our web site you can find audited financials going back to 2004.  We publish our budget at the start of each year.  If you ask a question about the financials on the PASS site I do my best to answer it.  I’m also trying to do a better job answering financial questions posted in other locations.  (And yes, I know I owe a few of you some blog posts.) That’s another concrete example of a change that our members asked for that the Board agreed was a good decision. Minutes When I started on the Board the meeting minutes were very limited.  The minutes from a two day Board meeting might fit on one page.  I think we did the bare minimum we were legally required to do.  Today Board meeting minutes run from 5 to 12 pages and go into incredible detail on what we talk about.  There are certain topics that are NDA but where possible we try to list the topic we discussed but that the actual discussion was under NDA.  We also publish the agenda of Board meetings ahead of time. This is another specific example where input from the community influenced the decision.  It was certainly easier to have limited minutes but I think the extra effort helps our members understand what’s going on. Board Q&A At the 2009 Summit the Board held its first public Q&A with our members.  We’d always been available individually to answer questions.  There’s a benefit to getting us all in one room and asking the really hard questions to watch us squirm.  We learn what questions we don’t have good answers for.  We get to see how many people in the crowd look interested in the various questions and answers. I don’t recall the genesis of how this came about.  I’m fairly certain there was some community pressure though. Board Votes Until last November, the Board only reported the vote totals and not how individual Board members voted.  That was one of the topics at a great lunch I had with Tim Mitchell and Kendal van Dyke at the Summit.  That was also the topic of the first question asked at the Board Q&A by Kendal.  Kendal expressed his opposition to to anonymous votes clearly and passionately and without trying to paint anyone into a corner.  Less than 24 hours later the PASS Board voted to make individual votes public unless the topic was under NDA.  That’s another area where the Board decided to change based on feedback from our members. Summit Location While this isn’t actually a governance issue it is one of the more public decisions we make that has taken some public criticism.  There is a significant portion of our members that want the Summit near them.  There is a significant portion of our members that like the Summit in Seattle.  There is a significant portion of our members that think it should move around the country.  I was one that felt strongly that there were significant, tangible benefits to our attendees to being in Seattle every year.  I’m also one that has been swayed by some very compelling arguments that we need to have at least one outside Seattle and then revisit the decision.  I can’t tell you how the Board will vote but I know the opinion of our members weighs heavily on the decision. Elections And that brings us to the grand-daddy of all governance issues.  My thesis for this blog post is that the PASS Board has implemented policy changes in response to member feedback.  It isn’t to defend or criticize our election process.  It’s just to say that is has been under going continuous change since I’ve been on the Board.  I ran for the Board in the fall of 2005.  I don’t know much about what happened before then.  I was actively volunteering for PASS for four years prior to that as a chapter leader and on the program committee.  I don’t recall any complaints about elections but that doesn’t mean they didn’t occur.  The questions from the Nominating Committee (NomCom) were trivial and the selection process rudimentary (For example, “Tell us about your accomplishments”).  I don’t even remember who I ran against or how many other people ran.  I ran for the VP of Marketing in the fall of 2007.  I don’t recall any significant changes the Board made in the election process for that election.  I think a lot of the changes in 2007 came from us asking the management company to work on the election process.  I was expecting a similar set of puff ball questions from my previous election.  Boy, was I in for a shock.  The NomCom had found a much better set of questions and really made the interview portion difficult.  The questions were much more behavioral in nature.  I’d already written about my vision for PASS and my goals.  They wanted to know how I handled adversity, how I handled criticism, how I handled conflict, how I handled troublesome volunteers, how I motivated people and how I responded to motivation. And many, many other things. They grilled me for over an hour.  I’ve done a fair bit of technical sales in my time.  I feel I speak well under pressure addressing pointed questions.  This interview intentionally put me under pressure.  In addition to wanting to know about my interpersonal skills, my work experience, my volunteer experience and my supervisory experience they wanted to see how I’d do under pressure.  They wanted to see who would respond under pressure and who wouldn’t.  It was a bit of a shock. That was the first big change I remember in the election process.  I know there were other improvements around the process but none of them stick in my mind quite like the unexpected hour-long grilling. The next big change I remember was after the 2009 elections.  Andy Warren was unhappy with the election process and wanted to make some changes.  He worked with Hannes at HQ and they came up with a better set of processes.  I think Andy moved PASS in the right direction.  Nonetheless, after the 2010 election even more people were very publicly clamoring for changes to our election process.  In August of 2010 we had a choice to make.  There were numerous bloggers criticizing the Board and our upcoming election.  The easy change would be to announce that we were changing the process in a way that would satisfy our critics.  I believe that a knee-jerk response to criticism is seldom correct. Instead the Board spent August and September and October and November listening to the community.  I visited two SQLSaturdays and asked questions of everyone I could.  I attended chapter meetings and asked questions of as many people as they’d let me.  At Summit I made it a point to introduce myself to strangers and ask them about the election.  At every breakfast I’d sit down at a table full of strangers and ask about the election.  I’m happy to say that I left most tables arguing about the election.  Most days I managed to get 2 or 3 breakfasts in. I spent less time talking to people that had already written about the election.  They were already expressing their opinion.  I wanted to talk to people that hadn’t spoken up.  I wanted to know what the silent majority thought.  The Board all attended the Q&A session where our members expressed their concerns about a variety of issues including the election. The PASS Board also chose to create the Election Review Committee.  We wanted people from the community that had been involved with PASS to look at our election process with fresh eyes while listening to what the community had to say and give us some advice on how we could improve the process.  I’m a part of this as is Andy Warren.  None of the other members are on the Board.  I’ve sat in numerous calls and interviews with this group and attended an open meeting at the Summit.  We asked anyone that wanted to discuss the election to come speak with us.  The ERC held an open meeting at the Summit and invited anyone to attend.  There are forums on the ERC web site where we’ve invited people to participate.  The ERC has reached to key people involved in recent elections.  The years that I haven’t mentioned also saw minor improvements in the election process.  Off the top of my head I don’t recall what exact changes were made each year.  Specifically since the 2010 election we’ve gone out of our way to seek input from the community about the process.  I’m not sure what more we could have done to invite feedback from the community. I think to say that we haven’t “fixed” the election process isn’t a fair criticism at this time.  We haven’t rushed any changes through the process.  If you don’t see any changes in our election process in July or August then I think it’s fair to criticize us for ignoring the community or ask for an explanation for what we’ve done. In Summary Andy’s main point was that the PASS Board hasn’t changed in response to our members wishes.  I think I’ve shown that time and time again the PASS Board has changed in response to what our members want.  There are only two outstanding issues: Summit location and elections.  The 2013 Summit location hasn’t been decided yet.  Our work on the elections is also in progress.  And at every step in the election review we’ve gone out of our way to listen to the community and incorporate their feedback on the process. I also hope I’m not encouraging everyone that wants some change in the organization to organize a “blog rush” against the Board.  We take public suggestions very seriously but we also take the time to evaluate those suggestions and learn what the rest of our members think and make a measured decision.

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• PASS: Bylaw Changes

  - by Bill Graziano

  While you’re reading this, a post should be going up on the PASS blog on the plans to change our bylaws.  You should be able to find our old bylaws, our proposed bylaws and a red-lined version of the changes.  We plan to listen to feedback until March 31st.  At that point we’ll decide whether to vote on these changes or take other action. The executive summary is that we’re adding a restriction to prevent more than two people from the same company on the Board and eliminating the Board’s Officer Appointment Committee to have Officers directly elected by the Board.  This second change better matches how officer elections have been conducted in the past. The Gritty Details Our scope was to change bylaws to match how PASS actually works and tackle a limited set of issues.  Changing the bylaws is hard.  We’ve been working on these changes since the March board meeting last year.  At that meeting we met and talked through the issues we wanted to address.  In years past the Board has tried to come up with language and then we’ve discussed and negotiated to get to the result.  In March, we gave HQ guidance on what we wanted and asked them to come up with a starting point.  Hannes worked on building us an initial set of changes that we could work our way through.  Discussing changes like this over email is difficult wasn’t very productive.  We do a much better job on this at the in-person Board meetings.  Unfortunately there are only 2 or 3 of those a year. In August we met in Nashville and spent time discussing the changes.  That was also the day after we released the slate for the 2010 election. The discussion around that colored what we talked about in terms of these changes.  We talked very briefly at the Summit and again reviewed and revised the changes at the Board meeting in January.  This is the result of those changes and discussions. We made numerous small changes to clean up language and make wording more clear.  We also made two big changes. Director Employment Restrictions The first is that only two people from the same company can serve on the Board at the same time.  The actual language in section VI.3 reads: A maximum of two (2) Directors who are employed by, or who are joint owners or partners in, the same for-profit venture, company, organization, or other legal entity, may concurrently serve on the PASS Board of Directors at any time. The definition of “employed” is at the sole discretion of the Board. And what a mess this turns out to be in practice.  Our membership is a hodgepodge of interlocking relationships.  Let’s say three Board members get together and start a blog service for SQL Server bloggers.  It’s technically for-profit.  Let’s assume it makes $8 in the first year.  Does that trigger this clause?  (Technically yes.)  We had a horrible time trying to write language that covered everything.  All the sample bylaws that we found were just as vague as this. That led to the third clause in this section.  The first sentence reads: The Board of Directors reserves the right, strictly on a case-by-case basis, to overrule the requirements of Section VI.3 by majority decision for any single Director’s conflict of employment. We needed some way to handle the trivial issues and exercise some judgment.  It seems like a public vote is the best way.  This discloses the relationship and gets each Board member on record on the issue.   In practice I think this clause will rarely be used.  I think this entire section will only be invoked for actual employment issues and not for small side projects.  In either case we have the mechanisms in place to handle it in a public, transparent way. That’s the first and third clauses.  The second clause says that if your situation changes and you fall afoul of this restriction you need to notify the Board.  The clause further states that if this new job means a Board members violates the “two-per-company” rule the Board may request their resignation.  The Board can also  allow the person to continue serving with a majority vote.  I think this will also take some judgment.  Consider a person switching jobs that leads to three people from the same company.  I’m very likely to ask for someone to resign if all three are two weeks into a two year term.  I’m unlikely to ask anyone to resign if one is two weeks away from ending their term.  In either case, the decision will be a public vote that we can be held accountable for. One concern that was raised was whether this would affect someone choosing to accept a job.  I think that’s a choice for them to make.  PASS is clearly stating its intent that only two directors from any one organization should serve at any time.  Once these bylaws are approved, this policy should not come as a surprise to any potential or current Board members considering a job change.  This clause isn’t perfect.  The biggest hole is business relationships that aren’t defined above.  Let’s say that two employees from company “X” serve on the Board.  What happens if I accept a full-time consulting contract with that company?  Let’s assume I’m working directly for one of the two existing Board members.  That doesn’t violate section VI.3.  But I think it’s clearly the kind of relationship we’d like to prevent.  Unfortunately that was even harder to write than what we have now.  I fully expect that in the next revision of the bylaws we’ll address this.  It just didn’t make it into this one. Officer Elections The officer election process received a slightly different rewrite.  Our goal was to codify in the bylaws the actual process we used to elect the officers.  The officers are the President, Executive Vice-President (EVP) and Vice-President of Marketing.  The Immediate Past President (IPP) is also an officer but isn’t elected.  The IPP serves in that role for two years after completing their term as President.  We do that for continuity’s sake.  Some organizations have a President-elect that serves for one or two years.  The group that founded PASS chose to have an IPP. When I started on the Board, the Nominating Committee (NomCom) selected the slate for the at-large directors and the slate for the officers.  There was always one candidate for each officer position.  It wasn’t really an election so much as the NomCom decided who the next person would be for each officer position.  Behind the scenes the Board worked to select the best people for the role. In June 2009 that process was changed to bring it line with what actually happens.  An Officer Appointment Committee was created that was a subset of the Board.  That committee would take time to interview the candidates and present a slate to the Board for approval.  The majority vote of the Board would determine the officers for the next two years.  In practice the Board itself interviewed the candidates and conducted the elections.  That means it was time to change the bylaws again. Section VII.2 and VII.3 spell out the process used to select the officers.  We use the phrase “Officer Appointment” to separate it from the Director election but the end result is that the Board elects the officers.  Section VII.3 starts: Officers shall be appointed bi-annually by a majority of all the voting members of the Board of Directors. Everything else revolves around that sentence.  We use the word appoint but they truly are elected.  There are details in the bylaws for term limits, minimum requirements for President (1 prior term as an officer), tie breakers and filling vacancies. In practice we will have an election for President, then an election for EVP and then an election for VP Marketing.  That means that losing candidates will be able to fall down the ladder and run for the next open position.  Another point to note is that officers aren’t at-large directors.  That means if a current sitting officer loses all three elections they are off the Board.  Having Board member votes public will help with the transparency of this approach. This process has a number of positive and negatives.  The biggest concern I expect to hear is that our members don’t directly choose the officers.  I’m going to try and list all the positives and negatives of this approach. Many non-profits value continuity and are slower to change than a business.  On the plus side this promotes that.  On the negative side this promotes that.  If we change too slowly the members complain that we aren’t responsive.  If we change too quickly we make mistakes and fail at various things.  We’ve been criticized for both of those lately so I’m not entirely sure where to draw the line.  My rough assumption to this point is that we’re going too slow on governance and too quickly on becoming “more than a Summit.”  This approach creates competition in the officer elections.  If you are an at-large director there is no consequence to losing an election.  If you are an officer the only way to stay on the Board is to win an officer election or an at-large election.  If you are an officer and lose an election you can always run for the next office down.  This makes it very easy for multiple people to contest an election. There is value in a person moving through the officer positions up to the Presidency.  Having the Board select the officers promotes this.  The down side is that it takes a LOT of time to get to the Presidency.  We’ve had good people struggle with burnout.  We’ve had lots of discussion around this.  The process as we’ve described it here makes it possible for someone to move quickly through the ranks but doesn’t prevent people from working their way up through each role. We talked long and hard about having the officers elected by the members.  We had a self-imposed deadline to complete these changes prior to elections this summer. The other challenge was that our original goal was to make the bylaws reflect our actual process rather than create a new one.  I believe we accomplished this goal. We ran out of time to consider this option in the detail it needs.  Having member elections for officers needs a number of problems solved.  We would need a way for candidates to fall through the election.  This is what promotes competition.  Without this few people would risk an election and we’ll be back to one candidate per slot.  We need to do this without having multiple elections.  We may be able to copy what other organizations are doing but I was surprised at how little I could find on other organizations.  We also need a way for people that lose an officer election to win an at-large election.  Otherwise we’ll have very little competition for officers. This brings me to an area that I think we as a Board haven’t done a good job.  We haven’t built a strong process to tell you who is doing a good job and who isn’t.  This is a double-edged sword.  I don’t want to highlight Board members that are failing.  That’s not a good way to get people to volunteer and run for the Board.  But I also need a way let the members make an informed choice about who is doing a good job and would make a good officer.  Encouraging Board members to blog, publishing minutes and making votes public helps in that regard but isn’t the final answer.  I don’t know what the final answer is yet.  I do know that the Board members themselves are uniquely positioned to know which other Board members are doing good work.  They know who speaks up in meetings, who works to build consensus, who has good ideas and who works with the members.  What I Could Do Better I’ve learned a lot writing this about how we communicated with our members.  The next time we revise the bylaws I’d do a few things differently.  The biggest change would be to provide better documentation.  The March 2009 minutes provide a very detailed look into what changes we wanted to make to the bylaws.  Looking back, I’m a little surprised at how closely they matched our final changes and covered the various arguments.  If you just read those you’d get 90% of what we eventually changed.  Nearly everything else was just details around implementation.  I’d also consider publishing a scope document defining exactly what we were doing any why.  I think it really helped that we had a limited, defined goal in mind.  I don’t think we did a good job communicating that goal outside the meeting minutes though. That said, I wish I’d blogged more after the August and January meeting.  I think it would have helped more people to know that this change was coming and to be ready for it. Conclusion These changes address two big concerns that the Board had.  First, it prevents a single organization from dominating the Board.  Second, it codifies and clearly spells out how officers are elected.  This is the process that was previously followed but it was somewhat murky.  These changes bring clarity to this and clearly explain the process the Board will follow. We’re going to listen to feedback until March 31st.  At that time we’ll decide whether to approve these changes.  I’m also assuming that we’ll start another round of changes in the next year or two.  Are there other issues in the bylaws that we should tackle in the future?

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• Watchguard Firewall - Issues with SSLVPN

  - by David W

  I have a client who has a WatchGuard XTM 23 device on site as their primary firewall. I just upgraded its firmware a couple days ago to the latest version for that series, 11.6.6. The problem is that I haven't successfully been able to setup a VPN connection for them. Using the instructions at http://www.watchguard.com/help/docs/webui/11_XTM/en-US/index.html#en-US/mvpn/ssl/configure_fb_for_mvpn_ssl_c.html, I'm trying to setup a VPN with SSL connection: From the firewall web GUI / Dashboard, I go to VPN - Mobile VPN with SSL, I enable it, add the organization's public IP address to which the firewall is connected. I've setup a group in Active Directory named "SSLVPN-Users", verified that the WatchGuard box can talk to the Active Directory Server, and added myself to that group. I then downloaded the WatchGuard Mobile VPN with SSL client onto my own Windows 7 machine, walked to the client's 2nd building across the street (which has a different public internet connection), and tried to connect to the VPN. When I do try to connect with the client, I get the following errors: 2013-06-24T15:41:32.119 Launching WatchGuard Mobile VPN with SSL client. Version 11.6.0 (Build 343814) Built:Jun 13 2012 01:42:55 2013-06-24T15:41:37.595 Requesting client configuration from 184.174.143.176:443 2013-06-24T15:41:50.106 FAILED:Cannot perform http request, timeout 12002 2013-06-24T15:41:50.106 failed to get domain name I discovered today the Firebox System Manager, and its "Traffic Monitor" which gives current log information (refreshes every 5 seconds). Unfortunately, it doesn't look like the client has setup any sort of WatchGuard / Firebox logging server, so actually recording server-side logs to file hasn't been done. I can work on implementing that if I need to. I noticed that if I try to ping the client's public IP address from an outside source, I don't get a response back (unless I added a policy into the firewall to allow ICMP traffic from "External", which I successfully did a few seconds ago for testing purposes - that rule has since been reverted to not respond to external ping requests). There's a policy in the firewall for allowing SSLVPN Traffic authentication requests coming from any external source TO the Firebox, and then to do the authentication / actually allow the VPN traffic, there's a policy allowing traffic for anyone in the SSLVPN-Users group to flow between that user and the inside network. So my questions are: Has anyone seen these errors before from the Watchguard VPN Client, and/or do you have any suggestions on how I can resolve that error? If I need to setup logging server to grab the firewall logs (in order to further troubleshoot this issue), how complicated a task is that and does it require a lot of system resources? The organization I'm consulting with only has 1 server and not a lot of resources or technical know-how.

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• Resolving SNAPSHOT dependencies with timestamps from Ivy

  - by bradhouse

  I am attempting to resolve timestamped SNAPSHOT dependencies with Ivy. The environment is Ant + Ivy 1.2.0 + Archiva. Archiva itself is populated from Maven2 builds. Ivy is only used to resolve dependencies (from a single, non Maven2 project). How can Ivy be configured to correctly resolve timestamped artifacts from an Archiva or m2 repository? For reference my current configuration is: ivysettings.xml looks similar to: <ivysettings> <settings defaultResolver="archiva-chain"/> <resolvers> <chain name="archiva-chain" changingPattern=".*SNAPSHOT" checkmodified="true"> <ibiblio name="archiva-internal" m2compatible="true" usepoms="true" pattern="[organization]/[module]/[revision]/[artifact]-[revision].[ext]" root="http://host:port/archiva/repository/internal"/> <ibiblio name="archiva-deploy" m2compatible="true" usepoms="true" pattern="[organization]/[module]/[revision]/[artifact]-[revision].[ext]" root="http://host:port/archiva/repository/deploy"/> <ibiblio name="archiva-snapshots" m2compatible="true" usepoms="true" pattern="[organization]/[module]/[revision]/[artifact]-[revision].[ext]" root="http://host:port/archiva/repository/snapshots"/> </chain> </resolvers> </ivysettings> The ivy.xml dependencies are simple: <ivy-module version="2.0"> <info organisation="com.myorg" module="myapp"/> <dependencies> <dependency org="com.myorg" name="myartifact" rev="1.8.0-SNAPSHOT" changing="true"/> </dependencies> </ivy-module> Ivy does not attempt to resolve a timestamped artifact. E.g. [ivy:retrieve] :: problems summary :: [ivy:retrieve] :::: WARNINGS [ivy:retrieve] module not found: com.myorg#myartifact;1.8.0-SNAPSHOT [ivy:retrieve] ==== archiva-internal: tried [ivy:retrieve] -- artifact com.myorg#myartifact;1.8.0-SNAPSHOT!myartifact.jar: [ivy:retrieve] http://host:port/archiva/repository/internal/com.myorg/myartifact/1.8.0-SNAPSHOT/myartifact-1.8.0-SNAPSHOT.jar [ivy:retrieve] ==== archiva-deploy: tried [ivy:retrieve] -- artifact com.myorg#myartifact;1.8.0-SNAPSHOT!myartifact.jar: [ivy:retrieve] http://host:port/archiva/repository/deploy/com.myorg/myartifact/1.8.0-SNAPSHOT/myartifact-1.8.0-SNAPSHOT.jar [ivy:retrieve] ==== archiva-snapshots: tried [ivy:retrieve] -- artifact com.myorg#myartifact;1.8.0-SNAPSHOT!myartifact.jar: [ivy:retrieve] http://host:port/archiva/repository/snapshots/com.myorg/myartifact/1.8.0-SNAPSHOT/myartifact-1.8.0-SNAPSHOT.jar [ivy:retrieve] :::::::::::::::::::::::::::::::::::::::::::::: [ivy:retrieve] :: UNRESOLVED DEPENDENCIES :: [ivy:retrieve] :::::::::::::::::::::::::::::::::::::::::::::: [ivy:retrieve] :: com.myorg#myartifact;1.8.0-SNAPSHOT: not found [ivy:retrieve] :::::::::::::::::::::::::::::::::::::::::::::: [ivy:retrieve] [ivy:retrieve] [ivy:retrieve] :: USE VERBOSE OR DEBUG MESSAGE LEVEL FOR MORE DETAILS There is a maven-metadata.xml in snapshots/com/myorg/myartifact: <?xml version="1.0" encoding="UTF-8"?> <metadata> <groupId>com.myorg</groupId> <artifactId>myartifact</artifactId> <versioning> <latest>1.8.0-SNAPSHOT</latest> <versions> <version>1.3.0-SNAPSHOT</version> <version>1.4.2-SNAPSHOT</version> <version>1.6.1-SNAPSHOT</version> <version>1.8.0-SNAPSHOT</version> </versions> <lastUpdated>20100303003206</lastUpdated> </versioning> </metadata> The maven-metadata.xml in snapshots/com/myorg/myartifact/1.8.0-SNAPSHOT: <?xml version="1.0" encoding="UTF-8"?> <metadata> <groupId>com.myorg</groupId> <artifactId>myartifact</artifactId> <version>1.8.0-SNAPSHOT</version> <versioning> <snapshot> <buildNumber>7</buildNumber> <timestamp>20100303.003206</timestamp> </snapshot> <lastUpdated>20100303003206</lastUpdated> </versioning> </metadata> Not all that useful, but for completeness, the files in the directory snapshots/com/myorg/myartifact/1.8.0-SNAPSHOT for the referenced snapshot: -rw-r--r-- 1 archiva archiva 240670 Mar 3 10:32 myartifact-1.8.0-20100303.003206-7.jar -rw-r--r-- 1 archiva archiva 32 Mar 3 10:32 myartifact-1.8.0-20100303.003206-7.jar.md5 -rw-r--r-- 1 archiva archiva 40 Mar 3 10:32 myartifact-1.8.0-20100303.003206-7.jar.sha1 -rw-r--r-- 1 archiva archiva 4068 Mar 3 10:32 myartifact-1.8.0-20100303.003206-7.pom -rw-r--r-- 1 archiva archiva 32 Mar 3 10:32 myartifact-1.8.0-20100303.003206-7.pom.md5 -rw-r--r-- 1 archiva archiva 40 Mar 3 10:32 myartifact-1.8.0-20100303.003206-7.pom.sha1 -rw-r--r-- 1 archiva archiva 180821 Mar 3 10:32 myartifact-1.8.0-20100303.003206-7-sources.jar -rw-r--r-- 1 archiva archiva 32 Mar 3 10:32 myartifact-1.8.0-20100303.003206-7-sources.jar.md5 -rw-r--r-- 1 archiva archiva 40 Mar 3 10:32 myartifact-1.8.0-20100303.003206-7-sources.jar.sha1

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• Membership numbers

  - by Ron Bruce

  I currently use phpMyAdmin 3.2.4 to monitor and manage the membership numbers for my organization members website. Not to long ago the member numbers jumped from 750 to 1,000,000 just over night? I am not sure how to fix this. I am new at this and I am not that famaliar of how this all works. This working with MySQL database. Also where so I fined on line manuals for phpMyAdmin and MySql? Respectfully Ron

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• How do I setup a cloud server to share and sync files on ESXi hosted environment?

  - by Manoj Agarwal

  I want to setup my private cloud network for my company for syncing and sharing files. Instead of using existing players like dropbox, google drive, amazon etc. I want to setup my own cloud infrastructure. The requirement is to easily share private data internally within the organization. I already have an ESXi based cloud environment, running several virtual machines in it. Will it be feasible and achievable?

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• Does the use of a POS terminal mean I need PCI DSS compliance?

  - by Nic

  I've read a lot about PCI DSS and its requirements, but I'm unclear on what exactly determines whether an organization needs to worry about PCI DSS compliance. We accept payments using a basic HiSpeed 6200 POS terminal which is connected to the internet through our office LAN. We aren't using VLAN's. The terminal isn't integrated with any payment processing applications, it just prints out paper receipts. Do I need to worry about PCI DSS compliance?

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• How do I configure Thunderbird to locally remap the label-folder in an G-Mail IMAP account?

  - by Edward Beach

  I'm using G-Mail and Thunderbird together for an imap account. One of the limitations of G-Mail is that there's no concept of nested labels - which is fine when I'm using the account through the web interface but when I'm using Thunderbird I would like a bit more organization. Is there a way for Thunderbird to locally remap an imap folder's path? For example with a "MyCustomLabel" label: Thunderbird: "MyAccount/path/on/local/machine/MyCustomLabel" G-Mail: "MyCustomLabel" Thanks

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• Microsoft PKI or PKI Vendor ?

  - by abmv

  I have a question related to PKI Infrastructure , should an organization go with Microsoft PKI or an independent separate PKI Infrastructure ? Is there any licensing restrictions if I user Microsoft PKI Infrastructure ? Or should I get an independent PKI infrastructure from a vendor that offer PKI TSA and SP(Signature Proof) Infrastructure.

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• ApplicationXtender?

  - by jpmartins

  Where can I find free technical documentation on EMC Application EXtender? This is a distributed system for "Storage, Organization, and Management of Business-Critical Information". The IT team where I'm in has on his machines an installation of a server of this product, but I'm having troubles finding knowledge about it. There are Microsoft Windows or Web-based clients. The administration is "easy", but i have no manual or documentation that can help me understand, monitor or fix...

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• Active Directory: delete vs. disable departed employees

  - by Matt Rogish

  When an employee leaves your organization, do you delete or disable their Active Directory account? Our SOP is to disable, export/purge the Exchange mailbox, and then after "some time" has elapsed (usually quarterly), delete the account. Is there any need for that delay? After exporting and purging their mailbox, why shouldn't I delete the account right then and there?

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• Selecting which IP address to use for outgoing requests from behind a NAT

  - by iamrohitbanga

  Our organization has several external IP addresses. I am behind 2 layers of NAT and the servers choose which IP address to route my traffic to. Can I specify which IP address to use when finally leaving the organizations network. I know that source routing can be done in IPv4 by adding some options in the header. But can I configure my PC to add these options automatically. I have both a Windows and a Linux Machine.

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• What are the good alternatives to Windows Movie Maker in Vista?

  - by GeneQ

  Short of getting a Mac and using iMovie, what are the alternatives that you'll recommend to a non-profit organization that needs to produce simple (but polished) videos to showcase their community service activities to raise funds. Currently they are using Windows Movie Maker but have sort of outgrown it. I installed Jashaka for them, and understandably, they couldn't grok it at all. Their current system is powerful enough to handle most video editing tasks.

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• Alternatives to Remote Storage Service under Windows Server 2008 R2

  - by ObligatoryMoniker

  I am working on setting up a new Windows Server 2008 R2 file server for our organization and felt like the functionality offered by the Remote Storage Service in previous versions of Windows would meet our needs for segmenting our data so that we can have different backup schedules for different tiers of data based on the frequency of that data being used and updated. What software exists that provide this same or similar functionality for Server 2008 R2?

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• Best Practices for "temporary" accounts in a Windows server environment?

  - by Millman

  Are there any best practices for "temporary worker" accounts in a Windows server environment? We have a couple of contractors joining the organization temporarily. They only need access to a few folders. Aside from joining them to the "Domain Guests" group and granting them access only to the folders specified. Are there any other issues to be aware of? We are in a Windows Server 2003 domain environment.

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• Complete Active Directory redesign and GPO application

  - by Wolfgang Kuehne

  after much testing and hundreds of tries and hours invested I decided to consult you experts here. Overview: I want to apply some GPO to our users which will add some specific site to the Trusted Sites in Internet Explorer settings for all users. However, the more I try the more confusing the results become. The GPO is either applied to one group of users, or to another one. Finally, I came to the conclusion that this weird behavior is cause rather by the poor organization in Users and Groups in Active Directory. As such I want to kick the problem from the root: Redesign the Active Directory Users and Groups. Scenario: There is one Domain Controller, and we use Terminal Services (so there is a Terminal Server as well). Users usually log on to the Terminal Server using Remote Desktop to perform their daily tasks. I would classify the users in the following way: IT: Admins, Software Development Business: Administration, Management The current structure of the Active Directory Users and Groups is a result of the previous IT management. The company has used Small Business Server which has created multiple default user groups and containers. Unfortunately, the guys working before me have do no documentation at all. Now, as I inherit this structure I am in the no mans land. No idea which direction to head first. As you can see, the Active Directory User and Groups have become a bit confusing. There is no SBS anymore, but when migrating from SBS to the current Windows Server 2008 R2 environment the guys before me have simply copied the same structure. The real question: Where should I start cleaning from, ensuring that I won't break totally the current infrastructure? What is a nice organization for the scenario that I have explained above? Possible useful info for the current structure: Computers folder contains Terminal Services Computers user group Members: TerminalServer computer located at Server -> Terminalserver OU Member of: NONE Foreign Security Principals : EMPTY Managed Service Accounts : EMPTY Microsoft Exchange Security Groups : not sure if needed, our emails are administered by external service provider Distribution Groups : not sure if needed Security Groups : there are couple of groups which are needed SBS users : contains all the users Terminalserver : contains only the TerminalServer machine

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• C# LINQ XML Query with duplicate element names that have attributes

  - by ncain187

  <Party id="Party_1"> <PartyTypeCode tc="1">Person</PartyTypeCode> <FullName>John Doe</FullName> <GovtID>123456789</GovtID> <GovtIDTC tc="1">Social Security Number US</GovtIDTC> <ResidenceState tc="35">New Jersey</ResidenceState> <Person> <FirstName>Frank</FirstName> <MiddleName>Roberts</MiddleName> <LastName>Madison</LastName> <Prefix>Dr.</Prefix> <Suffix>III</Suffix> <Gender tc="1">Male</Gender> <BirthDate>1974-01-01</BirthDate> <Age>35</Age> <Citizenship tc="1">United States of America</Citizenship> </Person> <Address> <AddressTypeCode tc="26">Bill Mailing</AddressTypeCode> <Line1>2400 Meadow Lane</Line1> <Line2></Line2> <Line3></Line3> <Line4></Line4> <City>Somerset</City> <AddressStateTC tc="35">New Jersey</AddressStateTC> <Zip>07457</Zip> <AddressCountryTC tc="1">United States of America</AddressCountryTC> </Address> </Party> <!-- *********************** --> <!-- Insured Information --> <!-- *********************** --> <Party id="Party_2"> <PartyTypeCode tc="1">Person</PartyTypeCode> <FullName>Dollie Robert Madison</FullName> <GovtID>123956239</GovtID> <GovtIDTC tc="1">Social Security Number US</GovtIDTC> <Person> <FirstName>Dollie</FirstName> <MiddleName>R</MiddleName> <LastName>Madison</LastName> <Suffix>III</Suffix> <Gender tc="2">Female</Gender> <BirthDate>1996-10-12</BirthDate> <Citizenship tc="1">United States of America</Citizenship> </Person> <!-- Insured Address --> <Address> <AddressTypeCode tc="26">Bill Mailing</AddressTypeCode> <Line1>2400 Meadow Lane</Line1> <City>Somerset</City> <AddressStateTC tc="35">New Jersey</AddressStateTC> <Zip>07457</Zip> <AddressCountryTC tc="1">United States of America</AddressCountryTC> </Address> <Risk> <!-- Disability Begin Effective Date --> <DisabilityEffectiveStartDate>2006-01-01</DisabilityEffectiveStartDate> <!-- Disability End Effective Date --> <DisabilityEffectiveStopDate>2008-01-01</DisabilityEffectiveStopDate> </Risk> </Party> <!-- ******************************* --> <!-- Company Information --> <!-- ****************************** --> <Party id="Party_3"> <PartyTypeCode tc="2">Organization</PartyTypeCode> <Organization> <DTCCMemberCode>1234</DTCCMemberCode> </Organization> <Carrier> <CarrierCode>105</CarrierCode> </Carrier> </Party> Here is my code which doesn't work because party 3 doesn't contain FullName, I know that partyelements contains 3 parties if I only return the name attribute. Is there a way to loop through each tag seperate? var partyElements = from party in xmlDoc.Descendants("Party") select new { Name = party.Attribute("id").Value, PartyTypeCode = party.Element("PartyTypeCode").Value, FullName = party.Element("FullName").Value, GovtID = party.Element("GovtID").Value, };

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• exchange user receive Undeliverable: form postmaster after every sended message

  - by Alexander Pavluchenko

  this happens after users mailbox moved from one exchange to other (in one organization, but differend domains) details: From: postmaster Sent: Saturday, April 03, 2010 8:43 AM To: USER1 Subject: Undeliverable: subject of message Delivery has failed to these recipients or distribution lists: IMCEAex-_O=DOMAIN_OU=First+20Administrative+20Group_cn=Recipients_cn=USER1@domain A problem occurred during the delivery of this message. Microsoft Exchange will not try to redeliver this message for you. Please try resending this message later, or provide the following diagnostic text to your system administrator.

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• How do I protect my company from my IT guy?

  - by Jesse

  I'm going to hire an IT guy to help manage my office's computers and network. We're a small shop, so he'll be the only one doing IT. Of course, I'll interview carefully, check references, and run a background check. But you never know how things will work out. How do I limit my company's exposure if the guy I hire turns out to be evil? How do I avoid making him the single most powerful person in the organization?

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